Designer Brands Beneish M-Score Historical Data
The historical data trend for Designer Brands'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.
Designer Brands Beneish M-Score Chart
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Designer Brands Annual Data
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Jan21 |
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Jan24 |
| Beneish M-Score |
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-2.63 |
-1.32 |
-2.79 |
-2.89 |
-2.60 |
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Designer Brands Quarterly Data
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Apr19 |
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Jan24 |
| Beneish M-Score |
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-2.89 |
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-2.60 |
Competitive Comparison of Designer Brands's Beneish M-Score
For the Footwear & Accessories subindustry, Designer Brands'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.
Designer Brands's Beneish M-Score Distribution in the Manufacturing - Apparel & Accessories Industry
For the Manufacturing - Apparel & Accessories industry and Consumer Cyclical sector, Designer Brands's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Designer Brands's Beneish M-Score falls into.
Designer Brands 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 Designer Brands 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 * 1.159 | + | 0.528 * 1.0267 | + | 0.404 * 1.219 | + | 0.892 * 0.9275 | + | 0.115 * 1.2177 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1 | + | 4.679 * -0.066399 | - | 0.327 * 1.0555 |
| = | -2.60 |
* 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 (Jan24) TTM: | Last Year (Jan23) TTM: |
Total Receivables was $84 Mil.
Revenue was $3,075 Mil.
Gross Profit was $975 Mil.
Total Current Assets was $777 Mil.
Total Assets was $2,076 Mil.
Property, Plant and Equipment(Net PPE) was $941 Mil.
Depreciation, Depletion and Amortization(DDA) was $66 Mil.
Selling, General, & Admin. Expense(SGA) was $0 Mil.
Total Current Liabilities was $622 Mil.
Long-Term Debt & Capital Lease Obligation was $1,067 Mil.
Net Income was $29 Mil.
Gross Profit was $5 Mil.
Cash Flow from Operations was $162 Mil.
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Total Receivables was $78 Mil.
Revenue was $3,315 Mil.
Gross Profit was $1,079 Mil.
Total Current Assets was $790 Mil.
Total Assets was $2,010 Mil.
Property, Plant and Equipment(Net PPE) was $936 Mil.
Depreciation, Depletion and Amortization(DDA) was $81 Mil.
Selling, General, & Admin. Expense(SGA) was $0 Mil.
Total Current Liabilities was $636 Mil.
Long-Term Debt & Capital Lease Obligation was $912 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) |
| = | (83.59 / 3074.976) | / | (77.763 / 3315.428) |
| = | 0.027184 | / | 0.023455 |
| | = | 1.159 |
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) |
| = | (1079.225 / 3315.428) | / | (974.886 / 3074.976) |
| = | 0.325516 | / | 0.317039 |
| | = | 1.0267 |
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 - (777.432 + 941.274) / 2076.232) | / | (1 - (789.931 + 935.803) / 2009.618) |
| = | 0.172199 | / | 0.141263 |
| | = | 1.219 |
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 |
| = | 3074.976 | / | 3315.428 |
| | = | 0.9275 |
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)) |
| = | (81.315 / (81.315 + 935.803)) | / | (66.14 / (66.14 + 941.274)) |
| = | 0.079946 | / | 0.065653 |
| | = | 1.2177 |
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) |
| = | (0 / 3074.976) | / | (0 / 3315.428) |
| = | 0 | / | 0 |
| | = | 1 |
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) |
| = | ((1066.505 + 622.271) / 2076.232) | / | ((912.447 + 636.126) / 2009.618) |
| = | 0.813385 | / | 0.770581 |
| | = | 1.0555 |
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 |
| = | (29.062 - 4.523 | - | 162.399) | / | 2076.232 |
| | = | -0.066399 |
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.
Designer Brands has a M-score of -2.60 suggests that the company is unlikely to be a manipulator.
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