Ecos (India) Mobility & Hospitality 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.

Ecos (India) Mobility & Hospitality Ltd trades at ₹134, in a downtrend and 44 weeks into that stage. That is −20.2% against its own 200-day average. It sits at 13% of a 52-week range of ₹112 to ₹290. On relative strength it has been ahead of the NIFTY 500 on a trailing-13-week view for 1 straight week.

Today the stock is in a downtrend — week 44 of stage 4, confirmed. At ₹134 it trades −20.2% versus its 200-day average and sits at 13% of its 52-week range (₹112–₹290).

Against the market, two honest reads. Cumulative: over the last 1.9 years the stock moved −69% while the NIFTY 500 moved +0% — behind the index over the full window. Recent form: on a trailing-13-week view the stock has been ahead for 1 straight week — 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.

Ecos (India) Mobility & Hospitality Ltd trades at 14.0× P/E, near the bottom of its own range — cheaper only 20% of the time. Its long-run median P/E is 21.4×, measured across 1.9 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 14.0× is near the bottom of its own range — cheaper only 20% of the time, against a long-run median of 21.4× measured over 1.9 years of weekly readings. This is a comparison against the stock's own history — not a claim about what it is worth.

Why the multiple sits where it does: over the past year annual EPS moved −4.2% against a −54.8% price move — earnings outran the price, pushing the multiple DOWN its own range.

Put together: the multiple is low 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 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.

Stage: Mixed 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).

Ecos (India) Mobility & Hospitality Ltd reads as mixed on its fundamental arc. Mixed — no clean majority across the growth curves, ROCE slipping at 30.0% — the per-curve reads carry the story. The read is built from 8 quarters across 3 curves, on partial evidence.

Why it matters: when the curves disagree, the per-curve reads above matter more than any single verdict.

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.

A partial read: at least one curve is short, or the returns curve is not the computed quarterly series — hold the stage word a little more loosely.

4-Factor Sector Score

45.2/100 — rank 6 of 8 in Services - Others · 70% evidence confidence

Ecos (India) Mobility & Hospitality Ltd scores 45.2 out of 100 against the 8 companies it is compared with in Services - Others, ranking 6. Balanced evidence: keep at normal research priority and require another comparable period before raising conviction.

The four contributions add to the total exactly: 11.4 + 19.9 + 10.9 + 3 = 45.2. 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.

Ecos (India) Mobility & Hospitality Ltd reported ₹207 Cr of revenue in the Mar 26 quarter, +16.9% year on year. That is the 8th straight quarter of year-on-year growth. Over 6 years it has compounded at 12.4% a year. The last full year, FY26, came in at ₹808 Cr. The last four reported quarters add to ₹808 Cr.

FY26 revenue came in at ₹808 Cr (+25.9% on the year), capping 6 years at 12.4% compound. The latest quarter (Mar 26) printed ₹207 Cr, +16.9% year on year — the 8th consecutive quarter of year-over-year growth.

Pace check: the last four quarters averaged +23.7% growth against the decade's 12.4% — the current year is running faster than its own long-run rate.

Acceleration check: trailing-twelve-month revenue grew +23.5% over the last 4 quarters against +20.7%/yr over the last 8 — stabilising; TTM profit −4.9% vs −3.3%/yr — 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.

Ecos (India) Mobility & Hospitality Ltd's operating margin is 12.0% in the Mar 26 quarter, −3.0 percentage points against the same quarter a year ago. Across 7 fiscal years the operating margin has ranged 6.0% to 17.0%. The current quarter sits inside that band.

The latest quarter's operating margin is 12.0%, −3.0 pp against the same quarter a year ago. Across 7 fiscal years the operating margin has ranged 6.0%–17.0%.

🚨 Why the margin moved: operating margin went −3.2 pp year on year while gross margin went −0.3 pp — the loss came mostly below the gross line: operating leverage, with costs spread over a bigger revenue base.

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

Ecos (India) Mobility & Hospitality Ltd earned ₹16.0 Cr of net profit in the Mar 26 quarter, −11.1% year on year. Full-year FY26 profit was ₹58.0 Cr. The 6-year compound rate is 75.3%. That is 7.7% of the quarter's revenue. The same quarter a year earlier earned ₹18.0 Cr.

