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Trade Spotlight: How should you trade HDFC AMC, Raymond, Exide, Bajel Projects, and others on Wednesday?

Money ControlMoney Control · 1y ago
Trade Spotlight: How should you trade HDFC AMC, Raymond, Exide, Bajel Projects, and others on Wednesday?
Medial

These are some stock ideas for short-term trading: 1. Can Fin Homes: After forming a soccer pattern on the daily chart, Can Fin Homes had a pullback and revisited its prior support level. With significant volume increase and upward price movement, a long position can be initiated. 2. HDFC Asset Management Company: HDFC AMC has been consolidating within a broad range, but there has been a recent rise in price with strong volumes. Trading above its 20-day moving average and critical resistance zone, it indicates potential for further upward movement. 3. Lemon Tree Hotels: Lemon Tree Hotels is forming higher highs and higher lows, indicating a sustained uptrend. With a comfortable RSI and noticeable volume increase accompanying the price rise, a long position can be initiated. 4. Exide Industries: Exide Industries made a fresh record high and closed with a gain. The stock is showing strength in the ongoing trend, with the KST indicator also suggesting good momentum. Dips can be seen as buying opportunities. 5. Raymond: Raymond formed a large bullish candle with huge volumes and closed with a significant gain. The stock is on a positive trend as long as it doesn't close below the previous day's low. Buying on dips is considered a prudent strategy. 6. Craftsman Automation: Craftsman Automation is in a strong uptrend, and a breakout of the rounding bottom pattern is expected. The ADX indicator supports the trend, and buying on dips can be a strategy. 7. Apollo Tyres: Apollo Tyres has given a strong breakout above its trendline resistance. With strong momentum indicated by the RSI crossing above 65 and high volumes, a potential target can be set. 8. Granules India: Granules has re-tested its breakout mark and is holding well above it. Strong momentum is indicated by the RSI near 65, and volumes are equivalent to its 30-day average traded volume. An upside target can be set. 9. Bajel Projects: Bajel Projects has re-tested its breakout mark and is holding well above it. Strong momentum indicated by the RSI and equivalent volumes to its 30-day average trading volume. A strict stop-loss and potential upside target can be set. Note: These stock ideas are provided by different experts and it is advised to check with certified experts before making any investment decisions.

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Stock Radar: Titan, Jio Financial, Bandhan Bank, Lupin, CG Power, Diffusion Engineers, GAIL in focus on Monday

Money ControlMoney Control · 10m ago
Stock Radar: Titan, Jio Financial, Bandhan Bank, Lupin, CG Power, Diffusion Engineers, GAIL in focus on Monday
Medial

- Quarterly earnings (YoY) of companies such as Titan Company, Induslnd Bank, Bandhan Bank, Poonawalla Fincorp, Jammu & Kashmir Bank, AU Small Finance Bank, IDBI Bank, RBL Bank, Godrej Properties, L&T Finance, Macrotech Developers, Federal Bank, Metropolis Healthcare, Indian Bank, Union Bank of India, Utkarsh Small Finance Bank, Equitas Small Finance Bank, Dhanlaxmi Bank, Ujjivan Small Finance Bank, Adani Wilmar expected to be released. - SEBI grants in-principle approval for Jio Financial Services and BlackRock Financial Management Inc to set up a proposed mutual fund. - GAIL (India) signs MoU with AM Green to jointly develop renewable energy and green chemical projects. - Lupin receives five observations from the US FDA for its biotech facility in Pune. - Antony Waste Handling Cell's subsidiary wins a contract worth Rs 908 crore from Navi Mumbai Municipal Corporation for waste collection and transportation. - CFO resignations at Univa Foods (Sandhya Rani Koochana) and Mahanagar Telephone Nigam (Vinay Srivastav). - BLS International Services completes the acquisition of Citizenship Invest for $31 million. - Paytm's Chief Technology Officer - Payments, Manmeet Singh Dhody, steps down and transitions to a new role as an AI Fellow, while Deependra Singh Rathore is appointed as the new CTO - Payments. - Gravita India plans to raise up to Rs 1,000 crore through the issuance of equity shares and makes management changes. - Akzo Nobel India's parent company, Akzo Nobel NV, conducts a strategic review of its portfolio, focusing on its decorative paints positions in South Asia. - Apollo Tyres' stake increases as LIC buys 3 lakh additional shares. - R Systems International witnesses a significant stake sale by Non-Resident Indian Bhavook Tripathi. - HDFC Bank witnesses a block deal as BNP Paribas Financial Markets sells equity shares to Morgan Stanley Asia (Singapore) Pte and Citigroup Global Markets Mauritius. - SME listings on October 7: HVAX Technologies, Saj Hotels. - Stocks will trade ex-dividend: Jupiter Wagons, KP Energy. - Rights offered by Geojit Financial Services trade ex-date. - F&O ban on GNFC, Bandhan Bank, Birlasoft, Granules India, Hindustan Copper, Manappuram Finance, RBL Bank. Note: This content is for informative purposes only and not a recommendation to invest or trade.

