Country Club Hospitality & Holidays Beneish M-Score Historical Data
The historical data trend for Country Club Hospitality & Holidays'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.
Country Club Hospitality & Holidays Beneish M-Score Chart
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Country Club Hospitality & Holidays Annual Data
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| Beneish M-Score |
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-2.71 |
-2.04 |
-1.35 |
-3.09 |
-2.11 |
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Country Club Hospitality & Holidays Quarterly Data
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| Beneish M-Score |
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Competitive Comparison of Country Club Hospitality & Holidays's Beneish M-Score
For the Lodging subindustry, Country Club Hospitality & Holidays'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.
Country Club Hospitality & Holidays's Beneish M-Score Distribution in the Travel & Leisure Industry
For the Travel & Leisure industry and Consumer Cyclical sector, Country Club Hospitality & Holidays's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Country Club Hospitality & Holidays's Beneish M-Score falls into.
Country Club Hospitality & Holidays 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 Country Club Hospitality & Holidays 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 * 0.5354 | + | 0.528 * 0.9398 | + | 0.404 * 1.0826 | + | 0.892 * 1.1287 | + | 0.115 * 1.1186 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.8623 | + | 4.679 * 0.117855 | - | 0.327 * 0.7292 |
| = | -2.11 |
* 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 (Mar23) TTM: | Last Year (Mar22) TTM: |
Total Receivables was ₹196.2 Mil.
Revenue was ₹641.6 Mil.
Gross Profit was ₹339.9 Mil.
Total Current Assets was ₹453.7 Mil.
Total Assets was ₹6,616.1 Mil.
Property, Plant and Equipment(Net PPE) was ₹5,288.9 Mil.
Depreciation, Depletion and Amortization(DDA) was ₹128.2 Mil.
Selling, General, & Admin. Expense(SGA) was ₹429.4 Mil.
Total Current Liabilities was ₹1,423.8 Mil.
Long-Term Debt & Capital Lease Obligation was ₹531.0 Mil.
Net Income was ₹126.4 Mil.
Gross Profit was ₹0.0 Mil.
Cash Flow from Operations was ₹-653.4 Mil.
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Total Receivables was ₹324.6 Mil.
Revenue was ₹568.4 Mil.
Gross Profit was ₹283.0 Mil.
Total Current Assets was ₹733.6 Mil.
Total Assets was ₹7,899.1 Mil.
Property, Plant and Equipment(Net PPE) was ₹6,202.2 Mil.
Depreciation, Depletion and Amortization(DDA) was ₹168.6 Mil.
Selling, General, & Admin. Expense(SGA) was ₹441.1 Mil.
Total Current Liabilities was ₹2,294.0 Mil.
Long-Term Debt & Capital Lease Obligation was ₹906.6 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) |
| = | (196.151 / 641.628) | / | (324.576 / 568.443) |
| = | 0.305708 | / | 0.570991 |
| | = | 0.5354 |
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) |
| = | (282.952 / 568.443) | / | (339.854 / 641.628) |
| = | 0.497767 | / | 0.529675 |
| | = | 0.9398 |
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 - (453.681 + 5288.913) / 6616.105) | / | (1 - (733.563 + 6202.227) / 7899.143) |
| = | 0.132028 | / | 0.121957 |
| | = | 1.0826 |
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 |
| = | 641.628 | / | 568.443 |
| | = | 1.1287 |
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)) |
| = | (168.641 / (168.641 + 6202.227)) | / | (128.188 / (128.188 + 5288.913)) |
| = | 0.026471 | / | 0.023664 |
| | = | 1.1186 |
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) |
| = | (429.383 / 641.628) | / | (441.14 / 568.443) |
| = | 0.669209 | / | 0.77605 |
| | = | 0.8623 |
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) |
| = | ((530.967 + 1423.804) / 6616.105) | / | ((906.616 + 2294.042) / 7899.143) |
| = | 0.295456 | / | 0.405191 |
| | = | 0.7292 |
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 |
| = | (126.387 - 0 | - | -653.356) | / | 6616.105 |
| | = | 0.117855 |
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.
Country Club Hospitality & Holidays has a M-score of -2.11 suggests that the company is unlikely to be a manipulator.
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