Frontdoor Beneish M-Score Historical Data
The historical data trend for Frontdoor'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.
Frontdoor Beneish M-Score Chart
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Frontdoor Annual Data
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Trend |
Dec15 |
Dec16 |
Dec17 |
Dec18 |
Dec19 |
Dec20 |
Dec21 |
Dec22 |
Dec23 |
| Beneish M-Score |
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-2.74 |
-3.28 |
-2.11 |
-2.82 |
-2.46 |
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Frontdoor Quarterly Data
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Jun19 |
Sep19 |
Dec19 |
Mar20 |
Jun20 |
Sep20 |
Dec20 |
Mar21 |
Jun21 |
Sep21 |
Dec21 |
Mar22 |
Jun22 |
Sep22 |
Dec22 |
Mar23 |
Jun23 |
Sep23 |
Dec23 |
Mar24 |
| Beneish M-Score |
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-2.39 |
-2.44 |
-2.52 |
-2.46 |
-2.96 |
Competitive Comparison of Frontdoor's Beneish M-Score
For the Personal Services subindustry, Frontdoor'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.
Frontdoor's Beneish M-Score Distribution in the Personal Services Industry
For the Personal Services industry and Consumer Cyclical sector, Frontdoor's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Frontdoor's Beneish M-Score falls into.
Frontdoor 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 Frontdoor 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 * 0.6253 | + | 0.528 * 0.8623 | + | 0.404 * 0.9726 | + | 0.892 * 1.0662 | + | 0.115 * 0.9204 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1.0658 | + | 4.679 * -0.024433 | - | 0.327 * 0.9371 |
| = | -2.96 |
* 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 (Mar24) TTM: | Last Year (Mar23) TTM: |
Total Receivables was $4 Mil.
Revenue was 378 + 365 + 524 + 522 = $1,789 Mil.
Gross Profit was 195 + 177 + 268 + 270 = $910 Mil.
Total Current Assets was $412 Mil.
Total Assets was $1,146 Mil.
Property, Plant and Equipment(Net PPE) was $71 Mil.
Depreciation, Depletion and Amortization(DDA) was $37 Mil.
Selling, General, & Admin. Expense(SGA) was $592 Mil.
Total Current Liabilities was $360 Mil.
Long-Term Debt & Capital Lease Obligation was $593 Mil.
Net Income was 34 + 8 + 71 + 70 = $183 Mil.
Non Operating Income was 0 + -10 + -5 + 0 = $-15 Mil.
Cash Flow from Operations was 84 + 63 + 27 + 52 = $226 Mil.
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Total Receivables was $6 Mil.
Revenue was 366 + 340 + 484 + 488 = $1,678 Mil.
Gross Profit was 170 + 145 + 210 + 211 = $736 Mil.
Total Current Assets was $381 Mil.
Total Assets was $1,128 Mil.
Property, Plant and Equipment(Net PPE) was $76 Mil.
Depreciation, Depletion and Amortization(DDA) was $35 Mil.
Selling, General, & Admin. Expense(SGA) was $521 Mil.
Total Current Liabilities was $396 Mil.
Long-Term Debt & Capital Lease Obligation was $605 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) |
| = | (4 / 1789) | / | (6 / 1678) |
| = | 0.002236 | / | 0.003576 |
| | = | 0.6253 |
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) |
| = | (736 / 1678) | / | (910 / 1789) |
| = | 0.438617 | / | 0.508664 |
| | = | 0.8623 |
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 - (412 + 71) / 1146) | / | (1 - (381 + 76) / 1128) |
| = | 0.578534 | / | 0.594858 |
| | = | 0.9726 |
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 |
| = | 1789 | / | 1678 |
| | = | 1.0662 |
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)) |
| = | (35 / (35 + 76)) | / | (37 / (37 + 71)) |
| = | 0.315315 | / | 0.342593 |
| | = | 0.9204 |
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) |
| = | (592 / 1789) | / | (521 / 1678) |
| = | 0.330911 | / | 0.310489 |
| | = | 1.0658 |
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) |
| = | ((593 + 360) / 1146) | / | ((605 + 396) / 1128) |
| = | 0.831588 | / | 0.887411 |
| | = | 0.9371 |
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 |
| = | (183 - -15 | - | 226) | / | 1146 |
| | = | -0.024433 |
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.
Frontdoor has a M-score of -2.96 suggests that the company is unlikely to be a manipulator.
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