Quick Ratios
Quarterly Results
Profit & Loss
Balance Sheet
Cash Flow
Ratios
Mkt Cap
Market Capitalization
₹513Cr
Printing/Publishing/Stationery
Rev Gr TTM
Revenue Growth TTM
1.60%
Peer Comparison
Compare up to 10 companies side by side across valuation, profitability, and growth.

REPRO
VS
| Quarter | Mar 2023 | Jun 2023 | Sep 2023 | Mar 2024 | Jun 2024 | Sep 2024 | Mar 2025 | Jun 2025 | Sep 2025 |
|---|
|
Growth YoY Revenue Growth YoY% | 29.1 | 13.3 | 29.4 | 10.3 | 5.0 | -6.1 | -10.4 | 8.7 | -3.2 | 3.7 | 3.0 | 3.4 |
| 107 | 107 | 105 | 103 | 113 | 103 | 101 | 116 | 115 | 110 | 100 | 120 |
Operating Profit Operating ProfitCr |
| 11.3 | 10.7 | 9.9 | 11.3 | 11.1 | 8.3 | 3.5 | 8.2 | 6.8 | 5.9 | 7.0 | 8.0 |
Other Income Other IncomeCr | 0 | 0 | 1 | 0 | 1 | 1 | 2 | 0 | 4 | 1 | -18 | 1 |
Interest Expense Interest ExpenseCr | 3 | 3 | 3 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 3 |
Depreciation DepreciationCr | 6 | 7 | 7 | 7 | 8 | 8 | 8 | 8 | 9 | 8 | 8 | 8 |
| 5 | 3 | 2 | 4 | 5 | 0 | -4 | 1 | 2 | -2 | -20 | 1 |
| 0 | 0 | 0 | 0 | 2 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
|
Growth YoY PAT Growth YoY% | 208.1 | 1,688.2 | 343.2 | 31.6 | -41.1 | -95.7 | -328.2 | -71.0 | -62.1 | -2,200.0 | -350.8 | -35.9 |
| 4.2 | 2.5 | 1.7 | 3.5 | 2.3 | 0.1 | -4.3 | 0.9 | 0.9 | -2.3 | -18.6 | 0.6 |
| 4.0 | 2.3 | 1.5 | 2.8 | 2.1 | 0.1 | -3.1 | 0.8 | 0.8 | -1.9 | -14.0 | 0.5 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 | TTM |
|---|
|
| | -2.8 | -16.4 | -6.9 | 33.5 | -8.0 | -62.4 | 108.2 | 46.8 | 13.6 | -2.8 | 2.5 |
| 349 | 358 | 297 | 286 | 356 | 323 | 144 | 275 | 378 | 428 | 434 | 444 |
Operating Profit Operating ProfitCr |
| 11.8 | 6.8 | 7.8 | 4.4 | 11.0 | 12.2 | -4.4 | 4.3 | 10.4 | 10.8 | 6.8 | 7.0 |
Other Income Other IncomeCr | 11 | 4 | 3 | 28 | 0 | 1 | 1 | 1 | 1 | 2 | 6 | -12 |
Interest Expense Interest ExpenseCr | 12 | 19 | 16 | 12 | 10 | 9 | 13 | 11 | 11 | 10 | 8 | 9 |
Depreciation DepreciationCr | 20 | 21 | 14 | 14 | 15 | 19 | 28 | 27 | 25 | 30 | 31 | 33 |
| 26 | -10 | -3 | 15 | 19 | 18 | -47 | -24 | 9 | 14 | -2 | -20 |
| 7 | 0 | -2 | -1 | -5 | -1 | -3 | -1 | 0 | 2 | 1 | 1 |
|
| | -150.2 | 94.2 | 3,067.9 | 43.9 | -20.3 | -330.8 | 46.5 | 137.7 | 37.6 | -117.2 | -915.0 |
| 4.8 | -2.5 | -0.2 | 5.5 | 5.9 | 5.1 | -31.4 | -8.1 | 2.1 | 2.5 | -0.4 | -4.4 |
| 17.5 | -8.8 | -0.5 | 14.7 | 20.5 | 15.4 | -35.9 | -18.7 | 6.9 | 8.7 | -1.4 | -14.6 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 | Sep 2025 |
|---|
Equity Capital Equity CapitalCr | 11 | 11 | 11 | 12 | 12 | 12 | 12 | 13 | 13 | 14 | 14 | 14 |
| 187 | 172 | 145 | 201 | 226 | 285 | 242 | 248 | 258 | 369 | 368 | 345 |
Current Liabilities Current LiabilitiesCr | 218 | 207 | 232 | 166 | 202 | 162 | 123 | 108 | 103 | 95 | 119 | 143 |
