Crawford Beneish M-Score Historical Data
The historical data trend for Crawford'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.
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Crawford Annual Data
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Trend |
Dec14 |
Dec15 |
Dec16 |
Dec17 |
Dec18 |
Dec19 |
Dec20 |
Dec21 |
Dec22 |
Dec23 |
| Beneish M-Score |
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-2.61 |
-2.82 |
-2.48 |
-2.53 |
-2.99 |
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Crawford Quarterly Data
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Mar19 |
Jun19 |
Sep19 |
Dec19 |
Mar20 |
Jun20 |
Sep20 |
Dec20 |
Mar21 |
Jun21 |
Sep21 |
Dec21 |
Mar22 |
Jun22 |
Sep22 |
Dec22 |
Mar23 |
Jun23 |
Sep23 |
Dec23 |
| Beneish M-Score |
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-2.53 |
-2.51 |
-2.66 |
-3.02 |
-2.99 |
Competitive Comparison
For the Insurance Brokers subindustry, Crawford'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.
Crawford Beneish M-Score Distribution
For the Insurance industry and Financial Services sector, Crawford's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Crawford's Beneish M-Score falls into.
Crawford 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 Crawford 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 * 0.8549 | + | 0.528 * 0.9126 | + | 0.404 * 0.9885 | + | 0.892 * 1.0696 | + | 0.115 * 0.9448 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1.0474 | + | 4.679 * -0.081341 | - | 0.327 * 0.983 |
| = | -2.99 |
* 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 $253 Mil.
Revenue was 320.925 + 337.66 + 333.738 + 324.596 = $1,317 Mil.
Gross Profit was 90.899 + 95.625 + 86.634 + 85.914 = $359 Mil.
Total Current Assets was $369 Mil.
Total Assets was $799 Mil.
Property, Plant and Equipment(Net PPE) was $111 Mil.
Depreciation, Depletion and Amortization(DDA) was $36 Mil.
Selling, General, & Admin. Expense(SGA) was $287 Mil.
Total Current Liabilities was $299 Mil.
Long-Term Debt & Capital Lease Obligation was $272 Mil.
Net Income was -0.818 + 12.319 + 8.427 + 10.681 = $31 Mil.
Non Operating Income was -1.642 + -2.194 + -2.192 + -2.145 = $-8 Mil.
Cash Flow from Operations was 35.713 + 40.908 + 27.614 + -0.445 = $104 Mil.
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Total Receivables was $276 Mil.
Revenue was 333.368 + 306.417 + 303.651 + 287.789 = $1,231 Mil.
Gross Profit was 84.008 + 73.691 + 75.211 + 73.444 = $306 Mil.
Total Current Assets was $351 Mil.
Total Assets was $792 Mil.
Property, Plant and Equipment(Net PPE) was $121 Mil.
Depreciation, Depletion and Amortization(DDA) was $36 Mil.
Selling, General, & Admin. Expense(SGA) was $256 Mil.
Total Current Liabilities was $279 Mil.
Long-Term Debt & Capital Lease Obligation was $296 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) |
| = | (252.815 / 1316.919) | / | (276.478 / 1231.225) |
| = | 0.191975 | / | 0.224555 |
| | = | 0.8549 |
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) |
| = | (306.354 / 1231.225) | / | (359.072 / 1316.919) |
| = | 0.24882 | / | 0.272661 |
| | = | 0.9126 |
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 - (369.346 + 111.357) / 799.199) | / | (1 - (351.267 + 121.143) / 791.507) |
| = | 0.398519 | / | 0.403151 |
| | = | 0.9885 |
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 |
| = | 1316.919 | / | 1231.225 |
| | = | 1.0696 |
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)) |
| = | (36.098 / (36.098 + 121.143)) | / | (35.742 / (35.742 + 111.357)) |
| = | 0.229571 | / | 0.242979 |
| | = | 0.9448 |
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) |
| = | (286.506 / 1316.919) | / | (255.749 / 1231.225) |
| = | 0.217558 | / | 0.207719 |
| | = | 1.0474 |
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) |
| = | ((272.364 + 299.292) / 799.199) | / | ((296.438 + 279.487) / 791.507) |
| = | 0.715286 | / | 0.727631 |
| | = | 0.983 |
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 |
| = | (30.609 - -8.173 | - | 103.79) | / | 799.199 |
| | = | -0.081341 |
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.
Crawford has a M-score of -2.99 suggests that the company is unlikely to be a manipulator.
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