Business
From IPO mockery to Rs 1 lakh crore m-cap: Why investors are still betting on Lenskart’s vision
The numbers made the valuation look even harder to digest. Even if Lenskart tripled its profits from that level over the next few years, the valuation would still work out to around 70x.
Retail investors did not hold back. The Rs 70,000-crore valuation quickly became fodder for social media. One X user calculated that with around 2,600 stores in India, each store was effectively being valued at around Rs 27 crore. The punchline: “Are they selling spectacles or diamond lenses?”
Another found the irony impossible to miss: “If Peyush Bansal pitched Lenskart’s valuation to Shark Tank’s Peyush Bansal, then he would have got rejected.”
Another drew comparisons with a familiar list of expensive IPOs: “To all the people who missed the lessons from Mamaearth, Paytm & Nykaa, don’t worry, here’s your latest chance.”
And yet, the market delivered an answer of its own
Fast-forward to 2026. Lenskart shares are up 50% so far this year. The company now commands a market capitalisation of Rs 1.15 lakh crore. The same stock that was mocked for being too expensive has continued to attract investors.
The reason, according to analysts, is increasingly less about the IPO valuation and more about what Lenskart is becoming.Domestic brokerage Elara Capital believes Lenskart has built one of India’s most differentiated retail models by creating a full-stack eyewear ecosystem spanning the entire value chain. The brokerage draws a parallel with Titan Company Limited’s jewellery business, arguing that Lenskart could steadily compound market share gains and emerge as the category-defining leader in eyewear, much as Tanishq did in jewellery.
And Lenskart’s own numbers suggest that the company is not simply trying to sell more spectacles. It is building an eyewear business that spans everything from a Rs 500 pair of glasses to Rs 30,000 progressive lenses.
In its shareholders’ letter, the company said it had reached its largest-ever number of customers in “Real Bharat” with Rs 500 glasses, including lenses and warranty, sold profitably through Hustlr Club. At the other end of the spectrum, glasses with high-end Rodenstock and Tokai lenses, including progressive lenses priced at Rs 30,000, generated around Rs 250 crore in annual sales.
Then there is Owndays. Lenskart said glasses with premium Owndays lenses generated more than Rs 1,500 crore in annual sales, despite the business not having a presence in India two years ago.
The international story is also beginning to look different. Lenskart said its international business grew 38%, with an EBITDA margin before Ind AS 116 crossing 10%. The company believes the question is no longer whether the international business can work, but how far it can scale.
With Owndays, Lenskart now has one of Asia’s most respected brands. Meller, meanwhile, was a $35 million brand and is on track to become a $70 million brand.
What’s working for Lenskart?
1) Strong business model
At the heart of the Lenskart thesis is a model designed to reinforce itself as it grows. Elara points to revenue productivity of nearly Rs 25,000-30,000 per square foot, high gross margins driven by the company’s private-label-led model and an industry-leading store payback period of around 10-12 months.
But perhaps more important is whether Lenskart can keep bringing customers through the door. It can. The company is reporting same-store sales growth (SSSG) of 20%, which Elara sees as a key differentiator. Revenues across Tier I and Tier II markets are also nearly equal, suggesting that Lenskart’s growth is not dependent solely on India’s largest cities.
2) Full-stack retail infrastructure
According to Elara, Lenskart’s advantage extends beyond its stores. The company has built a customer acquisition funnel around free eye testing while continuing to invest in technology to improve the customer experience. Its technology-enabled remote testing capabilities allow it to conduct nearly 600 eye tests per store every month.
The ambition is significantly larger. Lenskart is targeting 100 million eye tests over time, compared to the 23.7 million eye tests conducted in FY26.
Its backward integration has also moved beyond simply cutting costs. Elara Capital sees it as a strategic competitive advantage that gives Lenskart greater control over products, faster inventory turnover and next-day delivery across 78 cities.
That combination matters because it links the company’s stores, manufacturing and technology into one system, strengthening both customer experience and margin resilience.
