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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.
Warning Sign:
Beneish M-Score -1.69 higher than -1.78, which implies that the company might have manipulated its financial results.
The historical rank and industry rank for Green Brick Partners's Beneish M-Score or its related term are showing as below:
During the past 13 years, the highest Beneish M-Score of Green Brick Partners was -0.61. The lowest was -2.82. And the median was -1.90.
The historical data trend for Green Brick Partners'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.
Green Brick Partners Annual Data | |||||||||||||||||||||
Trend | Dec15 | Dec16 | Dec17 | Dec18 | Dec19 | Dec20 | Dec21 | Dec22 | Dec23 | Dec24 | |||||||||||
Beneish M-Score | Get a 7-Day Free Trial |
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-2.07 | -1.42 | -2.18 | -1.44 | -1.69 |
Green Brick Partners Quarterly Data | ||||||||||||||||||||
Mar20 | Jun20 | Sep20 | Dec20 | Mar21 | Jun21 | Sep21 | Dec21 | Mar22 | Jun22 | Sep22 | Dec22 | Mar23 | Jun23 | Sep23 | Dec23 | Mar24 | Jun24 | Sep24 | Dec24 | |
Beneish M-Score | Get a 7-Day Free Trial |
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-1.44 | -2.08 | -0.93 | -1.31 | -1.69 |
For the Residential Construction subindustry, Green Brick Partners'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.
For the Homebuilding & Construction industry and Consumer Cyclical sector, Green Brick Partners's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Green Brick Partners's Beneish M-Score falls into.
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 Green Brick Partners 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 * 1.1038 | + | 0.528 * 0.92 | + | 0.404 * 0.7275 | + | 0.892 * 1.1807 | + | 0.115 * 0.7599 | |
- | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI | |||||||
- | 0.172 * 0.9944 | + | 4.679 * 0.142554 | - | 0.327 * 0.8506 | |||||||
= | -1.69 |
* 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 (Dec24) TTM: | Last Year (Dec23) TTM: |
Total Receivables was $14 Mil. Revenue was 567.314 + 523.66 + 560.631 + 447.338 = $2,099 Mil. Gross Profit was 194.035 + 171.563 + 189.666 + 148.257 = $704 Mil. Total Current Assets was $2,111 Mil. Total Assets was $2,250 Mil. Property, Plant and Equipment(Net PPE) was $14 Mil. Depreciation, Depletion and Amortization(DDA) was $5 Mil. Selling, General, & Admin. Expense(SGA) was $227 Mil. Total Current Liabilities was $230 Mil. Long-Term Debt & Capital Lease Obligation was $322 Mil. Net Income was 103.813 + 89.111 + 105.358 + 83.301 = $382 Mil. Non Operating Income was 4.713 + 5.153 + 7.113 + 17.946 = $35 Mil. Cash Flow from Operations was 28.934 + -6.201 + 2.162 + 1.017 = $26 Mil. |
Total Receivables was $11 Mil. Revenue was 450.382 + 418.978 + 456.289 + 452.061 = $1,778 Mil. Gross Profit was 141.628 + 139.013 + 142.935 + 124.606 = $548 Mil. Total Current Assets was $1,743 Mil. Total Assets was $1,903 Mil. Property, Plant and Equipment(Net PPE) was $14 Mil. Depreciation, Depletion and Amortization(DDA) was $4 Mil. Selling, General, & Admin. Expense(SGA) was $193 Mil. Total Current Liabilities was $192 Mil. Long-Term Debt & Capital Lease Obligation was $357 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) |
= | (13.858 / 2098.943) | / | (10.632 / 1777.71) | |
= | 0.006602 | / | 0.005981 | |
= | 1.1038 |
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) | |
= | (548.182 / 1777.71) | / | (703.521 / 2098.943) | |
= | 0.308364 | / | 0.335179 | |
= | 0.92 |
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 - (2111.286 + 13.793) / 2249.994) | / | (1 - (1743.314 + 14.309) / 1902.832) | |
= | 0.055518 | / | 0.076312 | |
= | 0.7275 |
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 | |
= | 2098.943 | / | 1777.71 | |
= | 1.1807 |
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)) |
= | (3.545 / (3.545 + 14.309)) | / | (4.879 / (4.879 + 13.793)) | |
= | 0.198555 | / | 0.2613 | |
= | 0.7599 |
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) |
= | (226.566 / 2098.943) | / | (192.977 / 1777.71) | |
= | 0.107943 | / | 0.108554 | |
= | 0.9944 |
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) |
= | ((322.304 + 229.527) / 2249.994) | / | ((357.086 + 191.598) / 1902.832) | |
= | 0.245259 | / | 0.288351 | |
= | 0.8506 |
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 | |
= | (381.583 - 34.925 | - | 25.912) | / | 2249.994 | |
= | 0.142554 |
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.
Green Brick Partners has a M-score of -1.69 signals that the company is likely to be a manipulator.
Thank you for viewing the detailed overview of Green Brick Partners's Beneish M-Score provided by GuruFocus.com. Please click on the following links to see related term pages.
Richard S Press | director | 101 BOGLE STREET, WESTON MA 02493 |
David Einhorn | director, 10 percent owner | 140 EAST 45TH STREET, 24TH FLOOR, NEW YORK NY 10017 |
James R. Brickman | director, officer: Chief Executive Officer | 3131 HARVARD AVENUE, SUTE 103, DALLAS TX 75205 |
Kathleen Olsen | director | 4 BROOKSIDE DRIVE, PORT WASHINGTON NY 11050 |
Richard Arthur Costello | officer: Chief Financial Officer | 2805 DALLAS PARKWAY, SUITE 400, PLANO TX 75093 |
Jed Dolson | officer: See Remarks | 3131 HARVARD AVENUE, SUTE 103, DALLAS TX 75205 |
Dme Capital Management, Lp | director, 10 percent owner | 140 EAST 45TH STREET, 24TH FLOOR, NEW YORK NY 10017 |
Dme Advisors Gp, L.l.c. | director, 10 percent owner | 140 EAST 45TH STREET, 24TH FLOOR, NEW YORK NY 10017 |
Dme Advisors, Lp | director, 10 percent owner | 140 EAST 45TH STREET, 24TH FLOOR, NEW YORK NY 10017 |
Greenlight Capital Inc | director, 10 percent owner | 140 EAST 45TH STREET, 24TH FLOOR, NEW YORK NY 10017 |
Elizabeth Blake | director | BIOFUEL ENERGY CORP., 1600 BROADWAY SUITE 2200, DENVER CO 80202 |
Harry Brandler | director | 2 GRAND CENTRAL TOWER, 140 EAST 45TH STREET, 24TH FLOOR, NEW YORK NY 10017 |
Neal J Suit | officer: General Counsel & EVP | C/O LEGACY HOUSING CORPORATION, 1600 AIRPORT FREEWAY, #100, BEDFORD TX 76022 |
Lila A Murphy | director | 2000 S. COLORADO BLVD., SUITE 10200, DENVER CO 80222 |
John R Farris | director | P.O. BOX 309, FRANKFORT KY 40602-0309 |
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