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Strongest retail broker down South: Incepted in 1988, Geojit Financial Services is 3M ADV (Rs mn/US$ mn): 56.4/0.8
one of the top 7 non-bank retail stock brokers in India with a client market share of
~3%. The company has 511 branches and a client base of 850,000 customers, with a
strong presence in Kerala and Tamil Nadu. The volatile nature of the retail broking Stock Performance (%)
business and an opex-heavy branch-driven model have led to highly unpredictable 1M 3M 12M YTD
earnings trajectory (EPS growth ranging (-)190 to (+)321% over FY11-17). Absolute 89 20 106 100
Scaling up distribution business; early trends encouraging: Management is now Rel. to Sensex 75 17 90 85
focusing on scaling-up distribution in small-ticket equity SIPs in smaller towns, Source: Bloomberg, Ambit Capital research
wherein commissions are higher (200-230bps versus ~100bps in top-15 cities).
Growth will be driven by cross-selling (penetration is just 15%) and tie-ups with 6
banks that would give access to 10,000 branches. Early trends are encouraging:
Monthly SIP inflows have grown 4.6x YoY, led by market share gains (1.9% from 0.8%
in FY16). Management confidently guides SIP AUM of Rs200bn by FY21 as the
monthly SIP inflows grow to Rs6bn from Rs0.9bn in 4QFY17.
Branch/employee architecture well aligned: Management’s confidence arises
from: i) branch-driven architecture rather than franchises wherein scaling up
distribution is challenging given conflict of interests; ii) strong focus in B-15 locations
(~65% of branches, ~75% of distribution revenues); and iii) alignment of employee
incentives with client interests; employee incentives are correlated to trail-based
variable incentives to ensure lower employee/investor attrition and portfolio churn.
This is in contrast to competitors that incentivize staff on up-fronted commissions.
Our view – Scaling up distribution can be a game changer: Mutual funds are the
biggest beneficiaries of financialisation of savings owing to under-penetration (4% of
population vs 20-30% for deposits/insurance) and lower intermediation costs
(maximum 2.25% for MFs versus maximum 4% for ULIPs). With distribution fee pool
strongly correlated with AUM (distribution costs are ~30bps of industry AUM), scaling
up distribution business will structurally improve Geojit’s earnings growth prospects.
Margins will also improve (200bps yields on SIP AUM vs 5.5bps on brokerage
volumes) and cash flows will be more sustained/predictable (trail-based income) vs
that of highly competitive and volatile broking business.
Valuations attractive given structural growth potential: Geojit is a pure play on
rising equity savings in India given the higher share of broking and distribution Research Analysts
business in its profitability as it hasn’t diversified into any lending activity (which
account for 60-80% of peers’ profits). Management meeting guidance suggests 37% Aadesh Mehta, CFA
EPS CAGR over FY17-21, inferring an inexpensive 13x FY20 EPS. Valuations are Tel: +91 22 3043 3239
aadesh.mehta@ambit.co
attractive due to superior earnings growth and cash generation (negligible lending
book, dividend payout of 65%) despite marginal premium to peers (6% higher on Pankaj Agarwal, CFA
FY19 P/E). Sustained equity inflows through SIP could be a key catalyst for the Tel: +91 22 3043 3206
company to meet its guidance and the re-rating of the stock. However, declining pankaj.agarwal@ambit.co
momentum of SIP investments into equity markets would be the key risk.
Exhibit 1: Geojit – business-wise mix of revenues (FY17) Exhibit 2: Geojit – geographical mix of revenues (FY17)
Distribution
, 8%
Other
states, 38%
Stock
Broking, Kerala &
80% TN, 50%
Source: Company, Ambit Capital research Source: Company, Ambit Capital research
Promoter background: The promoters of the company are Mr. George and family,
BNP Paribas and Kerala State Industrial Development Corporation (KSIDC). The
company was founded in 1987 by current managing director Mr. Mr. CJ George and
Mr. Ranajit Kanjilal (who retired from the firm in 1993). Before founding Geojit, the
promoter Mr. George started his career as an analyst with B&K Securities after gaining
his Masters in Commerce.
In a series of capital infusions in 2007 and 2009, BNP Paribas cumulatively acquired
~33% stake in the company. However, BNP Paribas stepped down from the board
post its acquisition of another stockbroker, Sharekhan, in 2015 due to conflict of
interests. Whilst BNP Paribas continues to hold ~33% stake in Geojit, it is no longer
involved in the decision-making process in the company. Other major shareholders in
the company are prominent individual investor Mr. Rakesh Jhunjhunwala (9.6%) and
KSIDC (8.5%).
