United Foodbrands Ltd

Price story Before the numbers, the tape. A stock price moves through four repeating seasons: a flat base (stage 1), an advance (2), a top (3), a decline (4). Where the price sits in that cycle frames everything below.

United Foodbrands Ltd trades at ₹702, in a confirmed uptrend and 12 weeks into that stage. That is +81.3% against its own 200-day average. It sits at 91% of a 52-week range of ₹176 to ₹756. On relative strength it has been ahead of the NIFTY 500 on a trailing-13-week view for 31 straight weeks.

Today the stock is in a confirmed uptrend — week 12 of stage 2, confirmed. At ₹702 it trades +81.3% versus its 200-day average and sits at 91% of its 52-week range (₹176–₹756).

Against the market, two honest reads. Cumulative: over the last 5.3 years the stock moved −3% while the NIFTY 500 moved +91% — behind the index over the full window. Recent form: on a trailing-13-week view the stock has been ahead for 31 straight weeks — the ribbon below is that same metric, week by week.

What would end the trend, mechanically: two Friday closes in a row below the 200-day line. That is the exit rule — no debates.

→ The trend is one thing; the bill is another. Are you paying up for it? Next: the P/E sits at the 100th percentile of its own range.

Valuation P/E is the price of ₹1 of annual profit: how many rupees the market pays for each rupee the company earns in a year.

United Foodbrands Ltd trades at 189.8× P/E, about the priciest it has ever traded. Its long-run median P/E is 121.6×, measured across 1.0 years of weekly readings. This places the multiple against the stock’s own record, and says nothing about what the business is worth.

Today's P/E of 189.8× is about the priciest it has ever traded, against a long-run median of 121.6× measured over 1.0 years of weekly readings. This is a comparison against the stock's own history — not a claim about what it is worth.

Put together: the multiple is full against its own past, so the story rests on the earnings line underneath it, not the multiple.

The PEG ratio and its quarterly curve, which only the second data source carries, are not drawn on this page: its two data sources disagree by up to 9.0% on reported income across 14 comparable periods. A figure two sources cannot agree on is not drawn — the gap is a decision, not missing data.

→ Cheap or dear rides on the earnings. Are they actually growing? Next: the fundamental stage — where the business sits in its arc, and how growth has compounded.

Stage: No read Every business sits somewhere on a fundamental arc, and this page names the spot before anything else. The last twelve quarters of revenue, profit and EPS growth — plus the return the business earns on its capital — are read as curves: Deteriorating (the curves are falling), Turning around (a trough has just formed and the last few quarters lift off it), Improving (the climb off the trough is sustained), Consistent (steadily positive with healthy returns), Topping out (still high but decelerating from the peak). When the curves genuinely disagree the read is Mixed; too little history is No read. CAGR (compound annual growth rate) is the smooth yearly pace that turns the starting value into the latest one — the fairest way to compare growth across different time spans. Read the columns together: if the 1-year number towers over the 10-year, recent growth is running hotter than the long-run trend. A dash means that window is not held, or the base year was a loss (where a growth rate is not meaningful).

United Foodbrands Ltd reads as no read on its fundamental arc. Under eight usable quarters on the growth trio — not enough history for an honest trajectory read. The read is built from 10 quarters across 2 curves, on partial evidence.

Why it matters: with too little history, an honest page says so instead of guessing a trajectory.

One or more growth curves carry a base-effect spike — a large year-on-year move off a near-zero or loss-making comparable quarter. Those spikes are capped before the classifier reads the trajectory, and shown pinned on the chart, so a single distorted quarter does not drive the stage call.

Return readings here are annual, not quarterly — read as level and direction only; they can confirm the growth curves but never drive the stage on their own.

Fewer than eight usable quarters on the growth curves — this page will not guess a trajectory from a stub of history.

→ The stage names the trajectory. Next: the revenue line that produces it, quarter by quarter.

4-Factor Sector Score

45.0/100 — rank 5 of 8 in Quick Service Restaurant - QSR · 62% evidence confidence

United Foodbrands Ltd scores 45.0 out of 100 against the 8 companies it is compared with in Quick Service Restaurant - QSR, ranking 5. Price leads the evidence: RS versus the benchmark is 127%, but earnings trajectory is weak. Wait for revenue and profit confirmation.

The four contributions add to the total exactly: 8.9 + 6.1 + 10 + 20 = 45. This is the SAME number shown on the sector comparison — it is computed once, for the whole peer set, and read here.

What would change it: The read weakens if profit growth turns negative or margin improvement reverses while sector-relative strength deteriorates.

Revenue Revenue is the top line: everything the company billed its customers in the period.

