Warehouse Group (The) Beneish M-Score Historical Data
The historical data trend for Warehouse Group (The)'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.
Warehouse Group (The) Beneish M-Score Chart
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Warehouse Group (The) Annual Data
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| Beneish M-Score |
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-2.88 |
-3.66 |
-2.64 |
-2.71 |
-3.09 |
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Warehouse Group (The) Semi-Annual Data
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-2.71 |
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-3.09 |
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Competitive Comparison of Warehouse Group (The)'s Beneish M-Score
For the Department Stores subindustry, Warehouse Group (The)'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.
Warehouse Group (The)'s Beneish M-Score Distribution in the Retail - Cyclical Industry
For the Retail - Cyclical industry and Consumer Cyclical sector, Warehouse Group (The)'s Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Warehouse Group (The)'s Beneish M-Score falls into.
Warehouse Group (The) 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 Warehouse Group (The) 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 * 0.7327 | + | 0.528 * 1.0569 | + | 0.404 * 1.1374 | + | 0.892 * 1.0318 | + | 0.115 * 0.9001 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.9675 | + | 4.679 * -0.100339 | - | 0.327 * 0.9964 |
| = | -3.09 |
* 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 (Jul23) TTM: | Last Year (Jul22) TTM: |
Total Receivables was NZ$41 Mil.
Revenue was NZ$3,399 Mil.
Gross Profit was NZ$1,137 Mil.
Total Current Assets was NZ$608 Mil.
Total Assets was NZ$1,769 Mil.
Property, Plant and Equipment(Net PPE) was NZ$883 Mil.
Depreciation, Depletion and Amortization(DDA) was NZ$163 Mil.
Selling, General, & Admin. Expense(SGA) was NZ$574 Mil.
Total Current Liabilities was NZ$639 Mil.
Long-Term Debt & Capital Lease Obligation was NZ$704 Mil.
Net Income was NZ$30 Mil.
Gross Profit was NZ$-7 Mil.
Cash Flow from Operations was NZ$214 Mil.
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Total Receivables was NZ$54 Mil.
Revenue was NZ$3,294 Mil.
Gross Profit was NZ$1,164 Mil.
Total Current Assets was NZ$706 Mil.
Total Assets was NZ$1,860 Mil.
Property, Plant and Equipment(Net PPE) was NZ$898 Mil.
Depreciation, Depletion and Amortization(DDA) was NZ$146 Mil.
Selling, General, & Admin. Expense(SGA) was NZ$575 Mil.
Total Current Liabilities was NZ$693 Mil.
Long-Term Debt & Capital Lease Obligation was NZ$725 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) |
| = | (40.519 / 3399.112) | / | (53.597 / 3294.332) |
| = | 0.01192 | / | 0.016269 |
| | = | 0.7327 |
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) |
| = | (1164.382 / 3294.332) | / | (1136.724 / 3399.112) |
| = | 0.35345 | / | 0.334418 |
| | = | 1.0569 |
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 - (608.158 + 883.314) / 1768.934) | / | (1 - (706.161 + 897.633) / 1860.349) |
| = | 0.156853 | / | 0.137907 |
| | = | 1.1374 |
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 |
| = | 3399.112 | / | 3294.332 |
| | = | 1.0318 |
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)) |
| = | (146.122 / (146.122 + 897.633)) | / | (162.696 / (162.696 + 883.314)) |
| = | 0.139996 | / | 0.15554 |
| | = | 0.9001 |
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) |
| = | (574.352 / 3399.112) | / | (575.361 / 3294.332) |
| = | 0.168971 | / | 0.174652 |
| | = | 0.9675 |
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) |
| = | ((704.162 + 639.347) / 1768.934) | / | ((724.991 + 693.094) / 1860.349) |
| = | 0.759502 | / | 0.762268 |
| | = | 0.9964 |
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 |
| = | (29.81 - -6.88 | - | 214.183) | / | 1768.934 |
| | = | -0.100339 |
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.
Warehouse Group (The) has a M-score of -3.09 suggests that the company is unlikely to be a manipulator.
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