That combination matters because it links the company’s stores, manufacturing and technology into one system, strengthening both customer experience and margin resilience.
Buy, sell or hold Lenskart shares?
Jefferies has maintained its Buy rating on Lenskart and raised its target price to Rs 680. The brokerage said Q1FY27 further strengthens the company’s growth and margin expansion story. Market creation remains a key priority, with supply rather than demand emerging as a constraint in India, reflected in around 70,000 daily eye tests.
Lenskart has also strengthened its presence at the lower end with a fully loaded Rs 500 product, while premiumisation is emerging as another growth driver. Jefferies believes improving margins in the international business should address a key investor concern and sees potential for Meller to become the “Ray-Ban of the future.”
Morgan Stanley has an Overweight rating and a target price of Rs 666. The brokerage said Lenskart delivered another quarter of strong performance in Q1, with the beat driven largely by the international business. Strong performance, optimistic management commentary, and higher earnings estimates support its expectation of continued stock outperformance.
Goldman Sachs has an Accumulate rating and raised its target price to Rs 715. The brokerage said the growth and margin flywheel continues to deliver, pointing to significant margin expansion in the international business while SSSG remains elevated.
In India, Goldman Sachs sees volume-led revenue growth and operating leverage-driven margin expansion. It also identifies premiumisation as a new growth vector for the company.
Macquarie has an Outperform rating and raised its target price to Rs 675. The brokerage said India’s Q1 performance was in line with expectations, while the international business beat estimates on stronger margin expansion.
Macquarie remains positive on strong volume growth, continued premiumisation across lenses and frames, the attractive Rs 500 entry-level offering, and the potential for more than 10,000 stores in India. Stronger international margins have led to a 4% upgrade to its EPS estimates and an 8% increase in the target price.
For Lenskart, the market’s biggest shift may not be in its valuation, but in what investors are willing to believe about its future. The company has moved beyond being just an organised eyewear retailer, with a model that now spans value eyewear, premiumisation, eye testing, backward integration, and an expanding international business.
(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)
Business
innoscripta SE (INNTF) Q2 2026 Earnings Call Transcript
Max Hunger
Head of Investor Relations
Hello, everyone, and welcome. Good morning to everyone joining from the U.S. and North America, and good afternoon to everyone here in Europe. I am Max. I’m Head of Investor Relations here at innoscripta and I’m very pleased to have you all with us on this earnings call for the first half year of 2026 today. We’ve scheduled around 30 minutes for this call. [Operator Instructions]. Also, please be aware that this meeting is being recorded. Okay. With that, we are ready to get started, and I will hand over the word to our CEO, Michael Hohenester.
Michael Hohenester
Founder, CO-CEO & Chairman of the Management Board
Thank you very Max — very much, Max. Can we jump into the first slide, please? Yes. So basically, you saw the highlights already from the — from today’s press release. So basically, we have continued business operations in the second quarter and the first half year. So we see constant customer growth, constant low churn rate and let’s say, stable financial data.
Next slide, please. Some things we would like to address to give you some color about what we have reached already. So if you look at the German R&D workforce, as you know, probably R&D research and development is a pretty recurring endeavor. So that means once you do research and development, once you set up a research and development department, usually, you continue here over several years. And yes, so this is actually a pretty
Business
Thailand moves to tighten market rules after corporate scandals
Thailand is preparing a sweeping overhaul of its securities and digital‑asset laws in a bid to accelerate financial‑crime investigations and rebuild investor confidence. The Cabinet approved amendments to four key market‑regulation laws on Aug 25, signalling a shift toward more assertive enforcement .
A central change would allow the Securities and Exchange Commission (SEC) to work directly with police on probes into insider trading, stock manipulation, and corporate fraud — cases that currently take more than two years due to limited investigative capacity . SEC secretary‑general Pornanong Budsaratragoon said closer cooperation should significantly shorten investigations and respond to investor demands for tougher action against wrongdoing .
