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The zones of discrimination for M-Score is as such:
An M-Score of less than -2.22 suggests that the company is not an accounting manipulator.
An M-Score of greater than -2.22 signals that the company is likely an accounting manipulator.
Buckle, Inc. has a M-score of -1.97 signals that the company is a manipulator.
During the past 13 years, the highest Beneish M-Score of Buckle, Inc. was 4.32. The lowest was -3.78. And the median was -2.60.
The M-score was created by Professor Messod Beneish. Instead of measuring the bankruptcy risk (Z-Score) or business trend (F-Score), M-score can be used to detect the risk of earnings manipulation. This is the original research paper on M-score.
The M-Score Variables:
The M-score of Buckle, Inc. for today is based on a combination of the following eight different indices:
|M||=||-4.84||+||0.92 * DSRI||+||0.528 * GMI||+||0.404 * AQI||+||0.892 * SGI||+||0.115 * DEPI|
|=||-4.84||+||0.92 * 1.8164||+||0.528 * 1.0084||+||0.404 * 0.978||+||0.892 * 0.9879||+||0.115 * 1.029|
|-||0.172 * SGAI||+||4.679 * TATA||-||0.327 * LVGI|
|-||0.172 * 0.9949||+||4.679 * -0.0614||-||0.327 * 0.8373|
|This Year (Jul14) TTM:||Last Year (Jul13) TTM:|
|Accounts Receivable was $12 Mil.|
Revenue was 235.725 + 271.675 + 338.999 + 286.761 = $1,133 Mil.
Gross Profit was 94.925 + 117.2 + 161.426 + 126.225 = $500 Mil.
Total Current Assets was $358 Mil.
Total Assets was $570 Mil.
Property, Plant and Equipment(Net PPE) was $166 Mil.
Depreciation, Depletion and Amortization(DDA) was $32 Mil.
Selling, General & Admin. Expense(SGA) was $243 Mil.
Total Current Liabilities was $100 Mil.
Long-Term Debt was $0 Mil.
Net Income was 24.473 + 37.342 + 59.304 + 40.584 = $162 Mil.
Non Operating Income was 0.26 + 0.345 + 2.244 + 0.361 = $3 Mil.
Cash Flow from Operations was 15.746 + 29.912 + 104.706 + 43.143 = $194 Mil.
|Accounts Receivable was $7 Mil.
Revenue was 232.529 + 269.712 + 360.615 + 284.147 = $1,147 Mil.
Gross Profit was 94.487 + 117.007 + 173.202 + 125.415 = $510 Mil.
Total Current Assets was $297 Mil.
Total Assets was $505 Mil.
Property, Plant and Equipment(Net PPE) was $167 Mil.
Depreciation, Depletion and Amortization(DDA) was $34 Mil.
Selling, General & Admin. Expense(SGA) was $248 Mil.
Total Current Liabilities was $106 Mil.
Long-Term Debt was $0 Mil.
1. DSRI = Days Sales in Receivables Index
A large increase in DSR could be indicative of revenue inflation.
|DSRI||=||(Receivables_t / Revenue_t)||/||(Receivables_t-1 / Revenue_t-1)|
|=||(12.355 / 1133.16)||/||(6.885 / 1147.003)|
2. GMI = Gross Margin Index
Measured as the ratio of gross margin in year t-1 to gross margin in year t.
Gross margin has deteriorated when this index is above 1. A firm with poorer prospects is more likely to manipulate earnings.
|=||(GrossProfit_t-1 / Revenue_t-1)||/||(GrossProfit_t / Revenue_t)|
|=||(117.2 / 1147.003)||/||(94.925 / 1133.16)|
3. AQI = Asset Quality Index
AQI is the ratio of asset quality in year t to year t-1.
|AQI||=||(1 - (CurrentAssets_t + PPE_t) / TotalAssets_t)||/||(1 - (CurrentAssets_t-1 + PPE_t-1) / TotalAssets_t-1)|
|=||(1 - (357.918 + 166.024) / 569.927)||/||(1 - (296.823 + 166.85) / 505.368)|
4. SGI = Sales Growth Index
Ratio of sales in year t to sales in year t-1.
Sales growth is not itself a measure of manipulation. However, growth companies are likely to find themselves under pressure to manipulate in order to keep up appearances.
5. DEPI = Depreciation Index
Measured as the ratio of the rate of depreciation in year t-1 to the corresponding rate in year t.
DEPI greater than 1 indicates that assets are being depreciated at a slower rate. This suggests that the firm might be revising useful asset life assumptions upwards, or adopting a new method that is income friendly.
|DEPI||=||(Depreciation_t-1 / (Depreciaton_t-1 + PPE_t-1))||/||(Depreciation_t / (Depreciaton_t + PPE_t))|
|=||(33.512 / (33.512 + 166.85))||/||(32.225 / (32.225 + 166.024))|
6. SGAI = Sales, General and Administrative expenses Index
The ratio of SGA expenses in year t relative to year t-1.
SGA expenses index > 1 means that the company is becoming less efficient in generate sales.
|SGAI||=||(SGA_t / Sales_t)||/||(SGA_t-1 /Sales_t-1)|
|=||(243.459 / 1133.16)||/||(247.688 / 1147.003)|
7. LVGI = Leverage Index
The ratio of total debt to total assets in year t relative to yeat t-1.
An LVGI > 1 indicates an increase$sgai= in leverage
|LVGI||=||((LTD_t + CurrentLiabilities_t) / TotalAssets_t)||/||((LTD_t-1 + CurrentLiabilities_t-1) / TotalAssets_t-1)|
|=||((0 + 99.701) / 569.927)||/||((0 + 105.591) / 505.368)|
8. TATA = Total Accruals to Total Assets
Total accruals calculated as the change in working capital accounts other than cash less depreciation.
|=||(NetIncome_t - NonOperatingIncome_t||-||CashFlowsfromOperations_t)||/||TotalAssets_t|
|=||(161.703 - 3.21||-||193.507)||/||569.927|
An M-Score of less than -2.22 suggests that the company will not be a manipulator. An M-Score of greater than -2.22 signals that the company is likely to be a manipulator.
Buckle, Inc. has a M-score of -1.97 signals that the company is likely to be a manipulator.
Altman Z-Score, Piotroski F-Score, Accounts Receivable, Revenue, Gross Profit, Total Current Assets, Total Assets, Property, Plant and Equipment, Depreciation, Depletion and Amortization, Selling, General & Admin. Expense, Total Current Liabilities, Long-Term Debt, Net Income, Non Operating Income, Cash Flow from Operations
Buckle, Inc. Annual Data
Buckle, Inc. Quarterly Data