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207 lessons · three levels · free to read

Learn to read a stock, one number at a time

Every lesson explains one figure the way you would explain it to a friend: what it is, a worked example with real rupees, how to tell a good value from a bad one, and the mistakes people make with it. Start at the first level and work up.
Level 2 · Intermediate

Comparing one company with another

Two companies with the same P/E are rarely the same bargain. This level adds what separates them: how fast profit is growing and whether the growth is real cash, how steady the record is, who owns the shares, and how much risk comes with the return.

After this level you can
  • Adjust a valuation for growth, and check the growth against cash flow.
  • Read margins, efficiency and a track record across ten years, not one.
  • Follow what promoters, foreign funds and mutual funds are doing with their holdings.
  • Weigh a lender's margin against the bad loans it costs.
Take these in order

What kind of company is this?

Basics · Size, sector and where it trades. Start here to narrow the market to companies you can understand.

NSE macro

A fact

The top level of NSE's own four-level industry system, such as Financial Services or Commodities.

ExampleEvery NSE company falls under one of about a dozen macro groups. A bank and an insurance company are both Financial Services at this level.

NSE sector

A fact

The second level of NSE's industry system, one step narrower than NSE macro.

ExampleInside the Consumer Discretionary macro group, the NSE sector separates Automobile and Auto Components from Consumer Durables and from Textiles.

NSE industry

A fact

The third level of NSE's industry system.

ExampleInside Automobile and Auto Components, the industry level separates Automobiles, the vehicle makers, from Auto Components, the companies that supply them.

The narrowest NSE bucket, like Two Wheelers or Paints.

ExampleA motorcycle maker and a car maker are both Automobiles, but only the first is Two Wheelers. The narrowest bucket gives the closest peers for a valuation comparison.

How does it make money, and what can hurt it?

Business Model · Built from each company's annual report, with every statement checked against the filing.

Regulatory dependencies

↓ Lower is better

How many rules can directly change this company's earnings: price caps, tariffs, commission limits, capital requirements and the like.

ExampleA power distributor whose tariffs are set by a state commission, with rules on capital and on what it may pass on to customers, would count 3 or more.
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Find companies whose card names a particular regulator, such as RBI, SEBI, IRDAI or TRAI.

ExampleSearch RBI to find banks and lenders whose card says a Reserve Bank rule shapes their business. Search TRAI for telecom and broadcasting.
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Largest channel share

↓ Lower is better

How much of sales come through the single biggest channel or customer type the company discloses.

ExampleAn insurer selling 54% of its policies through bank partners has a 54% largest channel share.
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Search what the company says its business is sensitive to: interest rates, crude oil, monsoon, the rupee and so on. Type / for OR.

ExampleSearch crude to find paint makers, airlines and tyre companies that say their costs move with oil. Search rupee/dollar for exporters and importers.
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Am I paying a fair price?

Is It Cheap? · A great company can still be a poor buy at the wrong price. These compare the price with profits, sales, cash and the company's own history.

PEG

↓ Lower is better

P/E ÷ yearly profit growth (%). It adjusts the P/E for how fast profits are growing.

ExampleP/E of 30 with profits growing 30% a year → PEG of 1.
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EV/EBITDA

↓ Lower is better

Enterprise value ÷ EBITDA. Enterprise value is market cap plus debt minus cash: the price of the whole business. EBITDA is profit before interest, tax, depreciation and amortisation.

ExampleMarket cap ₹8,000 Cr plus debt ₹3,000 Cr minus cash ₹1,000 Cr is an enterprise value of ₹10,000 Cr. With EBITDA of ₹1,000 Cr, EV/EBITDA is 10.
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P/E percentile in sector

↓ Lower is better

Where the company's P/E ranks among its sector peers: 0 is the cheapest, 100 the most expensive.

ExampleA percentile of 20 means 80% of the companies in the sector have a higher P/E. A P/E of 18 can be cheap among consumer companies and dear among banks.
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EV/EBITDA pct in sector

↓ Lower is better

Where EV/EBITDA ranks among sector peers: 0 is the cheapest, 100 the most expensive.

ExampleA percentile of 90 means only one sector peer in ten is more expensive on EV/EBITDA. Expect the company to need the best growth in the group to justify it.
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Price / sales

↓ Lower is better

Market cap ÷ yearly sales.