The reform push follows high‑profile scandals at Stark Corporation, which defaulted on nearly 40 billion baht after revealing accounting irregularities , and Energy Absolute, whose founder and director faced SEC allegations of fraud and corruption that triggered a sharp market reaction and bond‑payment delays . These cases have intensified calls for stronger oversight.
Beyond enforcement, the amendments aim to reinforce supervision of auditors and financial advisers, described as critical gatekeepers in preventing corporate misconduct . The proposals will now move to Parliament, with implementation expected in 2027, according to Finance Minister Ekniti Nitithanprapas
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Intuit issues conservative full-year guidance amid strategy shift, shares slide

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Wall Street ends higher as tech rebounds before Nvidia results

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Evion Group secures binding Maniry agreement
Shares in Subiaco-based junior Evion Group rose on Tuesday, following a key deal in relation to its Maniry graphite project in Madagascar.
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Inventory Of New Single-Family Homes Jumps, Prices Drop To Lowest Since 2021, Sales Sag
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OnlyFans owner was paid over $700m before his death
The late owner of streaming platform OnlyFans was paid more than $700m (£513m) in dividends before his death from cancer earlier this year.
Fenix International Ltd, the British company that owns OnlyFans, made $714m in profit before tax last year, it said in its annual report. This is an increase of 5% from 2024.
The site hosts a range of subscription-based content from cooking to fitness videos, but it is best known for pornography and is credited with transforming online adult content by encouraging personal connection between sex workers and subscribers.
Its owner Leonid Radvinsky, who died earlier this year aged 43, bought the site from its British founders in 2018.
OnlyFans employs just 47 people. Companies with such high profits rarely have such small staff – for example, British retail giant Marks and Spencer, which employs over 65,000 people, made £671m in profit last year.
Fenix International’s company results show that it paid dividends of $535m for the year ending 30 November 2025, with further dividends payments totalling $174m between then and 26 March 2026.
Radvinsky, who was born in Ukraine and raised in the US, died on 23 March. The company is now owned by his widow, Yekaterina ‘Katie’ Chudnovsky.
OnlyFans surged in popularity during the Covid-19 pandemic, landing Radvinsky on Forbes’ annual list of billionaires just three years later.
The site is known for the way it encourages creators and fans to connect through livestreams, personalised messages, and direct requests for custom-made photos and videos.
In return for hosting the material, OnlyFans takes a 20% share of all payments.
The site had 132 million paying subscribers and 2.5 million active creators in 2025.
The boom in size and popularity under Radvinsky’s ownership also brought scrutiny from lawmakers and regulators over its adult content — a recent BBC Three documentary uncovered allegations of exploitation, coercion and violence committed against OnlyFans creators.
In 2024, British regulators launched an investigation into whether children were accessing porn, an issue that the company at the time blamed on a technical issue.
Ofcom ultimately dropped that probe, but it fined the firm about £1m, external for failing to respond accurately to its requests for information about the measures it had in place to check the age of its users, who in theory must be 18 or over.
Creators have also debunked the narrative that making explicit videos on the site is a get-rich-quick scheme.
Keily Blair, the chief executive of OnlyFans, said on Tuesday that the company had paid over $30bn to creators since launching a decade ago.
“OnlyFans provides real opportunities to real people by creating a safe, regulated space where people can monetise their content with a global fan base,” she said.
“As a UK-based business we have also made a significant contribution to the UK economy, paying over £600 million in corporate taxes from 2016 to date.”
Business
Dunkin App Down? User Reports Spike for Outages on Downdetector Affecting Mobile Ordering and Logins
NEW YORK — Outage tracking service Downdetector recorded a rise in user reports of problems with Dunkin’ beginning around 12:19 p.m. EDT on Monday, with the majority of complaints centered on the mobile app, login difficulties and ordering functions.
The monitoring platform posted an update noting that user reports indicated problems with Dunkin’ and invited feedback on the impact. Breakdowns of submitted issues frequently highlighted the app as the primary point of failure, followed by login problems and a smaller share related to ordering. Such spikes on Downdetector reflect crowdsourced data rather than direct confirmation from the company and can signal anything from a widespread technical disruption to localized network issues, high traffic or problems limited to specific platforms.