Non Current Liabilities Non Current LiabilitiesCr | 65 | 61 | 54 | 29 | 29 | 59 | 91 | 52 | 64 | 20 | 46 | 78 |
Total Liabilities Total LiabilitiesCr |
Current Assets Current AssetsCr | 225 | 222 | 143 | 149 | 199 | 164 | 124 | 127 | 156 | 177 | 168 | 165 |
Non Current Assets Non Current AssetsCr | 257 | 229 | 298 | 270 | 280 | 354 | 344 | 302 | 307 | 321 | 379 | 410 |
Total Assets Total AssetsCr |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Operating Cash Flow Operating Cash FlowCr | 50 | 92 | 18 | 65 | 4 | 63 | 55 | 25 | 23 | 27 | 50 |
Investing Cash Flow Investing Cash FlowCr | -22 | -26 | -10 | -9 | -17 | -55 | -10 | -7 | -21 | -45 | -71 |
Financing Cash Flow Financing Cash FlowCr | -43 | -60 | -15 | -56 | 13 | -6 | -48 | -18 | -3 | 22 | 23 |
|
Free Cash Flow Free Cash FlowCr | 25 | 66 | 6 | 56 | -13 | 9 | 45 | 18 | 3 | -19 | -21 |
| 264.8 | -963.0 | -3,248.1 | 396.8 | 17.1 | 334.4 | -127.3 | -107.1 | 267.2 | 226.2 | -2,430.6 |
CFO To EBITDA CFO To EBITDA% | 107.6 | 353.9 | 72.0 | 489.3 | 9.2 | 140.4 | -906.7 | 201.2 | 53.4 | 52.5 | 157.4 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Valuation Ratios Valuation Ratios |
Market Cap Market CapitalizationCr | 382 | 424 | 462 | 724 | 679 | 405 | 420 | 503 | 454 | 1,189 | 569 |
Price To Earnings Price To Earnings | 22.7 | -44.4 | 0.0 | 44.2 | 28.8 | 21.5 | 0.0 | 0.0 | 52.0 | 99.0 | 0.0 |
Price To Sales Price To Sales | 1.0 | 1.1 | 1.4 | 2.4 | 1.7 | 1.1 | 3.0 | 1.8 | 1.1 | 2.5 | 1.2 |
Price To Book Price To Book | 1.9 | 2.3 | 3.0 | 3.4 | 2.9 | 1.4 | 1.6 | 1.9 | 1.7 | 3.1 | 1.5 |
| 12.4 | 22.9 | 26.9 | 63.2 | 18.6 | 12.3 | -88.5 | 47.7 | 12.5 | 23.8 | 20.7 |
Profitability Ratios Profitability Ratios |
| 45.6 | 44.2 | 42.9 | 45.5 | 45.2 | 50.0 | 49.4 | 48.0 | 46.3 | 44.6 | 44.0 |
| 11.8 | 6.8 | 7.8 | 4.4 | 11.0 | 12.2 | -4.4 | 4.3 | 10.4 | 10.8 | 6.8 |
| 4.8 | -2.5 | -0.2 | 5.5 | 5.9 | 5.1 | -31.4 | -8.1 | 2.1 | 2.5 | -0.4 |
| 9.5 | 2.6 | 3.6 | 8.2 | 7.8 | 5.9 | -8.7 | -3.8 | 5.4 | 5.6 | 1.4 |
| 9.6 | -5.2 | -0.3 | 7.7 | 9.9 | 6.3 | -17.1 | -8.9 | 3.2 | 3.1 | -0.5 |
| 4.0 | -2.1 | -0.1 | 3.9 | 4.9 | 3.6 | -9.3 | -5.4 | 1.9 | 2.4 | -0.4 |
Operational Ratios Operational Ratios |
Solvency Ratios Solvency Ratios |
Liquidity Ratios Liquidity Ratios |
### **Overview**
Repro India Ltd (RIL) is a leading integrated publishing solutions provider, operating at the intersection of print, digital, and e-commerce. With over two decades of experience, the company has evolved from a traditional print service provider into India’s largest technology-driven platform for print-on-demand (POD), digital distribution, and global book fulfillment. Through its two core entities—**Repro India Ltd (RIL)** for print and **Repro Books Ltd (RBL)** for distribution and digital commerce—it powers a digital-first, asset-light business model that addresses the inefficiencies of traditional publishing.
