Is momentum only about price? ICICI Prudential wants to redefine momentum investing
ADVERTISEMENT Fund Manager Manasvi Shah argues that sustainable momentum stems from strengthening earnings trajectories rather than temporary price surges. This earnings-driven strategy aims to capture intrinsic value drivers while avoiding sentiment-based pitfalls.
By leveraging strong research capabilities to distinguish between sustainable earnings momentum and fleeting market excitement, ICICI Prudential positions this fund as an "all-weather equity strategy" that can work across market cycles—potentially establishing a new paradigm in India's mutual fund landscape.
Since the strategy focuses on capturing momentum in company or sector earnings, it is designed as an all-weather equity strategy. Historically, across market cycles, certain companies and sectors with stronger earnings trends tend to outperform the broader market. An earnings-revision-based approach, like ICICI Prudential Active Momentum, is inherently cycle-agnostic.
Momentum investing, particularly with an earnings focus, is still relatively nascent in the Indian mutual fund space but has significant potential to evolve into a major category over the coming years.
While momentum is often driven by sentiment or speculation, our fund avoids non-fundamental triggers. The core focus is on earnings momentum, because ultimately, earnings drive intrinsic value—and, consequently, stock prices.
ADVERTISEMENT Because the strategy centers on earnings momentum, it avoids the influence of non-fundamental factors like temporary sentiment shifts or market noise. Generally, earnings trends are more sustainable than price movements. Our in-house research helps us differentiate between genuine earnings momentum and fleeting spikes, allowing for more informed stock selection.We follow a blend of bottom-up and top-down approaches. Momentum shifts across sectors and companies over time. Even in sectors where broader momentum is weak, some companies may be executing well and showing strong earnings trends. We aim for diversification across sectors and market capitalizations. While sectoral skews may occur, high concentration is unlikely.
ADVERTISEMENT Any macro or micro trigger that could impact earnings trajectories is a critical consideration. Since this is an actively managed fund, without fixed rebalancing cycles, we maintain the flexibility to respond swiftly to such events when they influence momentum.
The fund is capitalization-agnostic—we will invest wherever we find strong earnings momentum, whether in large, mid, or small caps, subject to maintaining portfolio liquidity. That's why our benchmark is the Nifty 500, rather than Nifty 50 or Nifty Midcap 150.
ADVERTISEMENT This is a cycle-agnostic strategy that focuses on earnings revisions, which historically work across cycles. While pure momentum may falter during short-term volatility, earnings-based momentum tends to be stickier, making the approach more reliable.
There's no fixed rebalancing schedule—we act as needed. While price-only momentum funds tend to churn more due to volatility, focusing on earnings provides greater stability and helps control turnover and costs.
Price-based momentum is more vulnerable in corrections. But earnings-focused strategies often hold up better, as companies with strong earnings trends tend to decline less. If earnings momentum weakens across the board, the fund has the flexibility to raise cash within defined limits. This combination of stock selection and cash allocation is key to managing downside and generating long-term alpha.
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The Hindu
27 minutes ago
- The Hindu
Active seniors hatch a silent revolution
In kitchens and classrooms, through trekking trails and theatre groups, across WhatsApp and wellness apps, there is a quiet revolution unfolding in India. Our active seniors are no longer 'retiring'; they are just getting started. Call them the second-innings generation. These are Indians in their mid-to-late 50s to 70s who are pushing the boundaries of what ageing looks and feels like, seeking health, learning, purpose, and community in ways that previous generations never imagined. Demographic inflection point India is ageing fast and actively. According to the UNFPA India Ageing Report, 2023, the population aged 60-plus is projected to reach 319 million by 2050, accounting for 20% of the total population. Life expectancy has risen sharply from 63 in 2000 to over 70.9 in 2024, and it continues to climb. This demographic shift represents more than statistical progression; it signals a fundamental recalibration of India's age structure. Unlike the gradual ageing experienced by developed economies over several decades, India faces compressed demographic transition, a phenomenon that demands immediate policy attention and systemic adaptation. What is even more telling is the shift in lifestyle patterns. A 2022 NASSCOM study reported a 50% increase in digital adoption among Indian seniors over five years, with more older adults using smartphones for video calls, online learning, banking, fitness tracking, and social engagement. This technological embrace contradicts persistent stereotypes about seniors' relationship with technology and innovation. Simultaneously, data from Agewell Foundation shows that more than 30% of Indians aged 60 to 69 remain economically active. Many are choosing to take on new professions, consult, mentor, or launch ventures post-retirement. 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This represents an ageing challenge and an unprecedented market opportunity that requires strategic cultivation. Not just new-age start-ups, but many legacy business houses have begun tapping into this evolving market. Moreover, the knowledge economy benefits significantly from senior participation. Their institutional memory, professional networks, and accumulated expertise represent intangible assets that when properly harnessed, can drive innovation and mentorship across sectors. Countries such as Japan and Singapore have already begun institutionalising such knowledge transfer mechanisms. There have been attempts in India as well, but they remain few and far in-between. Winding down to reimagining life This is not about 'keeping busy'. It's about reclaiming agency, identity, and joy. Roshini Devi Sangwan stepped into a gym at 65. And not to prove a point to anyone else, but to take back control over her body and her life. 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On mobile apps, even if they are purpose-built for active seniors, font sizes, navigation complexity, and security features often exclude rather than include. This is despite the growing purchasing power and engagement willingness of these active seniors. Policy implications Why we must pay attention extends beyond individual wellbeing to national competitiveness. The second innings generation is full of energy and intent but most institutions, brands, and narratives still treat them through the lens of decline: retirement, risk, and retreat. In many institutional and social conversations, this generation is still viewed through a lens of limitation rather than potential. What they actually need is access and understanding of their specific needs of curated products, social connection, opportunities to discover new skills, content that reflects their ambitions, and communities that validate their experiences. This demographic transition demands comprehensive policy recalibration. 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Let us recognise that the second-innings generation is not slowing down — they are simply choosing new directions. This transformation requires coordinated action across the government, private sector, and civil society. Policy frameworks must evolve, market offerings must adapt, and social attitudes must shift. The demographic dividend that drove India's growth over recent decades is transitioning into a wisdom dividend, provided we prepare adequately. This is not a demographic trend. It's a cultural reset. And it's time we caught up. The silent revolution of India's active seniors represents both challenge and opportunity. How we respond will determine whether ageing becomes a source of national strength or strain. The choice, like the revolution itself, is already under way. Mihir Karkare is the CEO & co-founder of Meru Life; views are personal


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