Manufactures components for absorbent hygiene products. Produces protective apparel for various industries. Now — the numbers.
Revenue is spread across several lines; no single product carries the company.
The company closed last year at a loss: costs ran above sales. The picture changes only if spending is reined in.
Average growth of 31% 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: 0.1× for every dollar of annual revenue.
Against companies in its own sector, it looks cheaper than 83% of them.
Analysts' average target sits 50% above today's price.
Executives buying with their own money is usually read as confidence in the company’s future.
An investor who bought at the very peak is down 95% 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 31% a year on average.
The company sells $3.2B a year; the problem isn’t sales — it’s costs running above that number.
Over the last 12 months, company executives reported 51 buys and 29 sells. Management buying with its own money is usually read as a good sign.
A loss of $159M against $3.2B in annual sales.
At the current pace of spending, the cash lasts about 1.9 years. After that, the company needs to find new money.
On our five-subject report card, MAGN sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: MAGN has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.
The total grade weighs these five subjects against the sector — it isn’t a simple average of the five.