Gray Television Beneish M-Score Historical Data
The historical data trend for Gray Television'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.
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Gray Television Annual Data
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Trend |
Dec14 |
Dec15 |
Dec16 |
Dec17 |
Dec18 |
Dec19 |
Dec20 |
Dec21 |
Dec22 |
Dec23 |
| Beneish M-Score |
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-1.48 |
-2.60 |
-2.22 |
-2.44 |
-3.02 |
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Gray Television 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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-2.44 |
-2.96 |
-2.98 |
-2.96 |
-3.02 |
Competitive Comparison
For the Broadcasting subindustry, Gray Television'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.
Gray Television Beneish M-Score Distribution
For the Media - Diversified industry and Communication Services sector, Gray Television's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Gray Television's Beneish M-Score falls into.
Gray Television 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 Gray Television 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 * 0.6052 | + | 0.528 * 1.4193 | + | 0.404 * 1.0172 | + | 0.892 * 0.8925 | + | 0.115 * 1.0887 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1.2066 | + | 4.679 * -0.05968 | - | 0.327 * 1.0015 |
| = | -3.02 |
* 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 $363 Mil.
Revenue was 864 + 803 + 813 + 801 = $3,281 Mil.
Gross Profit was 233 + 228 + 250 + 187 = $898 Mil.
Total Current Assets was $468 Mil.
Total Assets was $10,640 Mil.
Property, Plant and Equipment(Net PPE) was $1,676 Mil.
Depreciation, Depletion and Amortization(DDA) was $376 Mil.
Selling, General, & Admin. Expense(SGA) was $112 Mil.
Total Current Liabilities was $395 Mil.
Long-Term Debt & Capital Lease Obligation was $6,214 Mil.
Net Income was -9 + -40 + 4 + -31 = $-76 Mil.
Non Operating Income was -10 + -47 + -17 + -15 = $-89 Mil.
Cash Flow from Operations was 83 + 106 + 47 + 412 = $648 Mil.
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Total Receivables was $672 Mil.
Revenue was 1072 + 909 + 868 + 827 = $3,676 Mil.
Gross Profit was 475 + 356 + 326 + 271 = $1,428 Mil.
Total Current Assets was $857 Mil.
Total Assets was $11,152 Mil.
Property, Plant and Equipment(Net PPE) was $1,541 Mil.
Depreciation, Depletion and Amortization(DDA) was $384 Mil.
Selling, General, & Admin. Expense(SGA) was $104 Mil.
Total Current Liabilities was $409 Mil.
Long-Term Debt & Capital Lease Obligation was $6,508 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) |
| = | (363 / 3281) | / | (672 / 3676) |
| = | 0.110637 | / | 0.182807 |
| | = | 0.6052 |
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) |
| = | (1428 / 3676) | / | (898 / 3281) |
| = | 0.388466 | / | 0.273697 |
| | = | 1.4193 |
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 - (468 + 1676) / 10640) | / | (1 - (857 + 1541) / 11152) |
| = | 0.798496 | / | 0.784971 |
| | = | 1.0172 |
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 |
| = | 3281 | / | 3676 |
| | = | 0.8925 |
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)) |
| = | (384 / (384 + 1541)) | / | (376 / (376 + 1676)) |
| = | 0.199481 | / | 0.183236 |
| | = | 1.0887 |
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) |
| = | (112 / 3281) | / | (104 / 3676) |
| = | 0.034136 | / | 0.028292 |
| | = | 1.2066 |
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) |
| = | ((6214 + 395) / 10640) | / | ((6508 + 409) / 11152) |
| = | 0.621147 | / | 0.620247 |
| | = | 1.0015 |
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 |
| = | (-76 - -89 | - | 648) | / | 10640 |
| | = | -0.05968 |
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.
Gray Television has a M-score of -3.02 suggests that the company is unlikely to be a manipulator.
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