---
### **Core Business Model & Strategic Shift**
Repro has transitioned from a conventional *produce-then-sell* model to an innovative *sell-then-produce* approach powered by deep-tech and on-demand manufacturing. This shift eliminates inventory risk, warehousing costs, and book obsolescence while enabling perpetual catalog availability.
- **Digital Business Dominance**:
The Digital vertical now accounts for **90% of total revenue (Q2 FY26)**, growing 2.5x over the past three years. Digital print revenue reached **₹95.3 crore in Q2 FY26** (13% YoY growth), up from ~₹87 crore in Q3 FY25 (25% YoY).
- **Integrated Platform**:
Repro's ecosystem combines digitization, demand generation, print-on-demand, intelligent fulfillment, and royalty management—offering publishers an end-to-end solution.
- **Revenue Wallet Ambition**:
Targeting to capture **over 30% of the revenue wallet** from 20 key domestic and global publishers, Repro aims to deepen strategic partnerships beyond printing.
---
### **Key Business Segments & Entities**
#### **1. Repro India Ltd (RIL) – Print & On-Demand Manufacturing**
- Handles **long-run offset printing** for major K-12 publishers (e.g., Cambridge, Pearson, Oxford, Macmillan) and edtech players (Byju’s, Physicswallah, Allen).
- Offers **print-on-demand (POD)** and **just-in-time inventory**, reducing publisher overstock and working capital strain.
- **Import Substitution**: Partners with global publishers (e.g., Springer, Sage, TNF, Penguin, HarperCollins) to print international titles locally in India—cutting import duties, freight costs (~20–30% savings), and carbon footprint.
- Operates **state-of-the-art facilities** in Haryana, Maharashtra, and an SEZ in Surat for cost-optimized, large-scale production.
- **Mini/Micro POD Facilities**: Launching regional "mini-POD" hubs (starting with **Bangalore, Mumbai, Haryana**) to replicate fast-selling titles closer to demand zones, reducing delivery time and boosting **Buy-Box win rates**.
#### **2. Repro Books Ltd (RBL) – Distribution, E-Commerce & Digital Solutions**
- Distributes books via **30,000+ global channels** (e-commerce + offline) across 14 countries.
- Primary sales via **Amazon (2nd largest bookseller)** and **Flipkart (largest bookseller)**; also active on Flipkart, Meesho, Noon Dubai, Amazon UAE, and Walmart US/Canada (in pipeline).
- Manages **eBook platform distribution** and global e-distribution through **Ingram Global Distribution Program**, reaching over **45,000 channels** worldwide.
---
### **Technology & Innovation Drivers**
Repro is building a **deep-tech platform** powered by AI, machine learning, and automation to transform the publishing value chain.
