₹-0.51
(Market cap
₹70 Cr
Recently Viewed
Clear AllMarket cap
₹70 Cr
Revenue (TTM)
₹276 Cr
P/E Ratio
--
P/B Ratio
-0.1
Div. Yield
0 %
Today’s Range
52 Week Range
Liquidity
Net Profit (TTM)
₹-30 Cr
ROE
0 %
ROCE
0 %
Industry P/E
45.95
EV/EBITDA
-14.2
Debt to Equity
-0.1
Book Value
₹-114.7
EPS
₹-6.2
Face value
10
Shares outstanding
47,990,469
CFO
₹369.92 Cr
EBITDA
₹-46.41 Cr
Net Profit
₹-418.88 Cr
|
Company
|
YTD
|
1 Month
|
3 Months
|
1 Year
|
3 Years
|
5 Years
|
10 Years
|
|---|---|---|---|---|---|---|---|
|
E-Land Apparel
| 11.5 | 9.5 | 21.5 | -10.9 | 32.6 | 28.6 | -8.2 |
|
BSE Consumer Durables
| 0.9 | 9.0 | 4.5 | 1.6 | 15.9 | 13.6 | 17.5 |
|
Company
|
2025
|
2024
|
2023
|
2022
|
2021
|
2020
|
2019
|
|---|---|---|---|---|---|---|---|
|
E-Land Apparel
| 1.4 | 53.4 | 24.8 | 6.3 | 17.3 | 4.1 | -23.1 |
|
BSE Small Cap
| -6.6 | 29.0 | 47.5 | -1.8 | 62.8 | 32.1 | -6.8 |
|
BSE Consumer Durables
| -6.9 | 28.6 | 25.9 | -11.3 | 47.3 | 21.5 | 20.9 |
Is there a threat to the company's solvency?
Can creative accounting be detected through the financial numbers?
How did the company perform in the last one year?
5Y Avg -- 3Y Avg -- TTM --
P/E Ratio
--
--Min --Median --Max
P/B Ratio
--
--Min --Median --Max
Earnings Yield (%)
--
Earnings Yield (%) = EBIT / Enterprise value
PEG Ratio
--
Price = Price / Earnings to growth ratio
Company |
Price (₹) | Market Cap (₹ Cr) | Revenue (TTM) | Net Profit (TTM) | OPM (%) | ROE (%) | P/E | P/B |
|---|---|---|---|---|---|---|---|---|
|
E-Land Apparel
|
14.5 | 69.5 | 276.0 | -30.0 | -11.3 | -- | -- | -0.1 |
| 456.9 | 6,116.7 | 5,090.5 | 44.8 | 7.8 | -0.3 | -- | 5.9 | |
| 244.6 | 2,049.1 | 818.1 | 89.0 | 18.5 | 22.2 | 23 | 4.5 | |
| 725.8 | 5,315.6 | 3,934.1 | 117.0 | 4.6 | 5.5 | 45.4 | 2.4 | |
| 479.1 | 2,943.2 | 1,177.1 | 147.5 | 15.7 | 15.9 | 21.1 | 3.2 | |
| 168.9 | 3,370.6 | 801.0 | 27.9 | 6.3 | 3 | 78.6 | 3.3 | |
| 537.7 | 1,107.0 | 1,201.5 | 96.7 | 11.9 | 11.6 | 11.4 | 1.2 | |
| 1,582.7 | 7,298.0 | 4,940.1 | 254.0 | 7.3 | 21.3 | 27.8 | 5.4 | |
| 33.4 | 1,598.6 | 357.9 | 30.0 | 8.5 | 47.6 | 53.2 | 19.6 | |
| 809.8 | 2,040.7 | 1,612.9 | 115.0 | 11.2 | 13.1 | 18.1 | 2.2 |
No Review & Analysis are available.
E-Land Apparel Limited designs, develops, processes, manufactures, samples, and sells garments in India and internationally. It offers garments and apparels, including men's shirts; women's tops and skirts; and kids shirts, skirts, ensembles, and... play-wear. The company markets and sells its products under the E-LAND brand name. It also exports its products. The company was formerly known as Mudra Lifestyle Limited and changed its name to E-Land Apparel Limited in January 2015. The company was founded in 1986 and is based in Mumbai, India. E-Land Apparel Limited is a subsidiary of E-Land Asia Holdings Pte. Ltd. Read more
Incorporated
1997
Chairman
Dong Ju Kim
Managing Director
Dong Ju Kim
Group
Mudra Lifestyle - MNC
Headquarters
Bengaluru, Karnataka
Website
Looking for more details about E-Land Apparel Ltd.’s IPO? Explore our IPO Details page.
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Annual Reports
The share price of E-Land Apparel Ltd is ₹14.49 (BSE) and ₹4.70 (NSE) as of 23-Apr-2026 IST. E-Land Apparel Ltd has given a return of 32.56% in the last 3 years.
Since, TTM earnings of E-Land Apparel Ltd is negative, P/E ratio is not available.
The P/B ratio of E-Land Apparel Ltd is -0.13 times as on 23-Apr-2026, a 105 discount to its peers’ median range of 2.65 times.
PE & PB ratio at the end of financial year.
| Year | P/E Ratio | P/B Ratio |
|---|---|---|
|
2025
|
4.92
|
-0.13
|
|
2024
|
0.00
|
-0.06
|
|
2023
|
0.00
|
-0.05
|
|
2022
|
0.00
|
-0.08
|
|
2021
|
0.00
|
-0.05
|
The 52-week high and low of E-Land Apparel Ltd are Rs 32.27 and Rs 10.12 as of 23-Apr-2026.
E-Land Apparel Ltd has a market capitalisation of ₹ 70 Cr as on 23-Apr-2026. As per SEBI classification, it is a Small Cap company.
Before investing in E-Land Apparel Ltd, assess your goals, risk tolerance, and if the company aligns with your long-term plan. Carefully review its business model, financials, and valuation. Avoid making decisions based on tips or short-term trends.
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