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Full House Resorts (Full House Resorts) Beneish M-Score

: -1.83 (As of Today)
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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.

Good Sign:

Beneish M-Score -1.83 no higher than -1.78, which implies that the company is unlikely to be a manipulator.

The historical rank and industry rank for Full House Resorts's Beneish M-Score or its related term are showing as below:

FLL' s Beneish M-Score Range Over the Past 10 Years
Min: -3.37   Med: -2.73   Max: -1.21
Current: -1.83

During the past 13 years, the highest Beneish M-Score of Full House Resorts was -1.21. The lowest was -3.37. And the median was -2.73.


Full House Resorts Beneish M-Score Historical Data

The historical data trend for Full House Resorts'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.

Full House Resorts Annual Data
Trend Dec14 Dec15 Dec16 Dec17 Dec18 Dec19 Dec20 Dec21 Dec22 Dec23
Beneish M-Score
Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only -2.80 -1.21 -2.79 -2.62 -1.83

Full House Resorts Quarterly Data
Mar19 Jun19 Sep19 Dec19 Mar20 Jun20 Sep20 Dec20 Mar21 Jun21 Sep21 Dec21 Mar22 Jun22 Sep22 Dec22 Mar23 Jun23 Sep23 Dec23
Beneish M-Score Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only Premium Member Only -2.62 -2.14 -2.39 -0.71 -1.83

Competitive Comparison

For the Resorts & Casinos subindustry, Full House Resorts'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.


Full House Resorts Beneish M-Score Distribution

For the Travel & Leisure industry and Consumer Cyclical sector, Full House Resorts's Beneish M-Score distribution charts can be found below:

* The bar in red indicates where Full House Resorts's Beneish M-Score falls into.



Full House Resorts 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 Full House Resorts 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 * 0.8848+0.528 * 1.0127+0.404 * 2.5321+0.892 * 1.4764+0.115 * 0.373
-0.172 * SGAI+4.679 * TATA-0.327 * LVGI
-0.172 * 0.9728+4.679 * -0.046395-0.327 * 1.0446
=-1.83

* 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 $5.3 Mil.
Revenue was 60.029 + 71.543 + 59.382 + 50.106 = $241.1 Mil.
Gross Profit was 30.465 + 41.921 + 31.429 + 27.606 = $131.4 Mil.
Total Current Assets was $84.6 Mil.
Total Assets was $688.5 Mil.
Property, Plant and Equipment(Net PPE) was $504.9 Mil.
Depreciation, Depletion and Amortization(DDA) was $31.1 Mil.
Selling, General, & Admin. Expense(SGA) was $85.7 Mil.
Total Current Liabilities was $78.6 Mil.
Long-Term Debt & Capital Lease Obligation was $508.1 Mil.
Net Income was -12.482 + 4.593 + -5.6 + -11.415 = $-24.9 Mil.
Non Operating Income was -3.051 + -1.029 + -1.086 + -10.142 = $-15.3 Mil.
Cash Flow from Operations was 19.138 + 1.505 + 8.994 + -7.292 = $22.3 Mil.
Total Receivables was $4.1 Mil.
Revenue was 36.082 + 41.393 + 44.383 + 41.423 = $163.3 Mil.
Gross Profit was 18.473 + 22.444 + 25.783 + 23.447 = $90.1 Mil.
Total Current Assets was $202.9 Mil.
Total Assets was $595.3 Mil.
Property, Plant and Equipment(Net PPE) was $358.6 Mil.
Depreciation, Depletion and Amortization(DDA) was $7.9 Mil.
Selling, General, & Admin. Expense(SGA) was $59.7 Mil.
Total Current Liabilities was $65.7 Mil.
Long-Term Debt & Capital Lease Obligation was $420.0 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)
=(5.332 / 241.06) / (4.082 / 163.281)
=0.022119 / 0.025
=0.8848

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)
=(90.147 / 163.281) / (131.421 / 241.06)
=0.552097 / 0.54518
=1.0127

