Creative Newtech Beneish M-Score Historical Data
The historical data trend for Creative Newtech'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.
Creative Newtech Beneish M-Score Chart
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Creative Newtech Annual Data
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| Beneish M-Score |
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-2.80 |
-1.91 |
-1.36 |
-1.28 |
-1.06 |
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Creative Newtech Quarterly Data
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| Beneish M-Score |
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-1.06 |
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Competitive Comparison of Creative Newtech's Beneish M-Score
For the Electronics & Computer Distribution subindustry, Creative Newtech'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.
Creative Newtech's Beneish M-Score Distribution in the Hardware Industry
For the Hardware industry and Technology sector, Creative Newtech's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Creative Newtech's Beneish M-Score falls into.
Creative Newtech 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 Creative Newtech 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 * 1.2993 | + | 0.528 * 0.9814 | + | 0.404 * 0.6505 | + | 0.892 * 1.2354 | + | 0.115 * 1.0761 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.7687 | + | 4.679 * 0.199897 | - | 0.327 * 0.6748 |
| = | -1.06 |
* 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 (Mar24) TTM: | Last Year (Mar23) TTM: |
Total Receivables was ₹1,491 Mil.
Revenue was ₹17,206 Mil.
Gross Profit was ₹1,165 Mil.
Total Current Assets was ₹3,522 Mil.
Total Assets was ₹3,614 Mil.
Property, Plant and Equipment(Net PPE) was ₹88 Mil.
Depreciation, Depletion and Amortization(DDA) was ₹13 Mil.
Selling, General, & Admin. Expense(SGA) was ₹195 Mil.
Total Current Liabilities was ₹1,290 Mil.
Long-Term Debt & Capital Lease Obligation was ₹73 Mil.
Net Income was ₹441 Mil.
Gross Profit was ₹0 Mil.
Cash Flow from Operations was ₹-282 Mil.
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Total Receivables was ₹929 Mil.
Revenue was ₹13,928 Mil.
Gross Profit was ₹926 Mil.
Total Current Assets was ₹2,780 Mil.
Total Assets was ₹2,880 Mil.
Property, Plant and Equipment(Net PPE) was ₹96 Mil.
Depreciation, Depletion and Amortization(DDA) was ₹16 Mil.
Selling, General, & Admin. Expense(SGA) was ₹206 Mil.
Total Current Liabilities was ₹1,518 Mil.
Long-Term Debt & Capital Lease Obligation was ₹91 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) |
| = | (1490.937 / 17206.235) | / | (928.806 / 13927.586) |
| = | 0.086651 | / | 0.066688 |
| | = | 1.2993 |
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) |
| = | (925.563 / 13927.586) | / | (1165.145 / 17206.235) |
| = | 0.066455 | / | 0.067716 |
| | = | 0.9814 |
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 - (3522.224 + 88.332) / 3613.765) | / | (1 - (2780.098 + 95.731) / 2879.76) |
| = | 0.000888 | / | 0.001365 |
| | = | 0.6505 |
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 |
| = | 17206.235 | / | 13927.586 |
| | = | 1.2354 |
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)) |
| = | (15.659 / (15.659 + 95.731)) | / | (13.274 / (13.274 + 88.332)) |
| = | 0.140578 | / | 0.130642 |
| | = | 1.0761 |
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) |
| = | (195.485 / 17206.235) | / | (205.856 / 13927.586) |
| = | 0.011361 | / | 0.01478 |
| | = | 0.7687 |
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) |
| = | ((72.832 + 1289.858) / 3613.765) | / | ((91.31 + 1517.812) / 2879.76) |
| = | 0.377083 | / | 0.558769 |
| | = | 0.6748 |
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 |
| = | (440.618 - 0 | - | -281.763) | / | 3613.765 |
| | = | 0.199897 |
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.
Creative Newtech has a M-score of -1.06 signals that the company is likely to be a manipulator.
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