enjoyeverymoment

Lovethyworld

[enjoyeverymoment @harekrishna131]

@indianmatrix @itsTarH @bvlldhist_alt Hi you shud check this one and can shut the mouth of the trollers

[enjoyeverymoment @harekrishna131]

@bvlldhist_alt Good conviction Sir 👏👏

[enjoyeverymoment @harekrishna131]

#SHKelkar

[Un-common sense @Random_Gyan]

Stock 4 - 2x in 3 yrs series.

In Mar'26, I identified 7 names, which I believed at the time has a potential to double in 3 years with limited downside risk

(Outisde of GFC, '13, '20, I felt Mar'26 was the best opportunity to invest in last 2 decades)

The 4th stock is 👇

[enjoyeverymoment @harekrishna131]

@bvlldhist_alt Ppl ask any questions then feel like 😅

[Sachin K Rai @Coolfundoo]

📢Full List - Issued in Public Interest !
#screener #Automation

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@Vivek_Investor @Atulsingh_asan @nid_rockz @sahil_vi @abhymurarka

[Roshan Kumar @RoshanStocks]

Just sharing my prompt, This is my General prompt , You can copy and ask Any AI to alter this prompt for any specific sector/industry/company and ask about about the company also

2 Half prompt - 1st is for people who know abt the company and wants to update and 2nd is for who dont know anything about the company

I would like you view also to improve the prompts

if budget is not an issue, always go with Claude - Give the best answer, Chatgpt also work good

────────────────────────────────────────

General Prompt

Company name: [Company Name]

Sector: [Sector / Industry]

You are a equity analyst. Produce a structured investor-grade analyst report on this company in EXACTLY TWO HALVES as described below. Auto-adjust every section to the company's actual business model, sector dynamics, and available disclosures. Do not produce a generic answer for any section. Every claim must be specific, quantified where possible, and peer-linked.

────────────────────────────────────────

HALF 1 — THE INFORMED INVESTOR BRIEF

────────────────────────────────────────

H1.0 — COMPANY HISTORY (max 5 bullets)

- Founded [year] — original business model in one line
- Key structural pivot(s): product / geography / technology / ownership
- What is fundamentally different today vs 5 years ago?
- One-line on promoter / key ownership change if it altered business direction

Rule: Only include changes that materially altered business economics. No storytelling.

H1.1 — WHAT DOES THIS COMPANY DO (Kid-Friendly, max 10 bullets)

- Explain the business in plain language — no jargon, no abbreviations
- Who are its customers (in simple words)?
- How does it make money?
- Name its 2–3 main business segments in plain words
- One line on its scale / relevance

Rule: A smart 14-year-old must understand after reading this.

H1.2 — LAST QUARTER / LATEST RESULTS SNAPSHOT

- Revenue, EBITDA, PAT: absolute number + YoY % + QoQ % (one line each)
- What surprised vs market expectations? (positive and negative)
- Which specific segment drove the quarterly delta
- 1–2 most important things from management commentary
- Balance sheet / cash flow flag if material
- One-line verdict: did the investment thesis hold or get dented?

Rule: Only mention what changes the investment view.

H1.3 — NEXT 1–2 QUARTERS — WHAT TO EXPECT

- Revenue trajectory: flat / accelerating / decelerating — and specific reason
- Margin trajectory: expansion or compression — with specific driver named
- One key event to watch (capacity commissioning / order conversion / regulatory trigger)
- One risk that could disappoint next quarter
- Where your view diverges from consensus (if it does), and why

Rule: Frame as specific triggers only.