ExampleA market cap of ₹6,000 Cr on yearly sales of ₹2,000 Cr is a price/sales of 3: you pay ₹3 for every ₹1 the company sells in a year.
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Market cap / sales

↓ Lower is better

The same number as price / sales: market cap ÷ yearly sales.

ExampleA supermarket chain may trade at 1 times sales because it keeps ₹3 of every ₹100 sold. A software company at 8 times keeps ₹25. The ratio only compares like with like.
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Price / operating cash flow

↓ Lower is better

Market cap ÷ cash generated by the business's day-to-day operations in a year.

ExampleA market cap of ₹9,000 Cr and operating cash flow of ₹600 Cr gives 15: you pay ₹15 for every ₹1 of cash the business brings in each year.
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EV / sales

↓ Lower is better

Enterprise value ÷ yearly sales. Like price / sales, but it counts debt and cash too.

ExampleTwo companies each have a ₹5,000 Cr market cap and ₹2,500 Cr sales. One owes ₹2,500 Cr: its EV/sales is 3, the debt-free one's is 2.
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EV / sales percentile in sector

↓ Lower is better

Where EV / sales ranks among sector peers: 0 is the cheapest, 100 the most expensive.

ExampleA percentile of 10 means nine in ten sector peers cost more for each rupee of sales. Check margins before calling it a bargain.
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Earnings yield (EBIT / EV)

↑ Higher is better

Operating profit ÷ enterprise value, as a percentage. It's the P/E turned upside down, with debt counted.

ExampleOperating profit of ₹800 Cr on an enterprise value of ₹10,000 Cr is an 8% yield. Compare it with the roughly 7% a government bond pays.
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Growth the price implies

↓ Lower is better

The yearly sales growth the market is betting on at today's price.

ExampleIf the price only makes sense with sales growing 22% a year for ten years, and the company has managed 12%, the price is betting on something it has not yet done.
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P/E vs own 5Y median

↓ Lower is better

Today's P/E compared with the company's usual P/E over the last 5 years. Negative means cheaper than usual.

ExampleA company that usually trades at a P/E of 30 and is at 24 today shows −20%: a fifth cheaper than its own habit. Ask what changed before calling it a bargain.
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P/E vs own 10Y median

↓ Lower is better

Today's P/E compared with the company's usual P/E over 10 years. Negative means cheaper than usual.

ExampleA ten-year usual P/E of 20 and a P/E of 28 today shows +40%. Ten years covers good and bad markets, so it is a steadier yardstick than five.
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P/B vs own 5Y median

↓ Lower is better

Today's P/B compared with the company's usual P/B over 5 years. Negative means cheaper than usual.

ExampleA bank that usually trades at 2.0 times book and is at 1.5 shows −25%. P/B against its own history is the usual check for lenders.
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Does management earn good returns on the money?

Is It Well-Run? · Returns on capital show how much profit the business makes from every rupee put into it.

RoCE 10Y avg

↑ Higher is better

Average RoCE over the last 10 years.

ExampleA RoCE of 30% last year and a ten-year average of 14% says last year was unusual. A 22% average says the business is good in ordinary years too.
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Piotroski F-score

↑ Higher is better

A 9-point health checklist: is profit positive and rising, is cash flow strong, is debt falling, are margins and efficiency improving? One point for each pass.

ExampleA company that is profitable, has rising cash flow, falling debt and improving margins, but issued new shares, passes 8 of the 9 tests. 8 or 9 is strong; 2 or less is weak.
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Altman Z-score

↑ Higher is better

A formula from the 1960s that estimates the risk of a company running into financial distress in the next couple of years.

ExampleA cash-rich, profitable manufacturer may score 5. A loss-making one with heavy debt may score 1.2, inside the zone where companies have historically run into trouble.
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Asset turnover

↑ Higher is better

Sales ÷ total assets: how many rupees of sales each rupee of assets produces.

ExampleSales of ₹3,000 Cr on assets of ₹2,000 Cr is a turnover of 1.5. A retailer can reach 3; a power plant, which needs huge assets, may show 0.3.
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Revenue consistency

↓ Lower is better

How much yearly sales growth jumps around. Lower means steadier.

