McColl's Retail Group Beneish M-Score Historical Data
The historical data trend for McColl's Retail Group's Beneish M-Score can be seen below:
* For Operating Data section: All numbers are indicated by the unit behind each term and all currency related amount are in USD.
* For other sections: All numbers are in millions except for per share data, ratio, and percentage. All currency related amount are indicated in the company's associated stock exchange currency.
McColl's Retail Group Beneish M-Score Chart
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McColl's Retail Group Annual Data
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Nov11 |
Nov12 |
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Nov14 |
Nov15 |
Nov16 |
Nov17 |
Nov18 |
Nov19 |
Nov20 |
| Beneish M-Score |
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-2.51 |
-3.17 |
-2.42 |
-4.14 |
-2.82 |
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McColl's Retail Group Semi-Annual Data
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Nov11 |
Nov12 |
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Nov16 |
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Nov19 |
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Nov20 |
May21 |
| Beneish M-Score |
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-4.14 |
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-2.82 |
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Competitive Comparison of McColl's Retail Group's Beneish M-Score
For the Grocery Stores subindustry, McColl's Retail Group's Beneish M-Score, along with its competitors' market caps and Beneish M-Score data, can be viewed below:
* Competitive companies are chosen from companies within the same industry, with headquarter located in same country, with closest market capitalization; x-axis shows the market cap, and y-axis shows the term value; the bigger the dot, the larger the market cap. Note that "N/A" values will not show up in the chart.
McColl's Retail Group's Beneish M-Score Distribution in the Retail - Defensive Industry
For the Retail - Defensive industry and Consumer Defensive sector, McColl's Retail Group's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where McColl's Retail Group's Beneish M-Score falls into.
McColl's Retail Group Beneish M-Score Calculation
The M-score was created by Professor Messod Beneish. Instead of measuring the bankruptcy risk (Altman Z-Score) or business trend (Piotroski 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 McColl's Retail Group 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 * 1.1031 | + | 0.528 * 1.0831 | + | 0.404 * 0.7394 | + | 0.892 * 1.0323 | + | 0.115 * 1.2979 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.9061 | + | 4.679 * -0.091944 | - | 0.327 * 1.0888 |
| = | -2.83 |
* For Operating Data section: All numbers are indicated by the unit behind each term and all currency related amount are in USD.
* For other sections: All numbers are in millions except for per share data, ratio, and percentage. All currency related amount are indicated in the company's associated stock exchange currency.
| This Year (Nov20) TTM: | Last Year (Nov19) TTM: |
Total Receivables was £36 Mil.
Revenue was £1,258 Mil.
Gross Profit was £301 Mil.
Total Current Assets was £145 Mil.
Total Assets was £562 Mil.
Property, Plant and Equipment(Net PPE) was £245 Mil.
Depreciation, Depletion and Amortization(DDA) was £39 Mil.
Selling, General, & Admin. Expense(SGA) was £287 Mil.
Total Current Liabilities was £249 Mil.
Long-Term Debt & Capital Lease Obligation was £273 Mil.
Net Income was £-3 Mil.
Gross Profit was £0 Mil.
Cash Flow from Operations was £49 Mil.
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Total Receivables was £32 Mil.
Revenue was £1,219 Mil.
Gross Profit was £316 Mil.
Total Current Assets was £163 Mil.
Total Assets was £410 Mil.
Property, Plant and Equipment(Net PPE) was £77 Mil.
Depreciation, Depletion and Amortization(DDA) was £17 Mil.
Selling, General, & Admin. Expense(SGA) was £307 Mil.
Total Current Liabilities was £229 Mil.
Long-Term Debt & Capital Lease Obligation was £120 Mil.
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1. DSRI = Days Sales in Receivables Index
Measured as the ratio of Revenue in Total Receivables in year t to year t-1.
A large increase in DSR could be indicative of revenue inflation.
| DSRI | = | (Receivables_t / Revenue_t) | / | (Receivables_t-1 / Revenue_t-1) |
| = | (36.1 / 1258.1) | / | (31.7 / 1218.7) |
| = | 0.028694 | / | 0.026011 |
| | = | 1.1031 |
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.
| GMI | = | GrossMargin_t-1 | / | GrossMargin_t |
| = | (GrossProfit_t-1 / Revenue_t-1) | / | (GrossProfit_t / Revenue_t) |
| = | (315.7 / 1218.7) | / | (300.9 / 1258.1) |
| = | 0.259047 | / | 0.23917 |
| | = | 1.0831 |
3. AQI = Asset Quality Index
AQI is the ratio of asset quality in year t to year t-1.
Asset quality is measured as the ratio of non-current assets other than Property, Plant and Equipment to Total Assets.
| AQI | = | (1 - (CurrentAssets_t + PPE_t) / TotalAssets_t) | / | (1 - (CurrentAssets_t-1 + PPE_t-1) / TotalAssets_t-1) |
| = | (1 - (144.9 + 245.3) / 562.3) | / | (1 - (163.3 + 77.1) / 410.2) |
| = | 0.306064 | / | 0.413944 |
| | = | 0.7394 |
4. SGI = Sales Growth Index
Ratio of Revenue 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.
| SGI | = | Sales_t | / | Sales_t-1 |
| = | Revenue_t | / | Revenue_t-1 |
| = | 1258.1 | / | 1218.7 |
| | = | 1.0323 |
5. DEPI = Depreciation Index
Measured as the ratio of the rate of Depreciation, Depletion and Amortization 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)) |
| = | (16.7 / (16.7 + 77.1)) | / | (39 / (39 + 245.3)) |
| = | 0.178038 | / | 0.137179 |
| | = | 1.2979 |
Note: If the Depreciation, Depletion and Amortization data is not available, we assume that the depreciation rate is constant and set the Depreciation Index to 1.
6. SGAI = Sales, General and Administrative expenses Index
The ratio of Selling, General, & Admin. Expense(SGA) to Sales 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) |
| = | (286.8 / 1258.1) | / | (306.6 / 1218.7) |
| = | 0.227963 | / | 0.25158 |
| | = | 0.9061 |
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 in leverage
| LVGI | = | ((LTD_t + CurrentLiabilities_t) / TotalAssets_t) | / | ((LTD_t-1 + CurrentLiabilities_t-1) / TotalAssets_t-1) |
| = | ((272.7 + 248.5) / 562.3) | / | ((119.9 + 229.3) / 410.2) |
| = | 0.926907 | / | 0.851292 |
| | = | 1.0888 |
8. TATA = Total Accruals to Total Assets
Total accruals calculated as the change in working capital accounts other than cash less depreciation.
| TATA | = | (IncomefromContinuingOperations_t | - | CashFlowsfromOperations_t) | / | TotalAssets_t |
| = | (NetIncome_t - NonOperatingIncome_t | - | CashFlowsfromOperations_t) | / | TotalAssets_t |
| = | (-2.7 - 0 | - | 49) | / | 562.3 |
| | = | -0.091944 |
An M-Score of equal or less than -1.78 suggests that the company is unlikely to be a manipulator. An M-Score of greater than -1.78 signals that the company is likely to be a manipulator.
McColl's Retail Group has a M-score of -2.83 suggests that the company is unlikely to be a manipulator.
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