Juniper Hotels 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.

Juniper Hotels Ltd trades at ₹195, in a downtrend and 102 weeks into that stage. That is −13.1% against its own 200-day average. It sits at 2% of a 52-week range of ₹193 to ₹307. On relative strength it is currently behind the NIFTY 500 on a trailing-13-week view (12 weeks and counting).

Today the stock is in a downtrend — week 102 of stage 4, confirmed. At ₹195 it trades −13.1% versus its 200-day average and sits at 2% of its 52-week range (₹193–₹307).

Against the market, two honest reads. Cumulative: over the last 2.4 years the stock moved −60% while the NIFTY 500 moved +19% — behind the index over the full window. Recent form: on a trailing-13-week view the stock is currently behind (12 weeks and counting; last ahead the week of 2026-06-05) — 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.

Juniper Hotels Ltd trades at 25.0× P/E, near the bottom of its own range — cheaper only 4% of the time. Its long-run median P/E is 88.4×, measured across 2.2 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 25.0× is near the bottom of its own range — cheaper only 4% of the time, against a long-run median of 88.4× measured over 2.2 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 +98.8% against a −32.0% 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.

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).

Juniper Hotels 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.

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

48.4/100 — rank 14 of 24 in Hotels · 89% evidence confidence

Juniper Hotels Ltd scores 48.4 out of 100 against the 24 companies it is compared with in Hotels, ranking 14. Acceleration candidate, not a confirmed leader: earnings are strong but sector-relative strength is -14.1% and the one-year return is -37.4%. Do not upgrade until sector-relative strength is above zero and another reported period confirms growth.

The four contributions add to the total exactly: 23.4 + 10.4 + 11.1 + 3.5 = 48.4. 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.

Juniper Hotels Ltd reported ₹301 Cr of revenue in the Mar 26 quarter, +8.3% year on year. That is the 10th straight quarter of year-on-year growth. Over 6 years it has compounded at 11.7% a year. The last full year, FY26, came in at ₹1,048 Cr. The last four reported quarters add to ₹1,047 Cr.

FY26 revenue came in at ₹1,048 Cr (+11.0% on the year), capping 6 years at 11.7% compound. The latest quarter (Mar 26) printed ₹301 Cr, +8.3% year on year — the 10th consecutive quarter of year-over-year growth.

Pace check: the last four quarters averaged +10.7% growth against the decade's 11.7% — the current year is running in line with its own long-run rate.

Acceleration check: trailing-twelve-month revenue grew +10.8% over the last 4 quarters against +13.2%/yr over the last 8 — stabilising; TTM profit +98.6% vs +142.4%/yr — rolling over.

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.

Juniper Hotels Ltd's operating margin is 44.0% in the Mar 26 quarter, +2.0 percentage points against the same quarter a year ago. Across 7 fiscal years the operating margin has ranged −2.6% to 41.0%. The current quarter is running above every full year in that window.

The latest quarter's operating margin is 44.0%, +2.0 pp against the same quarter a year ago. Across 7 fiscal years the operating margin has ranged −2.6%–41.0%.

Why the margin moved: operating margin went +1.9 pp year on year while gross margin went +0.5 pp — the gain 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.

Juniper Hotels Ltd earned ₹50.0 Cr of net profit in the Mar 26 quarter, −9.1% year on year. Full-year FY26 profit was ₹142 Cr. That is 16.6% of the quarter's revenue. The same quarter a year earlier earned ₹55.0 Cr. 3 of the last 12 reported quarters were loss-making.

Mar 26 profit was ₹50.0 Cr, −9.1% year on year. On the full year, FY26 printed ₹142 Cr (+100.0%).

🚨 Why profit moved: revenue contributed +8.3% and the margin +2.0 pp — the quarter was margin-led: most of the profit growth came from keeping more of each sale.

Pace comparison, last four quarters: profit +23.0% vs revenue +10.7%. Profit is growing faster than sales — fixed costs are being spread over a bigger base, and each extra rupee of revenue drops more to 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 435% of Juniper Hotels Ltd's reported profit arrived as operating cash — the cash follows the profit. In FY26 that was ₹394 Cr of operating cash against ₹142 Cr of profit. After ₹151 Cr of capital spending, ₹243 Cr was left as free cash.