#### **Key Tech Components:**
- **EIM (Ecosystem Integration Model)**: Integrates directly with **publisher warehouses** as "dark stores," listing and fulfilling orders without holding inventory—eliminating capital risk.
- **Onyx Automated Ingestion System**: Digitizes 100% of publisher catalogs in real-time, creating metadata-rich, monetizable digital libraries.
- **Bookscape (Proprietary D2C Platform)**:
- Hosts **4+ million titles**, including 550,000+ international titles via Ingram.
- Serves **340,000+ readers**, offering personalized recommendations using **AI/ML** (similar to Netflix/Spotify).
- Offers a **piracy-free, immersive experience** with author videos, podcasts, and community features.
- **AI-Powered Tools**:
- **Predictive demand forecasting**
- **Dynamic pricing** to optimize Buy-Box win rates
- **Smart metadata generation** for improved discoverability and targeted marketing
- **Repro Control Tower**: End-to-end integration of ERP, WMS, and MSP systems for real-time tracking and fulfillment.
- **B2B Publisher Portal**: Enables real-time analytics, automated purchase orders, and cash flow visibility for publishers.
---
### **Market Position & Publisher Ecosystem**
Repro has built one of the largest content repositories in India.
- **794 Publishers Onboarded** (as of Nov 2025), up from 668 in FY24 (19% YoY growth).
- Onboarded publishers represent **55% of the ₹70,000 crore Indian books market** (~₹40,000 crore GMV).
- **Captures ~0.85% of onboarded publishers’ GMV** (FY25), up from 0.75% in FY24—tracking toward **1%+ target**.
- Partnerships span:
- **Academic**: Arihant, Allen, MTG, Oswal, Pearson
- **International Publishers**: Oxford, Cambridge, TNF, Springer Nature, Sage
- **Domestic Trade & Bestsellers**: Penguin, HarperCollins, Bloomsbury, Manjul
- **Influencers & YouTubers**: Physicswallah, Rankers Gurukul
- **MNCs**: Disney (exclusive POD rights for young adult books)
---
### **Growth Drivers & Strategic Expansion**
#### **1. Technology-Enabled Demand Generation**
- Leverages AI-driven marketing and data sharing to improve **title visibility and sales velocity** on Amazon, Flipkart, Walmart US, and others.
- Uses dynamic pricing to boost **Buy-Box capture**, particularly on Amazon.
- Plans to launch on **up to 10 additional platforms**, including **Amazon UAE, Walmart US/Canada, CPI x Gardners, Bookvault x Paperback Shop**.
#### **2. Global Distribution & Import Substitution**
- **Ingram Partnership**: Distributes **8+ million titles** across 45,000 global channels.
- Targets **GCC region** where demand for Indian test prep, academic, and regional content is surging.
- Leveraging **Indian diaspora** as a strategic growth lever.
- **Ingram Global Connect Program**: Enables Indian publishers to access global markets and vice versa.
#### **3. Expanding Publisher Monetization**
- Monetizes **backlist and unused content** via POD.
- Offers **zero-inventory model**, allowing publishers to earn revenue without upfront investment.
- Publishers benefit from **immediate cash flow** (customer pays upfront), **zero obsolescence**, and **global reach**.
---
### **Operational & Financial Highlights**
- **Consistent Digital Growth**: Digital books processed/day grew **12% YoY to 43,514** (Q2 FY26), with **1.1 million direct titles** in the digital repository (4% YoY).
- **Content Repository Scale**: Over **700+ publishers; 9+ million titles** accessible (1M+ direct, 8M+ via Ingram).
- **High Operational Efficiency**:
- Books delivered in **under 48 hours** via POD and localized mini-PODs.
- **40,000+ daily book production capacity** post brownfield expansions.
- **Profitability & Margins**:
- **Micro-POD hubs** improve fulfillment SLAs and **win competitive margins**.
- **Asset-light model**: No inventory ownership, hybrid fulfillment, reduced logistics cost.