India Tourism Development Beneish M-Score Historical Data
The historical data trend for India Tourism Development'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.
India Tourism Development Beneish M-Score Chart
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India Tourism Development Annual Data
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Trend |
Mar14 |
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Mar18 |
Mar19 |
Mar20 |
Mar21 |
Mar22 |
Mar23 |
| Beneish M-Score |
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-2.07 |
-2.30 |
-2.32 |
-2.37 |
-1.99 |
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India Tourism Development Quarterly Data
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Mar19 |
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Dec23 |
| Beneish M-Score |
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-1.99 |
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Competitive Comparison of India Tourism Development's Beneish M-Score
For the Lodging subindustry, India Tourism Development'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.
India Tourism Development's Beneish M-Score Distribution in the Travel & Leisure Industry
For the Travel & Leisure industry and Consumer Cyclical sector, India Tourism Development's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where India Tourism Development's Beneish M-Score falls into.
India Tourism Development 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 India Tourism Development 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 * 0.976 | + | 0.528 * 0.8273 | + | 0.404 * 0.5613 | + | 0.892 * 1.5751 | + | 0.115 * 0.9332 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.795 | + | 4.679 * 0.075961 | - | 0.327 * 1.3416 |
| = | -1.99 |
* 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 (Mar23) TTM: | Last Year (Mar22) TTM: |
Total Receivables was ₹2,298 Mil.
Revenue was ₹4,636 Mil.
Gross Profit was ₹2,381 Mil.
Total Current Assets was ₹8,279 Mil.
Total Assets was ₹9,337 Mil.
Property, Plant and Equipment(Net PPE) was ₹490 Mil.
Depreciation, Depletion and Amortization(DDA) was ₹70 Mil.
Selling, General, & Admin. Expense(SGA) was ₹76 Mil.
Total Current Liabilities was ₹5,449 Mil.
Long-Term Debt & Capital Lease Obligation was ₹0 Mil.
Net Income was ₹592 Mil.
Gross Profit was ₹0 Mil.
Cash Flow from Operations was ₹-118 Mil.
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Total Receivables was ₹1,495 Mil.
Revenue was ₹2,943 Mil.
Gross Profit was ₹1,251 Mil.
Total Current Assets was ₹4,706 Mil.
Total Assets was ₹5,842 Mil.
Property, Plant and Equipment(Net PPE) was ₹502 Mil.
Depreciation, Depletion and Amortization(DDA) was ₹66 Mil.
Selling, General, & Admin. Expense(SGA) was ₹61 Mil.
Total Current Liabilities was ₹2,541 Mil.
Long-Term Debt & Capital Lease Obligation was ₹0 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) |
| = | (2298.499 / 4635.842) | / | (1495.192 / 2943.241) |
| = | 0.49581 | / | 0.508009 |
| | = | 0.976 |
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) |
| = | (1250.671 / 2943.241) | / | (2381.112 / 4635.842) |
| = | 0.42493 | / | 0.513631 |
| | = | 0.8273 |
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 - (8278.95 + 489.719) / 9337.469) | / | (1 - (4705.954 + 501.981) / 5841.881) |
| = | 0.060916 | / | 0.108517 |
| | = | 0.5613 |
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 |
| = | 4635.842 | / | 2943.241 |
| | = | 1.5751 |
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)) |
| = | (66.372 / (66.372 + 501.981)) | / | (70.05 / (70.05 + 489.719)) |
| = | 0.11678 | / | 0.125141 |
| | = | 0.9332 |
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) |
| = | (75.865 / 4635.842) | / | (60.59 / 2943.241) |
| = | 0.016365 | / | 0.020586 |
| | = | 0.795 |
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) |
| = | ((0 + 5448.996) / 9337.469) | / | ((0 + 2541.157) / 5841.881) |
| = | 0.583562 | / | 0.43499 |
| | = | 1.3416 |
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 |
| = | (591.639 - 0 | - | -117.649) | / | 9337.469 |
| | = | 0.075961 |
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.
India Tourism Development has a M-score of -1.99 suggests that the company is unlikely to be a manipulator.
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