────────────────────────────────────────

HALF 2 — FULL COMPANY DEEP DIVE

────────────────────────────────────────

2.1 — BUSINESS SEGMENTS & ECONOMICS

- List each segment: what it makes/does, who it sells to
- For each segment: EBITDA margin range OR per-unit economics (₹/ton / ₹/unit / %)
- Cyclicality: project-based / recurring / spot-priced per segment
- Certifications / regulatory approvals that create entry barriers per segment
- Where is this company stronger or weaker than peers — per segment

2.1 — BUSINESS SEGMENTS & ECONOMICS

For each segment list the following in order:

A. WHAT IT DOES & WHO IT SELLS TO

- Product / service description in one line
- Named customers, grouped by segment (not a flat list)
- After the customer list: one line on what having these customers signals
(approval depth / switching cost / margin quality / revenue visibility)

Example format:

Aerospace — Airbus, Boeing, Dassault, HAL, Spirit AeroSystems
→ Signals: AS9100 + NADCAP certified, program-linked revenue, avg. tenure 5+ yrs

Hydraulics — Cummins, JCB, John Deere, Mahindra, Eicher
→ Signals: IATF 16949 certified, annual contract + spot, higher volume / lower margin

B. CERTIFICATIONS & APPROVALS (only barriers, not vanity badges)

For each certification: [Name] — [one line: who you cannot sell to without it]

Examples of format:

- AS9100 Rev D — cannot supply Boeing, Airbus, Lockheed Martin, HAL without this
- NADCAP (Heat Treat / NDT) — process-level approval for flight-critical parts; ~30 Indian holders
- IATF 16949 — mandatory for Tier 1 supply to global auto OEMs
- USFDA facility approval — each plant approved separately; 2–4 yr cycle; unlocks US pharma pricing
- SQAE / DRDO vendor registration — mandatory for Indian defence supply; 2–5 yr approval cycle
- R2 / e-Stewards (recycling) — required by ESG-conscious global buyers of recycled content

Rule: Skip ISO 9001 unless a peer lacks it. Only list certifications that restrict competition.

C. IP, TECHNOLOGY & PROPRIETARY KNOW-HOW

- Patent count + jurisdiction (India / US / EU) — compare vs peers
- Proprietary process or formulation (if any) — one line on what it enables
- Licensed technology source + expiry risk (if licensed from a third party)
- Co-development / JDA with customer — signals technical credibility + future program lock-in
- Design capability: does company design the part or manufacture to customer drawing?
(Design capability = pricing power + stickiness vs job-shop = commoditised)
- R&D spend % of revenue — compare vs peers and sector norm

D. AWARDS & VENDOR STATUS (only commercially meaningful ones)

- Preferred / Strategic Vendor designation from named OEM — what it means for order flow
- Sole-source designation (if any) — the highest form of customer lock-in
- Approved Vendor List (AVL) inclusions — prerequisite to quote; not trivial to achieve

Skip: CSR awards, generic industry rankings, export certificates unless tied to revenue proof

E. CAPEX QUALITY & ASSET PROFILE

- Key equipment OEM / origin (German / Japanese / domestic) — signals capability ceiling
- Automation / robotics level vs peers — impact on per-unit cost and quality consistency
- Cleanroom / controlled environment (if applicable) — hard-to-replicate barrier
- Tooling ownership vs leased — owned tooling = customer switching cost

F. SEGMENT ECONOMICS

- EBITDA margin range OR per-unit economics (₹/ton / ₹/unit / %) — quantified
- Revenue cyclicality: project-based / recurring / spot-priced
- Where this company is stronger or weaker vs peers — per segment, not overall

2.2 — REVENUE MIX (MANDATORY — MUST QUANTIFY)

- Segment-wise revenue split in %
- Geography split: India domestic / exports / overseas subsidiaries in %
- Top customer concentration (single client %, top-5 % if disclosed)
- How has the mix shifted over 3 years? What drove it?
- Is current mix better-quality or worse vs peers — and why?
- What mix shift is underway and what it implies for blended margins

Rule: Never say "diversified mix." Quantify it. Example: "33% of volumes at ₹28,000/ton EBITDA via overseas ops; 67% domestic at ₹18,000–19,000/ton."