Exhibit 3: Shareholding pattern of Geojit
KSIDC, 8.5%
Jhunjhunwala &
Fly, 9.6%
BNP Paribas,
33.4%
Rocky ride driven by volatile broking business and hi-opex model: Retail stock
broking contributes around ~78% of its consolidated revenues with the remaining
22% contributed by other businesses such as PMS, MF distribution and technology.
Volatile nature of the retail broking business coupled with high fixed cost model had
resulted in significant volatility in earnings.
Exhibit 4: Geojit’s earnings have been volatile… Exhibit 5: …leading to volatile RoE
Source: Company, Ambit Capital research Source: Company, Ambit Capital research
In fact, the company reported loss in FY13 owing to Rs1.2bn of write-offs on loans to
investors in NSEL scam. Geojit’s strong focus on the retail broking business is
corroborated by many firsts to its name – it was the first broker to launch trading
through internet (CY2000), mobile phones (CY2010) and Facebook (CY2013). Given
its superior technology and focus on cash volumes, its yields are among the highest
among non-bank brokers (5.4bps for Geojit versus 2-3bps for peers) despite such a
hyper-competitive business.
Exhibit 6: Geojit’s monthly SIP inflows have grown at a Exhibit 7: … led by market share gains
strong pace…
Monthly SIP inflows (Rs mn) Equity SIP market share 1.9%
1,000 2.0%
874
1.8%
800 357% YoY growth 1.6%
643 1.6%
600 1.4% 1.3%
463
1.2%
400
260 0.9%
190 191 1.0%
170 0.8%
200
0.8%
- 0.6%
2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 4Q16 1Q17 2Q17 3Q17 4Q17
Source: Company, Ambit Capital research Source: CAMS, Company, Ambit Capital research
As of Mar’17, Geojit had ~189,000 SIP accounts investing small saving of ~Rs4,600
monthly in equity mutual funds. Management believes that monthly SIP inflows would
increase to Rs6bn by FY21E (6x increase from 4QFY17), taking its outstanding SIP
portfolio to Rs200bn by FY21E (from Rs5bn at Mar’17). Consequently, management
expects the share of distribution business in its revenues to increase to 50% by FY21
from currently 8%.
Management’s confidence to meet the guidance arises from the fact that it has the
right branch architecture and employee incentives in place:
Branch-driven architecture: Scaling up distribution is easier in the branch
model (due to direct client relationship and control over the quality of advice)
rather than franchises (owing to conflict of interests since they also run distribution
as their side business). Unlike other larger stock brokers, Geojit has higher
reliance on its own branches (64% of its locations, 75% of its broking revenues),
that should lead to fewer hurdles in scaling up this business.
Strong positioning on B-15 locations: Geojit’s strong focus on B-15 locations
(beyond the top 15 locations that contribute to the industry AUM) is validated by
its high contribution in the revenue mix, at 75% of SIP distribution revenues.
Moreover, Geojit’s market leadership in Kerala also coincides with the state
having the highest per capita demat accounts in the country. This contrasts with
peers that have focused mostly on T-15 locations (top 15 locations that contribute
to the industry AUM) for larger ticket investments as small ticket SIPs in these
locations have prohibitive costs and would take at least 3-4 years to break even.
Alignment of employee incentives with client interests: Geojit shares a part
of the trail commissions with employees, which ensures lower employee attrition,
as the employees accrue incentives (on trail income) without much incremental
effort. This also leads to lower investor attrition and portfolio churn as the sticky
employees are no longer incentivized to churn investor’s portfolio. Employees are
also eligible for ESOPs, which vest on meeting their sales targets, and improve
employee loyalty. This is in stark contrast to competitors whose incentives are
based on aggressive targets and distribution commissions are still up-fronted.
55% 52%
50%
48% 49% 48%
50% 47% 46%
45% 45%
43% 43% 43%
45% 41%
40% 36% 36%
35% 33%
31%
30%
25%
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY11
FY12
FY13
FY14
FY15
FY16
Source: Ambit Capital research; Govt of India
However, the demonetisation has acted as a very powerful and rapid catalyst for this
trend. With the demonetisation of high-value currency notes (`500 and `1000) on 8
Nov 2016, savings surged across various financial products like deposits, insurance
and mutual funds as an estimated `8tn-9tn cash entered the financial system in a
short span of two months.
