IPic Theaters aimed to attract an upscale clientele with luxury theater experiences costing $100 per person. However, this segregated lower-income customers and caused the company to lose money. After going public in 2018, IPic's stock price dropped 90% due to overestimating share price and failing to gain market share. A SWOT analysis found IPic's strengths of exclusive experiences appealed to few, while weaknesses like high prices and an unappealing menu segregated most customers. Opportunities existed in expanding customer base and profitability, but threats included stock delisting and continued losses if changes were not made.

1. Signature Assignment:
IPic Theaters: Corrective Action Plan/Management Consulting Review
Stacey Troup
Strategy & Planning/ MBA-643
April 15, 2019
Professor Dr. Ralph Ezelle
Touro University Worldwide

2. Abstract
IPic Theaters™ thought they had found a niche market with their indoor drive-in format
of theaters. Gearing their chain to the upper crust clientele where a meal and a movie at their
location can easily run you $100.00 without drinks, the chain has some major hurdles to
overcome after going public in February of 2018 after losing 90% of their valuation due to their
overestimates of share price as well as a market segregation that keeps them from gaining the
market share in their most prevalent locations. A SWOT analysis is key to identifying how you
plan to identify your strengths and weaknesses while setting a plan to overcome and find success
for your business. IPic could use a better strategic vision in their future if they plan on
continuing to remain a publically traded entity.
Keywords: IPO Failures, Over Valued IPO, Market Valuation Failures,
Segregation of Key Demographics in Business.

3. IPic Theaters – Good Ideas, Bad Execution
IPic Theters™ Launched in 2010 with the idea that an upscale “dinner and a movie”
experience would be an unforeseen opportunity in an upscale marketplace. The company went
public in 2018 and has continued to lose money through a failure to capture market share, a
blatant segregation of lower income clients, a “chef-inspired” menu that doesn’t fit the model of
the dine-in theater experience, and an over-inflated business model which has caused them great
valuation during their IPO tank in the last 12 months. This SWOT analysis will review what IPic
is doing, where they are making profits, and how these weaknesses can be turned into a
profitable revenue stream should they recognize and implement these strategies, rather than “hog
tying” to their “upscale only” clientele while continuing to lose money.
IPic Theaters – Brief History
IPic Theaters went public only eight years after they launched with a stock price of
$18.50 per share in February 2018. Within hours, the stock had dropped to a price of $13.74 and
has continued to lose valuation in the first full year of trading, closing out on March 14 to a price
of $5.63 per share (IPic Stock Ticker, n.d.).
Financial statements reveal that while one theater had significant damage (and
subsequent loss) from a hurricane and was closed as a result, this did not bolster the company’s
efforts to gain market share. The operation is burdened with a “chef-inspired” menu that does
not fit the needs of the moviegoers while trying to be more of a fine dining experience but often
failing due to poor attendance, high prices, and less than favorable execution of the menu
offerings including an overstuffed bar menu inclusive of $100 and $500 bottle offerings of
wine/champagne which are far from suited to a 2 hour moviegoing experience (IPic In Theater
Menu, N.D.).

4. Adding insult to injury, the company’s financials are putting them at risk for being
delisted rather than furthering their desire to expand into the Arab marketplace (by building in
the UAE). In 2019, just one year after going public, the company was put on notice under
NASDAQ Listing Rule 5550(b)(2) which imposes very strict rules relating to market value of
listed securities when the company fell short of these requirements during a 2018 and was put on
notice accordingly until they were able to come to compliance. The fear of reprisal and failure to
adhere to this requirement may happen again, causing great strife to the company as when the
financials were reviewed, we discovered a loss of $2.9M to the EBIDTA and an overall net loss
of $56.8M to the company in the same year they went public (2018) (Form 8-K, 2019). The
company can simply not continue in this fashion and expect to continue to be both publically
traded as well as profitable, as no company can continue to operate at such immense losses to
their capital valuation.
The Role of Management
When management is faced with threats against their company valuation, they need to
take appropriate steps to rectify the situation. By reviewing their situation, creating an analysis
of how they can turn things around, and committing to implement these strategic changes, they
can secure their company’s financial health. As it becomes incredibly blatant in the following
review of IPic, it seems that the CEO/Founder is more interested in opening a theater in Dubai
that he is in first turning around his US operations in order to ensure a place in the Dubai (or
other) foreign markets.
As the company is now publically traded, the Board of Directors is responsible for
ensuring the health of the companys finances and future success, while driving the decision-
making process. However, it seems that the IPic Board is made up of “pomp and circumstance”