Karnataka HC gives govt one month to decide on bike taxi policy

EntrackrEntrackr · 7d ago
Karnataka HC gives govt one month to decide on bike taxi policy
Medial

Karnataka HC gives govt one month to decide on bike taxi policy The Karnataka High Court on Wednesday gave the state government a month to decide whether to frame a bike taxi policy, noting that there are “lives at stake in this matter.” A division bench of Chief Justice Vibhu Bakhru and Justice C M Joshi was hearing appeals by Rapido, Uber, and Ola against a single-judge order that barred bike taxi operations in Karnataka unless specific rules were issued under the Motor Vehicles Act. The court declined to grant interim relief but said the state should not “put everything into freeze” while a decision is pending. The bench observed that permitting cars and autorickshaws as taxis while excluding motorcycles could raise constitutional concerns under Articles 14 (equality before law) and 19(1)(g) (right to carry on trade). It added that the absence of regulation cannot automatically mean prohibition. Summarising the submissions by the platforms, the court recorded, “A blanket prohibition is unconstitutional since bike taxis are a legitimate business. In the absence of regulations, the business cannot be treated as illegal and should be allowed. The ban is therefore arbitrary, unreasonable, and violative of Articles 14 and 19(1)(g).” Bike taxis have long been a point of debate in Karnataka. The state government has resisted legalising them, citing safety and traffic concerns, even as 13 other states including Delhi and Telangana have already put regulations in place. In July, the Centre revised its Motor Vehicle Aggregator Guidelines to let states authorise bike taxis through permits, with rules such as capping surge fares at twice the base fare and allowing private motorcycles for commercial use. States were given three months to adopt these rules, but Karnataka has yet to act, leaving bike taxi services in a grey zone. Meanwhile, a Moneycontrol report said that Rapido and Uber resumed bike taxi services in Bengaluru on August 21.

Mugafi raises $3 Mn in Seed funding

EntrackrEntrackr · 3m ago
Mugafi raises $3 Mn in Seed funding
Medial

Mugafi, an AI-led company working in tech and entertainment, has raised $3 million in a seed round from institutional and individual investors. The round was led by StartupXseed, Auxano, Proneur, MarsshotVC (Razorpay founders’ fund), and BeyondVP. WeFounderCircle also helped bring the round together. With the new funding, Mugafi plans to improve its technology, enter new markets, and hire more people to grow its work. The team also plans to build tools that make content creation possible for more storytellers. Mugafi is developing a suite of AI tools that support creators in working more quickly, exploring new ideas, and producing stories. The platform serves writers, filmmakers, studios, and producers by increasing output, streamlining processes, and enabling new directions for content creation. At the core of Mugafi’s platform is Ved, its AI tool that works with storytellers to create ideas, build plots, develop characters, and write dialogue. Since its launch, Ved has helped create over 500 original projects, and Mugafi says it plans to build a library of over 200,000 characters in the next two years. “We’re at a tipping point in how stories are made,” said Vipul Agarwal, Founder & CEO of Mugafi. “At Mugafi, we’ve always believed that AI should amplify creativity, not replace it. Our goal is to empower storytellers—help them break barriers, accelerate their process, and create magic on screen.” Along with building its technology, Mugafi has built a network of creators. It has helped over 10,000 writers develop original projects using Ved and support from mentors. The company has worked with platforms and studios like Excel Entertainment, Stage, Spotify, Meta, and others to bring new storytelling formats to audiences. Its AI-made characters are already being used in films, short films, games, podcasts, and more.

