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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.
Dun & Bradstreet Corporation has a M-score of -2.72 suggests that the company is not a manipulator.
During the past 13 years, the highest Beneish M-Score of Dun & Bradstreet Corporation was -2.23. The lowest was -2.88. And the median was -2.64.
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 Dun & Bradstreet Corporation 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 * 1.0124||+||0.528 * 1.0289||+||0.404 * 0.9001||+||0.892 * 0.9953||+||0.115 * 1.0248|
|-||0.172 * SGAI||+||4.679 * TATA||-||0.327 * LVGI|
|-||0.172 * 0.9718||+||4.679 * -0.0387||-||0.327 * 1.1514|
|This Year (Dec13) TTM:||Last Year (Dec12) TTM:|
|Accounts Receivable was $525 Mil.|
Revenue was 476.7 + 411.1 + 386.4 + 381 = $1,655 Mil.
Gross Profit was 314.4 + 279.2 + 256.3 + 254.8 = $1,105 Mil.
Total Current Assets was $822 Mil.
Total Assets was $1,890 Mil.
Property, Plant and Equipment(Net PPE) was $40 Mil.
Depreciation, Depletion and Amortization(DDA) was $71 Mil.
Selling, General & Admin. Expense(SGA) was $583 Mil.
Total Current Liabilities was $852 Mil.
Long-Term Debt was $1,516 Mil.
Net Income was 75.3 + 72.8 + 57.5 + 52.9 = $259 Mil.
Non Operating Income was -0.2 + -0.2 + -0.1 + -1.2 = $-2 Mil.
Cash Flow from Operations was 34 + 64.6 + 62.4 + 172.3 = $333 Mil.
|Accounts Receivable was $521 Mil.
Revenue was 463.1 + 413.2 + 383.9 + 402.8 = $1,663 Mil.
Gross Profit was 337.3 + 289 + 257.5 + 258.2 = $1,142 Mil.
Total Current Assets was $747 Mil.
Total Assets was $1,992 Mil.
Property, Plant and Equipment(Net PPE) was $41 Mil.
Depreciation, Depletion and Amortization(DDA) was $78 Mil.
Selling, General & Admin. Expense(SGA) was $602 Mil.
Total Current Liabilities was $877 Mil.
Long-Term Debt was $1,291 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)|
|=||(524.8 / 1655.2)||/||(520.8 / 1663)|
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)|
|=||(279.2 / 1663)||/||(314.4 / 1655.2)|
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 - (822.4 + 39.6) / 1890.3)||/||(1 - (747.4 + 40.6) / 1991.8)|
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))|
|=||(78.3 / (78.3 + 40.6))||/||(71.2 / (71.2 + 39.6))|
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)|
|=||(582.5 / 1655.2)||/||(602.2 / 1663)|
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)|
|=||((1516 + 852.3) / 1890.3)||/||((1290.7 + 876.7) / 1991.8)|
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|
|=||(258.5 - -1.7||-||333.3)||/||1890.3|
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.
Dun & Bradstreet Corporation has a M-score of -2.72 suggests that the company will not 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
Dun & Bradstreet Corporation Annual Data
Dun & Bradstreet Corporation Quarterly Data