5. rather than investment professionals or others with significant experience in the realm of
publically traded firms, as the Board consists of several members of the Tribeca Film Festival
and other smaller film schools. The infancy of the company will only survive the harsh waters of
the financial markets if they adapt to their needs, overcome their weaknesses and turn their
existing position around through targeted efforts to increase profitability (FINRA Staff, 2016)
(IPic Board of Directors, n.d.).
Comparative Analysis to AMC/Regal – A SWOT Analysis
For purposes of identifying where the shortcomings of the company’s business plan and
market share reside, this SWOT will do a comparative analysis against key factors which drive
comparable retail chains of Regal and AMC Theater chains against what IPic considers to be
their SWOT so that we may identify the true shortcomings to the company’s profitability.

6. TWOS Strategic Alternatives Matrix – IPic Theaters
External Opportunities (O)
1. Greater Market Share
2. Expansion into
foreign markets
3. Greater profitability
across offerings
(screen, food)
4. Expansions to new
technologies
External Threats (T)
1. Serious risk of
NASDAQ Delisting
of stock
2. Loss of Valuation
(insolvency)
3. Continued market
(segregation) loss to
competitors
4. Loss of Existing
Revenue Stream(s)
Internal Strength
 Only Server-Driven
movie theater on market
 Virtual “Child Free”
movie experience
 Only “Couples” seating
offering for theater chain
 Upscale design,
ambiance, and offerings
($$)
Strengths & Opportunities:
Maxi-Maxi Strategy
 Menu offering skewed to
diet trends (Keto/Atkins)
as well as “movie” foods
 Segregation against
children/seniors/families.
Offer special times for
these with pricing
 Membership expansion
to offer specials to those
paying for memberships
(vs free membership)
Strengths and Threats
Maxi-Mini Strategy
 Reduction of menu to
reduce costs associated
with carry
 Couples theater offering
keeps satisfaction up for
patrons while segregating
market share
 Offering causes high cost
and carry – hit to bottom
line
 Keep Restaurant Menu
Separate from Movie
Theater Menu – Dining
Experience
Internal Weakness
 Memberships Required
with Favortism for
higher paid memberships
 Stock Valuation (Loss)
due to operating
procedures
 Opinion of own place in
the business and refusal
to adapt to changes
needed
Weakness and Opportunity
Mini-Maxi Strategy
 High ticket prices –
revise pricing strategy
 Revise membership
offerings to favor
members
 Offer family/student
plans
 Limit high-end offerings
to sit down restaurant
and only movie fare to
in-theater dining –
reduce bar in theater.
Weakness and Threats
Mini-Mini Strategy
 More competitive movie
“freebies” for paid
members, similar to
others
 Low revenue driven by
theater views and more
by food (due to prices).
 Profitability low in
theaters, skew
membership offerings to
spike the per ticket
spending of guests.