ExampleSales growth of 11%, 12%, 10%, 13% is steady and scores low. Growth of 40%, −15%, 30%, −5% scores high.
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RoCE percentile in sector

↑ Higher is better

Where RoCE ranks among sector peers: 100 is the best in the sector.

ExampleA RoCE of 16% is ordinary in IT services and excellent in steel. A percentile of 90 says nine in ten sector peers earn less on their capital.
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Piotroski change YoY

↑ Higher is better

How much the Piotroski F-score rose or fell since last year.

ExampleA score that went from 4 to 7 is +3: three more health tests passed than a year ago. A fall from 8 to 5 is an early warning.
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RoCE variability (10Y)

↓ Lower is better

How much yearly RoCE swings over 10 years. Lower means steadier.

ExampleRoCE between 18% and 22% every year for ten years is steady. Swinging between 4% and 35% suggests profits depend on a cycle the company does not control.
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How much of each ₹100 of sales becomes profit?

Profitability · Margins show how much the company keeps after paying its costs.

FCF margin

↑ Higher is better

Free cash flow ÷ sales: real cash left from each ₹100 of sales after paying to maintain and grow the business.

ExampleSales of ₹1,000 Cr, cash from operations of ₹180 Cr and ₹80 Cr spent on plant leaves ₹100 Cr of free cash: a 10% margin.
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Operating margin pct in sector

↑ Higher is better

Where operating margin ranks among sector peers: 100 is the highest.

ExampleA 14% operating margin is thin for software and the best in class for grocery retail. A percentile of 95 says almost no sector peer keeps more of each sale.
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Net margin 10Y avg

↑ Higher is better

Average net margin over the last 10 years.

ExampleA net margin of 18% last year against a ten-year average of 9% means the company is at a high point. Averages tell you what a normal year looks like.
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Is the business getting bigger?

How Fast Is It Growing? · Growth in sales and profit over different periods, from the latest quarter to 15 years.

Revenue CAGR (5Y)

↑ Higher is better

How fast sales grew each year, on average, over the last 5 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleSales going from ₹100 Cr to ₹200 Cr in 5 years is about 15% CAGR.
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Revenue CAGR (7Y)

↑ Higher is better

How fast sales grew each year, on average, over the last 7 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleSales going from ₹100 Cr to ₹200 Cr in 5 years is about 15% CAGR.
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Revenue CAGR (10Y)

↑ Higher is better

How fast sales grew each year, on average, over the last 10 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleSales going from ₹100 Cr to ₹200 Cr in 5 years is about 15% CAGR.
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Revenue CAGR (15Y)

↑ Higher is better

How fast sales grew each year, on average, over the last 15 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleSales going from ₹100 Cr to ₹200 Cr in 5 years is about 15% CAGR.
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PAT CAGR (5Y)

↑ Higher is better

How fast profit after tax grew each year, on average, over the last 5 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleProfit going from ₹50 Cr to ₹100 Cr in 5 years is about 15% CAGR.
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PAT CAGR (7Y)

↑ Higher is better

How fast profit after tax grew each year, on average, over the last 7 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleProfit going from ₹50 Cr to ₹100 Cr in 5 years is about 15% CAGR.
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PAT CAGR (10Y)

↑ Higher is better

How fast profit after tax grew each year, on average, over the last 10 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleProfit going from ₹50 Cr to ₹100 Cr in 5 years is about 15% CAGR.
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PAT CAGR (15Y)

↑ Higher is better

How fast profit after tax grew each year, on average, over the last 15 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleProfit going from ₹50 Cr to ₹100 Cr in 5 years is about 15% CAGR.
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EPS CAGR (3Y)

↑ Higher is better

How fast earnings per share grew each year, on average, over the last 3 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleEPS going from ₹10 to ₹20 in 5 years is about 15% CAGR.
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EPS CAGR (5Y)

↑ Higher is better

How fast earnings per share grew each year, on average, over the last 5 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleEPS going from ₹10 to ₹20 in 5 years is about 15% CAGR.
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EPS CAGR (7Y)

↑ Higher is better

How fast earnings per share grew each year, on average, over the last 7 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleEPS going from ₹10 to ₹20 in 5 years is about 15% CAGR.
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EPS CAGR (10Y)

↑ Higher is better

How fast earnings per share grew each year, on average, over the last 10 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleEPS going from ₹10 to ₹20 in 5 years is about 15% CAGR.
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PAT CAGR acceleration (5Y vs 10Y)

↑ Higher is better

5-year profit growth minus 10-year profit growth. Positive means profits are growing faster lately than over the decade.