2.3 — PROFITABILITY MIX

- EBITDA margin or per-unit economics per segment — quantified
- Which segment cross-subsidises which
- Blended margin today and directional impact of mix shift
- Peer margin level: name specific peers + specific reason why this company is higher or lower
- One structural reason why the margin difference is durable or at risk

2.4 — OPERATIONS & CAPACITY (skip if not manufacturing / asset-heavy)

- Each major plant: location + what it produces + installed capacity
- Current utilization % per plant or blended
- Which plant drives margins vs which drives volume
- Capex announced: location, quantum, commissioning quarter
- Post-expansion revenue potential at full utilization
- Capacity profile vs peers: who has more, better-located, or flexible capacity

2.5 — COST STRUCTURE

- Top 3 cost heads as % of revenue — quantified
- Raw material sourcing: spot vs contracted vs captive — and margin stability implication
- Fixed vs variable split — margin impact in a 10–15% volume downcycle
- Structural cost advantage vs peers: name it, quantify where possible
- Structural cost disadvantage vs peers: name it, quantify where possible

2.6 — BUSINESS DRIVERS (SPECIFIC TO THIS COMPANY — NOT GENERIC)

- Primary revenue driver: order book / spot volumes / capacity ramp / pricing
- Order book: size, timeline, revenue recognition pace (if applicable)
- Cyclical / structural / program-linked — with 3-year evidence
- Pricing power: pass-through of cost changes — fully / partially / with lag
- Revenue visibility vs peers: quarters locked in

2.7 — GROWTH TRIGGERS (2–3 YEAR VIEW)

- Each trigger: what it is + expected revenue/volume impact in ₹ or %
- Capacity expansion: commissioning quarter, incremental revenue at full utilization
- New segment / geography: market size, addressable share, timeline
- Industry tailwind: market size (₹ Cr / $ Bn, CAGR), company's current and target share
- Order pipeline / government tender / L1 wins (if applicable)
- Is this company better or worse positioned vs peers to capture these — and why

2.8 — RISKS (SPECIFIC TO THIS COMPANY — NOT GENERIC)

- Execution risk: historical slippages, pattern
- Customer concentration: top client %, switching dynamics
- Working capital: D/E, receivable days, cash conversion vs peers
- Margin collapse scenario: which cost or mix change hits EBITDA fastest
- Regulatory / policy / environmental risk: specific rule or body, not generic
- Name one peer that can outcompete on a specific dimension — explain how

Rule: No lazy risks. Name the competitor and the dimension.

────────────────────────────────────────

2.9 — PEER COMPARISON

────────────────────────────────────────

List ALL relevant peers across three tiers. For each peer, give:

— Company name + exchange:ticker
— ONE specific dimension where it is Superior / Inferior / Comparable to [Company Name]
— Quantify: use per-unit economics, margin bps, D/E ratio, debtor days, or capacity numbers
— Do NOT say "higher margins" — say why: mechanism, mix, geography, integration, feedstock

TIER 1 — CLOSEST INDIAN LISTED PEERS

(Same product, same end-market, direct segment overlap)

List all relevant companies. For each:

[Company (TICKER)] — Superior/Inferior/Comparable — [one specific quantified dimension of difference and the structural reason behind it]

TIER 2 — BROADER INDIAN LISTED PEERS

(Same sector or adjacent — partial overlap in product, customer, or value chain)

List all relevant companies. For each:

[Company (TICKER)] — Superior/Inferior/Comparable — [one specific quantified dimension of difference and the structural reason behind it]

TIER 3 — INTERNATIONAL / GLOBAL PEERS

(Global players in same or adjacent space — for technology, scale, and margin benchmarking)

List all major global players. For each:

[Company (EXCHANGE:TICKER)] — Superior/Inferior/Comparable — [scale, integration, or margin difference with structural reason]

MANDATORY STANDARD: Do not say "higher margins." Say: "EBITDA/ton is ₹X,000 for [company] vs ₹Y,000 for [peer] because [specific structural reason]." Apply this to every metric: margins, working capital, revenue mix, balance sheet.

────────────────────────────────────────

2.10 — WHAT TO TRACK (5–7 KPIs ONLY)

────────────────────────────────────────

- Only metrics that change investment view if they move
- Tie each KPI to a strength or risk identified above
- Include: volume / realization / mix indicator
- Include: capacity utilization trend
- Include: order book trend (if applicable)
- Include: 1 balance sheet metric (net debt/EBITDA or working capital days)
- Include: 1 industry cycle indicator (commodity price / policy event / demand index)
- State a threshold for each: e.g., "watch if EBITDA/ton falls below ₹X — signals mix deterioration"

────────────────────────────────────────

END WITH:

👉 Key Insight: One line on what STRUCTURALLY drives this company's economics above or below peers.

