Coffee Day Enterprises 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.

Coffee Day Enterprises Ltd trades at ₹31.7, in a downtrend and 4 weeks into that stage. That is −0.3% against its own 200-day average. It sits at 42% of a 52-week range of ₹23 to ₹44. On relative strength it is currently behind the NIFTY 500 on a trailing-13-week view (8 weeks and counting).

Today the stock is in a downtrend — week 4 of stage 4, confirmed. At ₹31.7 it trades −0.3% versus its 200-day average and sits at 42% of its 52-week range (₹23–₹44).

Against the market, two honest reads. Cumulative: over the last 10.5 years the stock moved −86% while the NIFTY 500 moved +267% — behind the index over the full window. Recent form: on a trailing-13-week view the stock is currently behind (8 weeks and counting; last ahead the week of 2026-07-17) — 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.

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.

Coffee Day Enterprises Ltd trades at 22.4× P/E, mid-range by its own standards (43rd percentile). Its long-run median P/E is 57.9×, measured across 8.9 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 22.4× is mid-range by its own standards (43rd percentile), against a long-run median of 57.9× measured over 8.9 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 unremarkable against its own past, so the story rests on the earnings line underneath it, not the multiple.

A quarterly PEG curve, which only the second data source carries, is not drawn on this page: its two data sources do not share enough overlapping reported history to be compared. A figure nobody could check is not used to price growth — the gap is a decision, not missing data.

What the price assumes This reading works the multiple backwards. It asks one question: what yearly rate of profit growth is a buyer at the market price already paying for? The number is the growth rate that makes eleven years of profit — six years growing, then five fading — add up to that day's market price, once each year is discounted at 11% a year.

Solved at its 13 June 2026 price, Coffee Day Enterprises Ltd was paying for profit growth of about −10.4% a year. Today the market pays 22.4× P/E, the 43rd percentile of its own 9-year range.

What the two numbers say together. The multiple is unremarkable against its own past, and the growth the price is paying for is the whole of what a buyer is backing.

How to hold this number: it is a reading of one day's price, taken on 13 June 2026, not a running figure — every other number on this page, the multiple included, is read off the live quote as of 11 September 2026. A higher price is paying for more growth and a lower price for less, so it moves whenever the price does, and this page does not restate it between measurements.

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).

Coffee Day Enterprises 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 8 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.

4-Factor Sector Score

47.4/100 — rank 4 of 8 in Quick Service Restaurant - QSR · 74% evidence confidence

Coffee Day Enterprises Ltd scores 47.4 out of 100 against the 8 companies it is compared with in Quick Service Restaurant - QSR, ranking 4. Balanced evidence: keep at normal research priority and require another comparable period before raising conviction.

The four contributions add to the total exactly: 21.3 + 8 + 11.5 + 6.6 = 47.4. 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.

Coffee Day Enterprises Ltd reported ₹290 Cr of revenue in the Jun 26 quarter, +7.6% year on year. That is the 11th straight quarter of year-on-year growth. Over 10 years it has compounded at −8.9% a year. The last full year, FY26, came in at ₹1,190 Cr. The last four reported quarters add to ₹1,136 Cr.

FY26 revenue came in at ₹1,190 Cr (+2.7% on the year), capping 10 years at −8.9% compound. The latest quarter (Jun 26) printed ₹290 Cr, +7.6% year on year — the 11th consecutive quarter of year-over-year growth.

Pace check: the last four quarters averaged +4.6% growth against the decade's −8.9% — the current year is running faster than its own long-run rate.

Acceleration check: trailing-twelve-month revenue grew +4.5% over the last 4 quarters against +5.2%/yr over the last 8 — stabilising.

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.

Coffee Day Enterprises Ltd's operating margin is 16.4% in the Jun 26 quarter, +4.4 percentage points against the same quarter a year ago. Across 13 fiscal years the operating margin has ranged −25.0% to 20.0%. The current quarter sits inside that band.

The latest quarter's operating margin is 16.4%, +4.4 pp against the same quarter a year ago. Across 13 fiscal years the operating margin has ranged −25.0%–20.0%.

Why the margin moved: operating margin went +4.4 pp year on year while gross margin went +5.9 pp — the gain came mostly from the gross line: input costs and pricing.

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

Coffee Day Enterprises Ltd earned ₹4.5 Cr of net profit in the Jun 26 quarter, −80.6% year on year. Full-year FY26 profit was ₹210 Cr. That is 1.6% of the quarter's revenue. The same quarter a year earlier earned ₹23.3 Cr. 7 of the last 12 reported quarters were loss-making.

