On the stock market since 1996, it operates in the world of heavy industry. It has 7,300 employees. Now — the numbers.
The company closed last year at a loss: costs ran above sales. The picture changes only if spending is reined in.
That much dependence is a risk in itself: if this one line weakens, the whole company feels it directly.
Average growth of 7% 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.
We compared this company with its own sector across five subjects.
A score of 50 means class average.
Clearly below the class average.
Clearly below the class average.
Clearly below the class average.
Clearly below the class average.
The price is looking for direction — no strong breakout, no collapse.
Business Quality: Profit power and business quality trail similar companies in the sector.
Growth: Sales growth trails the sector average.
An investor who bought at the very peak is down 67% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
The company sells $1.2B a year; the problem isn’t sales — it’s costs running above that number.
Over the last 12 months, company executives reported 133 buys and 34 sells. Management buying with its own money is usually read as a good sign.
It pays out $0.28 per share each year — regular cash for whoever holds the stock.
A loss of $229.5M against $1.2B in annual sales.
At the current pace of spending, the cash lasts less than a year. After that, the company needs to find new money.
On our five-subject report card, CMCO sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: CMCO has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.