Joby Aviation Beneish M-Score Historical Data
The historical data trend for Joby Aviation'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.
Joby Aviation Beneish M-Score Chart
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Joby Aviation Annual Data
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Joby Aviation Quarterly Data
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| Beneish M-Score |
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Competitive Comparison of Joby Aviation's Beneish M-Score
For the Airports & Air Services subindustry, Joby Aviation'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.
Joby Aviation's Beneish M-Score Distribution in the Transportation Industry
For the Transportation industry and Industrials sector, Joby Aviation's Beneish M-Score distribution charts can be found below:
* The bar in red indicates where Joby Aviation's Beneish M-Score falls into.
Joby Aviation 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 Joby Aviation 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 * | + | 0.528 * | + | 0.404 * | + | 0.892 * | + | 0.115 * |
| - | 0.172 * SGAI | + | 4.679 * TATA | - | 0.327 * LVGI |
| - | 0.172 * | + | 4.679 * | - | 0.327 * |
| = | |
* 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 $6.94 Mil.
Revenue was 0.025 + 1.032 + 0 + 0 = $1.06 Mil.
Gross Profit was 0.01 + 1.032 + 0 + 0 = $1.04 Mil.
Total Current Assets was $951.69 Mil.
Total Assets was $1,164.36 Mil.
Property, Plant and Equipment(Net PPE) was $132.20 Mil.
Depreciation, Depletion and Amortization(DDA) was $31.93 Mil.
Selling, General, & Admin. Expense(SGA) was $111.95 Mil.
Total Current Liabilities was $38.24 Mil.
Long-Term Debt & Capital Lease Obligation was $26.52 Mil.
Net Income was -94.587 + -115.103 + 1.525 + -286.079 = $-494.24 Mil.
Non Operating Income was 39.027 + 0.293 + 116.109 + -180.737 = $-25.31 Mil.
Cash Flow from Operations was -106.635 + -83.343 + -80.176 + -71.744 = $-341.90 Mil.
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Total Receivables was $10.91 Mil.
Revenue was 0 + 0 + 0 + 0 = $0.00 Mil.
Gross Profit was 0 + 0 + 0 + 0 = $0.00 Mil.
Total Current Assets was $1,013.14 Mil.
Total Assets was $1,218.73 Mil.
Property, Plant and Equipment(Net PPE) was $117.06 Mil.
Depreciation, Depletion and Amortization(DDA) was $25.85 Mil.
Selling, General, & Admin. Expense(SGA) was $97.85 Mil.
Total Current Liabilities was $30.32 Mil.
Long-Term Debt & Capital Lease Obligation was $22.68 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) |
| = | (6.939 / 1.057) | / | (10.912 / 0) |
| = | 6.564806 | / | |
| | = | |
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) |
| = | (0 / 0) | / | (1.042 / 1.057) |
| = | | / | 0.985809 |
| | = | |
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 - (951.69 + 132.202) / 1164.357) | / | (1 - (1013.14 + 117.055) / 1218.727) |
| = | 0.069107 | / | 0.072643 |
| | = | |
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 |
| = | 1.057 | / | 0 |
| | = | |
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)) |
| = | (25.85 / (25.85 + 117.055)) | / | (31.933 / (31.933 + 132.202)) |
| = | 0.180889 | / | 0.194553 |
| | = | |
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) |
| = | (111.95 / 1.057) | / | (97.848 / 0) |
| = | 105.912961 | / | |
| | = | |
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) |
| = | ((26.517 + 38.24) / 1164.357) | / | ((22.684 + 30.317) / 1218.727) |
| = | 0.055616 | / | 0.043489 |
| | = | |
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 |
| = | (-494.244 - -25.308 | - | -341.898) | / | 1164.357 |
| | = | -0.109106 |
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.
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