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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.
Heartland Payment Systems, Inc. has a M-score of -2.59 suggests that the company is not a manipulator.
During the past 13 years, the highest Beneish M-Score of Heartland Payment Systems, Inc. was -1.01. The lowest was -3.98. And the median was -2.74.
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 Heartland Payment Systems, 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 * 1.0998||+||0.528 * 0.8838||+||0.404 * 0.9807||+||0.892 * 1.0606||+||0.115 * 0.9509|
|-||0.172 * SGAI||+||4.679 * TATA||-||0.327 * LVGI|
|-||0.172 * 1.1695||+||4.679 * -0.0369||-||0.327 * 0.9323|
|This Year (Dec13) TTM:||Last Year (Dec12) TTM:|
|Accounts Receivable was $210 Mil.|
Revenue was 530.38 + 557.129 + 546.624 + 501.239 = $2,135 Mil.
Gross Profit was 73.447 + 76.743 + 76.861 + 72.615 = $300 Mil.
Total Current Assets was $450 Mil.
Total Assets was $900 Mil.
Property, Plant and Equipment(Net PPE) was $147 Mil.
Depreciation, Depletion and Amortization(DDA) was $35 Mil.
Selling, General & Admin. Expense(SGA) was $174 Mil.
Total Current Liabilities was $412 Mil.
Long-Term Debt was $150 Mil.
Net Income was 17.405 + 21.981 + 19.681 + 19.559 = $79 Mil.
Non Operating Income was -0.171 + 0.09 + -0.07 + -0.09 = $-0 Mil.
Cash Flow from Operations was 24.722 + 58.71 + 30.414 + -1.72 = $112 Mil.
|Accounts Receivable was $180 Mil.
Revenue was 499.965 + 530.677 + 515.218 + 467.576 = $2,013 Mil.
Gross Profit was 65.5 + 69.593 + 60.298 + 54.344 = $250 Mil.
Total Current Assets was $409 Mil.
Total Assets was $813 Mil.
Property, Plant and Equipment(Net PPE) was $125 Mil.
Depreciation, Depletion and Amortization(DDA) was $28 Mil.
Selling, General & Admin. Expense(SGA) was $140 Mil.
Total Current Liabilities was $495 Mil.
Long-Term Debt was $50 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)|
|=||(210.466 / 2135.372)||/||(180.448 / 2013.436)|
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)|
|=||(76.743 / 2013.436)||/||(73.447 / 2135.372)|
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 - (449.793 + 147.388) / 900.305)||/||(1 - (409.126 + 125.031) / 813.414)|
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))|
|=||(28.213 / (28.213 + 125.031))||/||(35.389 / (35.389 + 147.388))|
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)|
|=||(173.568 / 2135.372)||/||(139.934 / 2013.436)|
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)|
|=||((150 + 411.973) / 900.305)||/||((50 + 494.62) / 813.414)|
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|
|=||(78.626 - -0.241||-||112.126)||/||900.305|
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.
Heartland Payment Systems, Inc. has a M-score of -2.59 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
Heartland Payment Systems, Inc. Annual Data
Heartland Payment Systems, Inc. Quarterly Data