Baba Food Processing (India) Limited

Loss-making or profit too small

Over the last 3 years profit was a loss or under 2% of sales, so cash per 100 of profit is not meaningful.

Over the last 3 years its own operating cash paid for 23% of its investment spending (capex); the rest came from other sources such as borrowing, cash reserves or new shares.

Lower than 74% of companies in India.

For every ₹100 of sales, ₹8 is tied up in day-to-day operations (money owed by customers + stock − money owed to suppliers), against ₹15 tied up three years earlier.

Less money tied up than 76% of companies in India.

Sales grew in 1 of the last 3 years; profit grew in 1 of 3.

Less steady than 92% of companies in India.

Sales grew 8% in 3 years, but profit fell: ₹41 less profit per ₹100 of extra sales.

Lower than 95% of companies in India.

In 3 years sales changed by +8% while total assets changed by +117%. Assets grew faster than sales.

Debt due within a year is covered 0.3 times by its yearly operating cash.

Lower than 64% of companies in India.

Debt, after subtracting cash, is 2.0 times its market value (net debt).

Lower than 97% of companies in India.

Of every ₹100 the company owns, ₹100 is in tangible assets such as plants, cash, stock and receivables; the rest is goodwill and other intangibles.

More tangible than 80% of companies in India.

Of every ₹100 of net worth, ₹100 is tangible; the rest is goodwill and other intangibles, often from buying other companies.

More tangible than 78% of companies in India.

Share count was unchanged over the last 3 years.