ExampleProfit growth of 20% a year over five years and 12% over ten gives +8: the recent years were faster. −8 would mean growth is fading.
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Whether quarterly sales growth is speeding up, steady or slowing.

ExampleSales growth of 8%, 11%, 14% and 18% over four quarters is accelerating. 18%, 14%, 11%, 8% is still growth, but slowing.
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Whether quarterly profit growth is speeding up, steady or slowing.

ExampleProfit growth of 5%, 12% and 20% over three quarters is accelerating. Markets often reward the change in speed more than the speed.
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EPS CAGR (15Y)

↑ Higher is better

How fast earnings per share grew each year, on average, over the last 15 years. CAGR is the steady yearly rate that gets you from the starting number to today's.

ExampleEPS going from ₹10 to ₹20 in 5 years is about 15% CAGR.
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Has it done this year after year?

Track Record · Streaks and bad years tell you how dependable the business has been.

Max PAT drawdown (10Y)

↓ Lower is better

The biggest fall in yearly profit from a previous high, over the last 10 years.

ExampleProfit fell from ₹100 Cr to ₹40 Cr before recovering → 60% drawdown.
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Are the profits arriving as cash?

Real Cash Earnings · Profit is an accounting number. Cash is what actually lands in the bank.

FCF yield

↑ Higher is better

Free cash flow ÷ market cap, as a percentage. 5% means ₹5 of free cash a year for every ₹100 of company value.

ExampleFree cash flow of ₹500 Cr on a market cap of ₹10,000 Cr is a 5% yield. That cash can pay dividends, buy back shares or repay debt.
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Capex intensity

↓ Lower is better

Capital spending ÷ sales: how much of each ₹100 of sales goes into factories, machines and other long-term assets.

ExampleA telecom company spending ₹25 of every ₹100 of sales on towers and spectrum has an intensity of 25%. An IT services company spends about ₹3.
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Cash conversion cycle

↓ Lower is better

Days between paying for materials and getting paid by customers: inventory days + receivable days − payable days.

Example60 inventory days + 45 receivable days − 30 payable days = 75 days.
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DSO (receivables days)

↓ Lower is better

Days sales outstanding: on average, how many days customers take to pay.

ExampleSales of ₹3,650 Cr a year is ₹10 Cr a day. If customers owe ₹600 Cr, they take 60 days to pay on average.
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DPO (payable days)

↔ It depends

Days payable outstanding: on average, how many days the company takes to pay its suppliers.

ExampleA supermarket that pays suppliers after 60 days but sells goods in 20 is run on its suppliers' money. A very high figure can also mean it is struggling to pay.
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DIO (inventory days)

↓ Lower is better

Days inventory outstanding: how many days of stock sit in the warehouse before being sold.

ExampleA jeweller may hold 200 days of stock; a dairy holds 5. A rise from 60 to 95 days in one company means goods are not selling as planned.
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Could debt sink it?

Debt Check · Borrowing helps a business grow, until a bad year makes the interest hard to pay.

Net debt / EBITDA

↓ Lower is better

Debt minus cash, divided by yearly EBITDA: roughly how many years of operating profit it would take to pay off the debt.

ExampleDebt of ₹3,000 Cr less cash of ₹500 Cr is net debt of ₹2,500 Cr. With EBITDA of ₹1,000 Cr the ratio is 2.5: two and a half years of operating profit.
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Equity multiplier

↓ Lower is better

Total assets ÷ shareholders' equity. Higher means more of the assets are paid for with borrowed money.

ExampleAssets of ₹3,000 Cr on equity of ₹1,000 Cr is a multiplier of 3: two of every three rupees of assets are funded by someone other than shareholders.
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Debt-to-Equity 10Y avg

↓ Lower is better

Average debt-to-equity over 10 years.

