Tata Teleservices (Maharashtra) 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.

Tata Teleservices (Maharashtra) Ltd trades at ₹35.6, in a downtrend and 98 weeks into that stage. That is −19.2% against its own 200-day average. It sits at 11% of a 52-week range of ₹33 to ₹55. On relative strength it is currently behind the NIFTY 500 on a trailing-13-week view (14 weeks and counting).

Today the stock is in a downtrend — week 98 of stage 4, confirmed. At ₹35.6 it trades −19.2% versus its 200-day average and sits at 11% of its 52-week range (₹33–₹55).

Against the market, two honest reads. Cumulative: over the last 10.5 years the stock moved +469% while the NIFTY 500 moved +267% — ahead of the index over the full window. Recent form: on a trailing-13-week view the stock is currently behind (14 weeks and counting; last ahead the week of 2026-06-19) — 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.

P/E does not price Tata Teleservices (Maharashtra) Ltd — earnings are negative, so there is no multiple to rank against its own history. The revenue and margin lines below are where a turn, when it comes, would show first. On sales the market values Tata Teleservices (Maharashtra) Ltd at 6.0× its FY26 revenue of ₹1,160 Cr.

With earnings negative, P/E does not price — there is no multiple to rank against its own history. The revenue and margin lines below are where the turn, when it comes, will show first.

Put together: the multiple is unremarkable 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).

Tata Teleservices (Maharashtra) 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 12 quarters across 1 curve, on partial evidence.

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

The return-on-capital curve is not shown — net worth is negative, so a return on capital is not a meaningful number in any basis. This is a distressed balance sheet, and the stage is read from the growth curves alone.

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

46.1/100 — rank 10 of 18 in Telecom Services · 74% evidence confidence

Tata Teleservices (Maharashtra) Ltd scores 46.1 out of 100 against the 18 companies it is compared with in Telecom Services, ranking 10. Balanced evidence: keep at normal research priority and require another comparable period before raising conviction.

The four contributions add to the total exactly: 16.8 + 18.5 + 8.7 + 2.1 = 46.1. 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.

Tata Teleservices (Maharashtra) Ltd reported ₹302 Cr of revenue in the Jun 26 quarter, +6.3% year on year. Over 10 years it has compounded at −9.0% a year. The last full year, FY26, came in at ₹1,160 Cr. The last four reported quarters add to ₹1,178 Cr.

FY26 revenue came in at ₹1,160 Cr (−11.3% on the year), capping 10 years at −9.0% compound. The latest quarter (Jun 26) printed ₹302 Cr, +6.3% year on year.

Pace check: the last four quarters averaged −6.5% growth against the decade's −9.0% — the current year is running faster than its own long-run rate.

Acceleration check: trailing-twelve-month revenue grew −7.2% over the last 4 quarters against −2.1%/yr over the last 8 — 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.

Tata Teleservices (Maharashtra) Ltd's operating margin is 55.0% in the Jun 26 quarter, +3.0 percentage points against the same quarter a year ago. That is the widest this company has ever printed on a full-year basis. Across 15 fiscal years the operating margin has ranged −28.0% to 53.0%. The current quarter is running above every full year in that window.

The latest quarter's operating margin is 55.0%, +3.0 pp against the same quarter a year ago. Across 15 fiscal years the operating margin has ranged −28.0%–53.0%, and FY26's 53.0% is the top of that band — a record year.

Why the margin moved: operating margin went +3.1 pp year on year while gross margin went +0.0 pp — the gain came mostly below the gross line: operating leverage, with costs spread over a bigger revenue base.

Worth repeating from the valuation section: cheap against its own history on record margins is not the same thing as cheap — a record margin flatters every ratio built on top of it.

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

Tata Teleservices (Maharashtra) Ltd posted a net loss of ₹72.0 Cr in the Jun 26 quarter. The full FY26 year was a loss of ₹215 Cr. That loss is 23.8% of the quarter's revenue. The same quarter a year earlier lost ₹325 Cr. 11 of the last 12 reported quarters were loss-making.

Jun 26 profit was ₹−72.0 Cr, null year on year. On the full year, FY26 printed ₹−215 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.

Tata Teleservices (Maharashtra) Ltd's cash-flow history is too thin to judge how much reported profit converts into cash. In FY26 that was ₹668 Cr of operating cash against ₹−215 Cr of profit. After ₹276 Cr of capital spending, ₹392 Cr was left as free cash. Cash resolution here is annual, because quarterly cash statements are not published.

FY26: operating cash of ₹668 Cr against reported profit of ₹−215 Cr, leaving free cash of ₹392 Cr after ₹276 Cr of capital spending.

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

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).

Tata Teleservices (Maharashtra) Ltd's cash conversion cycle runs 30 days in FY26, up from 27 days in FY21. Capital spending ran ₹653 Cr over the last 3 years. At FY26 sales of ₹1,160 Cr each day of that cycle holds about ₹3.2 Cr, so roughly ₹95.0 Cr sits inside the business at any moment.

FY26: debtors at 30 days (an asset-light business — no inventory to speak of) — for a full cycle of 30 days, looser than FY21's 27.

In money terms: at FY26 sales of ₹1,160 Cr, each day of the cycle holds about ₹3.2 Cr — so the 30-day loop keeps roughly ₹95.0 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹653 Cr over the last 3 fiscal years against ₹460 Cr of depreciation — building somewhat ahead of wear-and-tear. Capital work-in-progress stands at ₹28.0 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.

Tata Teleservices (Maharashtra) Ltd earns a ROCE of 56% in FY26. That is up from a trough of −13% in FY11. Return on invested capital clears the cost of that capital by +24.2 percentage points, so growth here adds value rather than only size. The wiring behind it is −18.5% net margin on 0.87× asset turns.

FY26 ROCE is 56%, recovered from a FY11 trough of −13% — the full ladder below shows the fall and the climb, undoctored.

Why the return is what it is — the wiring (FY26): −18.5% net margin × 0.87× asset turns × −0.07× balance-sheet leverage ≈ 1.1% on equity. Margin does its share; leverage is modest — this is an earned return, not a borrowed one.

The capstone test — ROIC − WACC: 36.2% − 12.0% = a +24.2 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.

Tata Teleservices (Maharashtra) Ltd's net worth is negative — it owes more than it owns — so a debt-to-equity ratio is not meaningful here. On the annual view that ratio went from −1.05 in FY22 to −1.04 in FY26. The returns elsewhere on this page are therefore earned rather than borrowed.

Jun 26: total debt of ₹20,869 Cr against shareholder equity of ₹−19,983 Cr — a debt-to-equity of −1.04. On the annual view, debt-to-equity went from −1.05 (FY22) to −1.04 (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.

No holder of Tata Teleservices (Maharashtra) Ltd moved a full percentage point over the last two years — the register is quiet. Domestic institutions moved +0.1 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 — Foreign institutions: +0.1 points over 8 quarters to 2.5%; Domestic institutions: +0.1 points over 8 quarters to 0.2%; Promoters: +0.0 points over 8 quarters to 74.4%.

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.

Tata Teleservices (Maharashtra) 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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