Ideas20 Ashish Kila

Ashish Kila
Director, Perfect Group

Best Ideas 2020,
Hosted by MOI Global
Sidecar Investing Framework

updated with
Ranking of Business Models.
-Ashish Kila
Perfect Research
Disclosure (SEBI RA Regulation)
1. Whether the research analyst or research entity or his associate or his relative has any financial
interest in the subject company and the nature of such financial interest. 1. Yes
2. Whether the research analyst or research entity or its associates or relatives have actual/beneficial
ownership of one percent or more securities of the subject company (at the end of the month 2. No
immediately preceding the date of publication of the research report or date of the public
appearance).
3. Whether the research analyst or research entity or his associate or his relative, has any other
material conflict of interest at the time of publication of the research report or at the time of 3. No
public appearance.
4. Whether it or Its associates have received any compensation from the subject company in the past 4. No
twelve months.
5. Whether it or its associates have managed or co-managed public offering of securities for the 5. No
subject company in the past twelve months.
6. Whether it or its associates have received any compensation for investment banking or merchant 6. No
banking or brokerage services from the subject company in the past twelve months.
7. Whether it or its associates have received any compensation for products or services other than 7. No
investment banking or merchant banking or brokerage services from the subject company in the
past twelve months.
8. Whether the subject company is or was a client during twelve months preceding the date of
distribution of the research report and the types of services provided. 8. No
9. Whether the research analyst has served as an officer, director or employee of the subject
company. 9. No
10. Whether the research analyst or research entity has been engaged in market making activity for
the subject company. 10. No
Disclaimer
 The content of this presentation is only for
educational purposes and not to be construed as
investment advice. Please consult your financial
advisor for any investment related advice.
 Registration Status – Not registered as SEBI Research

Analyst/Investment Advisor.
 Facts regarding the business and management

actions, environment or other factors keep changing
and hence our view on the business could also
change, we may or may not be able to update our
revised views in the public.
About Ashish Kila
Ashish Kila is a rank holder CA and MBA from

MDI Gurgaon. He has worked with leading
investment banks like Goldman Sachs &
Morgan Stanley in their equity research division
and now is the Director at Perfect Group.
Ashish looks after the strategic functions at the

group and manages the family office fund – ASHISH KILA
‘Perfect Research’. CIO, PERFECT RESEARCH
Ashish has over the years conducted seminars on value investing

showcasing investing frameworks and ideas in prominent
institutions/forums.
 Prominent Institution/Platforms
Business Schools-
Delhi Chapter
Investment Houses
Associations/forums
 Acknowledgements
MR. R.A.KILA
CHAIRMAN, PERFECT GROUP
&
PERFECT RESEARCH TEAM
 Blessed to have got Vicarious Learning's
from my Role Models …
 Update on Thomas Cook Business discussed
at Best Ideas 2018
Thomas Cook shareholders in a spinoff transaction have got Quess Corp shares
recently.
We are not happy at all with the Quess management’s corporate governance and
capital allocation standards.
Few concerns listed below:

Capital Allocation - Investing in unrelated businesses, like buying a football club
Aggressive Accounting Policies - Goodwill not written off stands at Rs. 1288
Crore (~22% of Balance sheet) as on September 2019
High Working Capital intensity – In a bid to get higher margins and grow fast,
company has not been following the collect and pay model to a large extent.
We may change our views if we see substantial progress on the above concerns
Disclaimer: Discussion on business model for educational purpose only and not a recommendation.
Source: Ratestar.in, Company
• Role of Management
2013
• 4C’s of Investing
2014
• Standard Valuation Matrix

2015
• Capacity to Suffer
2016
• Sidecar Investing
2017
• Ranking of Business Model

2018
 Roadmap
Ranking of
Life Cycle of a
Business Model
business
Framework
What is Capital
Today’s Idea
Allocation?
Track record of
companies Ranking
allocating
Let’s take a Life Cycle of a Typical Business
Generating wealth on the way
Starts
Starts Scaling Diversifying
it up
Starts hiring
Professionals
Starts a
business Management Bandwidth starts getting stretched
Mr. X Comes • The group can’t scale up more geographically or/&
with an idea is unable to diversify.
• Unable to reinvest cash flows and growth slows.
Notable Exception
Berkshire Hathaway
 Problem – Few co’s can keep growing
 In the year 2016,
Down from 31 to 48
 In today’s scenario,
Even GE couldn’t manage a diversified portfolio of businesses.
Source: Wikipedia
 Roadmap
Ranking of
Life Cycle of a Business Model
business Framework
What is Capital
Today’s Idea
Allocation?
Track record of
companies Ranking
allocating
 Capital Allocation
 How the management should think about
Capital Allocation?
Today’s
Focus
Area
 Some interesting insights
• A study reveled that
mergers and acquisitions
(M&A) and capital
expenditures are the largest
uses of capital over time.
(1980-2013)
• M&A activity tend to be

greatest when economy is
doing well, the stock
market is up and access to
capital is easy
Source: Credit Suisse

 Benefits of Inorganic Growth
Capability upgrades:- Technology, manufacturing, research and

development, or human know-how – whatever the capability,
acquisitions are a way to acquire it.
Market breakthroughs:- It can take years to build distribution

networks or gain a foothold in a particular market.
Reshaping the consumer experience:- acquisition brings additional

capabilities to serve customers better.
Source: http://bit.ly/hbrorg1
Sidecar Investing
 Roadmap
Ranking of
Life Cycle of a
Business Model
business
Framework
What is Capital
Today’s Idea
Allocation?
Track record of
companies Ranking
allocating
 Instances of unsuccessful Inorganic Growth
 Tata - Corus – Auction driven
In 2007, Tata Steel finally bought Corus in a $12 billion deal,
acquisition size was four times larger than Tata steel’s size.
Tata Steel paid 608 pence a share, a premium of 34% to the original
offer price to ward off a challenge from Brazilian miner and steelmaker
CSN.
As stated by Tata, the initial motive behind the completion of the deal
was not the revenue size of Corus, but rather its market value.
Source: http://bit.ly/tatamergerrediff
 Instances of successful Inorganic
Growth
 Betting on the ‘Jockey’- “Warren Buffett”
Buffett created a hands-off culture that encourages entrepreneurs to sell
their private companies to Berkshire.
Management takeaways from Warren Buffett's 50 years at Berkshire
Hathaway:-
 Leave your managers alone — Managers at the 60-plus business units owned by
Berkshire have a lot of autonomy, and that encourages them to stick around. They
only have 25 employees at
their HQ.
 Incentives: The more cash you send him,

the more you get paid. Rewarding site
managers and regional executives based
on productivity, gain related to low capital
deployment.
 Don't follow the Herd— Buffett ignores street expectations of short term
quarterly profits and doesn’t question them everySource:
quarter.
http://bit.ly/fortunebuffet, http://bit.ly/Busiinessinsider
Berkshire Hathaway Constellation Software Recruit Holdings

 One of a Kind – Constellation Software
Mark Leonard has built Constellation into a world leading consolidator
of Vertical Market Software (VMS) companies - firms that create
products to help run businesses in specific industries.
Constellation’s acquisitions are small,

in the range of CAD 2 to 4 million,
Constellation has created a business
development team that is constantly Revenue (In Mn USD)
trying to find more software 3060
businesses to buy.
Capital allocation at Constellation

is centralized but the actual 331
operation of the businesses is CY08 CY18

decentralized.
Source: Yahoo Finance, 25iq.com

 Recruit Holdings
It has classified its operations under three heads – HR, Technology,
Media & Solutions and Staffing.
Revenue (In Mn USD)

First, Recruit made a small investment
21099
purchasing a minor share and offered
advice on improving business operations
to the potential acquisition. If the 7149
company was a good fit, Recruit
then acquired it entirely.
FY11 FY19
Second, once purchased, acquired companies were encouraged to

keep their own name and brand, as well as most of their own people
and systems, while Recruit took on the role of an advisor, focusing on
improving profitability and the strength of management. Source: Company, HBR

When we find such a sidecar investment
we
SHOULD SIT UP AND TAKE
NOTICE
of such opportunity.
-Prof. Richard Zeckhauser

 Inorganic Acquisitions - Our Sidecar
Investments
 Prof. Richard Zeckhauser advices that when a ‘Sidecar Investment’
opportunity comes, one should never miss it.
 Prof. Bakshi Quoted an example of film ‘Sholay’ in which one sees
Veeru driving the mobike and Jai enjoying the free ride in a sidecar
attached to the bike.
 A sidecar investment should be with an Individual who has great
capital allocation & exceptional sourcing skills and a track record of
value creation through inorganic growth. (Warren Buffett, Prem
Watsa, in this case)
 The more the investor is confident on driver’s integrity and his
motorcycle’s capabilities, the more attractive is the investment.
Source: Prof. Sanjay Bakshi

http://bit.ly/2sT3Ey0
 Roadmap
Ranking of
Life Cycle of a
Business Model
business
Framework
What is Capital
Today’s Idea
Allocation?
Track record of
companies Ranking
allocating
 Our checklist for successful M&A
What we prefer? Keep distance from..
Friendly Merger Auction Driven Sale
Asset Light Model Use of Excess Leverage
Fair Valuation Cultural Differences
Cash Generating Business
Hands Off Approach

 Roadmap
Ranking of
Life Cycle of a
Business Model
business
Framework
What is Capital
Today’s Idea
Allocation?
Track record of
companies Ranking
allocating
 Ranking of Businesses (Sidecar)
Rank 1 Rank 2 Rank 3
Today’s
Idea
-Making
Strategic
Investments,
the Same Team New Team
bandwidth is
completely Retains the same team, Own team replaces acquired
free bandwidth gets moderately management, bandwidth gets
stretched. fully stretched.
InfoEdge
A Platform Company providing services of on-line classifieds in the
areas of Recruitment, Matrimony, Real Estate, Education, and related
services in India.
 Comparing InfoEdge with Global players
Particulars Berkshire Constellation Recruit InfoEdge
Hathaway Software Holdings
Hands off Capital Financial & Advisory Sounding

culture Allocation & Operational Role Board
Cash Flow Discipline
Focus
Diversification Yes Moderate as Yes Yes

only buying
software
companies
Investing in Mostly Yes Yes Yes
Start-ups profitable
franchises
Acquisition Open to both Complete Stake Starts with Only Partial
Style Complete & Partial & Stake, except
Partial Stake moves to Acquihires
Complete
Value Migration to Platform Companies
As per a 2017 Credit Suisse report titled “Technology killing Corporate
America”, average age of an S&P 500 company has come down from 60
years to 20 years in the 1950s.
Retail: In India, Amazon and Flipkart together (with a GMV of USD 8+)
are bigger in size than the top 10 Indian retailers combined, e.g. Future
Group, Reliance Retail, ABFRL, Avenue Supermarts etc.
Media: Digital platforms like Facebook, Google ads already account for
~50% of all advertising. This is disrupting business models of traditional
media such as Cable, Radio and Print.
Hospitality: Online travel agencies such as Expedia, Booking.com,

MakeMyTrip and platform like Airbnb have resulted in hotel chains
losing market share to standalone hotels or homestays.
Source – 2point2 Capital
About InfoEdge & Investment Size of

InfoEdge v/s VC Valuation Our Checklist
platform companies Process Opportunity
Era of Platform Companies
Platform companies do not own the means of production – instead
they create the means of connection. Platforms reduce the frictional
cost of a transaction between users.
Zero Marginal Cost - IT makes building and scaling up platforms vastly

simpler and cheaper, as the network grows, the cost of acquiring new
consumers and providers is almost zero.
Platform businesses therefore often end up being quasi monopolies

as once the flywheel is set in motion, they end up being one of the
only large platforms in that space – Amazon in Horizontal
E-Commerce, Uber in Ride-Hailing Services, Airbnb in Vacation Rentals
or Google in Search.
Source – 2point2 Capital

Shift from Horizontal to Vertical Platforms
Horizontal classifieds promote diversified offerings that are not limited
to specific product categories, they offer products ranging from
furniture, cars, booking a restaurant, house on rent, etc.
On the other hand vertical classifieds are focused on providing

specialisation services like Naukri.com for job listings, Zomato for food
delivery, etc.
For instance,
59 % of used goods buyers are willing to pay for quality verification
of goods or home delivery;
43% of job portal users are willing to pay for auto application for
jobs and
40% of consumers searching for Real Estate are ready to invest
more for legal verification and property checks. Source – Yourstory, KPMG

E.g.- The decline of JustDial “a horizontal
platform”
Burgeoning sales force that keeps prodding its customers to upgrade
to paid services
A mere 15% direct traffic as compared to 40% for vertical businesses.
It is dependent on Google for most of the searches. Hence, Just Dial
loses over 40% of their active paid customers every year.
JustDial faces challenges in getting traffic and retaining SMBs…
Source – Yourstory

Shift from Horizontal to Vertical Platforms
Vertical Classifieds are gaining traction as the horizontal classifieds are
facing stiff competition from behemoths like Amazon.com, Google,
Facebook, etc. Keeping this in mind OLX and Quikr have entered into
vertical classifieds as they saw significant headwinds in horizontal
classifieds.
Source – Yourstory

 About InfoEdge
 InfoEdge India operates as an on-line classifieds company in the areas of
Recruitment, Matrimony, Real Estate, Education, and related services in
India.
 Naukri.com was launched in March 1997.
 It turned profitable in 2002 and ever since then it has used cash generated
from Naukri.com to invest in other businesses and expand its portfolio.
 It was listed on the stock exchange on April 27, 2006.
 It has a Nation wide coverage through 75 branch offices in 48 cities of India.
 Traffic share in the traditional job-board space continues to be 75%.
 Naukri.com has created a Brand Name similar to that of Sugar-Free.
 InfoEdge Consolidated Revenue has grown at a CAGR of 19% since its
listing in 2006.
Source – Company, Nov 2018 Investor Presentation
It has over 100% of industry
profits enabling greater
investment in
Product Innovation
Sales Network
Engineering
Servicing Back Office
Brand Support
Superior Talent
Less Margin
1.3% 5.0%
Businesses
5.0%
6.4%
Resume Switching
Database 10.3%
Cost
Access
60.1% 11.9%
Source – Nov 2019 Investor Presentation, Safal Niveshak

About 99acres.com
It is a property listing portal where potential buyers and renters
access information for free and contact the owner or the real estate
developer.
Properties are listed by the developers, home sellers and owners
who intend to rent out or sell the property.
It has a market share of around 50%.
Source – Nov 2018 Investor Presentation

About Jeevansathi.com
An online Matrimonial Website.
It operates on a freemium model, wherein
Users do not pay for listing, searching, expressing interest and
accepting others expression of interest.
Payment is required to contact the other person or any other
assisted services.
There are 3 main players – Bharat Matrimony is the leader, followed
by Shaadi and then Jeevansathi
Bharat Matrimony dominates states in South India and Non
Resident Indians from these States.
Shaadi leads in Gujarat and Punjab and Non Resident Indians
from these states.
Jeevansathi leads in certain North Indian communities and
States.
Source – Nov 2018 Investor Presentation

Thinking of the management
Mr. Hitesh Oberoi, CEO commenting on Jeevansathi and few other
companies making losses:-
I would not see these as losses,
I would see those as investments into the future, because in the
long run we want to sort of
diversify our portfolio
get into new categories
build new revenue streams
Our investments are in the nature of OPEX.

We don’t do CAPEX and
We have high operating leverage.
Once we reach a certain size and scale
and after that it is easy to make profit.
 To find its next Zomato or Policybazaar, InfoEdge has a team of five
people whose sole focus is scouting for potential businesses to invest in.
 The team is headed by the founder Mr. Sanjeev Bikhchandani himself.
Each month, the team meets with 150-200 start-ups.
 The company looks at the below metrics before investing in a company:
 Quality of Team
 Size of Market
 Size of Opportunity
 Proven Model in Abroad
 Are the Intellectual Property Rights being created
 Online Business in India
 Conservative on valuations
 No Big M&A
 Early Stage Source – Ken.com, Q3FY08 Concall, Outlook Business

 Naukri Cash Engine funding Strategic Investments

Tailwinds for InfoEdge
Internet
Country
Penetration Rates
Japan 91% (2017)
China 58% (2018)
India 39% (2018)
The number of internet users in India is expected to reach over 730

million users by FY20 thereby increasing the penetration level to ~54%
of the Indian population.
As per The Economist almost 1.2% of the total population is
getting connected to the internet every month in India.
Source – India - The Economist, China- Forbes, Japan - Statista
About InfoEdge & Investment InfoEdge v/s Size of
Valuation Our Checklist
platform companies Process VC Opportunity
Size of the opportunity – Naukri.com
No of profiles(in mn)
127
120
64
13
Seek Anz(Australia) Naukri.com Indeed.com(USA) 51job.com(China)
Source –Company November 2019 Presentation

No of unique clients
485,000
200,000
85,000
Naukri.com Seek Anz(Australia) 51job.com(China)
Source –Company November 2019 Presentation

Visitations (October 2019) (in mn)

415
76
34
21 22
Seek Anz (Australia) 51job.com (China) Naukri.com Jooble (Russia) Indeed.com (USA)
Source – Similarweb

Traffic Sources (Oct- Nov 2019)
Direct Online Search
59.7%
46.0% 45.5% 46.1% 46.9%

38.5% 40.2% 39.6%
29.1%
21.0%
Jooble (Russia) Naukri Indeed (US) 51jobs (China) Seek (Australia)
More traffic coming directly suggests users are finding the network
more valuable over time as it grows.
Source – Similarweb, Andreessen Horowitz

25000 25.0%
Approx Revenue(Rs. Cr.) Revenue CAGR
22133
19.8%
20000 20.0%
FY08-19
15.8%
15000 13.5% FY04-18 15.0%
FY08-19
10000 9.1% 10.0%
FY16-18
5000 4015 5.0%
2232
786
0 0.0%
Naukri.com Seek Anz(Australia) 51job.com(China) Recruit(Japan)
Source – company November 2019 Presentation, Q3FY19 Concall

Size of the opportunity – 99acres.com
Revenue (in Rs. Crore)
9426
4000 4124
2522
217
99acres (TTM) Right Move Current Residential Real Estate Australia Zillow (USA) (Dec'18)
(UK)(Dec'18) Advt. Market in India (June'19)
Source – Company, Yahoo Finance

Visitations (August - October 2019) (in mn)
554
70
42
27
11
99 acres Funda (Netherlands) Realestate (Australia) Rightmove (UK) Zillow (USA)

Source – SimilarWeb

Traffic Sources (October 2019)
64.4%
Potential to shift traffic from online search to 65.8%
direct like Naukri.com and global peers here
54.7%
51.6%
47.2%
38.2% 39.3% 39.7%
25.2%
21.6%
99acres Realestate (Australia) Zillow (USA) Rightmove (UK) Funda (Netherlands)

Source – SimilarWeb

Size of the Opportunity - Real Estate
classified
As per the industry and government estimates, India’s Real
Estate sector accounts for 10% of the GDP and is expected to
reach $1 trillion in market size by 2030.
The next phase of growth of digital classifieds will be driven

by the rapid growth of e-services, Real Estate and
Automobiles, which will lead the classified industry to grow to
$1.2 billion by 2020.
Source – The Hindu, ET

Size of the Opportunity – Jeevansathi.com
Increasing awareness to drive penetration, the matchmaking and
wedding industry has been growing steadily at 25% - 30% every year.
With only 6% of the market going online.
India’s annual spending on marriage-related services standing at
$57bn.
Online matchmaking in India is a very fragmented market with over
2,600 wedding portals and only a handful of players having some scale.
Unmarried population in 2016 - 107 million.
Active seekers in 2016 - 63 million.
Active users of online matrimony in 2016 - 6 million (~10% market).
There are over 10 million weddings in India every year.
Source – InfoEdge Nov 2018 presentation & Q3FY19 & Q2FY19 Concall, Matrimony presentation, BBC

Matrimonial- Peer Comparison
Monthly Visits(in lakhs)(Nov 2019)
76.6
48.3
17.9
Jeevansathi.com bharatmatrimony.com Shaadi.com
Revenue (TTM) (in Cr.) 1000
358
77
Jeevansathi.com Matrimony.com Market Size

Source – Annual report of Companies, Similar web

Size of the Opportunity – Zomato
Traffic Sources (Oct-Nov, 2019)
Potential to shift traffic from online search to
direct like naukri and global peers here 77.4% 77.3%
56.8% 58.0% 58.5%
36.3%
24.6% 23.1%
12.2% 11.6%
Zomato Grubhub (USA) Deliveroo (UK) Swiggy Yemeksepeti (Turkey)
Source – Bloomberg, Statista Research, Similarweb

Size of the Opportunity – Zomato
Orders Per Month (in mn.) Value (in $bn)
(Dec 2018) 30.0
600
50 2.5 3.6 4.0
India China Yelp (USA) Zomato GrubHub(USA) ele.me(China)
Revenue of online food delivery ($ Businesses USA India

bn)(2019)
40.2 Restaurant Yelp
Discovery
22.1
Food Grub hub
Zomato
7.7
Delivery
4.8
2.1
Table Open table
Germany UK India USA China Registration
Source – Ambit, Inc42.com, Yahoo Finance, Bloomberg, Company, Statista Research, Livemint, Kr-asia.

Size of the Opportunity – Policybazaar.com
Insurance penetration in India is 4% of the GDP, which is lower than
the other developing countries like South Africa (14%).
More than 80% of the Indian population is not yet under term
insurance (2016).
Policy Bazaar commands over 50% of total online insurance sale.

Revenue (in Rs. Cr.)
3270
1407
158
Policy Bazaar (FY18) Gocompare (UK) (FY18) Money Super Market (UK) (FY18)
Source – Ambit, Inc42.com, Yahoo Finance, Bloomberg, ET, Company

Size of the Opportunity – Docprime
Online platform catering to services like, online consultancy, booking
appointment with doctors, booking a laboratory test.
Daily consultations
650000
240000
5000
Docprime (As of May 2019) Wedoctor (China)(As of July 2018) Ping An Good Doctor (China)(As of
Jun 2019)
Source – Mobilehealthnews, SCMP, Prenwswire

Size of the Opportunity – Docprime
Monthly Active Users (in mn)
62.7
27
1.2
Docprime Wedoctor (China) Ping An Good Doctor (China)(till June

2019)
Source – company, The Hindu Business Line, similarweb, linkedin, prnewswire

Valuation Methodology
Since all businesses except Naukri.com are currently under
investment & scaling up phase and not profitable. Doing DCF for
Naukri and using various valuation multiples for other parts.
Assumptions for DCF for Naukri

Terminal Growth Rate of 5%
Opportunity Cost of Capital @ 10%
Future Growth Rate in Cashflows Assumed at 20% based on
Historical CAGR in Cash EBITDA of Naukri at 20% since
2007,
Potential Size of Opportunity discussed earlier
Massive jump in internet users penetration due to Jio
Zomato we have taken valuation as Valued by Banks (HSBC)

Assumptions for DCF
CFO Estimation Value (in Rs. Cr.)

InfoEdge CFO FY19 275
Add: 99acres TTM EBITDA loss 10
Add: Jeevansathi TTM EBITDA loss 45
Less: Shiksha TTM EBITDA profit -2
Adjusted CFO only for Naukri.com FY19 328
Maintenance Capex (Depreciation FY19) -22
Net Adjusted CFO only for Naukri.com FY19 306
Assumed Growth rate for FY20 20%
Expected FY20 value by growing FY19 value at 20% 368
DCF Valuation & Zomato Valuations :
Zomato Valuations
Valuation Multiple/sta Value in Rs. Total value Value per

Particulars Metric ke Particulars Cr. in Rs. Cr. share
HSBC Global
Research Value of
valued Zomato Zomato at
Zomato at $3.6 Bn 27.6% $3.6 billion 25920 7144 585
DCF valuations Note: 1 USD = 72 INR
Present Value
Years: 1-10 Year Years FCF (PV)
1 2021 441 401
2 2022 529 437
3 2023 635 477
Growth Rate: 20% 4 2024 762 520
5 2025 914 568
Terminal Growth Rate: 5% 6 2026 1097 619
7 2027 1317 676
Discount Rate: 10% 8 2028 1581 737
9 2029 1897 804
Shares Outstanding (Nos.): 12.21 10 2030 2276 877
DCF Valuation :
Terminal Year FreeCash Flows: 2391
PV of Year 1-10 Free Cash Flows: 6121
Discounted Terminal Value: 18433
Total PV of FCF (Till March 2020) 24554
Total PV of FCF (Till November 2019) 23786
Intrinsic Value per Share of Naukri 1948
Zomato per share Intrinsic value 585
Cash per share (less New investments) 118
Intrinsic Value per Share of Naukri + zomato + cash 2651
CMP (Dec 6, 2019) 2445

Assumption for Multiples
Price to Sales for 99acres and JeevanSaathi
99acres.com - At the mid of sales multiple of peers
rightmove.co.uk, realestate.com.au, zillow.com, zoopla.co.uk. All
trade in a tight sales band of 6-17x.
Growth in 99acres.com is expected to be higher than peers once

the Real Estate segment picks up in India. Hence, we ascribe
median P/S multiple of 17x.
For Policy Bazaar we have taken valuation as per last funding round
For other investments as per Investment Book Value.

Free Lottery Tickets !!!!
At CMP of 2445, All businesses & investee companies (other than
Zomato) are coming as free Optionalities which on the basis of below
estimates are worth Rs. 521 per share and are growing very fast.
Optionalities
Valuation Multiple Value in Total value Value per
Particulars Metric /stake Particulars Rs. Cr. in Rs. Cr. share
TTM Q2FY20
Jeevansathi and Shiksha P/S 4.5 Sales 129 581 48
TTM Q2FY20
99.acres P/S 17.0 Sales 217 3689 302
Value of
Last Fund Policy
Raising Round Bazaar at
Policy Bazaar in Nov-2019 15.9% $1.5 billion 10800 1712 140
Value of
Other Investees- happily other
unmarried, merit nation,mint investee
bird,Unnati Online etc Invested Value 1.0 companies 378 378 31
Total Optionalities other than
Zomato 6359 521

Optionalities

They have got permanent capital and there are no exit timelines for their investments.
Buyer of Choice : Out of 14 unicorns in India, two

have been incubated by InfoEdge viz Zomato and
PolicyBazaar.
66% of the gross investments by them has been in 2

successful investee companies – Zomato and Policy
bazaar. Their valuation has grown by 318x and 171x from
the initial investment respectively.
Averaging up their investments –

“Our first cheques are usually in the range of $1-3 million. The strategy is to get into
companies early with a small amount of money, and as the company delivers, keep
doubling down”, says a member of InfoEdge’s investment team.
Source: Ambit, Outlook Business, JM Financial

Potential of InfoEdge
What was happening in the late 1900s & early 2000s?
No intermediary such as PE, VC players Directly listed

Company
to the
established
exchanges
Wealth creation
Company Established Listed Current Price Actual

CAGR return
Amazon 1994 1997 at Sept 2018 at 45% 2500X

$400 Mn $1 trillion
Microsoft 1975 1986 at Nov 2019 at 26% 1800X
$640 Mn $1.2 trillion

What is happening in today's period?
Uber, Facebook
PE & VC
Company players buys Exit Get listed at
established stake in early Route high valuations
stage
In today's time the IPO’s are coming at very high valuations just
because PE and VC players had entered in the company in early stages
and one of the exit route for these players is to sell the stake when the
company gets listed so this is forcing the company to list at high
valuations.

Just 5.7X since listing
Company Established Listed Current Price CAGR Actual

(yearly) return
Facebook 2004 2012 at Nov 2019 at 28% 5.7X
$100 billion $570 billion
Uber 2009 2019 at Nov 2019 at - -
$82 billion $50 trillion
Will these companies

grow 1000X from
here??
Where can we get such

opportunity
in today's world?
In case of listed space, InfoEdge is acquiring the companies at
very initial phase and at that too in different segments.
InfoEdge gives an Edge for the investors to invest in these

platform companies in such a initial phase, which have the
potential to become the next Microsoft or Amazon or Apple.
Potential to
Platform InfoEdge buys
become the
Company small stakes at
next big
established an early age
company

 Platform Companies VS Traditional
Companies
As seen below Titan cannot expand in such a scale in very short period
of time as platform companies are able to achieve due to low cost
models of Platform companies
Cities Stores
400
7
300
vs
2
Jun-19 Jul-19 Feb-17 Sept-19
Source – Zomato H1FY20 Report, Sep[tember 2019 Investor Presentation

 Roadmap
Ranking of
Life Cycle of a
Business Model
business
Framework
What is Capital
Today’s Idea
Allocation?
Track record of
companies Ranking
allocating
 Our checklist for Ranking the Business
Key Essentials to look for in a company
 Buffett Management Check – Energy, Intelligence and Integrity
 Scalability – Market Size
FV= PV (1+r) ^n
 Longevity - Moats
 Favorable Industry Structure – Ltd Players
 Reasonable Valuations
Desirable Competitive advantages we look at in a business:
 Annuity Revenues
 High Switching cost / Pricing Power
 Tailwinds
 Sidecar Investing
 Optionalities
 Ability to capture dominant market share
 Anti-fragile
About InfoEdge &
Investment Process InfoEdge v/s VC Size of Opportunity SOTP Our Checklist
platform companies
Disclosure (SEBI RA Regulation)
1. Whether the research analyst or research entity or his associate or his relative has any financial
interest in the subject company and the nature of such financial interest. 1. Yes
2. Whether the research analyst or research entity or its associates or relatives have actual/beneficial
ownership of one percent or more securities of the subject company (at the end of the month 2. No
immediately preceding the date of publication of the research report or date of the public
appearance).
3. Whether the research analyst or research entity or his associate or his relative, has any other
material conflict of interest at the time of publication of the research report or at the time of 3. No
public appearance.
4. Whether it or Its associates have received any compensation from the subject company in the past 4. No
twelve months.
5. Whether it or its associates have managed or co-managed public offering of securities for the 5. No
subject company in the past twelve months.
6. Whether it or its associates have received any compensation for investment banking or merchant 6. No
banking or brokerage services from the subject company in the past twelve months.
7. Whether it or its associates have received any compensation for products or services other than 7. No
investment banking or merchant banking or brokerage services from the subject company in the
past twelve months.
8. Whether the subject company is or was a client during twelve months preceding the date of
distribution of the research report and the types of services provided. 8. No
9. Whether the research analyst has served as an officer, director or employee of the subject
company. 9. No
10. Whether the research analyst or research entity has been engaged in market making activity for
the subject company. 10. No
Disclaimer
 The content of this presentation is only for the
information of the participants and not to be
construed as investment advice. Please consult your
financial advisor before acting on it.
 Disclosure regarding ownership of stock(s) discussed

– Invested .
 Facts regarding the business and management

actions, environment or other factors keep changing
and hence our view on the business could also
change, we may or may not be able to update our
revised views in the public.
Do you have any Questions, comments
or concerns?
Please feel free to contact me with any

unanswered questions, suggestions &
ideas.
ashishkila@gmail.com
http://perfectresearch.blogspot.in
@ashishkila, @perfectresearch
+91-99997-51327

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Ashish Kila

Director, Perfect Group

Sidecar Investing Framework

 Registration Status – Not registered as SEBI Research

 Facts regarding the business and management

Ashish Kila is a rank holder CA and MBA from

Ashish looks after the strategic functions at the

Ashish has over the years conducted seminars on value investing

Few concerns listed below:

• Standard Valuation Matrix

• Ranking of Business Model

Even GE couldn’t manage a diversified portfolio of businesses.

• M&A activity tend to be

Source: Credit Suisse

Capability upgrades:- Technology, manufacturing, research and

Market breakthroughs:- It can take years to build distribution

Reshaping the consumer experience:- acquisition brings additional

 Incentives: The more cash you send him,

Berkshire Hathaway Constellation Software Recruit Holdings

Constellation’s acquisitions are small,

Capital allocation at Constellation

operation of the businesses is CY08 CY18

Berkshire Hathaway Constellation Software Recruit Holdings

Revenue (In Mn USD)

Second, once purchased, acquired companies were encouraged to

Berkshire Hathaway Constellation Software Recruit Holdings

-Prof. Richard Zeckhauser

Source: Prof. Sanjay Bakshi

What we prefer? Keep distance from..

Friendly Merger Auction Driven Sale

Asset Light Model Use of Excess Leverage

Fair Valuation Cultural Differences

Cash Generating Business

Hands Off Approach

Hands off Capital Financial & Advisory Sounding

Diversification Yes Moderate as Yes Yes

Hospitality: Online travel agencies such as Expedia, Booking.com,

About InfoEdge & Investment Size of

Zero Marginal Cost - IT makes building and scaling up platforms vastly

Platform businesses therefore often end up being quasi monopolies

Source – 2point2 Capital

About InfoEdge & Investment Size of

On the other hand vertical classifieds are focused on providing

About InfoEdge & Investment Size of

About InfoEdge & Investment Size of

About InfoEdge & Investment Size of

Source – Nov 2019 Investor Presentation, Safal Niveshak

About InfoEdge & Investment Size of

Source – Nov 2018 Investor Presentation

About InfoEdge & Investment Size of

About InfoEdge & Investment Size of

Our investments are in the nature of OPEX.

About InfoEdge & Investment Size of

About InfoEdge & Investment Size of

China 58% (2018)

India 39% (2018)

The number of internet users in India is expected to reach over 730