Dunkin’, the American coffee and doughnut chain that rebranded from Dunkin’ Donuts in many markets, relies heavily on its mobile application for rewards programs, mobile ordering, payments and store location services. Interruptions to the app can affect customers who prefer contactless ordering, those attempting to redeem points or apply promotions, and users simply trying to check wait times or menu availability before visiting a location. Physical stores typically continue operating during digital disruptions, though some customers report longer lines when app-based orders decline.
Independent status checkers produced mixed results during the same period. Some monitoring tools registered the Dunkin’ website as reachable with normal response times, while user-generated reports on outage maps remained elevated for the app. This pattern is common when backend services supporting mobile authentication or order processing experience strain even if the public-facing website remains accessible.
No immediate public statement from Dunkin’ detailing the cause or expected duration appeared in the hours following the initial spike in reports. Companies in the quick-service restaurant sector often investigate such incidents by examining content delivery networks, authentication systems, payment gateways and third-party integrations before issuing updates through official channels or social media accounts. Resolution times vary depending on whether the issue stems from a software deployment, capacity limitation, regional connectivity problem or broader infrastructure event.
Digital ordering has become a significant channel for Dunkin’ and similar chains. Customers use the app to customize drinks, schedule pickups and earn loyalty rewards. When the application fails to load, process logins or complete transactions, many users turn to in-store ordering or competing coffee providers. The inconvenience is especially noticeable during peak morning and afternoon periods when volume is highest.
User reports of this type often surface first on social media and specialized trackers. Individuals describe symptoms ranging from complete inability to open the app, repeated login failures, spinning load screens or error messages during checkout. Some note that website ordering continues to function while the mobile experience does not, pointing to platform-specific rather than total system failures. Others report intermittent success after force-closing the app, clearing caches or switching networks.
Recovery advice commonly shared among users includes restarting the device, ensuring the latest app version is installed, attempting access via mobile data instead of Wi-Fi, or waiting for automatic restoration. Persistent problems sometimes resolve after an app update or server-side fix. Customers who experience payment charges without corresponding orders are typically advised to contact the company’s support channels with transaction details.
The Monday reports arrived without an accompanying company status page update visible in public channels at the time of the elevated complaint volume. Media coverage of similar past incidents involving coffee chains has shown that digital disruptions can generate temporary frustration even when store operations remain largely unaffected. Franchisees and corporate locations often continue serving walk-in and drive-thru customers while technical teams address backend issues.
Dunkin’s app serves as a key loyalty and convenience tool across thousands of locations in the United States and internationally. Features such as order-ahead, rewards tracking and personalized offers depend on stable connections between the mobile client, authentication services and store systems. Any disruption that interrupts that chain can reduce the volume of digital orders and increase reliance on traditional counter service.
Outage trackers such as Downdetector aggregate reports in real time and display percentages by problem type. For Dunkin’, the concentration of submissions around the app and login categories during the elevated period provided an early indicator that mobile functionality was the primary pain point. Geographic heat maps, when available, can further clarify whether issues are concentrated in particular regions or more broadly distributed.
In the broader context of quick-service digital platforms, Monday’s reports fit a familiar pattern: a noticeable uptick in user submissions, public discussion on tracking sites, and a period of uncertainty until either the problem resolves or the company provides clarification. Similar spikes have occurred across the restaurant and retail sector when high-traffic periods coincide with software updates or infrastructure strain.
Customers seeking coffee or baked goods during such episodes often adapt by visiting stores in person, using alternative ordering methods if available, or choosing other brands temporarily. The combination of mobile dependency and high concurrent usage makes these platforms sensitive to performance variations. Ongoing investments in system redundancy and monitoring aim to reduce both the frequency and duration of disruptions.