FY26: operating cash of ₹394 Cr against reported profit of ₹142 Cr, leaving free cash of ₹243 Cr after ₹151 Cr of capital spending. Across the last 3 fiscal years the conversion rate is 435% 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 435%: the cash cycle tightened 443 days between FY21 and FY26 — cash that used to wait in the cycle now reaches the bank sooner.

Router verdict: the bigger cash user is investment — capital spending ran 4.7× depreciation over three years, so the next section's job is to check what that build-out is buying.

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).

Juniper Hotels Ltd's cash conversion cycle runs −390 days in FY26, down from 53 days in FY21. Capital spending ran ₹1,452 Cr over the last 3 years. At FY26 sales of ₹1,048 Cr each day of that cycle holds about ₹2.9 Cr, so roughly ₹−1,120 Cr sits inside the business at any moment.

FY26: debtors at 19 days, inventory at 49 days — roughly 1.6 months of stock waiting to sell; that is where the cash sits while it waits — for a full cycle of −390 days, tighter than FY21's 53.

The full loop: cash goes out to suppliers and production on day 0; stock waits 49 days to sell; customers pay about 19 days after that; and suppliers themselves are paid at 459 days — netting out to the −390-day cycle.

In money terms: at FY26 sales of ₹1,048 Cr, each day of the cycle holds about ₹2.9 Cr — so the −390-day loop keeps roughly ₹−1,120 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹1,452 Cr over the last 3 fiscal years against ₹312 Cr of depreciation — the company is building well ahead of wear-and-tear. Capital work-in-progress stands at ₹344 Cr (FY26) — capacity paid for but not yet earning.

The synthesis: the cash is going into capacity, not disappearing into the cycle — the question becomes whether the new capacity earns.

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.

Juniper Hotels Ltd earns a ROCE of 8% in FY26. That is up from a trough of −3% in FY21. Return on invested capital clears the cost of that capital by −6.3 percentage points, so growth here is not yet paying for the capital it uses. The wiring behind it is 13.5% net margin on 0.24× asset turns.

FY26 ROCE is 8%, recovered from a FY21 trough of −3% — the full ladder below shows the fall and the climb, undoctored.

🚨 Why the return is what it is — the wiring (FY26): 13.5% net margin × 0.24× asset turns × 1.50× balance-sheet leverage ≈ 4.9% on equity. Margin does its share; leverage is modest — this is an earned return, not a borrowed one.

The capstone test — ROIC − WACC: 5.7% − 12.0% = a −6.3 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.

Juniper Hotels Ltd carries total debt of ₹1,194 Cr against shareholder equity of ₹2,868 Cr as of Mar 26, a debt-to-equity of 0.42. On the annual view that ratio went from 6.88 in FY23 to 0.42 in FY26. Read the returns elsewhere on this page with that leverage in mind.

Mar 26: total debt of ₹1,194 Cr against shareholder equity of ₹2,868 Cr — a debt-to-equity of 0.42. On the annual view, debt-to-equity went from 6.88 (FY23) to 0.42 (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.

Foreign institutions cut 6.1 points of Juniper Hotels Ltd over 8 quarters, the biggest move on the register. That takes foreign institutions to 4.5% of the company. Domestic institutions moved +2.6 points over the same window, to 12.2%. The register is read on the four disclosed classes only; nothing is inferred between filings.

The register over the last two years — Foreign institutions: −6.1 points over 8 quarters to 4.5%; Domestic institutions: +2.6 points over 8 quarters to 12.2%; Promoters: +0.0 points over 8 quarters to 77.5%.

Why the register moved: rotation — foreign institutions −6.1 points against domestic institutions +2.6 points over 8 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.

Juniper Hotels Ltd: the Z-score reads 3.13. A Z-score above roughly 3 reads as safe and below roughly 1.8 as the distress zone, so this sits well clear of distress. It is a distance-to-distress estimate from the balance sheet, not a forecast of failure.

Why it matters: a Z-score of 3.13 sits well clear of the distress zone — the balance sheet is not the risk here.

The safety line in one sentence: the Z-score reads 3.13.

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