Owns and manages 15 casinos across 10 states. Operates a golf course in New York and a horse racetrack in Colorado. Now — the numbers.
That much dependence is a risk in itself: if this one line weakens, the whole company feels it directly.
The company closed last year at a loss: costs ran above sales. The picture changes only if spending is reined in.
Average growth of 19% a year over the last 4 years. Red columns mark years that ended in a loss.
Before the clock runs out, either sales must climb sharply or new money must come in. This is the most critical line in the whole picture.
This company is not turning a profit, so the market is pricing its sales instead: 0.2× for every dollar of annual revenue.
Against companies in its own sector, it looks cheaper than 11% of them.
Analysts' average target sits 12% above today's price.
An investor who bought at the very peak is down 83% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
Over the last 4 years, sales grew about 19% a year on average.
The company sells $2.7B a year; the problem isn’t sales — it’s costs running above that number.
A loss of $701.1M against $2.7B in annual sales.
This stock swings about 2.7 times as much as the market average. Big rallies — and big drops — can both happen fast.
At the current pace of spending, the cash lasts about 1.1 years. After that, the company needs to find new money.
On our five-subject report card, BALY sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: BALY has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.