On the stock market since 2006, it operates in the world of media and communication. It has 511 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.
No real growth (-2% a year). 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. For now, time is on the company’s side.
angles, checked one by one.
The 3 that stand out are on screen; the rest came back neutral.
The council scores out of 10; report-card grades are out of 100.
Revenue Growth: Sales are growing slowly.
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.
There is $314.1M in the vault; even if every debt were paid off, $271.7M would remain.
It met or beat analyst expectations in 8 of the last 8 quarters — consistency is a promise kept.
The average analyst price target is $13.50 — 40% above today’s price.
A loss of $7.9M against $439.9M in annual sales. And on top of that, sales fell from the year before.
Over the last 12 months, executives reported 7 sells against just 0 buys. Not an alarm bell by itself, but a number worth watching.
On our five-subject report card, PERI sits in the middle of the class: some subjects shine, others don’t. The grade moves as the numbers move.
The takeaway: PERI is a small company that closed last year at a loss. The road back to profit runs through spending discipline.