7. Strengths
While IPic Theater is the only offering of its kind being a couples-oriented theater with a
Michelin™ chef behind the menu offering, their strengths are not appealing to the masses.
Compared to AMC, their membership is very expensive and offers little, while AMC drives butts
to the seats in the theater which, in turn, drives up the high mark-up food offerings at their
locations (including the now full meals offered at select theaters). The business model is really
only appealing (or geared toward) people making over $120k per year and who do not wish to be
around children, students, or senior citizens (due to the nondiscount structure and high prices)
(Form 8-K, 2019).
Weaknesses
Market share is a catastrophic weakness of this theater chain. By only wanting the
“upper crust” to see a movie or enjoy their theaters, they are segregating themselves into
bankruptcy. The food sales increase at a theater when ticket prices are skewed toward ages (such
as kids free under a certain age, student discount, senior discount) as many of the families will
buy over $100 of food while at a theater while the costs are usually under $10.00 for the food
purchased. Again, the segregation of client base due to their own perception that their theater is
not for everyone but only for select few, is one of the weaknesses which keep this chain out of
profit.
The other clear weakness of the chain is again due to its own perception of hierarchy.
The food offering at the hands of the “all-star” chef, is not only unbefitting a movie theater, but
actually has a lower profit margin than usual theater offerings. In addition to the high food costs,
the bar menu is expansive and outside the realm of what theatergoers are seeking (including a
$500 bottle of champagne). They have failed to recognize how partnering with the film studios

8. can bring greater revenues through “limited-run” drink offerings and by keeping the food and
beverage in the theater to a minimum (Udland, 2015) (Rushing, 2018).
Opportunities
In the opportunities column, this chain has a lot of opportunities if they recognize their
shortcomings and embrace the proposed changes to drive revenue and the company’s goal of
international theaters. By reworking the menu to reduce the overhead while allowing for specific
dietary needs of theatergoers, they will reduce their overhead in this arena. Additionally, by
making “family hour” offerings where children’s tickets are reduced and children’s food
offerings are given, they do not segregate the market who wish to watch say the latest superhero
movie without children, but they allow for families to attend these shows with their families and
spend money on food and candy options with a high mark up, while there.
By reworking the memberships to give more than free popcorn to the members, they will
find themselves in a competitive marketplace to AMC. Where AMC is known as a family-
friendly environment, IPic has a chance to become an upscale date night by offering events,
discounts, point rewards, and other spiffs to customers who frequent the movie. Currently, the
membership only allows for a slight food discount and closer seating to the screen.
Rather than worrying about the aesthetics of their theaters and renovating theaters who
are experiencing great loss, they need to focus on the innovations that have driven success for
both AMC and the Lowes theater chains. AMC holds the licensing for IMAX (regular and 3-D)
while Lowes has the 4DX Experience (unlike any other). They realize that the experience is
what drives people to purchase tickets and have made significant improvements to the
environment for viewing rather than aesthetics of the lobby.

9. Opportunities are great and beyond the scope of the small overview here. The theater
needs an influx of new ideas, a formula that brings them into the profitability side of the financial
balance, and a firm plan that helps strengthen the stock valuation of the company while removing
the threat of delisting and bankruptcy.
Threats
Threats, as indicated, are great if this chain cannot remove the delusion of grandeur they
possess and make effective changes to help drive people to their theaters. The imminent threat
of delisting and bankruptcy being at the front of these threats which require an immediate
solution for change if the theater is to exist beyond its infancy year on the exchange. Already
having been put on notice once in the first year for the capital requirement failure, this chain
needs solutions that work rather than pomp and circumstance.
In order to hold on to their existing theater chains, which average a loss of $1 million
each per year, they need to streamline the food and beverage offerings, reduce operational
bottlenecks, and drive revenue through strategic partnerships, advertising, memberships, and
other offerings designed to bring an experience as well as revenue from each customer who
chooses to experience this chain themselves.
If IPic cannot recognize their own threats and the vast threat that their own unwillingness
to change brings to the health of their profitability and bottom line, then it is only a matter of
time before NASDAQ delists the stock, they are reduced to penny stock, and valuation in the
company is all but lost.