Toy marketplace Snooplay raises pre- Series A1 round led by Pravek Family Office

EntrackrEntrackr · 28d ago
Toy marketplace Snooplay raises pre- Series A1 round led by Pravek Family Office
Medial

Toy marketplace Snooplay raises pre-Series A1 round led by Pravek Family Office Toy marketplace Snooplay has raised Rs 8 crore in a pre-Series A1 funding round led by Pravek Family Office along with participation from other strategic angel investors. Prior to this, the Noida-based company had raised $535K in a seed funding round from Ajay Kumar Gupta and others. The proceeds will be utilized to launch its two proprietary innovative tech products that aim to transform how India discovers, buys, and recirculates toys - through AI, data, and empathy, Snooplay said in a press release. Co-founded in 2019 by Aanchal Mahajan and Brij Raj Singh, Snooplay builds a full-stack, AI-powered toy platform that integrates discovery, purchase, and guilt-free disposal into one seamless ecosystem. The company’s proprietary Toy Intelligence Database—an industry-first effort to map toys to developmental skills, moods, play types, and learning goals. “We are building India’s only toy app that’s serious about play. An app that helps you discover and buy the right toy when your child needs it and lets you trade it in for store credits once they’ve outgrown it. No clutter, no guilt. Just a smarter way to play,” said Aanchal Mahajan, co-founder, Snooplay. Snooplay claims that it houses over 35,000 toys from more than 600 brands, and serves a growing community of Indian parents, collectors and gift-givers. The platform aims to create a single, intelligent loop of smarter discovery and guilt-free exit - making Snooplay the first App in India to build infrastructure around play. Snooplay intends to expand its buyback program in collaboration with NGOs, enabling sustainable toy donations and encouraging conscious consumption. The brand will strengthen its private label offerings across modern retail outlets, e-commerce marketplaces, and curated gifting verticals, while also enhancing its technology, logistics, and operational backbone. The other prominent companies in the toy industry include Funskool, Mattel Toys (India), Simba Toys India, Hamleys (India), Hasbro India, and Lego India.

RockClimber banks on authenticity and quality to tap into India’s beverage market

EntrackrEntrackr · 1y ago
RockClimber banks on authenticity and quality to tap into India’s beverage market
Medial

India has a massive beverage market with many established brands, though several new players, such as Bira, have also made their mark. Considering the sheer size of the market, it’s safe to say that there’s ample scope for newcomers. One such new player is RockClimber. The company creates fruit beverages and fruit spirits designed specifically for India, made from locally grown fruits like jamun, grapes, pomegranate, kiwi, mulberry, and litchi, among others. One of the company’s objectives is to help reduce fruit wastage and create a sustainable ecosystem for farmers and fruit produce. We spoke to Cofounder Hariprasad Shetty to learn more about RockClimber, what distinguishes it from the competition, and the roadmap ahead. Here are the edited excerpts: The beverage market is filled with multiple brands, including some very established ones. How do you plan to stand out from the competition? As a truly authentic fruit based beverage brand, we are committed to using high quality fruits with an experimentative approach to crafting unique fruit combinations that incorporate global flavour trends. This has allowed us to offer a very diverse range of exciting and refreshing beverages while keeping fruits at the center of everything we do. That’s what makes us stand out from the rest of the competition – we see ourselves as fruit experts and our products are fresh and engage with the evolving consumer preferences. So our focus is on delivering an uncompromising product experience. We source the finest fruits from across the country. This commitment to authenticity and quality sets us apart from many competitors who rely heavily on artificial flavors and preservatives. And the traction we have had in the last three years also points to how we have been accepted in the market. [FY 22 7 Cr, FY 23 7 Cr, FY 24 25 Cr, FY 25 60-70 Cr domestic and 30-35 outside India = 100 Cr+ target] 140 strong distributor network across 11 states. 3 million + bottles of beverages sold. 3000 tons of fruits processed sourced from a farmer base of 200,000 small scale fruit farmers producing grapes, pomegranate, pineapple, jamun, strawberry, mango etc. What is your offline and distribution strategy, usually the key to robust growth in your category? Most of the work should happen before Day Zero – the launch day. We recognized early on that a robust distribution network is the backbone of success in this business. We adopted a systematic approach to build our distribution network from the ground up. Mapping out territories and identifying potential distributors and retailers who could penetrate different markets. We only went ahead with experienced and reputable distributors who had an in-depth understanding of local market dynamics and consumer preferences. What is your strategy for online? Are you considering partnerships with any quick commerce platform? Yes, now that we have a headway in the distribution aspect and have achieved product market fit, we are now going to go aggressive on the marketing front especially online channels. What are the incentives for a farmer dealing with your platform other than the convenience of direct sale and price? Farmers are looking for a stable assured source of income every year. Timely procurement of their fruit produce, immediate payments, reduction in time to sale, and providing access to a large pool of buyers are all the benefits farmers get by working with us. We started with 500 tons of fruit procurement, and now at over 5000 tons. We aim for 10X procurement volumes in the next 2-3 years, thereby contributing to 10 times reduction in fruit loss, and hence a direct positive impact on small scale farmers livelihood and stable income generation. As we expand our facilities, we aim to recruit local talent to be part of our company and thereby directly provide employment opportunities as well. RockClimber aims to: Scale to 10,00,000 farmer base in the next 3 years Platform building for farmer outreach, communication, and forecasting Patented mobile fruit processing system Export unit in select locations for UAE and Africa markets You also mentioned entering the UAE and Africa markets. What is your roadmap for global expansion? And why particularly these two markets? We expect 30-35% revenues coming in from global markets in the near term. Particularly markets like UAE are huge on experimentation as consumers there are well traveled and have an international palette. We see a large market opportunity in the innovative – new age beverage category in this region.

