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Share Market Closing Note | Indian Stock Market Trading View For 06 October 2022

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Share Market Closing Note

Indian benchmark indices ended higher for the second day in a row on October 6 with the Nifty finishing above 17,300 amid buying across sectors, barring FMCG and Pharma.Share Market Closing Bell! Sensex, Nifty end on a positive note – IT stocks  and Reliance Industries lead the surge | Zee Business

Despite mixed global cues, the equity market opened on a positive note and remained in positive territory for the most part of the session. However, last-hour selling dragged the indices to close near the days low.

At Close, the Sensex was up 156.63 points or 0.27% at 58,222.10, and the Nifty was up 57.50 points or 0.33% at 17,331.80.


Topic :- Time:3.10 PM

Nifty spot if manages to close above 17280 level on closing basis then expect some further bounce back in coming sessions and if it closes below above mentioned level then some sluggish movement can be seen.


Topic :- Time:2.15 PM

Just In:

Mahindra Lifespaces and Actis form joint venture to develop industrial, logistics real estate facilities.


Topic :- Time:2.00 PM

Nifty is trading in a range. Nifty spot if manages to trade and sustain above 17400 level then expect some upmove in the market and if it breaks and trade below 17360 level then some decline can follow in Nifty.


Topic :- Time:1.00 PM

Nifty and Banknifty are zooming high. Nifty spot if manages to trade and sustain above 17420 level then expect some further upmove in the market and if it breaks and trade below 17380 level then some decline can follow in the Nifty.


Topic :- Time:12.30 PM

Commodity Corner:

COPPER Trading View:

COPPER is trading at 671.15.If it holds below 675.50 level then expect it to shrink towards 666-664 levels and once it manages to trade and sustain above 675.50 level then some further quick upmove can be seen in it.


Topic :- Time:12.00 PM

Nifty is trading on higher note. Nifty spot if manages to trade and sustain above 17400 level then expect some further upmove in the market and if it breaks and trade below 17340 level then some decline can follow in the Nifty.


Topic :- Time:11.30 Am

News Wrap Up:

1.  Sensex off days high, up 250pts; Nifty50 above 17,350

2. Services PMI at 54.3 in Sep; slowest expansion in 6 months amid weak demand

3. World currency reserves shrink by $1 trn this year in record drawdown

4. Jet Airways revival: Jalan-Kalrock accept bank call to infuse more capital

5. Musk, Twitter may reach deal to end court battle as early as Wed: Report

6. Zee Entertainment gains 6% after CCIs conditional nod for merger with Sony

7. Trading volumes soar as demat tally surpasses 102.5 million accounts

8. Bharat Forge surges 8% on reports of strong US Class 8 truck orders


Topic :- Nifty Opening Note

Indian Stock Market Trading View For 06 October 2022:

Global cues to dictate trend. Trade as per market trend.

Nifty spot if manages to trade and sustain above 17300 level then expect some upmove and if breaks and trade below 17240 level then some decline can follow in the market. Please note this is just opening view and should not be considered as the view for the whole day.


How Indian firms can build and sustain resilience in uncertain, turbulent times

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The most successful Indian companies in the uncertain and turbulent era we are living in will be those that adapt, react, and pivot into whatever the new normal and stay ahead of the learning curveHow Indian firms can build and sustain resilience in uncertain, turbulent  times

For the last three years, we have lived in a surreal world that in normal times one would read about only in dystopian books or watch in horror movies. This is the period when humanity convulsed and the world went topsy-turvy thanks to the sudden dramatic onset of COVID-19. And just when we thought, we were close to the proverbial light at the end of the tunnel, the global economy was hit by the Russian invasion of Ukraine.

Arguably, the Indian economy and companies have shown tremendous resilience and both are back on the track of growth. The country, even with a consistent new normal of 6-6.5% GDP growth rate over the next few years, will remain one of the fastest growing economies of the world and is expected to catapult from being the fifth largest economy to the third by the end of the decade.

But all is not well.

Corporate growth momentum is at the risk of getting lost due to varied factors – both external (uncertain supply chain and a challenging export market for goods and services) and internal (increasing input costs due and higher financing cost caused by an inflation-led spike in interest rates). And the early sign of such a reversal is already visible. 

For Indian companies to defy gravity and actualize the trajectory of sustainable high growth, resilience holds the key. The most successful Indian companies in such an uncertain, turbulent era will be those who adapt, react, and pivot into whatever the new normal is and stay ahead of the learning curve. 

How can Indian companies build and sustain resilience? Here are 9 key building blocks

First, It’s Never Too Late to Start Building Resilience 

When it comes to start building sustainable resilience in corporate entities, there is immense power in the Power of Now. Building organizational resilience is no child’s play — it requires deliberate intentionality and a tremendous amount of energy, time, effort, persistence, discipline and flexibility. There are low hanging fruits to be plucked, and often some gains of the effort arrive rather early. 

Second, Leadership Holds the Key 

In this uncertain, turbulent world, it is impossible to predict the future and despite corporations having developed specific resilience capabilities, when sudden disruptions occur, surprise gaps in those capabilities become visible and it is here that the leader plays the critical role. 

Sustainable organizational resilience begins with some attributes so far not considered central to leadership capabilities. These are absolute calmness amid turbulence, ability to lead with empathy and awareness, inherent capacity to create an organizational culture where genuine mistakes are condoned and innovations rewarded. A resilient leader must be able to rapidly connect with stakeholders; positivity, creativity and ability to experiment have to be his/her first nature 

Three, Resilience is a Culture Thing 

Leadership and culture are congenital twins; unless the leadership creates a culture where resilience thrives there is no sustainability. 