10. Membership Comparison - AMC
AMC Theater chain, which operates over 1,000 theaters in a global marketplace while
maintaining a number 1 or number 2 spot in the top 3 locations (US), has significant profits as
their business model is welcoming to all patrons and encourages spending by all while within the
theater (AMC Fact Sheet, 2018). 2018 revenues for the theater chain stood strong at $5460.80
(in millions) while their food and beverage offering kept expenses low through a very specialized
offering to patrons; their costs for food and beverage (and film rights) for 2018 were $5195.80
(in millions). The chain also had a significant loss due to some intricate financial redemptions of
their stock over the year as well as some notes payable and other financially driven issues while
continuing to pay dividends to shareholders and raising a profit (Current Folio 10-K, 2018).
The membership for AMC, known as AMC Stubs (and Premier), bring great value to the
consumer avoiding market segregation (such as families, students, etc). The company strives for
innovation through the renovation of their theaters to include reclining seats, IMAX™ offerings,
3-D™ options for select movies, and a second-to-none rewards program which allows premier
members to view 3 movies per week as part of the included monthly service fee. In a high price
market such as NYC where an average ticket price is $17-28 (depending on type of film viewed),
these free movies drive their food sales on otherwise unused seats at a theater while providing a
points program that rewards patrons even for these “free” movies. Finally, the company has
implemented permanent $5.00 Tuesday movie offerings across all theaters and screens (US) for
AMC members, which drive a revenue stream on a day when the theaters are notoriously empty.
Their commitment to customer satisfaction, innovation, and a family welcoming experience is
what keeps their membership strong and their profits in the green (AMC Current Folio, 2018).

11. Industry Changes
While IPic (and others) struggle to maintain any semblance of market share or
profitability against streaming services, the industry as a whole is continually striving to bring
innovations which drive ticket sales. AMC, for example, innovates through IMAX™ offerings
and renovating theaters to allow for all reclining seats, $5.00 Ticket Tuesday, and in-store
specials on food and beverage for all age ranges (AMC Current Folio, 2018).
Competing with the trends of streaming video, it is imperative that the innovations these
theaters embrace continue to drive people to want to leave the house while keeping it affordable
for families, in favor of the experience offered. In markets such as NYC where a vast plethora of
restaurants exists, the IPic theater model struggles to gain any market share due to the lack of
visibility in what the consumers really want. Couped up in small spaces as is the standard of city
life, these people want to go out into the world, experience restaurants and events separate as part
of an evening out, not wanting to be trapped in one building for a date, as an example.
For years prior to the big superhero push, theaters were struggling to get butts in the seats
due to poor movie choices/selections from the studios. Economic factors were driving people
out of the theaters and into their homes where the real experience of a great movie lacks
imagination. However, since the very public DC/Marvel war at the box office, these action-
packed movies are driving ticket sales and saving the theater chains. In addition, AMC partners
with the studios to hold “fan night” or “premier night” showings the day prior to the actual
release, contests, meet and greet events, etc. in order to bring a true Hollywood premiere to
people in markets such as New York (Rodriguez, 2017). In addition to these offerings, their
revenue and profits continue to drive advertisers to infuse the business model of AMC with pre-

12. movie advertising over that of competitors (Are there enough superheroes to revive movie
theaters?, 2018)
Realizing that the experience of the theater is what drives people to the movies and that
the food is an up-sale (and highly profitable) to this experience, AMC has also geared the food
toward the moviegoers (rather than on “fine dining”) while offering specialty cocktails that are
collaborations with liquor companies and compliment the movies (Rushing, 2018)(as their
current DC inspired drinks) (Drink Specials, n.d.). Because of these innovations, AMC and
other large chains like them, have not had the hit to their business model that IPic has. Visibility
and a driving knowledge of what your customers want and are willing to pay for are what keep
them coming back to your theater (Rushing, 2018) (Udland, 2015)!
IPic Strategic Intent/Financial Objective
IPic has a strategic vision that is not resulting in profitability for the company nor the
investors. According to their Annual Report (Annual Report, 2017), the strategic vision of the
company is to drive additional revenue from its members while striving to open theaters
overseas. This vision does not take into consideration what will be needed to actually turn a
profit, gain greater revenue share, or reduce overall costs for the firm (which drive profits).
Instead, their vision is international growth over customer service, experience, or retention
(Annual Report, 2017).
Generally speaking, there needs to be a strategic intent that focuses on turning the
company around from its slump through variable offerings to consumers. It is apparent that IPic
views themselves as a “white collar” theater only and does not care if they remain profitable,
which explains the slump in their stock prices. Their lack of a strategic vision or implementation
of any sort of improvements (outside of theater renovations) have led to what will likely lead to
their demise.

