BSE: 505141 | NSE: | Automobile Two & Three Wheelers | Small Cap
1. Is Scooters India Ltd a good quality company?
Past 10 year’s financial track record analysis by Moneyworks4me indicates that Scooters India Ltd is a below average quality company.
2. Is Scooters India Ltd undervalued or overvalued?
The key valuation ratios of Scooters India Ltd's currently when compared to its past seem to suggest it is in the Overvalued zone.
3. Is Scooters India Ltd a good buy now?
The Price Trend analysis by MoneyWorks4Me indicates it is Weak which suggest that the price of Scooters India Ltd is likely to Fall in the short term. However, please check the rating on Quality and Valuation before investing.
Data adjusted to bonus, split, extra-ordinary income, rights issue and change in financial year end.
Value Creation ⓘ
Value Creation Index Colour Code Guide ⓘ
|ROCE % ⓘ||-11.2%||17.8%||9.8%||5.3%||-6.7%||-17.6%||-5.5%||-21.2%||-78.8%||18.7%||-|
|Value Creation Index ⓘ||-1.8||0.3||-0.3||-0.6||-1.5||-2.3||-1.4||-2.5||-6.6||0.3||-|
Growth Parameters ⓘ
Growth Parameters Colour Code Guide ⓘ
|YoY Gr. Rt. %||-||-7.5%||-13.4%||-8.5%||-30.7%||-47.7%||26.5%||12.8%||-93.1%||-100%||-|
|Adj EPS ⓘ||-1.1||1.6||1.3||0.6||-1.1||-2.2||-0.5||-1.8||-5.6||0.9||2.2|
|YoY Gr. Rt. %||-||NA||-18.2%||-50.8%||-265.6%||NA||NA||NA||NA||NA||-|
|BVPS (₹) ⓘ||7||9.7||10.9||11.6||10.4||8.2||7.6||5.7||0.1||0.9||1.1|
|Adj Net Profit ⓘ||-6||13.6||11.1||5.5||-9.1||-18.6||-4.6||-15.7||-48.7||7.6||19|
|Cash Flow from Ops. ⓘ||83.8||-5.1||-17.8||-11.7||-6.2||-1||-9.1||2.4||-11.8||-6.3||-|
|Debt/CF from Ops. ⓘ||0.2||-4.7||-1.8||-2.6||-5||-18.2||-1.8||6.8||-4.8||-9||-|
CAGR Colour Code Guide ⓘ
|9 Years||5 Years||3 Years||1 Years|
|Adj EPS ⓘ||NA||NA||NA||NA|
Key Financial Parameters ⓘ
Performance Ratio Colour Code Guide ⓘ
|Return on Equity % ⓘ||39.5||22.5||12.6||5.7||-9.7||-23.6||-6.8||-27.1||-192.6||176.6||210.7|
|Op. Profit Mgn % ⓘ||-3.4||1.1||4.7||-0.1||-10.8||-45.2||-7.6||-21.8||-1016.6||0||0|
|Net Profit Mgn % ⓘ||-3.2||7.7||7.3||3.9||-9.4||-36.9||-7.3||-21.8||-972.3||0||0|
|Debt to Equity ⓘ||0.4||0.3||0.4||0.3||0.4||0.3||0.2||0.3||113.5||7.1||-|
|Working Cap Days ⓘ||85||106||182||253||341||560||365||275||2,526||0||0|
|Cash Conv. Cycle ⓘ||34||42||96||136||190||325||235||168||1,225||0||0|
Return on Equity has increased versus last 3 years average to 210.70%
Debt to equity has declined versus last 3 years average to 7.05
Sales growth has been subdued in last 3 years -100.00%
Net Profit has been subdued in last 3 years 0.00%
Sales growth is not so good in last 4 quarters at -25.00%
|TTM EPS (₹)||2.2||-|
|TTM Sales (₹ Cr.)||0||-|
|BVPS (₹.) ⓘ||1.1||-|
|Reserves (₹ Cr.) ⓘ||-78||-|
|From the Market|
|52 Week Low / High (₹)||26.00 / 35.90|
|All Time Low / High (₹)||1.50 / 79.70|
|Market Cap (₹ Cr.)||248|
|Equity (₹ Cr.)||87.3|
|Face Value (₹)||10|
|Industry PE ⓘ||23.6|
Scooters India Limited, incorporated as a Government of India enterprise at Lucknow, on September 7, 1972, is an ISO 9001:2000 and ISO 14001 company, situated at 16 Km milestone, South-west of Lucknow, the capital of Uttar Pradesh on NH No 25 and is well connected by road, rail and air. It is a totally integrated automobile plant, engaged in designing, developing, manufacturing and marketing a broad spectrum of conventional and non-conventional fuel driven 3-wheelers.
The companyâ€™s plant owes its origin to Innocenti of Italy from which it bought over the plant and machinery, design, documentation, copyright etc. The company also possesses the world rights of the trade name LAMBRETTA / LAMBRO.
In 1975, company started icommercial production of scooters under the brand name of Vijai Super for domestic market and Lambretta for the overseas market. It added one more wheel to its product range and introduced three wheelers under the brand name of VIKRAM/LAMBRO. However, in 1997, strategically, the company discontinued its two-wheeler production and concentrated only on manufacturing and marketing of three-wheelers. These three-wheelers have become more relevant in the present socio-economic environment as it transports goods and passengers at least cost.
For various reasons the company became sick and it was perceived that the company should be wound up. The company was referred to BIFR in 1991. In 1996 BIFR sanctioned the companyâ€™s rehabilitation package followiing which the company started operations in full swing. BIFR projections were achieved & surpassed. The company started making profit in 1996-97 & continues to do so. The company strategically stopped 2-wheeler production in 1997 and concentrated on manufacturing of three-wheelers under brand name â€˜Vikramâ€™.
The company has its own marketing network of regional sales offices all over India, catering to customerâ€™s requirements in the areas of sales and services. The organisation has various departments to perform different activities competently. SIL has an organised system to control different activities. Personnel & administration department looks after the employees welfare, medical benefits, conveyance facilities, maintains their personal records and controls their regularity. It also take care of the security for the organisation. Marketing & services department looks after the marketing of the products, provide services to the customer and regulates the activities in its various regional offices.
The products have a high payload capacity and efficiency. These are specially designed and developed for local transportation. However, the generation of Vikram run successfully in different countries also. Their product is in demand in various countries all over the world . Germany, Italy, Sudan, Nigeria, Nepal, Bangladesh are few of the countries.
The company vision is to grow into an environment friendly and globally competitive company constantly striving to meet the changing needs of customer through constantly improving existing products, adding new products and expanding customer base.
The company is engaged in the manufacturing of
Awards & Achievements: