Jainee’s Coffee Can Portfolio
Updated: 5.30 PM, 14 February 2026
High-Conviction Winners
Jainee’s Coffee Can Portfolio on 16 February 2026
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Lumax Auto Technologies Ltd – Coffee Can Snapshot
Lumax Auto Technologies Ltd, incorporated in 1981 and part of the D.K. Jain Group, is engaged in manufacturing and supplying automotive lighting, plastic moulded parts/modules, and frame/chassis solutions for two-wheeler, three-wheeler and four-wheeler segments. The company also offers multiple interior and electronic components and has partnerships with 7 global players such as Yokowo (Japan), JOPP (Germany) and others.
Key Points
Market Position
Lumax Auto Technologies is a leading manufacturer of gear shifters and interior solutions in India, with more than 80% market share across all passenger vehicle customers. Strong OEM linkages and a wide product bouquet provide long-term demand visibility.
Business Overview
The company is positioned as a diversified auto-component supplier with rising content-per-vehicle opportunity. Its strategy is built around strong OEM relationships, localisation manufacturing, and technology tie-ups that enable entry into higher value-added electronics and interior solutions.
Product Portfolio & Capacity
Integrated Plastic Modules
2-W Chassis
Lighting for 2-W and 3-W
Gear Shifters
Transmission Products
Air Intake Systems
Seat Structures
Telematics Products
Oxygen Sensors
On-board Antennas
Electric Devices
Components and Aftermarket Solutions
Coffee Can Matrix – Lumax Auto Technologies Ltd
| Parameter | Data / Interpretation |
|---|---|
| CMP (Rs.) | 1624.40 |
| P/E Ratio | 42.95 → Premium valuation; market pricing in strong growth visibility |
| Quarterly Net Profit (Rs. Cr.) | 108.06 |
| Quarterly Profit Growth (%) | 101.39% → Profit more than doubled; indicates operating leverage |
| Quarterly Sales (Rs. Cr.) | 1270.66 |
| Quarterly Sales Growth (%) | 40.31% → Strong topline expansion; healthy demand |
| Sales CAGR (5 Years) | 26.09% → Solid long-term revenue compounding |
| Profit CAGR (5 Years) | 24.69% → Consistent earnings growth |
| ROCE (%) | 19.02% → Strong capital efficiency for auto ancillary business |
| All-Time High (Rs.) | 1823.90 |
| RSI | 56.96 → Neutral-to-positive momentum |
| 1-Week Return (%) | 10.05% → Strong short-term price action |
| MACD | 50.15 |
| MACD (Previous) | 48.88 → Rising MACD confirms bullish undertone |
| Volume Trend | Volumes well above 1-month average (1D: 7.94 lakh vs 1M: 3.25 lakh) → accumulation signals |
Coffee Can Verdict – Lumax Auto Technologies Ltd
👍 Positives (Coffee Can Strengths)
✔ Market leadership in gear shifters & interior solutions with strong OEM dependency
✔ Diversified product bouquet across lighting, chassis, interior and electronics
✔ Partnerships with global players supporting innovation and localisation
✔ Strong quarterly growth momentum in both sales and profits
✔ ROCE near 19% indicates improving business efficiency
⚠️ Considerations (Coffee Can Risks)
✖ Premium valuation (P/E ~43) reduces margin of safety during auto cycles
✖ Auto ancillary business remains cyclical and linked to OEM production
✖ Stock trading closer to higher zone; short-term consolidation possible
✖ Execution risk in technology-heavy product segments
✖ OEM concentration risk may impact revenue visibility in downturns
Chanakya’s Coffee Can Conclusion
Lumax Auto Technologies Ltd fits the Coffee Can framework as a diversified auto-ancillary compounder benefiting from premiumisation, localisation and rising electronic content in vehicles. Strong market leadership, global collaborations and consistent growth trajectory provide long-term structural strength.
While earnings momentum remains strong and volumes indicate accumulation, valuations are already at a premium, making disciplined accumulation important.
Coffee Can approach: Accumulate on dips, remain patient through cycles, and allow long-term earnings compounding to play out.
For long-term study only. Not a buy/sell recommendation.
A coffee can portfolio is a long-term, low-risk investment strategy that involves buying shares of high-quality companies and holding them for a decade or more without active trading. The “buy and forget” method aims to capture long-term compounding by minimizing transaction costs and avoiding emotional decisions based on short-term market volatility. The name comes from an old-time practice of storing valuables in a coffee can.
Key characteristics-
Long-term commitment: The core principle is to buy and hold for at least 10 years, allowing investments to grow over time.
Focus on quality: It emphasizes selecting companies with a proven track record of consistent performance, sound financials, and competitive advantages.
Minimal intervention: The strategy discourages frequent buying and selling, often referred to as the “buy and forget” method.
Reduces costs and stress: By limiting trades, it lowers transaction costs and reduces the stress of constantly monitoring the market.
Jainee P. Gordhandas (now Jainee Shah after marriage) is a Chartered Accountant and among the first SEBI-registered Research Analysts in India. Her analytical work and market insights are regularly published in the widely followed investment publications Chanakya Ni Pothi Gujarati and Chanakya Ni Pothi English.
Known for her sharp understanding of equity markets, she frequently appears on leading business television channels such as Gujarat Samachar TV, CNBC Gujarati, V TV, and others, where she discusses market trends, investment opportunities, and sectoral outlooks.
Her credibility, deep research skills, and years of market experience have made her one of the respected voices in the Indian investment community.
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2 Comments on “Jainee’s Coffee-Can Portfolio”
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NOW IT IS SENTIMENTAL STOCK WITH GOVT. AGAINST IT ….PROMOTER IS DECREASING THEIR STACK AND FII IS GATHERING THE SAME… THINK WHEN FII Start selling.. CRASH IS COMING…5000 RS TO 50 RS WALA STOCK LAGTA HAI…. ALL AEROPLANES WILL BE SOLD TO OTHER UPCOMKNG NEW PLAYERS AND MANY MORE AIRLINE COMPANY WILL OPERATE AT BHARAT…
Beautiful analysis of a stock.
Brilliantly convincing analysis.
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