13. Formative Strategy For Success
Since the interim report of a few weeks ago, the stock has not only plummeted but has
taken a freefall in valuation as it is currently trading at $4.26 per share with 1.17M outstanding.
Since inception, the stock has lost over $99,879,360 (February 2018 opening of $18.50/share)
Appendix“A”.
After conducting significant analysis into the problems with the theater and its ability to
retain value, the aforementioned SWOT analysis examines changes which can be implemented
to help this goal. While the company has 1.17M outstanding shares, we find it particularly
interesting that over 44% of this stock is converted to what is referred to IPic Gold Class
Holdings shares (parent company) and given out as incentives or options to executives as the
stock continues to lose value. Additionally, the initial 7.32% of the profits from the IPO (at
18.50 per share) were converted to Gold Class shares ($5M) and used to renovate theaters which
seems an unnecessary corrective action amidst such a fluctuating stock price and the fact that the
stock began its rapid decent less than a week after the IPO was launched. With this misuse of
IPO funding comes a 92.68% internal voting rights on shares, leaving the future of the company
to the very people who have not effectively formulated a strategy to retain value (Annual Report,
2017) (43 Ways to Improve Profitability of A Company, n.d.).
Diversification of Board of Directors – Immediate Corrective Action
The first suggestion to correct the small and seemingly inexperienced, small, group is to
diversify the Board of Directors to include executives from the major investors who hold
majority shares (UBS and Morgan Stanley) so that they may give advice on how to improve the
stock valuation as well as how to correct some of the misuse of the internal funds (IPic Board of
Directors, n.d.) (IPic Entertainment, N.D.). AMC Entertainment has showcased such

14. diversification benefits the stock valuation (Board of Directors, N.D.). AMC has found success
not focusing on a small, internal board without the addition of industry professionals, investment
professionals, independent auditing firms, etc. which help ensure the direction of the company,
as well as the stock value, are maintained in a positive way rather than taking a restrictive view
of how the company should progress for change (or refuse to recognize the need for change)
(Calzacorta, 2015).
Additionally, within the restructure of the Board of Directors, it is suggested that steering
committees be developed to address specific needs of the company (finance, PR, membership
advisory, etc). These teams of executives will help to drive the theater into friendlier waters
through their suggestions on how to gain greater revenue, set the tasks to improve the visibility
and drive the overall projects.
By opening up both the Board of Directors as well as the establishment of these
committees, you will invite greater outsiders with vast experience in their respective realms of
discipline (finance, PR, theater vs restaurant operations)
Membership Changes for Profitability
The current membership structure of IPic theaters is one which is counterproductive and
unwelcoming to families, seniors, students, and individuals earning less than $100k per year.
Admittingly, the Annual Report boasts of an average income of patrons of $115k and a
predominant mix of female consumers, however, it also represents little to no mix of families or
students as a lot of the locations are central to major universities or family oriented
neighborhoods (Annual Report, 2017).
In review of the policies and procedures surrounding the membership offering at IPic, it
is suggested that the membership subscriptions should be restructured in several ways. First, as

15. many of the theaters reside in areas where colleges and families tend to reside, it is suggested
that a student membership be offered with student rates (approximately $8.00) as many theaters
in similar markets do this to draw the kids into the theaters in groups (which also boosts their
snack bar sales). In addition, families are currently swayed to theaters such as AMC and Lowes
due to the children’s admission pricing structures. By structuring pricing which is conducive to
families, you guarantee at least 3 people will be in attendance at the theater and will likely have
upsell items from the concession purchased as a result of the children. Additionally, offering
specials at the concession for these groups will also lead to greater sales of such items (Annual
Report, 2017) (AMC Annual Report 2017, 2017).
As many of the members in the current structure pre-date a structure change, it is
suggested that these members be “grandfathered” into the new program with a bonus applied to
their accounts equaling a free movie or concession item (to set value) to thank them for their
membership prior to the restructuring (which will also benefit them and bring greater profits as a
result). For the existing members, it is also suggested that as a “thank you” for the premier level
members, that they are gifted a “buddy” or “companion” ticket for one year as a thank you for
standing by and helping the theater through the rough patches financially. This “companion”
ticket would allow for the member to bring one person with them every time they purchase a
ticket through the app (and could be loaded and tracked accordingly). This will begin the upsell
of the concession items for people who have never visited the theater due to the existing structure
of membership or ticket pricing.
Menu Offering Restructured (Major City Markets)
As the food costs and sale prices are high with lower profit margins, it is suggested that in
major metropolitan markets (such as NYC, Dallas) where food is prevalent and celebrity chefs