VLCC-owned Ustraa reports Rs 50 Cr loss with flat revenue in FY24

EntrackrEntrackr · 9m ago
VLCC-owned Ustraa reports Rs 50 Cr loss with flat revenue in FY24
Medial

Men’s grooming startup Ustraa was acquired by personal care brand VLCC through a share swap and secondary buyout in the first quarter of FY24. However, under the larger group, Ustraa experienced a slight decline in revenue along with an increase in losses. Ustraa recorded a 2.94% decline in its revenue to Rs 94.02 crore in FY24 from Rs 96.87 crore in FY23, according to its annual financial report with the Registrar of Companies. This marginal decrease indicates that it faced challenges in maintaining growth in a competitive market. Ustraa’s 95.08% of total revenue came from the sale of products, which saw a 5.1% decline compared to the previous year. The company also gained Rs 4.7 crore from other sources taking the total income to Rs 94.27 crore in the last fiscal year. On the expenses side, the largest component was the cost of materials, which surged by 63.16% to reach Rs 60.4 crore. Employee benefit expenses saw a decline of 17.5% to Rs 20.94 crore. Advertisement expenses saw a significant reduction by 64.46% to Rs 17.09 crore. In contrast, the commission's costs rose by 43.82% to Rs 10.93 crore. With miscellaneous expenses, the total expenditure of Ustraa stood at Rs 144.6 crore, a 5.11% jump from Rs 137.57 crore in FY23. As a result, Ustraa recorded a 25.27% surge in losses to Rs 50.32 crore for FY24 from Rs 40.17 crore loss in FY23. The company's ROCE and EBITDA Margin stood at 284.01% and -51.16% respectively. On a unit basis, the company spent Rs 1.54 to earn a rupee of operating revenue in FY24. The cash and cash equivalents for Ustraa as of FY24 was recorded at Rs 6.89 crore, compared to Rs 1.17 crore in FY23. No other significant bank balances apart from the cash and cash equivalents were reported for FY24 and the trade receivables for Ustraa was Rs 7.46 crore in FY24. Founded in 2015, Ustraa offers products such as fragrances, hair care, face care, and beard care. Following its acquisition, the company's founders, Rahul Anand and Rajat Tuli, continued to work with the brand while also leading VLCC's D2C initiatives. Before the acquisition, Ustraa had raised over $10 million from investors, including Info Edge, Wipro, and IIFL, among others. The brand directly competes with Beardo, The Man Company, and Bombay Shaving Company. Notably, all these companies are operating at a loss and have either become part of a larger group or sold a significant stake to a major corporation. Bombay Shaving Company registered Rs 182 crore in revenue for FY23 and aims to achieve a topline of Rs 260-280 crore in FY24. Beardo saw a 12.2% increase in its FY23 revenue to Rs 106.6 crore, while The Man Company recorded Rs 115 crore in revenue for FY23. Their audited FY24 results are yet to be released. So far, the Ustraa acquisition seems to be following a predictable pattern of a cut in manpower and advertising costs, and topline stagnation with worsening bottom line. That is nothing odd simply because it is almost a template when a firm is acquired for these events to follow, as acquirers ‘clean up’ legacy issues to try and start on a clean slate by the next financial year. The question is, will Ustraa survive the changes to deliver in the next financial year? Looking at the peer group, while profitability remains a challenge for all, topline growth should not be as difficult, especially if VLCC did the acquisition with a clear plan to infuse funds at a later stage. Where things get really sticky is when the parent firm runs into troubles of its own.