Exhibit 9: Demonetisation drove runaway growth across financial assets
YoY growth
April-Oct Nov-April
100%
182%
80%
60% 155%
40% 30%
24%
20%
19%
0%
-20%
-39%
-40%
1st yr insurance premiums MF Inflows MF Inflows - equity
Asset managers have been the major beneficiaries of this trend as demonstrated by
rising penetration of mutual funds in B-15 cities and rising share of retail participation
through SIPs. Moreover, lower intermediation costs versus the insurance business
have also led to mutual funds being a more favoured investment vehicle than
insurance. This is now leading to AMCs reporting higher growth in AUM versus other
financial products such as life insurance and, thus, gaining market share. Given that
growth in the distribution revenue pool is strongly correlated with AUM growth of the
industry (distribution costs account for ~30bps of AUM), distributors are strong proxies
to AMCs in terms of their growth prospects. Moreover, we believe larger distributors
should do better as they consolidate the smaller players owing to their superior
networks, advisory capabilities and lower fees.
Exhibit 10: MF is the most under-penetrated savings Exhibit 11: …but is gaining market share from other
instrument.. instruments
Source: The RBI, IRDA, AMFI, Ambit Capital research Source: The IRDA, AMFI, NSE, BSE, Ambit Capital research
Exhibit 12: Investors are now preferring to invest through Exhibit 13: Contribution from B-15 centers is also
SIPs increasing
14% 10%
FY13 FY14 FY15 FY16 FY17 FY11 FY12 FY13 FY14 FY15 FY16 FY17
Source: AMFI, Ambit Capital research Source: AMFI, Ambit Capital research
Exhibit 14: Distribution cost is ~30bps of overall industry Exhibit 15: Larger distributors are gaining market share
AUMs
0.20% 49%
FY11 FY12 FY13 FY14 FY15 FY16 FY11 FY12 FY13 FY14 FY15 FY16
Source: Company, AMFI, Ambit Capital research Source: AMFI, Ambit Capital research
Motilal Oswal* 2.3 BUY 1,020 1% 7.0 5.6 28.4 20.7 40% 14.9% 20.4% 20.3% 20.8%
Edelweiss 2.5 NA NA NA 3.1 2.7 19.9 15.0 33% 1.6% 1.8% 15.7% 18.0%
India Infoline 2.2 NA NA NA 2.8 2.7 16.9 17.5 9% 3.2% 3.2% 20.3% 20.1%
JM Financial 2.6 NA NA NA 3.3 2.8 20.9 15.7 33% 1.6% 1.8% 15.7% 18.0%
Average 4.1 3.5 21.5 17.2 28% 6.6% 8.5% 18.8% 19.6%
Geojit Fin. 0.28 NA NA NA NA NA 27.4 18.0 NA NA NA NA NA
Source: Ambit Capital research, Bloomberg; Note:*For MOFS, RoA and RoE are ex-HFC;
Key parameters
FY12 FY13 FY14 FY15 FY16 FY17
Operating margins (%) 25.6 41.3 -18.0 40.0 27.9 34.8
Operating Cost/Income 74.4 58.7 118.0 60.0 72.1 65.2
Debt to Equity (%) 0.1 0.1 0.1 0.1 0.1 0.1
Revenue Growth -8.6 18.6 -23.8 40.4 -16.7 12.4
PAT Growth -33.0 320.6 -189.5 -205.6 -51.4 48.4
Source: Company, Ambit Capital research
Key metrics
FY12 FY13 FY14 FY15 FY16 FY17
BVPS (Rs) 18.0 20.5 19.0 20.3 20.9 21.8
Dil. EPS (Rs) 0.9 3.6 -3.2 3.3 1.6 2.4
ROA (%) 4.0 15.1 -13.6 15.5 7.1 10.1
ROE (%) 4.7 18.6 -16.2 17.1 7.8 11.1
P/E 91.8 21.8 -24.3 23.4 48.8 32.8
P/BV 4.3 3.8 4.1 3.8 3.7 3.6
Dividend yield (%) 1.0 1.3 0.1 2.2 1.3 1.6
Source: Company, Ambit Capital research
Ambit Capital Pvt Ltd 29 May 2017