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Potbelly (Potbelly) Beneish M-Score

: -2.63 (As of Today)
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The zones of discrimination for M-Score is as such:

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.

Good Sign:

Beneish M-Score -2.63 no higher than -1.78, which implies that the company is unlikely to be a manipulator.

The historical rank and industry rank for Potbelly's Beneish M-Score or its related term are showing as below:

PBPB' s Beneish M-Score Range Over the Past 10 Years
Min: -4.25   Med: -2.94   Max: -2.52
Current: -2.63

During the past 13 years, the highest Beneish M-Score of Potbelly was -2.52. The lowest was -4.25. And the median was -2.94.


Potbelly Beneish M-Score Historical Data

The historical data trend for Potbelly'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.

* Premium members only.

Potbelly Annual Data
Trend Dec14 Dec15 Dec16 Dec17 Dec18 Dec19 Dec20 Dec21 Dec22 Dec23
Beneish M-Score
Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only -4.25 -2.61 -2.52 -2.68 -2.63

Potbelly Quarterly Data
Mar19 Jun19 Sep19 Dec19 Mar20 Jun20 Sep20 Dec20 Mar21 Jun21 Sep21 Dec21 Mar22 Jun22 Sep22 Dec22 Mar23 Jun23 Sep23 Dec23
Beneish M-Score Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only -2.68 -2.72 -2.69 -2.90 -2.63

Competitive Comparison

For the Restaurants subindustry, Potbelly'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.


Potbelly Beneish M-Score Distribution

For the Restaurants industry and Consumer Cyclical sector, Potbelly's Beneish M-Score distribution charts can be found below:

* The bar in red indicates where Potbelly's Beneish M-Score falls into.



Potbelly 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 Potbelly 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 * 1.1404+0.528 * 0.8389+0.404 * 1.0358+0.892 * 1.0873+0.115 * 0.909
-0.172 * SGAI+4.679 * TATA-0.327 * LVGI
-0.172 * 1.3326+4.679 * -0.051228-0.327 * 0.946
=-2.63

* 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 (Dec23) TTM:Last Year (Dec22) TTM:
Total Receivables was $8.0 Mil.
Revenue was 125.749 + 120.768 + 126.623 + 118.27 = $491.4 Mil.
Gross Profit was 47.779 + 39.473 + 40.771 + 35.838 = $163.9 Mil.
Total Current Assets was $53.1 Mil.
Total Assets was $252.5 Mil.
Property, Plant and Equipment(Net PPE) was $189.5 Mil.
Depreciation, Depletion and Amortization(DDA) was $12.1 Mil.
Selling, General, & Admin. Expense(SGA) was $56.0 Mil.
Total Current Liabilities was $71.1 Mil.
Long-Term Debt & Capital Lease Obligation was $161.2 Mil.
Net Income was 2.736 + 1.495 + 2.216 + -1.327 = $5.1 Mil.
Non Operating Income was 2.038 + -0.568 + -0.672 + -2.233 = $-1.4 Mil.
Cash Flow from Operations was 4.987 + 2.479 + 12.679 + -0.657 = $19.5 Mil.
Total Receivables was $6.4 Mil.
Revenue was 120.15 + 117.649 + 115.952 + 98.221 = $452.0 Mil.
Gross Profit was 36.295 + 33.13 + 33.196 + 23.815 = $126.4 Mil.
Total Current Assets was $30.5 Mil.
Total Assets was $245.2 Mil.
Property, Plant and Equipment(Net PPE) was $205.4 Mil.
Depreciation, Depletion and Amortization(DDA) was $11.9 Mil.
Selling, General, & Admin. Expense(SGA) was $38.7 Mil.
Total Current Liabilities was $68.9 Mil.
Long-Term Debt & Capital Lease Obligation was $169.5 Mil.




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)
=(7.96 / 491.41) / (6.42 / 451.972)
=0.016198 / 0.014204
=1.1404

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)
=(126.436 / 451.972) / (163.861 / 491.41)
=0.279743 / 0.333451
=0.8389

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 - (53.092 + 189.477) / 252.46) / (1 - (30.53 + 205.368) / 245.171)
=0.039178 / 0.037823
=1.0358

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
=491.41 / 451.972
=1.0873

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))
=(11.89 / (11.89 + 205.368)) / (12.138 / (12.138 + 189.477))
=0.054728 / 0.060204
=0.909

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)
=(56.043 / 491.41) / (38.681 / 451.972)
=0.114045 / 0.085583
=1.3326

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)
=((161.218 + 71.078) / 252.46) / ((169.518 + 68.939) / 245.171)
=0.92013 / 0.972615
=0.946

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
=(5.12 - -1.435 - 19.488) / 252.46
=-0.051228

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.

Potbelly has a M-score of -2.63 suggests that the company is unlikely to be a manipulator.


Potbelly Beneish M-Score Related Terms

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Potbelly (Potbelly) Business Description

Traded in Other Exchanges
Address
111 North Canal Street, Suite 325, Chicago, IL, USA, 60606
Potbelly Corp owns and franchises hundreds of limited-service restaurants specializing in sandwiches and salads, shakes. The menu includes toasty sandwiches, signature salads, soups, chili, sides, desserts, and, in breakfast locations it serves breakfast sandwiches and steel-cut oatmeal. Most of its locations are company-owned and located in the United States, with Illinois and Texas housing far more locations than any other state. The company has franchise partners in a number of countries. Excluding the United States, most of Potbelly's franchises are in the Middle East.
Executives
Robert D. Wright officer: President and CEO 111 N. CANAL STREET, SUITE 850, CHICAGO IL 60606
Steven Cirulis officer: SVP, Chief Financial Officer 111 N. CANAL ST., SUITE 850, CHICAGO IL 60606
Karen Lynette Mckee officer: SVP, Franchising C/O POTBELLY CORPORATION, 111 N. CANAL STREET, SUITE 325, CHICAGO IL 60606
Jeffrey Douglas officer: SVP, Chief Information Officer 111 N. CANAL STREET, SUITE 850, CHICAGO IL 60606
David Near director 111 N CANAL ST, SUITE 850, CHICAGO IL 60601
Adiya Dixon officer: SVP, CLO and Secretary 111 N CANAL, SUITE 850, CHICAGO IL 60606
Patrick James Walsh officer: Chief People Officer 410 N. MICHIGAN AVENUE, SUITE 400, CHICAGO IL 60611
Adam Noyes officer: SVP, Chief Operations Officer 111 N CANAL ST, SUITE 850, CHICAGO IL 60601
David T. Pearson director C/O VONAGE HOLDINGS CORP, 23 MAIN STREET, HOLMDEL NJ 07733
Jill Sutton director 313 IRON HORSE WAY, PROVIDENCE RI 02908
David Scott Daniels officer: CHIEF MARKETING OFFICER C/O POTBELLY CORPORATION, 111 N. CANAL STREET, SUITE 325, CHICAGO IL 60606
Larry Strain officer: CHIEF DEVELOPMENT OFFICER C/O POTBELLY CORPORATION, 111 N. CANAL STREET, SUITE 325, CHICAGO IL 60606
Todd Whitney Smith director 300 JOHNNY BENCH DRIVE, OKLAHOMA CITY OK 73104
Adrian M Butler director 111 NORTH CANAL STREET, SUITE 850, CHICAGO IL 60606
Joseph Boehm director 111 NORTH CANAL, SUITE 850, CHICAGO IL 60606