On the stock market since 2006, it operates in the world of consumer spending. It has 38,000 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.
An average decline of 13% a year over the last 4 years — the most striking risk in this picture. 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.
Executive selling isn’t always bad news; people sell for personal reasons too. Still, the thin buying side is worth noting.
An investor who bought at the very peak is down 71% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
Nothing in the current numbers stands out as a strong positive. That, by itself, is worth knowing.
A loss of $320.4M against $3.5B in annual sales. And on top of that, sales fell from the year before.
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, HBI sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: HBI has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.