Mar 26 profit was ₹16.0 Cr, −11.1% year on year. On the full year, FY26 printed ₹58.0 Cr (−3.3%), and the 6-year compound rate is 75.3%.

🚨 Why profit moved: revenue contributed +16.9% and the margin −3.0 pp — the quarter was revenue-led despite a thinner margin.

Pace comparison, last four quarters: profit −4.2% vs revenue +23.7%. Profit is growing slower than sales — costs are eating the growth before it reaches the bottom line.

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 116% of Ecos (India) Mobility & Hospitality Ltd's reported profit arrived as operating cash — the cash follows the profit. In FY26 that was ₹68.0 Cr of operating cash against ₹58.0 Cr of profit. After ₹32.0 Cr of capital spending, ₹36.0 Cr was left as free cash.

FY26: operating cash of ₹68.0 Cr against reported profit of ₹58.0 Cr, leaving free cash of ₹36.0 Cr after ₹32.0 Cr of capital spending. Across the last 3 fiscal years the conversion rate is 116% 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 116%: the cash cycle tightened 25 days between FY21 and FY26 — cash that used to wait in the cycle now reaches the bank sooner.

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

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).

Ecos (India) Mobility & Hospitality Ltd's cash conversion cycle runs 48 days in FY26, down from 73 days in FY21. Capital spending ran ₹93.0 Cr over the last 3 years. At FY26 sales of ₹808 Cr each day of that cycle holds about ₹2.2 Cr, so roughly ₹106 Cr sits inside the business at any moment.

FY26: debtors at 48 days (an asset-light business — no inventory to speak of) — for a full cycle of 48 days, tighter than FY21's 73.

In money terms: at FY26 sales of ₹808 Cr, each day of the cycle holds about ₹2.2 Cr — so the 48-day loop keeps roughly ₹106 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹93.0 Cr over the last 3 fiscal years against ₹68.0 Cr of depreciation — building somewhat ahead of wear-and-tear. Capital work-in-progress stands at ₹0.0 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.

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

Ecos (India) Mobility & Hospitality Ltd earns a ROCE of 30% in FY26. That is up from a trough of 4% in FY21. Return on invested capital clears the cost of that capital by +23.7 percentage points, so growth here adds value rather than only size. The wiring behind it is 7.2% net margin on 1.96× asset turns.

FY26 ROCE is 30%, 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): 7.2% net margin × 1.96× asset turns × 1.56× balance-sheet leverage ≈ 22.0% on equity. Margin does its share; leverage is modest — this is an earned return, not a borrowed one.

The capstone test — ROIC − WACC: 35.7% − 12.0% = a +23.7 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. A spread this wide means every rupee reinvested creates more than a rupee of value — the engine compounds.

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

Ecos (India) Mobility & Hospitality Ltd carries total debt of ₹8.0 Cr against shareholder equity of ₹265 Cr as of Mar 26, a debt-to-equity of 0.03 — effectively unlevered. On the annual view that ratio went from 0.17 in FY24 to 0.03 in FY26. The returns elsewhere on this page are therefore earned rather than borrowed.

Mar 26: total debt of ₹8.0 Cr against shareholder equity of ₹265 Cr — a debt-to-equity of 0.03. On the annual view, debt-to-equity went from 0.17 (FY24) to 0.03 (FY26). The returns on this page are earned, not borrowed.

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 3.3 points of Ecos (India) Mobility & Hospitality Ltd over 7 quarters, the biggest move on the register. That takes foreign institutions to 1.0% of the company. Domestic institutions moved +1.9 points over the same window, to 12.6%. The register is read on the four disclosed classes only; nothing is inferred between filings.

The register over the last two years — Foreign institutions: −3.3 points over 7 quarters to 1.0%; Domestic institutions: +1.9 points over 7 quarters to 12.6%; Promoters: +0.0 points over 7 quarters to 67.8%.

Why the register moved: rotation — foreign institutions −3.3 points against domestic institutions +1.9 points over 7 quarters, with promoters holding steady — one class of institutions handing the register to the other, not a verdict change by the people closest to the numbers.

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.

Ecos (India) Mobility & Hospitality 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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