United Foodbrands Ltd reported ₹360 Cr of revenue in the Mar 26 quarter, +22.9% year on year. That is the 2nd straight quarter of year-on-year growth. Over 10 years it has compounded at 12.8% a year. The last full year, FY26, came in at ₹1,339 Cr. The last four reported quarters add to ₹1,339 Cr.

United Foodbrands Ltd reported ₹360 Cr of revenue in the Mar 26 quarter, +22.9% year on year. That is the 2nd straight quarter of year-on-year growth. Over 10 years it has compounded at 12.8% a year. The last full year, FY26, came in at ₹1,339 Cr. The last four reported quarters add to ₹1,339 Cr.

FY26 revenue came in at ₹1,339 Cr (+8.6% on the year), capping 10 years at 12.8% compound. The latest quarter (Mar 26) printed ₹360 Cr, +22.9% year on year — the 2nd consecutive quarter of year-over-year growth.

Pace check: the last four quarters averaged +8.6% growth against the decade's 12.8% — the current year is running slower than its own long-run rate.

Acceleration check: trailing-twelve-month revenue grew +8.5% over the last 4 quarters against +3.3%/yr over the last 8 — accelerating.

→ Revenue grew — did margins hold as it scaled? Next: 15.0% this quarter (−3.0 pp YoY).

Operating margin Operating margin is what is left of every ₹100 of sales after running the business, before interest and tax. It is the cleanest read on pricing power and cost control.

United Foodbrands Ltd's operating margin is 15.0% in the Mar 26 quarter, −3.0 percentage points against the same quarter a year ago. Across 11 fiscal years the operating margin has ranged 9.0% to 21.0%. The current quarter sits inside that band.

United Foodbrands Ltd's operating margin is 15.0% in the Mar 26 quarter, −3.0 percentage points against the same quarter a year ago. Across 11 fiscal years the operating margin has ranged 9.0% to 21.0%. The current quarter sits inside that band.

The latest quarter's operating margin is 15.0%, −3.0 pp against the same quarter a year ago. Across 11 fiscal years the operating margin has ranged 9.0%–21.0%.

🚨 Why the margin moved: operating margin went −3.1 pp year on year while gross margin went −3.0 pp — the loss came mostly from the gross line: input costs and pricing.

→ Margins slipped — did that reach the bottom line? Next: profit null in the latest quarter.

Net profit Net profit is what survives every cost, interest and tax — the number EPS, dividends and book value all grow from.

United Foodbrands Ltd posted a net loss of ₹15.0 Cr in the Mar 26 quarter. The full FY26 year was a loss of ₹62.0 Cr. That loss is 4.2% of the quarter's revenue. The same quarter a year earlier lost ₹21.0 Cr. 9 of the last 12 reported quarters were loss-making.

United Foodbrands Ltd posted a net loss of ₹15.0 Cr in the Mar 26 quarter. The full FY26 year was a loss of ₹62.0 Cr. That loss is 4.2% of the quarter's revenue. The same quarter a year earlier lost ₹21.0 Cr. 9 of the last 12 reported quarters were loss-making.

Mar 26 profit was ₹−15.0 Cr, null year on year. On the full year, FY26 printed ₹−62.0 Cr (null).

→ Profit rose — but did the cash follow? Next: 965% of the last 3 years' profit arrived as cash.

Cash flow — the router The P&L says what was earned; the cash-flow statement says what actually arrived. Operating cash flow (CFO) against profit is the cleanest lie detector in the accounts.

Over the last 3 fiscal years 965% of United Foodbrands Ltd's reported profit arrived as operating cash — the cash follows the profit. In FY26 that was ₹223 Cr of operating cash against ₹−62.0 Cr of profit. After ₹290 Cr of capital spending, ₹−67.0 Cr was left as free cash.

FY26: operating cash of ₹223 Cr against reported profit of ₹−62.0 Cr, leaving free cash of ₹−67.0 Cr after ₹290 Cr of capital spending. Across the last 3 fiscal years the conversion rate is 965% of profit.

Cash-flow readings here are annual — that is the resolution our series carries, so this section moves once a year.

Why conversion sits at 965%: the cash cycle stretched 180 days between FY21 and FY26 — more of each rupee of profit waits inside the cycle before arriving.

Router verdict: no single sink dominates — the next section checks both the working-capital cycle and the capital spending.

→ So follow the cash to where it goes. Next: a −77-day cycle and ₹670 Cr of building.

Where the cash goes Working capital is the cash tied up between paying suppliers and getting paid: debtor days (customers owe), inventory days (stock waits), and the cash conversion cycle (the whole loop, in days of sales).

United Foodbrands Ltd's cash conversion cycle runs −77 days in FY26, up from −257 days in FY21. Capital spending ran ₹670 Cr over the last 3 years. At FY26 sales of ₹1,339 Cr each day of that cycle holds about ₹3.7 Cr, so roughly ₹−282 Cr sits inside the business at any moment.

