L D C Beneish M-Score Historical Data
The historical data trend for L D C'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.
L D C Beneish M-Score Chart
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L D C Annual Data
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Trend |
Feb14 |
Feb15 |
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Feb17 |
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Feb19 |
Feb20 |
Feb21 |
Feb22 |
Feb23 |
| Beneish M-Score |
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-2.55 |
-2.59 |
-2.81 |
-2.58 |
-2.87 |
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L D C Semi-Annual Data
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Feb14 |
Aug14 |
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Aug23 |
| Beneish M-Score |
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-2.58 |
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-2.87 |
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Competitive Comparison of L D C's Beneish M-Score
For the Packaged Foods subindustry, L D C'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.
L D C's Beneish M-Score Distribution in the Consumer Packaged Goods Industry
For the Consumer Packaged Goods industry and Consumer Defensive sector, L D C's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where L D C's Beneish M-Score falls into.
L D C 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 L D C 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 * 0.933 | + | 0.528 * 0.9926 | + | 0.404 * 0.8409 | + | 0.892 * 1.1533 | + | 0.115 * 0.7852 |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * 1 | + | 4.679 * -0.076703 | - | 0.327 * 1.0455 |
| = | -2.87 |
* 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 (Feb23) TTM: | Last Year (Feb22) TTM: |
Total Receivables was €691 Mil.
Revenue was €5,846 Mil.
Gross Profit was €2,814 Mil.
Total Current Assets was €2,259 Mil.
Total Assets was €3,718 Mil.
Property, Plant and Equipment(Net PPE) was €1,107 Mil.
Depreciation, Depletion and Amortization(DDA) was €252 Mil.
Selling, General, & Admin. Expense(SGA) was €0 Mil.
Total Current Liabilities was €1,538 Mil.
Long-Term Debt & Capital Lease Obligation was €226 Mil.
Net Income was €225 Mil.
Gross Profit was €0 Mil.
Cash Flow from Operations was €510 Mil.
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Total Receivables was €642 Mil.
Revenue was €5,069 Mil.
Gross Profit was €2,422 Mil.
Total Current Assets was €1,824 Mil.
Total Assets was €3,259 Mil.
Property, Plant and Equipment(Net PPE) was €1,068 Mil.
Depreciation, Depletion and Amortization(DDA) was €182 Mil.
Selling, General, & Admin. Expense(SGA) was €0 Mil.
Total Current Liabilities was €1,296 Mil.
Long-Term Debt & Capital Lease Obligation was €182 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) |
| = | (691.036 / 5846.13) | / | (642.225 / 5068.957) |
| = | 0.118204 | / | 0.126698 |
| | = | 0.933 |
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) |
| = | (2422.094 / 5068.957) | / | (2814.268 / 5846.13) |
| = | 0.477829 | / | 0.48139 |
| | = | 0.9926 |
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 - (2259.052 + 1106.895) / 3718.409) | / | (1 - (1823.841 + 1067.764) / 3258.98) |
| = | 0.094788 | / | 0.112727 |
| | = | 0.8409 |
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 |
| = | 5846.13 | / | 5068.957 |
| | = | 1.1533 |
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)) |
| = | (181.708 / (181.708 + 1067.764)) | / | (251.603 / (251.603 + 1106.895)) |
| = | 0.145428 | / | 0.185207 |
| | = | 0.7852 |
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 / 5846.13) | / | (0 / 5068.957) |
| = | 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) |
| = | ((226.076 + 1537.993) / 3718.409) | / | ((182.476 + 1296.364) / 3258.98) |
| = | 0.474415 | / | 0.453774 |
| | = | 1.0455 |
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 |
| = | (224.708 - 0 | - | 509.921) | / | 3718.409 |
| | = | -0.076703 |
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.
L D C has a M-score of -2.87 suggests that the company is unlikely to be a manipulator.
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