On the stock market since 2003, it operates in the world of heavy industry. It has 980 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.
angles, checked one by one.
The 2 that stand out are on screen; the rest came back neutral.
The council scores out of 10; report-card grades are out of 100.
An investor who bought at the very peak is down 77% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
The company sells $172.2M a year; the problem isn’t sales — it’s costs running above that number.
Over the last 12 months, company executives reported 25 buys and 5 sells. Management buying with its own money is usually read as a good sign.
The average analyst price target is $42.50 — 358% above today’s price.
A loss of $6.7M against $172.2M in annual sales.
At the current pace of spending, the cash lasts about 1.5 years. After that, the company needs to find new money.
On our five-subject report card, HSON sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: HSON is a small company that closed last year at a loss. The road back to profit runs through spending discipline.