16. are often in the marketplace with their own restaurants, that the menu be altered within the
theater as a way to separate the theater from the actual restaurants (creating separate businesses).
New Yorkers, for example, have vast cuisine options available to them in a more conducive
environment to the costs for same in the attached restaurants. By letting go of these restaurants
or separating them from the theater as their own entities, you will separate the view of the theater
and open up to different markets. For example, people may want to try your restaurant (not
likely in markets such as NYC) but they may not want to fight with a theater crowd to do so. By
separating these entities, you will clearly define where your P&L are and will be able to make
changes accordingly. Keeping in mind what works in markets such as Boca Raton do not work
in the heavily saturated, high profile areas for restaurants such as New York City (New York
Zagat Guide, 2019).
By removing the free popcorn from the offering, and only allowing it to those who had a
premier membership and who would be grandfathered into the program, you increase your
profitability for each ticket sold as this is the highest profit margin item sold at a movie (Ben-
Achour, 2014).
Investing Profitability
Rather than focus on renovating theaters with profits from the stock offering, the
company should be focused on the emerging technologies that are available and find a way to
work an exclusive technology into their theater to drive profits the way that AMC and Lowes
have with both IMAX™ and 4DX™ respectively. Industry professionals believe that these
emerging technologies are what drive people from their living rooms and into the more
expensive theaters – its all about the experience (VanDerWerff, 2017).

17. These emerging technologies are available and can be secured as exclusives or shared
technologies (like that of the 3-D™ technology). Cinema-Con, a convention of cinematic
technologies and offerings similar to that of a Comicon™ (without the public – trade only) show,
provides a glimpse of what new emerging technologies are available for theaters to adapt. This
would be a good place to start when seeking a greater portion of the revenue share from the
public – give them what they can't get anywhere else, without the pomp and circumstance of
overblown, overpriced restaurants that don’t meet the standards in high profile markets
(Guerrasio, 2018).
The only governmental issues that a theater faces are those which help their profitability.
In 2017, the Federal Government attempted to overturn the Net Neutrality regulations which
would have crippled the likes of streaming services such as Netflix and Amazon as their
customers were pushed to the back or slowed down in terms of buffer speed in favor of those
paying more for faster speeds on their bill each month. Had Net Neutrality been overturned, all
theaters would have experienced a push in favor of ticket sales as these portals for entertainment
became unusable (Collins, 2018).
Conclusion
With the company losing money every day that changes are not made, the company faces
the inevitable – delisting of their publically traded stock offering, the loss of the investment to go
public (IPO), and the bankruptcy of the company as a whole as they continue to operate in the
“red”.
The time to enact change that results in a positive impact on the stock valuation, the
bottom line of the company, and the overall financial health of the business is now. Every day
that the board is allowed to run amuck doing what clearly does not work while ignoring what is