ExampleDebt to equity of 0.2 today against a ten-year average of 1.1 says the company has been paying down borrowings. The reverse says it has been loading up.
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Yes when both bankruptcy models flag distress at the same time.

ExampleOne model flagging a company can be a quirk of the formula. Both flagging it together is rarer and worth taking seriously before anything else on the page.
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What has the share price done?

Past Performance · Price returns over different periods. Useful context, never a forecast.

How much the share price grew each year, on average, over 3 years, not counting dividends.

ExampleA share that went from ₹500 to ₹865 in three years grew 20% a year. Three years is short enough to be one good run.
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How much the share price grew each year, on average, over 5 years, not counting dividends.

Example₹1 lakh that became ₹2 lakh in five years grew at about 15% a year. Doubling in five years is the rule of thumb for 15%.
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How much the share price grew each year, on average, over 7 years, not counting dividends.

Example₹1 lakh that became ₹2 lakh in seven years grew at about 10% a year, a little above a fixed deposit.
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How much the share price grew each year, on average, over 10 years, not counting dividends.

Example₹1 lakh that became ₹4 lakh in ten years grew at about 15% a year. Ten years includes at least one sharp market fall.
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How much the share price grew each year, on average, over 15 years, not counting dividends.

Example₹1 lakh that became ₹8 lakh in fifteen years grew at about 15% a year: it doubled three times.
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How bumpy is the ride?

How Risky Is It? · How much the price swings and how far it has fallen before.

Alpha

↑ Higher is better

How much the stock returned above or below what its market risk (beta) would predict.

ExampleA stock with a beta of 1.2 in a year when the market rose 10% would be expected to rise about 12%. If it rose 17%, it did about 5 points better than its risk explains.

Volatility (5Y)

↓ Lower is better

How much the price swung each year, on average, over 5 years.

ExampleA utility may show 18% and a small-cap chemical maker 45%. The second can give the same long-run return with far worse years on the way.
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Volatility (10Y)

↓ Lower is better

How much the price swung each year, on average, over 10 years.

ExampleTen years includes March 2020, when many shares fell 40% in a month. A low figure here means the share stayed calmer than most even then.
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Max price drawdown (22Y)

↓ Lower is better

The biggest fall from a peak over 22 years. It captures the 2008 crash for stocks listed that long.

ExampleMany strong companies fell 60 to 70% in 2008. A drawdown of 85% means ₹1 lakh became ₹15,000 at the worst point.
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Who else has money in it, and are they staying?

Who Owns It? · Owners, foreign funds and mutual funds, and whether their stakes are rising or falling.

Share count change YoY

↓ Lower is better

How much the number of shares changed in a year. Negative means a buyback, so your slice grows. Positive means new shares were issued, so your slice shrinks.

ExampleYou own 100 of 1,000 shares: 10%. The company issues 250 new shares, a +25% change, and your 100 shares are now 8% of it.
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How much cash comes back to owners?

Shareholder Returns · Dividends, buybacks and how much the company reinvests.

The share of profit paid out as dividends, averaged over 5 years.

ExampleProfit of ₹100 Cr and dividends of ₹40 Cr is a 40% payout; ₹60 Cr stays in the business. Above 100% means it paid out more than it earned.
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Dividend CAGR (5Y)

↑ Higher is better

How fast the dividend per share grew each year, on average, over 5 years.

ExampleA dividend that went from ₹10 to ₹20 a share in five years grew about 15% a year. Your yield on the price you first paid doubled.
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Buyback yield

↑ Higher is better

Money spent buying back shares in a year ÷ market cap.

ExampleA company worth ₹10,000 Cr that spends ₹300 Cr buying its own shares has a buyback yield of 3%. Add the dividend yield to see the cash returned.
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Capex / depreciation

↔ It depends

Capital spending ÷ depreciation. Above 1 means the company spends more than the wear and tear on its assets, so it's investing to grow.

ExampleDepreciation of ₹100 Cr and capital spending of ₹250 Cr gives 2.5: the company is building well beyond replacing what wore out. Below 1 it is shrinking its asset base.
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Reinvestment rate

↔ It depends

Capital spending as a share of EBITDA: how much operating profit goes back into the business.

