Mohanram G-Score is a financial indicator developed by professor Partha Mohanram to help investors find the best investment opportunities in the growth stocks. Companies have higher G-score tends to generate higher return. According to his study, the best growth stocks that have a G-Score greater than 6 tend to beat the market, while those with a G-Score lower than 1 tend to have negative absolute returns.
Thus, the zones of discrimination were as such:
Good or high score = 6, 7, 8
Bad or low score = 0, 1
Cabela′s has an G-score of 0. It is a bad or low score, which tends to have negative absolute returns.
The historical rank and industry rank for Cabela′s's Mohanram G-Score or its related term are showing as below:
Cabela′s Mohanram G-Score Historical Data
The historical data trend for Cabela′s's Mohanram G-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.
The calculation of the Mohanram G-score consists of eight criteria. Assign one point for each criterion met, then add up all the points to get the G-Score.
Profitability
Question 1. Return on Assets (ROA)
ROA % is calculated as Net Income divided by its average Total Assets over a certain period of time. It measures how well a company uses its asset to generate earnings.
Score 1 if ROA > ROA Industry Median, 0 otherwise.
Score 1 if CAPEX Intensity > CAPEX Intensity Industry Median, 0 otherwise.
Question 8. Advertising Expenditure Intensity
Advertising Expenditure Intensity is calcualted by Advertising Expenditure divided by the beginning Total Assets. Note that Advertising Expenditure is not reported as a seperate line item for many companies, thus Selling, General, & Admin. Expense is used in this calculation.
Score 1 if Advertising Expenditure Intensity > Advertising Expenditure Intensity Industry Median, 0 otherwise.
* 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.
* Note that all the Industry Median used for comparison in his original research, are substituted with Sector Median due to the limitation of data within certain countries.
Good or high score = 6, 7, 8
Bad or low score = 0, 1
Cabela′s has an G-score of 0. It is a bad or low score, which tends to have negative absolute returns.
Cabela′s (NYSE:CAB) Mohanram G-Score Explanation
Partha Mohanram is the John H. Watson Chair in Value Investing at Rotman and the Acting Vice-Dean of Research Strategy and Resources.
In 2000, he wrote a research paper called "Separating Winners from Losers Among Low Book-to-Market Stocks Using Financial Statement Analysis".
This paper tests whether a strategy based on financial statement analysis of low book-to-market (growth) stocks is successful in differentiating between winners and losers in terms of future stock performance. Based on the research, a strategy based on buying high G-score (6, 7 or 8) firms and shorting low G-score (0 or 1) firms consistently earns significant excess returns. Further, the results do not support a risk based explanation for the book-to-market effect as the strategy returns positive returns in all years, and firms that ex-ante appear less risky have better future returns.
To conclude, one can use a modified fundamental analysis strategy (G-score) to identify mispricing and earn substantial abnormal returns.
Cabela′s Mohanram G-Score Related Terms
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Cabela's Inc was founded in 1961. The Company is a specialty retailer, and the direct marketer, of hunting, fishing, camping, and related outdoor merchandise. It also issues Cabela's CLUB Visa credit card, which serves as its customer loyalty rewards program. The Company operates in four segments Retail, Direct, Financial Services, and Corporate Overhead and Other. In retail segment the Company operated 77 retail stores, 68 stores in 36 states and nine stores in six Canadian provinces. During 2015, it opened 13 retail stores, 11 stores in the United States and two in Canada. It has two basic store formats. Its legacy stores refer to traditional retail stores that opened in August 2008 and earlier. It has 28 traditional, or legacy, retail stores, which offers a tourist-type experience. Its retail stores often attract the construction and development of hotels, restaurants, and other retail establishments adjacent to these stores. The Direct segment sells products through its e-commerce websites (Cabelas.com and Cabelas.ca) and direct mail catalogs. It markets its products through websites, mobile devices, and its print catalog distributions. The Financial Services segment provides customers with a rewards program that enhances revenue, operating profitability, and customer loyalty in its Retail and Direct businesses. Through its wholly-owned bank subsidiary, World's Foremost Bank, it issues and manages the Cabela's CLUB Visa credit card, a rewards based credit card program. The Company's product assortments includes merchandise and equipment for hunting, fishing, marine use, camping, and recreational sport shooting, along with casual and outdoor apparel and footwear, optics, vehicle accessories, and gifts and home furnishings with an outdoor theme. The Corporate Overhead and Other segment includes the value of unredeemed points earned that are associated with the Company's loyalty rewards programs for Cabela's CLUB issued credit cards, net of the estimated costs of the points; amounts received from outfitter services; real estate rental income; land sales; and fees earned from a travel business and other complementary business services. The Company competes with the outdoor recreation and casual apparel and footwear markets. It competes directly or indirectly with other broad-line merchants, large-format sporting goods stores and chains, mass merchandisers, warehouse clubs, discount and department stores, small specialty retailers, and catalog and Internet-based retailers.
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