On the stock market since 1992, it operates in the world of heavy industry. It has 192 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.
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.
Clearly above the class average — a step short of the very top.
Growth: Sales growth trails the sector average.
Financial Strength: The cash-and-debt balance is thin; the buffer for hard times is slim.
The stock trades 23% below its peak. The market has trimmed its expectations for the company.
Over the last 12 months, company executives reported 12 buys and 3 sells. Management buying with its own money is usually read as a good sign.
A loss of $843K against $69.3M in annual sales. And on top of that, sales fell from the year before.
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, CVU sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: CVU is a small company that closed last year at a loss. The road back to profit runs through spending discipline.