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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 -2.9 no higher than -1.78, which implies that the company is unlikely to be a manipulator.
The historical rank and industry rank for Xenia Hotels & Resorts's Beneish M-Score or its related term are showing as below:
During the past 12 years, the highest Beneish M-Score of Xenia Hotels & Resorts was 3.33. The lowest was -6.08. And the median was -2.67.
The historical data trend for Xenia Hotels & Resorts'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.
Xenia Hotels & Resorts Annual Data | |||||||||||||||||||||
Trend | Dec14 | Dec15 | Dec16 | Dec17 | Dec18 | Dec19 | Dec20 | Dec21 | Dec22 | Dec23 | |||||||||||
Beneish M-Score | Get a 7-Day Free Trial | -2.66 | -6.08 | -2.04 | -2.39 | -2.87 |
Xenia Hotels & Resorts Quarterly Data | ||||||||||||||||||||
Dec19 | Mar20 | Jun20 | Sep20 | Dec20 | Mar21 | Jun21 | Sep21 | Dec21 | Mar22 | Jun22 | Sep22 | Dec22 | Mar23 | Jun23 | Sep23 | Dec23 | Mar24 | Jun24 | Sep24 | |
Beneish M-Score | Get a 7-Day Free Trial | -2.67 | -2.87 | -2.87 | -2.68 | -2.90 |
For the REIT - Hotel & Motel subindustry, Xenia Hotels & Resorts'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 REITs industry and Real Estate sector, Xenia Hotels & Resorts's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Xenia Hotels & Resorts'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 Xenia Hotels & Resorts 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 * 0.8195 | + | 0.528 * 1.0881 | + | 0.404 * 1.0202 | + | 0.892 * 0.9955 | + | 0.115 * 1 | |
- | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI | |||||||
- | 0.172 * 1.0107 | + | 4.679 * -0.062579 | - | 0.327 * 1.028 | |||||||
= | -2.90 |
* 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 (Sep24) TTM: | Last Year (Sep23) TTM: |
Total Receivables was $32 Mil. Revenue was 236.806 + 272.904 + 267.488 + 253.38 = $1,031 Mil. Gross Profit was 47.224 + 72.908 + 70.183 + 62.116 = $252 Mil. Total Current Assets was $257 Mil. Total Assets was $2,904 Mil. Property, Plant and Equipment(Net PPE) was $0 Mil. Depreciation, Depletion and Amortization(DDA) was $127 Mil. Selling, General, & Admin. Expense(SGA) was $37 Mil. Total Current Liabilities was $129 Mil. Long-Term Debt & Capital Lease Obligation was $1,396 Mil. Net Income was -7.091 + 15.338 + 8.534 + 7.599 = $24 Mil. Non Operating Income was 4.431 + 1.845 + 2.922 + 3.683 = $13 Mil. Cash Flow from Operations was 51.199 + 57.209 + 24.73 + 60.12 = $193 Mil. |
Total Receivables was $39 Mil. Revenue was 232.024 + 271.066 + 268.973 + 263.141 = $1,035 Mil. Gross Profit was 50.696 + 78.837 + 76.517 + 69.853 = $276 Mil. Total Current Assets was $315 Mil. Total Assets was $2,963 Mil. Property, Plant and Equipment(Net PPE) was $0 Mil. Depreciation, Depletion and Amortization(DDA) was $134 Mil. Selling, General, & Admin. Expense(SGA) was $37 Mil. Total Current Liabilities was $118 Mil. Long-Term Debt & Capital Lease Obligation was $1,395 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) |
= | (31.976 / 1030.578) | / | (39.195 / 1035.204) | |
= | 0.031027 | / | 0.037862 | |
= | 0.8195 |
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) | |
= | (275.903 / 1035.204) | / | (252.431 / 1030.578) | |
= | 0.26652 | / | 0.244941 | |
= | 1.0881 |
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 - (256.603 + 0) / 2904.481) | / | (1 - (315.3 + 0) / 2962.716) | |
= | 0.911653 | / | 0.893577 | |
= | 1.0202 |
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 | |
= | 1030.578 | / | 1035.204 | |
= | 0.9955 |
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)) |
= | (133.569 / (133.569 + 0)) | / | (127.198 / (127.198 + 0)) | |
= | 1 | / | 1 | |
= | 1 |
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) |
= | (37.255 / 1030.578) | / | (37.027 / 1035.204) | |
= | 0.03615 | / | 0.035768 | |
= | 1.0107 |
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) |
= | ((1395.522 + 129.246) / 2904.481) | / | ((1394.684 + 118.233) / 2962.716) | |
= | 0.524971 | / | 0.510652 | |
= | 1.028 |
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 | |
= | (24.38 - 12.881 | - | 193.258) | / | 2904.481 | |
= | -0.062579 |
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.
Xenia Hotels & Resorts has a M-score of -2.90 suggests that the company is unlikely to be a manipulator.
Thank you for viewing the detailed overview of Xenia Hotels & Resorts's Beneish M-Score provided by GuruFocus.com. Please click on the following links to see related term pages.
Bloom Barry A N | officer: See Remarks | XENIA HOTELS & RESORTS, INC., 200 S ORANGE AVE STE 2700, ORLANDO FL 32801 |
Arlene Isaacs-lowe | director | C/O XENIA HOTELS & RESORTS, INC., 200 S. ORANGE AVENUE, SUITE 2700, ORLANDO FL 32801 |
Taylor C. Kessel | officer: See Remarks | 200 S. ORANGE AVE, SUITE 2700, ORLANDO FL 32801 |
Joseph T Johnson | officer: See Remarks | 200 S. ORANGE AVENUE, SUITE 2700, ORLANDO FL 32801 |
Atish Shah | officer: See remarks | 200 S ORANGE AVENUE, SUITE 2700, ORLANDO FL 32801 |
Marcel Verbaas | director, officer: See Remarks | XENIA HOTELS & RESORTS, INC., 200 S ORANGE AVE, SUITE 2700, ORLANDO FL 32801 |
Terrence Moorehead | director | C/O 2901 W. BLUEGRASS BLVD, STE 500, LEHI UT 84043 |
Keith E Bass | director | 6208 BLAKEFORD DRIVE, WINDERMERE FL 34786 |
Mary E Mccormick | director | 188 E. CAPITOL STREET, 300 ONE JACKSON PLACE, JACKSON MS 39201 |
Jeffrey H Donahue | director | C/O WELLTOWER INC., 4500 DORR STREET, TOLEDO OH 43615 |
Andrew J Welch | officer: See Remarks | XENIA HOTELS & RESORTS, INC., 200 S ORANGE AVE, STE 1200, ORLANDO FL 32801 |
Thomas M Gartland | director | 6 SYLVAN WAY, PARSIPPANY NJ 07054 |
Brian M Smith | director | ONE INDEPENDENT DRIVE, SUITE 114, JACKSONVILLE FL 32202 |
Beverly K. Goulet, | director | 10990 ROE AVENUE, OVERLAND PARK KS 66211 |
Alschuler John H Jr | director | C/O SL GREEN REALTY CORP, 420 LEXINGTON SUITE 1900, NEW YORK NY 10170 |
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