Market Cap : 12.3 B | Enterprise Value : 18.66 B | PE Ratio : 16.83 | PB Ratio : 0.92 |
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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.
Good Sign:
Beneish M-Score -2.47 no higher than -1.78, which implies that the company is unlikely to be a manipulator.
The historical rank and industry rank for Molson Coors Beverage Co's Beneish M-Score or its related term are showing as below:
During the past 13 years, the highest Beneish M-Score of Molson Coors Beverage Co was 1.28. The lowest was -3.73. And the median was -2.68.
The historical data trend for Molson Coors Beverage 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.
For the Beverages - Brewers subindustry, Molson Coors Beverage 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.
For the Beverages - Alcoholic industry and Consumer Defensive sector, Molson Coors Beverage Co's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Molson Coors Beverage Co'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 Molson Coors Beverage 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 * 0.9388 | + | 0.528 * 1.155 | + | 0.404 * 1.0214 | + | 0.892 * 1.0701 | + | 0.115 * 1.1184 | |
- | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI | |||||||
- | 0.172 * 1.0112 | + | 4.679 * -0.0273 | - | 0.327 * 0.9047 | |||||||
= | -2.47 |
* 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 (Jun22) TTM: | Last Year (Jun21) TTM: |
Total Receivables was $1,092 Mil. Revenue was 2921.7 + 2214.6 + 2619.2 + 2822.7 = $10,578 Mil. Gross Profit was 820 + 927.8 + 857.3 + 1193.6 = $3,799 Mil. Total Current Assets was $2,872 Mil. Total Assets was $27,388 Mil. Property, Plant and Equipment(Net PPE) was $4,170 Mil. Depreciation, Depletion and Amortization(DDA) was $728 Mil. Selling, General, & Admin. Expense(SGA) was $2,713 Mil. Total Current Liabilities was $3,514 Mil. Long-Term Debt & Capital Lease Obligation was $6,558 Mil. Net Income was 47.3 + 151.5 + 80 + 453 = $732 Mil. Non Operating Income was 9.1 + -15.1 + -20.9 + 15.1 = $-12 Mil. Cash Flow from Operations was 786.1 + -119.3 + 305.8 + 519.2 = $1,492 Mil. |
Total Receivables was $1,087 Mil. Revenue was 2939.4 + 1898.4 + 2294.3 + 2753.5 = $9,886 Mil. Gross Profit was 1271.5 + 731 + 895.2 + 1202.5 = $4,100 Mil. Total Current Assets was $3,602 Mil. Total Assets was $28,520 Mil. Property, Plant and Equipment(Net PPE) was $4,174 Mil. Depreciation, Depletion and Amortization(DDA) was $832 Mil. Selling, General, & Admin. Expense(SGA) was $2,507 Mil. Total Current Liabilities was $4,892 Mil. Long-Term Debt & Capital Lease Obligation was $6,702 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) |
= | (1091.7 / 10578.2) | / | (1086.7 / 9885.6) | |
= | 0.10320281 | / | 0.10992757 | |
= | 0.9388 |
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) | |
= | (4100.2 / 9885.6) | / | (3798.7 / 10578.2) | |
= | 0.41476491 | / | 0.35910646 | |
= | 1.155 |
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 - (2871.9 + 4169.7) / 27387.9) | / | (1 - (3602.1 + 4173.8) / 28519.9) | |
= | 0.74289376 | / | 0.72735178 | |
= | 1.0214 |
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 | |
= | 10578.2 | / | 9885.6 | |
= | 1.0701 |
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)) |
= | (831.7 / (831.7 + 4173.8)) | / | (727.6 / (727.6 + 4169.7)) | |
= | 0.16615723 | / | 0.14857166 | |
= | 1.1184 |
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) |
= | (2713.2 / 10578.2) | / | (2507.4 / 9885.6) | |
= | 0.25648976 | / | 0.25364166 | |
= | 1.0112 |
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) |
= | ((6557.8 + 3514.3) / 27387.9) | / | ((6701.9 + 4891.9) / 28519.9) | |
= | 0.36775729 | / | 0.40651615 | |
= | 0.9047 |
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 | |
= | (731.8 - -11.8 | - | 1491.8) | / | 27387.9 | |
= | -0.0273 |
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.
Molson Coors Beverage Co has a M-score of -2.47 suggests that the company is unlikely to be a manipulator.
Thank you for viewing the detailed overview of Molson Coors Beverage Co's Beneish M-Score provided by GuruFocus.com. Please click on the following links to see related term pages.
Williams Leroy James Jr | director | 10 LONGS PEAK DRIVE BROOMFIELD CO 80021-2510 |
D'angelo Anne-marie W | officer: Chief Legal & Govt Affairs Off | 801 E. 86TH AVENUE MERRILLVILLE IN 46410 |
Brown Julia M | director | C/O ABLE BRANDS CO. 30 HUDSON YARDS NEW YORK NY 10001 |
Stelter Roxanne | officer: VP,Controller & Chf Acct Off | 3939 W HIGHLAND BLVD MILWAUKEE WI 53208 |
Winnefeld James A Jr | director | 870 WINTER STREET WALTHAM MA 02451 |
Coors David S. | director | P.O. BOX 4030 NH353 GOLDEN CO 80401 |
O'sullivan Nessa | director | P.O. BOX 4030 NH353 GOLDEN CO 80401 |
Marino Peter John | officer: President of Emerging Growth | 250 SOUTH WACKER DRIVE CHICAGO IL 60606 |
St. Jacques Michelle | officer: Chief Marketing Officer | 250 SOUTH WACKER DRIVE CHICAGO IL 60606 |
Reichert E. Lee | officer: Chief Legal & Corp Affairs Off | 1801 CALIFORNIA STREET, SUITE 4600 DENVER CO 80202 |
Yeskov Sergey | officer: Pres&CEO, Molson Coors Int'l | 1801 CALIFORNIA STREET, SUITE 4600 DENVER CO 80202 |
Joubert Tracey | officer: Chief Financial Officer | 1801 CALIFORNIA STREET, SUITE 4600 DENVER CO 80202 |
Landtmeters Frederic | officer: Pres&CEO, Molson Coors Canada | 1801 CALIFORNIA STREET, SUITE 4600 DENVER CO 80202 |
Nettles Michelle | officer: Chief People&Diversity Off | MANPOWERGROUP INC. 100 MANPOWER PLACE MILWAUKEE WI 53212 |
Devita Betty K | director | 1801 CALIFORNIA STREET, SUITE 4600 DENVER CO 80202 |
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