Owns, operates, and franchises hairstyling and hair care salons. Provides a variety of hair care services including haircutting, styling, and coloring. Now — the numbers.
The biggest line carries real weight, but it doesn’t decide everything on its own.
This is an established company with proven profits.
The gap is $275.4M. In times of high interest rates, a gap like that can squeeze a company.
The market pays 9.9× for every dollar of annual profit — cheap, which is either an opportunity or a warning.
Against companies in its own sector, it looks cheaper than 85% of them.
Analysts' average target sits 53% above today's price.
Executives buying with their own money is usually read as confidence in the company’s future.
We compared this company with its own sector across five subjects.
A score of 50 means class average.
Profit indicators sit around the sector average.
Clearly below the class average.
The price looks reasonable next to what the company earns.
Clearly below the class average.
Clearly above the class average — a step short of the very top.
Financial Strength: The cash-and-debt balance is thin; the buffer for hard times is slim.
Growth: Sales growth trails the sector average.
An investor who bought at the very peak is down 61% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
Over the last 12 months, company executives reported 11 buys and 10 sells. Management buying with its own money is usually read as a good sign.
Over the last 4 years, sales fell about 5% a year on average. Profit is holding up, but a shrinking business is a risk worth watching.
The balance sheet offers little cushion against a rough stretch. Report-card grade: 20/100.
The growth engine is running at low revs right now. Report-card grade: 35/100.
On our five-subject report card, RGS sits in the middle of the class: some subjects shine, others don’t. The grade moves as the numbers move.
The takeaway: RGS is an established business that has proven its profits for years. The real debate isn’t the quality of the business — it’s what that quality should cost.