Creating culture where resilience thrives is the primary responsibility of the leader. The leader also has to empower resilience champions because when the canvas is fast changing and unpredictable, organizations need multiple layers of shock absorbers, innovators and change makers. 

Four, No Resilience without Transparent Proactive Communication with Stakeholders – Internal and External 

Resilience takes centre-stage when disruptive changes happen increasingly abruptly and unpredictably. Such situations will require quick measures to stop loss and rapidly regain the competitive advantage. A culture of secrecy is antithesis to a resilient corporate entity. What is needed is a transparent, proactive, and credible and rapid communication with key stakeholders, both internal and external, including but not limited to employees, customers, and vendors. 

Five, Resilient Organizations React Faster when Disruptions Occur 

We are living in an era where disruptions can arrive from any direction, and relate to any part of the organization. Disruptions by definition often cannot be stopped in its occurrence. But resilient organizations are the one that react and act fast when the disruptions occur. A key distinctive feature of such companies is that they are agile and free of silos. 

Six, Dynamic Business Resilience Forecasting and Rapid Adjustment is The Future 

The strategic long-range planning I was taught at the Asian Institute of Management (AIM) in Manila using Harvard Business School (HBS) case studies are passé in the era of disruptive change and disruptive technologies. A resilient organization in today’s era of rapid-fire disruptive change, has to work with dynamic business forecasting with an ability to modulate, adjust, replan and act-- this is critical whether the demand patterns change unpredictably or supply chains break down abruptly, as we have seen in the last three years. 

Seven, It Is Innovation, Stupid, That Will Keep the Resilient Organization Going 

Gone is the era of divisions, departments, compartments, and silos. A resilient company thrives on innovation and is perpetually in start-up and incubation mode. Valuing entrepreneurship is the most prized ornament of such company in normal times, but more so during crisis time. 

Eight, Managing End-to-End Risk Is a Daily Task 

A system of periodic preparation, comprehensive risk framework and monitoring was suitable to companies of yesteryears, Resilient companies use data mining, digital technology and artificial intelligence, and for them end-to-end risk management is a round-the-clock affair. It helps them avert disruption and to act swiftly if the disruption occurs. 

Nine, Resilience Has To Be an All-Encompassing, Multidimensional Suite 

A McKinsey framework provides for a six-dimensional resilience approach, namely: 

Firstly, financial resilience to balance both short- and long-term financial aims 

Secondly, Operational resilience to maintain robust production capacity that can be flexible to meet demand changes as well as remain stable when operational disruption happens 

Thirdly, Technological resilience with investment in strong, secure and flexible infrastructure, including managing cyber threats, technology breakdown avoidance, disaster-recovery capability and a system that uses high-quality data, duly respecting privacy, without bias and compliant with regulatory requirements 

Fourthly, Organizational resilience that creates a diverse, inclusive, equal opportunity workplace that recruits best talent, develop that talent equitably, upskill or rapidly reskill it flexibly, implements strong people bias-free processes, with a pan-organization, robust succession plans 

Fifthly, Reputational resilience, one wherein institutions align their values with their actions and words. Resilience demands a strong sense of self—enshrined in mission, values, and purpose, which guides actions, along with flexibility and openness in listening to and communicating with stakeholders, anticipating and addressing societal expectations and responding to criticism of the firm’s behaviour. 

Lastly Business-model resilience, one that can adapt swiftly to significant shifts in customer demand, the competitive landscape, technological changes and the regulatory terrain. 

It is a no-brainer that the firms with capabilities to prepare for and respond to disruption dynamically are more resilient across all the above six dimensions. 

Govt considering forming units to build expertise in Free Trade Agreements

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The objective of building dedicated units in the FTA areas is to enable India to negotiate deals with other nations at the World Trade Organization from a position of strength


The Department of Commerce is considering the formation of dedicated units called "subject matter divisions" to build expertise in industries like services, agriculture, medicines, trade remedies, and digital trade as part of a more aggressive approach to free trade agreements, Livemint reported. India wants to be able to negotiate agreements with other nations at the World Trade Organization from a position of strength.

It is also considering hiring industry experts, including those from the private sector, who will contribute their knowledge and experience during discussions. The general idea behind the plan is to fortify the infrastructure for negotiations with the appropriate knowledge, reliable end-to-end procedures, and a clearly defined goal.

A government official said that the move aims to participate in negotiations fully prepared. With the  being comprehensive nowadays, it is important to have experts from different domains, who have insights and so it is important to bring in people, if required, from outside the bureaucracy, the official added.

India is negotiating a comprehensive free trade agreement (FTA) with the UK, EU, and Canada while it has already struck a free trade agreement with the UAE and an interim accord with Australia.

While the experts have welcomed the move, they have cautioned that the approach might only succeed if there is a clean break from business-as-usual. Vijay Kalantri, chairman, MVIRDC World Trade Centre, Mumbai said to Livemint, “Getting subject-matter experts is a step in the right direction, but the problem is, will it be implemented? Private sector experts will always give practical approaches but bureaucracy always tends to complicate things. And they are people who will take the decision."

Creating separate negotiating teams for bilateral and multilateral agreements is another idea being considered by the ministry.

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