Sony Group Beneish M-Score Historical Data
The historical data trend for Sony 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.
Sony Group Beneish M-Score Chart
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Sony Group Annual Data
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Mar14 |
Mar15 |
Mar16 |
Mar17 |
Mar18 |
Mar19 |
Mar20 |
Mar21 |
Mar22 |
Mar23 |
| Beneish M-Score |
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-2.51 |
-2.59 |
-2.35 |
-2.40 |
-2.33 |
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Sony Group Quarterly Data
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Mar19 |
Jun19 |
Sep19 |
Dec19 |
Mar20 |
Jun20 |
Sep20 |
Dec20 |
Mar21 |
Jun21 |
Sep21 |
Dec21 |
Mar22 |
Jun22 |
Sep22 |
Dec22 |
Mar23 |
Jun23 |
Sep23 |
Dec23 |
| Beneish M-Score |
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-2.45 |
-2.33 |
-2.33 |
-2.28 |
-2.19 |
Competitive Comparison of Sony Group's Beneish M-Score
For the Consumer Electronics subindustry, Sony 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.
Sony Group's Beneish M-Score Distribution in the Hardware Industry
For the Hardware industry and Technology sector, Sony Group's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Sony Group's Beneish M-Score falls into.
Sony 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 Sony 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 * 0.9683 | + | 0.528 * 1.2571 | + | 0.404 * 0.9536 | + | 0.892 * 2.5377 | + | 0.115 * 0.98 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 0.8801 | + | 4.679 * -0.012654 | - | 0.327 * 1.0248 |
| = | -1.07 |
* 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 (Dec23) TTM: | Last Year (Dec22) TTM: |
Total Receivables was ARS6,042,613 Mil.
Revenue was 9396049.124 + 6695367.803 + 5031734.863 + 5329967.342 = ARS26,453,119 Mil.
Gross Profit was 2534941.767 + 1835412.01 + 1213257.394 + 883058.237 = ARS6,466,669 Mil.
Total Current Assets was ARS18,475,832 Mil.
Total Assets was ARS84,353,536 Mil.
Property, Plant and Equipment(Net PPE) was ARS4,919,633 Mil.
Depreciation, Depletion and Amortization(DDA) was ARS2,285,266 Mil.
Selling, General, & Admin. Expense(SGA) was ARS4,239,002 Mil.
Total Current Liabilities was ARS26,794,518 Mil.
Long-Term Debt & Capital Lease Obligation was ARS4,613,538 Mil.
Net Income was 912439.431 + 473649.749 + 369351.314 + 107639.562 = ARS1,863,080 Mil.
Non Operating Income was 8326.632 + 6966.099 + 7877.865 + -7392.738 = ARS15,778 Mil.
Cash Flow from Operations was 2048253.748 + 302266.675 + -21509.627 + 585734.799 = ARS2,914,746 Mil.
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Total Receivables was ARS2,459,158 Mil.
Revenue was 3825211.52 + 2546044.577 + 2002860.703 + 2050043.51 = ARS10,424,160 Mil.
Gross Profit was 1170476.173 + 812515.98 + 685922.483 + 534385.538 = ARS3,203,300 Mil.
Total Current Assets was ARS7,165,431 Mil.
Total Assets was ARS38,363,269 Mil.
Property, Plant and Equipment(Net PPE) was ARS2,124,614 Mil.
Depreciation, Depletion and Amortization(DDA) was ARS958,309 Mil.
Selling, General, & Admin. Expense(SGA) was ARS1,898,078 Mil.
Total Current Liabilities was ARS11,801,110 Mil.
Long-Term Debt & Capital Lease Obligation was ARS2,137,252 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) |
| = | (6042612.697 / 26453119.132) | / | (2459158.101 / 10424160.31) |
| = | 0.228427 | / | 0.235909 |
| | = | 0.9683 |
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) |
| = | (3203300.174 / 10424160.31) | / | (6466669.408 / 26453119.132) |
| = | 0.307296 | / | 0.244458 |
| | = | 1.2571 |
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 - (18475831.645 + 4919633.078) / 84353535.871) | / | (1 - (7165430.888 + 2124614.381) / 38363268.991) |
| = | 0.72265 | / | 0.75784 |
| | = | 0.9536 |
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 |
| = | 26453119.132 | / | 10424160.31 |
| | = | 2.5377 |
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)) |
| = | (958308.798 / (958308.798 + 2124614.381)) | / | (2285265.84 / (2285265.84 + 4919633.078)) |
| = | 0.310844 | / | 0.317182 |
| | = | 0.98 |
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) |
| = | (4239002.193 / 26453119.132) | / | (1898077.687 / 10424160.31) |
| = | 0.160246 | / | 0.182084 |
| | = | 0.8801 |
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) |
| = | ((4613538.455 + 26794518.358) / 84353535.871) | / | ((2137251.99 + 11801109.521) / 38363268.991) |
| = | 0.372338 | / | 0.363326 |
| | = | 1.0248 |
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 |
| = | (1863080.056 - 15777.858 | - | 2914745.595) | / | 84353535.871 |
| | = | -0.012654 |
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.
Sony Group has a M-score of -1.07 signals that the company is likely to be a manipulator.
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