FY26: debtors at 1 days, inventory at 35 days — roughly 1.2 months of stock waiting to sell; that is where the cash sits while it waits — for a full cycle of −77 days, looser than FY21's −257.

The full loop: cash goes out to suppliers and production on day 0; stock waits 35 days to sell; customers pay about 1 days after that; and suppliers themselves are paid at 113 days — netting out to the −77-day cycle.

In money terms: at FY26 sales of ₹1,339 Cr, each day of the cycle holds about ₹3.7 Cr — so the −77-day loop keeps roughly ₹−282 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹670 Cr over the last 3 fiscal years against ₹534 Cr of depreciation — building somewhat ahead of wear-and-tear. Capital work-in-progress stands at ₹14.0 Cr (FY26) — capacity paid for but not yet earning.

The synthesis: neither the cycle nor the build-out is hoarding the cash — the machine is reasonably clean.

→ Does all this activity actually earn its cost of capital? Next: ROCE is 2%.

Return on capital Return on capital employed (ROCE) is the profit the whole business earns on all the money in it — equity and debt together. It is the single best test of whether growth creates value or just size.

United Foodbrands Ltd earns a ROCE of 2% in FY26. That is up from a trough of −4% in FY21. A return-on-invested-capital spread against the cost of capital is not computable from what is held here. The wiring behind it is −4.6% net margin on 0.93× asset turns.

FY26 ROCE is 2%, recovered from a FY21 trough of −4% — the full ladder below shows the fall and the climb, undoctored.

Why the return is what it is — the wiring (FY26): −4.6% net margin × 0.93× asset turns × 4.62× balance-sheet leverage ≈ −19.8% on equity. Margin does its share; leverage is a meaningful part of the equation.

The quarterly return curves and the return-on-invested-capital overlay, which only the second data source carries, are not drawn on this page: its two data sources disagree by up to 9.0% on reported income across 14 comparable periods. A figure two sources cannot agree on is not drawn — the gap is a decision, not missing data.

→ Returns like these — is the balance sheet borrowing to make them? Next: debt-to-equity is 2.85.

Debt Debt-to-equity says how much of the business is funded by borrowings; interest cover says how many times operating profit pays the interest bill. Low and high, respectively, is the safe corner.

United Foodbrands Ltd carries ₹885 Cr of borrowings against ₹311 Cr of equity in FY26, a debt-to-equity of 2.85. Operating profit covers the interest bill 2×. Over 5 years borrowings went from ₹603 Cr to ₹885 Cr. Capital spending ran ₹670 Cr across the last 3 of those years.

FY26: borrowings of ₹885 Cr against equity of ₹311 Cr — a debt-to-equity of 2.85. Operating profit covers the interest bill 2×. Over 5 years borrowings went from ₹603 Cr to ₹885 Cr while capital spending ran ₹670 Cr in just the last 3 — part of the build-out is riding on borrowed money.

The total-debt and debt-to-equity series, which only the second data source carries, are not drawn on this page: its two data sources disagree by up to 9.0% on reported income across 14 comparable periods. A figure two sources cannot agree on is not drawn — the gap is a decision, not missing data.

→ Who owns this, and are they adding or leaving? Next: Foreign institutions cut 6.9 points over 8 quarters.

Ownership Who owns the stock, quarter by quarter: promoters (the controlling owners), foreign and domestic institutions, and the public. Steady accumulation by people close to the numbers is a signal; a quiet register is also an answer.

Foreign institutions cut 6.9 points of United Foodbrands Ltd over 8 quarters, the biggest move on the register. That takes foreign institutions to 10.6% of the company. Domestic institutions moved −5.8 points over the same window, to 17.2%. The register is read on the four disclosed classes only; nothing is inferred between filings.

The register over the last two years — Foreign institutions: −6.9 points over 8 quarters to 10.6%; Domestic institutions: −5.8 points over 8 quarters to 17.2%; Promoters: +0.9 points over 8 quarters to 34.6%.

🚨 Why the register moved: foreign institutions drove it (−6.9 points), alongside domestic institutions (−5.8 points) — distribution into the market’s bid.

→ One last check: does the safety math agree? Next: the balance-sheet safety line.

Safety line The Z-score estimates how far a company sits from balance-sheet distress — above roughly 3 is safe, below roughly 1.8 is the danger zone. It was built for manufacturers, so it is not applied to banks and lenders.

United Foodbrands Ltd: the Z-score is not available for this stock, so we say so rather than invent one. It is a distance-to-distress estimate from the balance sheet, not a forecast of failure. The debt, cash-flow and return sections above carry the balance-sheet evidence this page does hold, and each of them states its own reporting date.

The safety line in one sentence: the Z-score is not available for this stock, so we say so rather than invent one.

Frequently asked questions