Miramar Hotel & Investment Co Beneish M-Score Historical Data
The historical data trend for Miramar Hotel & Investment Co'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.
Miramar Hotel & Investment Co Beneish M-Score Chart
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Miramar Hotel & Investment Co Annual Data
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Dec15 |
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Dec24 |
| Beneish M-Score |
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-2.09 |
-2.57 |
-2.15 |
-1.77 |
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Miramar Hotel & Investment Co Semi-Annual Data
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Dec24 |
| Beneish M-Score |
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-2.15 |
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-1.77 |
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Competitive Comparison of Miramar Hotel & Investment Co's Beneish M-Score
For the Real Estate Services subindustry, Miramar Hotel & Investment Co'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.
Miramar Hotel & Investment Co's Beneish M-Score Distribution in the Real Estate Industry
For the Real Estate industry and Real Estate sector, Miramar Hotel & Investment Co's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Miramar Hotel & Investment Co's Beneish M-Score falls into.
Miramar Hotel & Investment Co 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 Miramar Hotel & Investment Co 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 * 0.712 | + | 0.528 * 1.2978 | + | 0.404 * 0.9951 | + | 0.892 * 1.8467 | + | 0.115 * 0.8897 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.7239 | + | 4.679 * 0.014812 | - | 0.327 * 1.1088 |
| = | -1.77 |
* 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 HK$282 Mil.
Revenue was HK$2,553 Mil.
Gross Profit was HK$966 Mil.
Total Current Assets was HK$6,062 Mil.
Total Assets was HK$21,971 Mil.
Property, Plant and Equipment(Net PPE) was HK$244 Mil.
Depreciation, Depletion and Amortization(DDA) was HK$67 Mil.
Selling, General, & Admin. Expense(SGA) was HK$56 Mil.
Total Current Liabilities was HK$742 Mil.
Long-Term Debt & Capital Lease Obligation was HK$41 Mil.
Net Income was HK$977 Mil.
Gross Profit was HK$0 Mil.
Cash Flow from Operations was HK$652 Mil.
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Total Receivables was HK$215 Mil.
Revenue was HK$1,382 Mil.
Gross Profit was HK$679 Mil.
Total Current Assets was HK$5,780 Mil.
Total Assets was HK$21,245 Mil.
Property, Plant and Equipment(Net PPE) was HK$243 Mil.
Depreciation, Depletion and Amortization(DDA) was HK$58 Mil.
Selling, General, & Admin. Expense(SGA) was HK$42 Mil.
Total Current Liabilities was HK$625 Mil.
Long-Term Debt & Capital Lease Obligation was HK$57 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) |
| = | (282.384 / 2552.594) | / | (214.747 / 1382.231) |
| = | 0.110626 | / | 0.155363 |
| | = | 0.712 |
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) |
| = | (679.198 / 1382.231) | / | (966.481 / 2552.594) |
| = | 0.491378 | / | 0.378627 |
| | = | 1.2978 |
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 - (6061.96 + 244.134) / 21971.103) | / | (1 - (5780.229 + 243.053) / 21245.01) |
| = | 0.712982 | / | 0.716485 |
| | = | 0.9951 |
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 |
| = | 2552.594 | / | 1382.231 |
| | = | 1.8467 |
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)) |
| = | (57.783 / (57.783 + 243.053)) | / | (67.212 / (67.212 + 244.134)) |
| = | 0.192075 | / | 0.215876 |
| | = | 0.8897 |
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) |
| = | (55.89 / 2552.594) | / | (41.809 / 1382.231) |
| = | 0.021895 | / | 0.030247 |
| | = | 0.7239 |
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) |
| = | ((40.675 + 741.945) / 21971.103) | / | ((57.055 + 625.412) / 21245.01) |
| = | 0.03562 | / | 0.032124 |
| | = | 1.1088 |
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 |
| = | (977.136 - 0 | - | 651.709) | / | 21971.103 |
| | = | 0.014812 |
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.
Miramar Hotel & Investment Co has a M-score of -1.77 signals that the company is likely to be a manipulator.
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