ExampleEBITDA of ₹1,000 Cr and capital spending of ₹600 Cr is a 60% reinvestment rate. Good if the new assets earn well, wasteful if they do not.
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Does new investment earn good returns?

How It Spends Money · Whether the money the company puts back into the business pays off.

Sales / fixed assets

↑ Higher is better

Sales ÷ fixed assets like plants and machinery: how much the factories and equipment produce.

ExamplePlant worth ₹500 Cr producing sales of ₹2,000 Cr is a ratio of 4. If a new ₹500 Cr plant adds only ₹600 Cr of sales, the ratio falls to 2.6.
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Asset growth YoY

↔ It depends

How much total assets grew in the year.

ExampleAssets rising from ₹2,000 Cr to ₹2,600 Cr is 30% growth. If sales grew only 5%, the company added assets that are not yet earning.
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Can competitors catch up?

Can It Stay Ahead? · Signs of a lasting edge: steady margins and years of high returns.

Gross margin variability (10Y)

↓ Lower is better

How much gross margin swung over 10 years. Lower means steadier.

ExampleA gross margin between 48% and 52% for ten years means the company passes cost rises on to customers. A swing from 20% to 45% means it cannot.
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Strong, moderate or weak, based on how steady margins stay when costs move.

ExampleWhen palm oil prices rose 40%, a strong soap brand raised prices and kept its margin. A weaker one kept prices and saw its margin fall by a third.
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Business type

A fact

Valarth's label for the kind of business model, so you can compare like with like.

ExampleA toll road and a software firm can both show 20% RoCE. One is an asset-heavy concession, the other asset-light services, and they should not share a yardstick.
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Would an index fund have done better?

Beating The Market? · Compares the stock with the Nifty 500, its sector and a fixed deposit.

Return vs Nifty 500 (3Y)

↑ Higher is better

How much the stock beat or lagged the Nifty 500 index over 3 years.

ExampleA stock up 80% over three years while the Nifty 500 rose 50% shows +30. A stock up 30% in the same period shows −20, though it made money.
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Return vs sector (1Y)

↑ Higher is better

How much the stock beat or lagged its sector over the last year.

ExampleA bank up 12% in a year when bank stocks rose 25% shows −13. The whole sector was lifted, and this one lagged.
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6M momentum rank

↓ Lower is better

Where the stock's 6-month price move ranks against all others: 1 is the strongest.

ExampleRank 15 means only 14 stocks rose more over six months. Rank 1,800 means almost everything did better.
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Is something changing right now?

Something Happening? · Turnarounds, buybacks, demergers and where the price sits in its yearly range.

Yes if 3-year sales growth is more than twice the 5-year rate: growth has recently sped up.

ExampleSales growth of 9% a year over five years and 22% over the last three is a Yes: something changed, such as a new product or new capacity.
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Net margin change (3Y)

↑ Higher is better

How much net margin changed over 3 years, in percentage points.

ExampleA net margin that went from 6% to 10% is +4 points: the company keeps ₹4 more of every ₹100 it sells than three years ago.
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Yes if the company split off a business into a separate listed company in the last two years.

ExampleA group that split its lending arm into a separate listed company is a Yes. Past figures for the parent include the business it no longer owns.
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Can I trust the numbers?

Is It Trustworthy? · Forensic checks for accounts that look better than the business really is.

Yes when the Beneish M-score is above −1.78 even after setting aside fast sales growth, which can trigger the score on its own.

ExampleA company whose receivables grew 60% while sales grew 10%, with margins and asset quality slipping, would be flagged. It is a reason to read the accounts, not proof.
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Magic formula rank

↓ Lower is better

Joel Greenblatt's ranking: companies scored on both earnings yield and return on capital. 1 is the best combination.

ExampleA company ranked 20th on earnings yield and 35th on return on capital has a combined 55. The lowest combined score is rank 1: cheap and good together.
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How do I judge a young, fast-growing company?

Growth-Stage Metrics · Measures that work before profits arrive.

EV / revenue

↓ Lower is better

The same number as EV / sales: enterprise value ÷ yearly sales.

ExampleA loss-making company with an enterprise value of ₹12,000 Cr and sales of ₹1,500 Cr trades at 8 times revenue. With no profit, sales is the only yardstick.
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EV / gross profit

↓ Lower is better

Enterprise value ÷ gross profit.

