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Amergent Hospitality Group (Amergent Hospitality Group) Beneish M-Score : 0.00 (As of Jun. 03, 2024)


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What is Amergent Hospitality Group Beneish M-Score?

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.

The historical rank and industry rank for Amergent Hospitality Group's Beneish M-Score or its related term are showing as below:

During the past 4 years, the highest Beneish M-Score of Amergent Hospitality Group was 0.00. The lowest was 0.00. And the median was 0.00.


Amergent Hospitality Group Beneish M-Score Historical Data

The historical data trend for Amergent Hospitality Group'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.

* Premium members only.

Amergent Hospitality Group Beneish M-Score Chart

Amergent Hospitality Group Annual Data
Trend Dec19 Dec20 Dec21 Dec22
Beneish M-Score
- - -1.34 -7.14

Amergent Hospitality Group Quarterly Data
Jun19 Sep19 Dec19 Mar20 Jun20 Sep20 Dec20 Mar21 Jun21 Sep21 Dec21 Mar22 Jun22 Sep22 Dec22
Beneish M-Score Get a 7-Day Free Trial Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only -1.34 -1.23 1.54 12.04 -7.14

Competitive Comparison of Amergent Hospitality Group's Beneish M-Score

For the Restaurants subindustry, Amergent Hospitality Group'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.


Amergent Hospitality Group's Beneish M-Score Distribution in the Restaurants Industry

For the Restaurants industry and Consumer Cyclical sector, Amergent Hospitality Group's Beneish M-Score distribution charts can be found below:

* The bar in red indicates where Amergent Hospitality Group's Beneish M-Score falls into.



Amergent Hospitality Group 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 Amergent Hospitality Group 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 * 0.9742+0.528 * -7.2906+0.404 * 1.237+0.892 * 1.0312+0.115 * 0.7398
-0.172 * SGAI+4.679 * TATA-0.327 * LVGI
-0.172 * 1.0396+4.679 * -0.058796-0.327 * 1.2226
=-7.14

* 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 (Dec22) TTM:Last Year (Dec21) TTM:
Total Receivables was $0.87 Mil.
Revenue was 4.667 + 5.401 + 5.576 + 5.65 = $21.29 Mil.
Gross Profit was -0.611 + -0.436 + 0.196 + 0.679 = $-0.17 Mil.
Total Current Assets was $1.64 Mil.
Total Assets was $19.19 Mil.
Property, Plant and Equipment(Net PPE) was $7.31 Mil.
Depreciation, Depletion and Amortization(DDA) was $1.95 Mil.
Selling, General, & Admin. Expense(SGA) was $5.58 Mil.
Total Current Liabilities was $17.97 Mil.
Long-Term Debt & Capital Lease Obligation was $10.20 Mil.
Net Income was -1.112 + -1.473 + -0.402 + -0.027 = $-3.01 Mil.
Non Operating Income was 0.896 + 0.046 + 0.391 + 0.492 = $1.83 Mil.
Cash Flow from Operations was -0.48 + -0.585 + -1.939 + -0.707 = $-3.71 Mil.
Total Receivables was $0.87 Mil.
Revenue was 4.745 + 5.879 + 5.433 + 4.593 = $20.65 Mil.
Gross Profit was 0.194 + 0.629 + 0.361 + 0.032 = $1.22 Mil.
Total Current Assets was $3.78 Mil.
Total Assets was $26.22 Mil.
Property, Plant and Equipment(Net PPE) was $11.14 Mil.
Depreciation, Depletion and Amortization(DDA) was $2.06 Mil.
Selling, General, & Admin. Expense(SGA) was $5.21 Mil.
Total Current Liabilities was $16.25 Mil.
Long-Term Debt & Capital Lease Obligation was $15.24 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)
=(0.869 / 21.294) / (0.865 / 20.65)
=0.04081 / 0.041889
=0.9742

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)
=(1.216 / 20.65) / (-0.172 / 21.294)
=0.058886 / -0.008077
=-7.2906

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 - (1.636 + 7.314) / 19.185) / (1 - (3.775 + 11.136) / 26.218)
=0.53349 / 0.431269
=1.237

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
=21.294 / 20.65
=1.0312

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))
=(2.058 / (2.058 + 11.136)) / (1.954 / (1.954 + 7.314))
=0.15598 / 0.210833
=0.7398

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)
=(5.584 / 21.294) / (5.209 / 20.65)
=0.262233 / 0.252252
=1.0396

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)
=((10.203 + 17.969) / 19.185) / ((15.237 + 16.252) / 26.218)
=1.468439 / 1.201045
=1.2226

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
=(-3.014 - 1.825 - -3.711) / 19.185
=-0.058796

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.

Amergent Hospitality Group has a M-score of -7.14 suggests that the company is unlikely to be a manipulator.


Amergent Hospitality Group Beneish M-Score Related Terms

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Amergent Hospitality Group (Amergent Hospitality Group) Business Description

Traded in Other Exchanges
N/A
Address
7529 Red Oak Lane, Charlotte, NC, USA, 28226
Amergent Hospitality Group Inc owns, operates, and franchises restaurant brands. It generates the majority of its revenue from Restaurant sales, followed by Gaming and Franchise income. The company operates only in the United States.
Executives
Mark Anthony Whittle officer: INTERIM PRESIDENT 1481 N HWY 113, CARROLLTON GA 30117
Michael D Pruitt director, officer: CHIEF EXECUTIVE OFFICER 11220 ELM LANE, SUITE 203, CHARLOTTE NC 28277
Frederick L Glick director, officer: PRESIDENT 7621 LITTLE AVE STE 414, CHARLOTTE NC 28226
Stephen J Hoelscher officer: CFO 515 CONGRESS AVE, STE 1400, AUSTIN TX 78701
Robert Sumner Hersch 10 percent owner 515 CONGRESS AVE, STE 1400, AUSTIN TX 78701
Mv Amanth Llc 10 percent owner 515 CONGRESS AVE, STE 1400, AUSTIN TX 78701-3516
Oz Rey Llc 10 percent owner 918 CONGRESS AVENUE, SUITE 100, AUSTIN TX 78701
Keith J Johnson director 56 REDBAY ROAD, ELGIN SC 29045
J Eric Wagoner director C/O ALLIANCE BANKSHARES CORPORATION, 14200 PARK MEADOW DRIVE, SUITE 200 SOUTH, CHANTILLY VA 20151
Neil G Kiefer director 7621 LITTLE AVE, STE 414, CHARLOTTE NC 28226
Patrick Clay Harkleroad officer: CHIEF FINANCIAL OFFICER 7621 LITTLE AVE, SUITE 414, CHARLOTTE NC 28226

Amergent Hospitality Group (Amergent Hospitality Group) Headlines