Jun 26 profit was ₹4.5 Cr, −80.6% year on year. On the full year, FY26 printed ₹210 Cr (null).

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 52% of Coffee Day Enterprises Ltd's reported profit arrived as operating cash — a gap worth watching. In FY26 that was ₹172 Cr of operating cash against ₹210 Cr of profit. After ₹−14.0 Cr of capital spending, ₹186 Cr was left as free cash.

FY26: operating cash of ₹172 Cr against reported profit of ₹210 Cr, leaving free cash of ₹186 Cr after ₹−14.0 Cr of capital spending. Across the last 3 fiscal years the conversion rate is 52% 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 52%: the cash cycle stretched 286 days between FY21 and FY26 — more of each rupee of profit waits inside the cycle before arriving. Less than 70% of profit arriving as cash is the thing to watch on this page.

Router verdict: conversion is below par and the cash cycle has stretched 286 days — the next section's job is to find where the cash is stuck.

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).

Coffee Day Enterprises Ltd's cash conversion cycle runs 11 days in FY26, up from −275 days in FY21. Capital spending ran ₹−274 Cr over the last 3 years. At FY26 sales of ₹1,190 Cr each day of that cycle holds about ₹3.3 Cr, so roughly ₹36.0 Cr sits inside the business at any moment.

FY26: debtors at 18 days, inventory at 24 days — roughly 0.8 months of stock waiting to sell; that is where the cash sits while it waits — for a full cycle of 11 days, looser than FY21's −275.

The full loop: cash goes out to suppliers and production on day 0; stock waits 24 days to sell; customers pay about 18 days after that; and suppliers themselves are paid at 31 days — netting out to the 11-day cycle.

In money terms: at FY26 sales of ₹1,190 Cr, each day of the cycle holds about ₹3.3 Cr — so the 11-day loop keeps roughly ₹36.0 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹−274 Cr over the last 3 fiscal years against ₹385 Cr of depreciation — spending at or below maintenance level. Capital work-in-progress stands at ₹6.0 Cr (FY26) — capacity paid for but not yet earning.

The synthesis: the working-capital loop is the cash sink the router flagged — watch the cycle, not the P&L.

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.⚠ unverified

Coffee Day Enterprises Ltd earns a ROCE of 1% in FY26. That is up from a trough of −8% in FY20. Return on invested capital clears the cost of that capital by −11.9 percentage points, so growth here is not yet paying for the capital it uses. The wiring behind it is 17.6% net margin on 0.26× asset turns.

FY26 ROCE is 1%, recovered from a FY20 trough of −8% — the full ladder below shows the fall and the climb, undoctored.

🚨 Why the return is what it is — the wiring (FY26): 17.6% net margin × 0.26× asset turns × 1.62× balance-sheet leverage ≈ 7.4% on equity. Margin is doing the heavy lifting; leverage is a meaningful part of the equation.

The capstone test — ROIC − WACC: 0.1% − 12.0% = a −11.9 pp spread. The 12.0% is a standing assumption for the cost of capital in India, not a per-stock estimate — read the sign and the size of the spread, not the decimals. Negative — growth at these returns destroys value until the returns recover.

Debt Debt-to-equity says how much of the business is funded by borrowings. Low is the safe corner; the trend matters as much as the level.⚠ unverified

Coffee Day Enterprises Ltd carries total debt of ₹961 Cr against shareholder equity of ₹461 Cr as of Mar 26, a debt-to-equity of 2.08. On the annual view that ratio went from 0.51 in FY22 to 2.08 in FY26. Read the returns elsewhere on this page with that leverage in mind.

Mar 26: total debt of ₹961 Cr against shareholder equity of ₹461 Cr — a debt-to-equity of 2.08. On the annual view, debt-to-equity went from 0.51 (FY22) to 2.08 (FY26). Read the returns on this page with that leverage in mind.

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.

Domestic institutions added 1.2 points of Coffee Day Enterprises Ltd over 8 quarters, the biggest move on the register. That takes domestic institutions to 1.2% of the company. Foreign institutions moved −0.8 points over the same window, to 0.2%. The register is read on the four disclosed classes only; nothing is inferred between filings.

The register over the last two years — Domestic institutions: +1.2 points over 8 quarters to 1.2%; Foreign institutions: −0.8 points over 8 quarters to 0.2%; Promoters: −0.5 points over 8 quarters to 7.7%. Note the structure: promoters hold under 20% — this is a widely-held company where institutions, not a family, set the direction.

Why the register moved: domestic institutions drove it (+1.2 points), absorbed on the other side by foreign institutions (−0.8 points) — steady accumulation by institutions reading the same numbers this page reads.

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.

Coffee Day Enterprises 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.

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