ExampleSales of ₹1,000 Cr with a 40% gross margin is ₹400 Cr of gross profit. At an enterprise value of ₹8,000 Cr that is 20 times.
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Rule of 40

↑ Higher is better

Sales growth % plus EBITDA margin %. A test borrowed from software investing: the two together should reach 40 or more.

ExampleSales growing 30% with a 15% EBITDA margin → 45.
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Revenue growth the price implies

↓ Lower is better

The same number as Growth the price implies: the yearly sales growth today's price assumes.

ExampleA price that needs 35% sales growth for ten years is asking for a company 20 times its present size. Few have done it.
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EBITDA margin change (4 quarters)

↑ Higher is better

How much EBITDA margin changed over the last four quarters, in percentage points.

ExampleA margin that moved from −8% to +2% over four quarters is +10 points: the company has gone from burning cash to covering its running costs.
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Operating leverage

↑ Higher is better

Sales growth ÷ cost growth. Above 1 means sales are growing faster than costs.

ExampleSales up 30% with costs up 20% gives 1.5. Each new rupee of sales is costing less to earn, so losses narrow as the company grows.
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Cash runway (quarters)

↑ Higher is better

For companies burning cash: how many quarters their cash would last at the current burn rate.

ExampleCash of ₹600 Cr and a burn of ₹100 Cr a quarter is a runway of 6 quarters. After that it must raise money or cut spending.
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Yes when foreign funds own under 5% of the company but have been adding.

ExampleForeign funds going from 1.5% to 3.5% of a mid-sized company is a Yes: large investors have started to notice it and there is room for more to follow.
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Positive rolling 3Y periods

↑ Higher is better

Of all the 3-year windows in the stock's history, the share in which it gave a positive return.

Example95% means that on 95 of every 100 possible starting dates, holding for three years made money. 60% means the buying date mattered a great deal.
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Is this lender sound, and does it earn enough for the risk it takes?

Banks and Lenders · A bank's raw material is other people's money, so the ratios that judge a factory misread it. These are the figures that matter for banks, NBFCs and housing finance companies: what they earn on lending, how many loans have gone bad, how well they are cushioned against losses, and how cheaply they fund themselves.

Provision coverage ratio (PCR)

↑ Higher is better

The share of a lender's bad loans that it has already set money aside for.

ExampleBad loans of ₹2,400 Cr with ₹1,800 Cr of provisions: PCR = 1,800 ÷ 2,400 = 75%.
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Credit cost

↓ Lower is better

What a lender charged against profit in the year for loans expected to go bad, as a share of its average loan book.

ExampleProvisions of ₹800 Cr in the year on an average loan book of ₹1,00,000 Cr: credit cost = 0.8%.
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Cost to income ratio

↓ Lower is better

How many rupees a lender spends on staff, branches and technology to earn ₹100 of income.

ExampleOperating expenses of ₹4,800 Cr against net interest income of ₹8,000 Cr and other income of ₹2,000 Cr: 4,800 ÷ 10,000 = 48%.
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Capital adequacy ratio (CAR)

↑ Higher is better

A lender's capital as a share of its loans and other assets, after weighting each asset by how risky it is. Also called CRAR.

ExampleCapital of ₹16,000 Cr against risk-weighted assets of ₹1,00,000 Cr: CAR = 16%.
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Assets to equity (leverage)

↓ Lower is better

How many rupees of assets a lender holds for each rupee of its shareholders' money.

ExampleTotal assets of ₹1,00,000 Cr on equity of ₹10,000 Cr: assets to equity = 10 times.
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What does Valarth's own valuation say about the price?

Our Valuation · Valarth values each company with several models and compares the result with today's price and with the company's peers. These figures say what that work concludes and how much weight it can bear.

PEG on our 3-year EPS growth

↓ Lower is better

The P/E divided by the company's earnings-per-share growth over the last three years, worked out from the stored accounts.

ExampleA P/E of 24 with EPS that grew 16% a year over three years: PEG = 1.5.
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Next level Advanced: The checks professionals run → 24 lessons · The specialist's tools

Put a lesson to work: screen 6622 companies on any of these figures.