As of the latest available user reports, the elevated complaint volume on Downdetector began in the early afternoon Eastern time and prompted the service to flag potential problems. Whether the underlying cause was a brief technical glitch, a capacity constraint or an issue limited to specific user segments remained unclear without further official information.
The episode illustrates the dual nature of modern restaurant operations. Traditional in-store service continues to form the core experience, while digital channels expand convenience and personalization. Maintaining consistent performance across both environments requires ongoing attention to capacity, testing and rapid response capabilities.
Viewers and customers monitoring the situation typically look for official updates via the company’s website, app notifications or verified social accounts. In the absence of an immediate statement, the volume and type of user reports on independent trackers remain the most accessible public measure of service health. Subsequent monitoring determines whether reports subside quickly or persist long enough to warrant a formal explanation.
For now, the combination of elevated Downdetector submissions focused on the app, the lack of an official company confirmation at the time of the spike, and the continuation of physical store operations defines the scope of the reported disruption. Customers experiencing issues are directed toward basic troubleshooting steps while technical teams work to restore full mobile functionality.
Business
Sweetmore Bakeries buys Fantasy Baking
CHICAGO — Specialty baker Sweetmore Bakeries has acquired Fantasy Baking Co., a Sylmar, Calif.-based manufacturer of private label and branded sweet baked foods.
Financial terms of the transaction, announced Aug. 25, weren’t disclosed. Sweetmore said Fantasy Baking’s product roster includes cookies, fruit-filled bars and dessert bars and extends into protein and breakfast bars, dry blends, and ice cream ingredients and inclusions, along with organic, high-protein, non-GMO, gluten-free, and kosher recipes and solutions.
Chicago-based Sweetmore said the acquisition marks its sixth production facility and first on the West Coast, expanding its manufacturing footprint to cover the Northeast, Midwest, Southeast, Southwest and West and bolstering its position in the cookie and baked bar categories.
“Fantasy Baking gives us a true West Coast manufacturing footprint and deeper category capabilities that strengthen our ability to serve customers’ various product needs nationwide,” said David Veenstra, chief executive officer of Sweetmore Bakeries. “Between their R&D bench strength and their reach into better-for-you trends, this addition makes Sweetmore an even stronger strategic national partner.”
Launched in 1979, Fantasy Baking brings more than four decades of formulation expertise, supported by its own in-house R&D lab, Sweetmore said, adding Fantasy’s products and capabilities are well-aligned with better-for-you and functional snacking trends.
“For over 45 years, the Fantasy Baking team has built our business on doing right by our customers — innovation, quality and service our partners can rely on,” said Russ Case, CEO of Fantasy Baking. “Joining a like-minded partner like Sweetmore allows us to continue this tradition while providing access to scale and resources that will enable Fantasy to serve a broader audience and expand its capabilities.”
Now through six bakery divisions, and with about 500 employees, Sweetmore produces baked foods — ranging from biscotti, brownies, cinnamon rolls, cookies and danishes to dessert bars, Mexican pan dulce, muffins, granola, baked bars, icings and fillings — for the retail in-store bakery and foodservice channels nationwide.
The company started in 2019 when private equity firm Shore Capital Partners recapitalized and boosted investment in Main Street Gourmet, an Akron, Ohio-based wholesale baker supplying in-store bakeries, restaurants, warehouse clubs and convenience stores. Shore Capital then began a series of acquisitions that included Greensburg, Pa.-based specialty wholesale bakery Biscotti Brothers (serving in-store bakeries) in November 2020 and Fond du Lac, Wis.-based premium pastry maker Meurer Brothers Bakery (serving in-store bakeries) in November 2021, with the three bakeries uniting under the Sweetmore Bakeries banner in mid-2022.
That was followed by the purchases of Smyrna, Ga.-based wholesale cinnamon roll manufacturer Sweet Eddie’s (serving retail and foodservice channels) in May 2024 and Phoenix-based Azteca Bakeries, a wholesale manufacturer of Mexican pastries and baked foods, in January 2025. Then in May 2025, Chicago-based Shore Capital recapitalized Sweetmore through a special purpose vehicle to support further growth.