How GrowthJockey addresses venture incubation challenges for enterprises

EntrackrEntrackr · 1y ago
How GrowthJockey addresses venture incubation challenges for enterprises
Medial

Large enterprises encounter numerous challenges hindering their growth, especially in the segment of venture incubation. Navigating digital transformation remains complex, compounded by the need to make crucial choices among disruptive technologies like advanced AI, blockchain, and IoT among others. Moreover, scaling innovations beyond the initial stages is another hurdle as future businesses struggle to prioritize ideas and allocate resources effectively. Recruiting digital talent and prioritizing investment amidst numerous options further complicates decision-making, especially for early-stage ventures. Managing the cost and uncertainty of return on investment adds complexity to digital transformation efforts. GrowthJockey is looking to address these challenges for enterprises as well as accelerating the growth of future businesses. We spoke to founder and CEO Ashutosh Kumar to learn more about GrowthJockey, what distinguishes it from the competition and the roadmap ahead. Here are the edited excerpts There are not a lot of companies that are catering to this space, especially targeted at the enterprises. How did you come up with this idea? In my decade-long experience at leading large corporations, I repeatedly found myself involved in building future ventures for these organizations. Throughout these endeavors, I recognized a significant unmet need within the industry – large companies were eager to invest in and develop futuristic ventures but faced considerable challenges in finding the 0-100 capabilities required for building ventures from ground zero to full-scale operation. Reflecting on industry trends, I observed a shift in the mindset of forward-looking companies. While two decades ago, companies began adapting and building digital capabilities, today’s forward-looking enterprises are more inclined towards developing in-house venture building. They recognize the strategic advantage of internal incubation, which aligns closely with their ecosystem and vision, thereby helping in fostering the right company culture from the outset. Recognizing the limitations of past approaches – where large enterprises attempted to navigate the 0-100 journey by engaging multiple agencies and consulting firms leading to fragmented efforts and limited success- I saw an opportunity to address this challenge. This realization motivated me to establish GrowthJockey, aiming to build the massive capability needed to execute the 0-1 and 1-100 journey for large enterprise ventures. Our focus lies in creating an ecosystem of agile technology and talent, enabling us to deliver transformative solutions in venture incubation and digital transformation. How does the platform work? Please help simplify the process. At GrowthJockey, our platform, intellsys.ai, serves as a strategic AI infrastructure designed to harness real-time digital data, empowering companies to operate within a dynamic environment using real time insights. Intellsys.ai has played a pivotal role in our ability to expand, scale, and successfully deliver projects, providing our clients with the agility and foresight needed to thrive in today’s fast-paced digital landscape. However, our platform extends beyond intellsys.ai and encompasses a holistic approach to venture building. At GrowthJockey, we productize venture building by leveraging our specialized capabilities in design thinking, digital technologies, strategic consulting, and business operations. Our approach is supported by a detailed and evolving playbook, ensuring that we deliver comprehensive solutions tailored to the unique needs of each venture. Please explain your business model. At GrowthJockey, our revenue generation model encompasses various streams reflecting our diverse offerings. Firstly, as an institutional incubator, we incubate and build ventures, either for equity and cash or solely for cash. We also work as a strategic growth partner where we deliver growth and scale for businesses with our deep capabilities in technology, digital marketing, strategic consulting and business operations, providing a full suite of customized growth solutions. Additionally we derive our revenue stream from intellsys.ai, our AI infrastructure platform, operated on an AI SaaS model, designed to deliver growth-as-a-service with its real time deep data analytics and ability to analyse, experiment, and execute digital campaigns at a large scale. Furthermore, our involvement in venture building includes equity stakes in startups we incubate, generating revenue through exits from these investments, whether through acquisition, IPO, or other strategic transactions. Anchored by our focus areas of growth, operations, and technology, our business model drives innovation and collaboration, positioning GrowthJockey as a pioneering force in the digital transformation sector, both nationally and globally. Who are your nearest direct and indirect competitors? At GrowthJockey, we pride ourselves on being pioneers in our unique business model, making us stand out in the industry. While traditional competitors may not exist due to our innovative approach, we maintain collaborative relationships with industry giants, including the Big 3 consulting firms, with whom we’ve partnered on building numerous ventures. Regarding our AI infrastructure, intellsys.ai, our nearest direct competitors include companies like Pixis.ai, WatsonX, Adobe 360, and Fractal.ai. While they operate in a similar space, what sets us apart is our DIY vertical and our focus on delivering transformative technology solutions. Our specialization in offering growth, operations, and technology tools has enabled us to carve out a distinct niche for ourselves in the industry.

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