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 - (84.639 + 504.929) / 688.457) / (1 - (202.921 + 358.636) / 595.329)
=0.143639 / 0.056728
=2.5321

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
=241.06 / 163.281
=1.4764

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))
=(7.93 / (7.93 + 358.636)) / (31.092 / (31.092 + 504.929))
=0.021633 / 0.058005
=0.373

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)
=(85.746 / 241.06) / (59.706 / 163.281)
=0.355704 / 0.365664
=0.9728

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)
=((508.106 + 78.552) / 688.457) / ((419.997 + 65.661) / 595.329)
=0.852135 / 0.815781
=1.0446

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
=(-24.904 - -15.308 - 22.345) / 688.457
=-0.046395

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.

Full House Resorts has a M-score of -1.83 suggests that the company is unlikely to be a manipulator.


Full House Resorts Beneish M-Score Related Terms

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Full House Resorts (Full House Resorts) Business Description

Traded in Other Exchanges
Address
1980 Festival Plaza Drive, Suite 680, One Summerlin, Las Vegas, NV, USA, 89135
Full House Resorts Inc owns, operates, develops, manages, and invests in casinos and related hospitality and entertainment facilities. It offers facilities related to gaming, hotel, dining, entertainment, retail, and other amenities. The group's operating segments include the Bronco Billy's Casino and Hotel in Colorado, The Temporary by American Place in Illinois, Rising Star Casino Resort in Indiana, Silver Slipper Casino and Hotel in Mississippi, Grand Lodge Casino in Nevada, and Contracted Sports Wagering. There are some under-construction projects too. Geographically, the casino operations of the company are managed in the United States. It derives revenues from the operating casinos.
Executives
Kathleen M Caracciolo director 5922 CLOVERLEAF DRIVE, MAYS LANDING NJ 08330
Eric J Green director C/O FULL HOUSE RESORTS, INC., 1980 FESTIVAL PLAZA DRIVE, SUITE 680, LAS VEGAS NV 89135
Daniel R Lee director, officer: Chief Executive Officer C/O CREATIVE CASINOS LLC, 10801 W CHARLESTON BLVD #420, LAS VEGAS NV 89135
Lewis A. Fanger officer: Sr. VP, CFO and Treasurer C/O FULL HOUSE RESORTS, INC., 4670 S. FORT APACHE ROAD, SUITE 190, LAS VEGAS NV 89147
Michael A. Hartmeier director C/O DIAMONDROCK HOSPITALITY COMPANY, 2 BETHESDA METRO CENTER, SUITE 1400, BETHESDA MD 20814
Carl G Braunlich director 4670 SOUTH FORT APACHE ROAD, SUITE 190, LAS VEGAS NV 89147
Elaine Guidroz officer: Secretary C/O FULL HOUSE RESORTS, INC., 777 RISING STAR DRIVE, RISING SUN IN 47040
Kenneth Robert Adams director 210 MARSH AVE SUITE 103, RENO NV 89509
Lynn M Handler director C/O FULL HOUSE RESORTS, INC., 1980 FESTIVAL PLAZA DRIVE, SUITE 680, LAS VEGAS NV 89135
John Ferrucci officer: Chief Operating Officer C/O FULL HOUSE RESORTS, INC., 1980 FESTIVAL PLAZA DRIVE, SUITE 680, LAS VEGAS NV 89135
Michael P Shaunnessy director 50 BRIAR HOLLOW LANE, STE 500W, HOUSTON TX 77027
Bradley M Tirpak director 50 ORCHARD ST., NEW YORK NY 10002
Craig W Thomas director 2100 CRESCENT AVENUE, CHARLOTTE NC 28207
Ellis Landau director CO PINNACLE ENTERTAINMENT INC, 8918 SPANISH RIDGE AVENUE, LAS VEGAS NV 89148
Garrett W.h. Baird director C/O ELASTIC N.V., 800 WEST EL CAMINO REAL SUITE 350, MOUNTAIN VIEW CA 94040