────────────────────────────────────────

FORMAT RULES:

- Bullet points throughout — no paragraphs
- Bold only section headers
- Include ₹ / $ / % / units — no vague qualitative claims
- Strengths and weaknesses embedded inside each section (not separately)
- Skip inapplicable sections silently
- No repeated information across sections
- Half 1: max 6 bullets per section — short and crisp
- Half 2: detailed, specific, company-unique — not generic template text

[Ankush Bajaj @ankushbajaj111]

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Special thanks to @Tradesdontlie
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[LNPR Capital @LnprCapital]

Promoters are buying their own stock. That’s always worth tracking.

Here are 10 names where promoters put fresh money on the table:

Euro Pratik Sales

Two promoters buying on the same day. ₹9.6 cr combined. That kind of synchronized action is rarely random.

Cantabil Retail

Family buying cluster. ₹4.7 cr deployed by Vijay and Deepak Bansal. Skin in the game, visibly.

Gateway Distriparks

₹19 cr promoter group purchase. This is not token buying. It’s meaningful size.

Sharat Industries

Promoter-director accumulation ₹1.8 cr. Quiet, but consistent.

MSP Steel & Power

Two promoter entities buying together. ₹6 cr cluster. Coordinated intent matters.

Speciality Restaurants

Founder Anjan Chatterjee buying across consecutive days. Founders don’t average up without conviction.

Laxmi Dental

Promoter-director picking shares in tight price band. Focused accumulation.

BaiKakaji Polymers

Promoter-director buy. Small size, but relevant given company scale.

TGV SRAAC

Promoter group stepping in. Early signal, worth watching.

B.R. Goyal Infrastructure

Two promoters buying simultaneously. Cluster action stands out.

Also on the radar:

IKIO Technologies, Sumit Woods, Mach Conferences, Jash Engineering, Sanstar — all seeing fresh promoter participation.

What should investors read into this?

Promoter buying is not a guarantee of upside.
But it does signal one thing clearly:

Confidence at current prices.

Especially when you see:
• Cluster buying (multiple entities)
• Repeated buying (across days)
• Meaningful cheque sizes

That’s when it moves from noise to signal.

Smart takeaway:

Don’t blindly follow.
Don’t ignore either.

Use promoter buying as a starting filter, not the final decision. Combine it with:
Business quality
Balance sheet strength
Earnings trajectory
Valuation comfort

That’s where real conviction is built.

Disclaimer:
This is for informational and educational purposes only and should not be construed as investment advice or a recommendation to buy or sell any securities. The data is based on publicly available exchange disclosures.

[enjoyeverymoment @harekrishna131]

@Vibenest1 Congratulations

[enjoyeverymoment @harekrishna131]

@abhymurarka Interested for a three to five year view on Reliance

[enjoyeverymoment @harekrishna131]

@bvlldhist_alt Thank you Sir for the YOLO trade 🙏

[enjoyeverymoment @harekrishna131]

@bvlldhist_alt You were always right Sir
Wow & Perfection are even less for you
👏👏

[enjoyeverymoment @harekrishna131]

@bvlldhist_alt Thank you for the mean reversion pick ❤️
Always a pleasure to follow and admire your stock selection. Top notch.. amongst the rarest of rare gem you are. #Grateful

[Maliha Tasnim @this_is_tasnim]

GitHub Repo: https://t.co/WlhCjdIWiW

[enjoyeverymoment @harekrishna131]

@bvlldhist_alt Will remind you 🤝

[enjoyeverymoment @harekrishna131]

@bvlldhist_alt 😀😀

[enjoyeverymoment @harekrishna131]

@HyderabadiChic3 Nasha Kumar 😂😂

[Forging India @indiaemerges]

Why you should use moisturisers and why you should care what is in your moisturiser? A 🧵 explaining the science behind how skin moisturises itself and when it can't how moisturisers help. To understand that we must first understand skin itself