1. GANDHI SPECIAL TUBES HAS CARVED OUT A SPECIAL NICHE FOR ITSELF IN THE SMALL DIAMETER WELDED AND COLD DRAWN SEAMLESS TUBES. WHAT IS ESPECIALLY NOTICEABLE IS THE STEADY OPERATING MARGIN EXPANSIONS TO OVER 40-50% LEVELS THAT IS BEING MAINTAINED. THIS IS AN EXTRAORDINARY ACHIEVEMENT COUPLED WITH THE CLEAN DEBT FREE BALANCE SHEET.
Congratulations! Kindly share with us the factors that have contributed to this performance. Appreciate if you can share the kind of market share the company enjoys in the 3 market/product segments, and their respective margin contributions. On both fronts – Is it sustainable, and why?
2. SEAMLESS TUBES, COLD FORMED NUTS SEGMENTS – ARE PROBABLY 100% IMPORT SUBSTITUTE PRODUCTS.
Looks like there is a deliberate focus of the company towards complex technology, high precision products and making a complete sweep of import substitution – probably with a high degree of automation involved – enabling the kind of margins above. Kindly share the business & product philosophy followed.
3. GIVEN THE DOMINANT MARKET SHARE AND THE RELATIONSHIPS IT ENJOYS WITH MAJOR OEMS, ONE WOULD EXPECT THE COMPANY TO LEVERAGE AND PENETRATE THESE RELATIONSHIPS DEEPER. WITH MOST GLOBAL OEMS NOW HAVING A BASE IN INDIA, THE COMPANY SHOULD BY NOW HAVE A MUCH WIDER CUSTOMER BASE.
Kindly explain the company’s thinking and efforts on this front for a bagging share of the global market in its niche segments. When will we see a revival in export focus from the company?
4. NEW PRODUCT INTRODUCTIONS
The 3 product segments have been contributing to revenues for the last several years together. Seamless Tubes share of revenue contribution has seen the most growth. No new products have been introduced. Are there new product launches in the anvil, or this situation is likely to continue?
5. TOP CUSTOMERS –CURRENT BUSINESS & POTENTIAL MAPPING/PENETRATION
Kindly share some details on your top customers. How much business does your top 3 customers contribute. Is there any customer contributing more than 10% of Sales? Kindly give us a sense of the potential from such marquee customers if say you could service them a) across most platforms (e.g. commercial, SUV, passenger) b) bag a sizeable chunk of global business
6. BENTELER –RELATIONSHIP
Kindly share the kind of relationship enjoyed with Benteler who provided the initial technology impetus, process knowhow and raw material sourcing. Where is this relationship today? Is it a source of competitive advantage for the company? Why has the relationship not progressed to say a full-fledged JV that can leverage mutual strengths – global relationships/sourcing and Gandhi Special’s strengths on productivity, cost efficiency, automation, etc.
Benteler relationship is very strong. we continue to source most of our raw material from them. The Indian market is probably not big enough for them to make a big commitment yet.
7. SALES GROWTH NOT KEEPING PACE WITH CORE BUSINESS CAPEX ADDITIONS.
In 5 yrs from FY06 to FY10, Net Sales has increased by ~21 Cr. However in the same period capex spend on core business (taking out windmill capex of 11.52 Cr in FY06 and 6.29 Cr in FY08) is ~31 Cr.
Also Asset Turnover in the last 2 years has fallen much below 1. Kindly explain the circumstances leading to this and the Management’s plan to improve on this situation.
We had made big investments into Capex in FY07 & FY08 but have not been able to capitalise on that because of the slowdown that occurred. We are consolidating on that base and have kept profitability intact. Hopefully in the coming 2 years we will do much better.
8. LONG TERM SALES CAGR IS ~13%
Although investors are pretty happy with the earnings quality, the performance on the growth front is worrisome. What are the main reasons for this sluggish performance from a dominant market leader? Please comment on the following scenario plays that are being theorized by analysts in the market.
a) Overall market size is small for the niches you operate in. Having cornered a very dominant market share (some reports mention over 85% share), there is little scope for big ticket growth
b) Unless you find a way to crack open export markets through leveraging relationships with global OEMS, this situation is likely to persist
9. FREE CASH FLOWS. SUSTAINABILITY. INORGANIC GROWTH CONSIDERATIONS?
Free Cash flows as a percentage of Sales has climbed to over 25% in FY10. What is the outlook on the next 2-3 years. Is this likely to be maintained? How is the company geared to cope, if there is sudden spurt in demand. Are there enough latent capacities/de-bottlenecking possible to cater to say double the long term growth rate (~13%)in the next 2-3 years. As per the current outlook and plans, when will the company have to incur major capex again.
Is there any thinking in the company on acquiring specialty niche companies in related domains, and growing through the inorganic route.
10. RECENT FINANCIAL PERFORMANCE – OPERATING MARGINS ARE CONTRACTING. NOT MUCH CORRELATION WITH RAW MATERIAL COST SITUATION.
Going by 9m FY11 performance, GSTL has recorded an 18% increase in Sales coupled with a modest 2% rise in Earnings. This is on the back of higher raw material and other expenditure costs. Operating margins are likely to fall in the 45-46% range from the 50% levels in FY10.
Kindly explain the reasons for margin contractions over the last year, and what is a normalized level that we can come to expect.
11. HIGH MANAGEMENT COMPENSATION – FOR A COMPANY OF ITS SIZE (<100 CRS) GSTL SENIOR MANAGEMENT IS TAKING IN OVER 15% OF THE NET PROFITS OF THE COMPANY. (3.77 CR, 25CR IN FY10, 2.49 CR, 15 CR IN FY09).
No doubt, the Management has driven the high performance and great margins for the company, but this level of compensation seems high especially on peer comparison with companies of similar sizes that have registered much better growths. Please comment.
12. RAW MATERIAL VOLATILITY – WHILE RAW MATERIALS CONSTITUTE ~30% OF SALES, IT MUST BE NOTED THAT OVER 50% OF THE RAW MATERIAL IS IMPORTED (FY10) AND EXPOSES THE COMPANY TO FOREX VOLATILITY RISKS ON TOP OF RAW MATERIAL RISKS. EXPORTS ARE MINIMAL.
How is the company managing on this front? Does the company resort to hedging? What are the terms from Benteler for raw material sourcing? What kind of credit terms does Benteler offer Gandhi Special Tubes? Is that also a source of competitive advantage?
13. BROAD PLANS AND VISION FOR THE COMPANY
Kindly share the major opportunities before the company, and the challenges ahead. How it is gearing up to meet these challenges? When will we see Gandhi Special Tubes crossing Rs. 500 Cr in sales?
We will continue to reward shareholders and maintain our excellent dividend record. Sizeable Growth in the business is expected in about 2 years when OEMS who have set up production in India recently scale up in a big way.
Manish Kulkarni: No Holdings in the Company; ;
Donald Francis: No Holdings in the Company; ;
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