Business
The future of supercars is combustion engines

Bugatti CEO Mate Rimac said the supercar market is entering its “Swiss watch phase,” with the wealthiest buyers rejecting high-tech electronics and electric vehicles in favor of precision mechanics and hand-crafted details.
Rimac, the 38-year-old EV entrepreneur who took over Bugatti in 2021, said the car market is splitting in two: The mainstream global car market is becoming dominated by lower-priced EVs, many from China, while the very top of the car market will be driven by wealthy buyers who want more old-school cars with loud internal combustion engines and emotional appeal.
He compared the car industry to watches, where digital and smart watches have taken over most of the market, while high-priced Swiss mechanical options remain popular with the wealthy.
“For normal cars, normal people, the vast majority will be electric,” Rimac said. “The upper segment, like sports cars and upwards, are going to stay combustion for a very long time, exactly like watches. Only like 5% of watches are made in Switzerland, but that’s where 90% of profits are made. An Apple Watch or any kind of smart watch can do so many more things. But no one will pay $200,000 for it.”
When Rimac’s EV startup, Rimac Group, gained control of Bugatti from Porsche and Volkswagen in 2021, many expected the newly formed Bugatti Rimac Group to launch an electric Bugatti.
Instead, Rimac built an entirely new car powered by one of the largest naturally aspirated combustion engines ever built for a production car. The hybrid Tourbillon has an 8.3-liter V16 that delivers 1,000 horsepower, combined with electric motors for a total 1,800 horsepower.
“It’s kind of ironic that I’m now making the world’s biggest combustion engine,” he said. “You have the crazy situation now at our facility in Croatia. On the same production line, you have the world’s most powerful electric car being built right next to the world’s biggest combustion engine. Life is strange sometimes.”
Bugatti will make only 250 Tourbillons, which are sold out at a starting price of roughly $4.5 million. Rimac said the average Tourbillon customer adds another $600,000 to $700,000 in personalization add-ons, like special paint colors, leathers, stitching and other design features.
The rise of personalization and customization has become one of the biggest profit drivers at supercar companies like Bugatti, Ferrari and Lamborghini. Supercar companies are also launching special one-off cars for their top customers that can cost tens of millions of dollars. At Monterey Car Week, Bugatti unveiled its latest one-off, called Destrier, which reimagines its track-based Bolide model with a lower stance, larger wheels and sculptural body work.
Rimac said customizations and one-offs reflect a growing desire among today’s wealthy to have unique objects that reflect their identity.
“For these clients, they want something that’s really theirs, that’s connected with them,” Rimac said. “It tells their story, their personality, their preferences, not just like a car. It’s a story behind it.”
Rimac said his goal for Bugatti is to continue to boost production, quality and profits, while also retaining exclusivity. He said production will never go higher than “the low three-digit numbers.”
The company earned 200 million euros (US$233 million) in earnings before interest, taxes, depreciation and amortization last year and will continue to grow profits, Rimac said.
Porsche AG agreed in April to sell its 45% stake in Bugatti Rimac to a global consortium led by HOF Capital. While some reports cited a valuation of over $1.1 billion for Bugatti, Rimac said the valuation is “substantially higher” than $2 billion.
“What I want to do is make the world’s best cars, the most exciting cars in the world, and have the world’s most profitable car company on a percentage basis,” he said.
Rimac said that in the age of artificial intelligence, autonomous vehicles and EVs, the guiding principal for Bugatti will be the human factor.
“You can get a car that’s faster than any performance car from 10 years ago for like $50,000 from China,” he said. “Performance is really becoming secondary. It’s more about what I call the celebration of human skills. When you look at these cars, you see the amount of ingenuity and art and beauty. The car is, like, the most complex object you can buy. It’s art, but it’s art that needs to go 250 miles per hour and be safe, have downforce and survive in a crash test and go in the snow and extreme heat, and all those things.”
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