18. seemingly obvious to the rest of the world (by blocking out a bulk of the profits and customers
through greed and a clear superiority complex) they are driving the company closer to the brink
of extinction. Diversification of the board, restructuring of the membership and its perks and
using statistical data to gear the offering and ticket prices to the markets they serve would be
easily achievable first steps to helping the stock rebound and giving the company the money they
seek to make technology and geographic improvements in the years to come.
After only a year on the exchange, the company has already been put on notice once over
their capital requirement failure in order to remain on the NASDAQ, has very few shareholders,
and has lost more than they make through the stock value loss. The establishment of the steering
committees, as well as the diversification of the Board of Directors, is a necessary step to help
redeem the value of the company’s stock. These individuals can provide a formative strategy to
help regain value, appropriate the (minuscule) profits, and guide the company on a road to
success. It is, however, not going to happen with the current mix that the company has nor by
remaining stagnant or blind to the problems at hand. Reinvesting for renovation isn't what
plagues you, your own decision to segregate the market while assuming all markets welcome
your overpriced offerings of food and drink with no real creativity or tie-ins to the movies as
your competitors do, while making it counterproductive for families and groups to attend your
theaters because of the view that they are a “dining experience” will inevitably be what drives
the company into bankruptcy should it remain unchecked and unchanged.

19. Appendix “A”
iPic Entertainment Inc. (IPIC)
NasdaqCM- NasdaqCMReal Time Price.CurrencyinUSD
Add to watchlist
4.26+0.19 (+4.6683%)
As of April 12 2:28PM EDT. Market open.
Valuation Measures
Market Cap (intraday) 5 48.85M
Enterprise Value 3 234.19M
TrailingP/E N/A
ForwardP/E 1 -1.76
PEG Ratio (5 yr expected)1 N/A
Price/Sales (ttm) 0.33
Price/Book (mrq) N/A
Enterprise Value/Revenue3 1.58
Enterprise Value/EBITDA 6 -18.87
Financial Highlights
Fiscal Year
Fiscal Year Ends Dec 30,2018
Most RecentQuarter(mrq) Dec 30,2018
Profitability
ProfitMargin -15.64%
OperatingMargin (ttm) -20.70%
Management Effectiveness

20. Returnon Assets (ttm) -11.97%
Returnon Equity (ttm) N/A
Income Statement
Revenue (ttm) 148.34M
Revenue PerShare (ttm) 32.04
QuarterlyRevenue Growth (yoy) -1.30%
Gross Profit(ttm) N/A
EBITDA -12.41M
NetIncome Avi toCommon (ttm) -18.76M
DilutedEPS (ttm) -4.0520
QuarterlyEarningsGrowth (yoy) N/A
BalanceSheet
Total Cash(mrq) 6.03M
Total CashPerShare (mrq) 0.84
Total Debt(mrq) 188.26M
Total Debt/Equity (mrq) N/A
CurrentRatio (mrq) 0.50
BookValue PerShare (mrq) -19.70
Cash Flow Statement
OperatingCashFlow (ttm) -16.96M
LeveredFree CashFlow (ttm) -32.12M
Trading Information
Stock PriceHistory
Beta (3Y Monthly) N/A
52-WeekChange 3 -62.63%

21. S&P500 52-WeekChange 3 7.86%
52 WeekHigh 3 11.0300
52 WeekLow 3 2.0200
50-Day Moving Average 3 5.1403
200-Day MovingAverage 3 4.7531
Share Statistics
AvgVol (3 month) 3 7.84k
AvgVol (10 day) 3 2.1k
SharesOutstanding 5 7.14M
Float 4.08M
% HeldbyInsiders 1 44.79%
% HeldbyInstitutions 1 39.42%
SharesShort(Mar 14, 2019) 4 177k
Short Ratio(Mar 14, 2019) 4 39.16
Short %of Float(Mar 14, 2019) 4 13.83%
Short %of SharesOutstanding (Mar14, 2019) 4 1.55%
SharesShort(priormonthFeb14, 2019) 4 179.15k
Dividends & Splits
ForwardAnnual DividendRate 4 N/A
ForwardAnnual DividendYield 4 N/A
TrailingAnnual DividendRate 3 N/A
TrailingAnnual DividendYield 3 N/A
5 Year Average DividendYield 4 N/A
PayoutRatio4 0.00%

22. DividendDate 3 N/A
Ex-DividendDate 4 N/A
Last SplitFactor (newperold) 2 N/A
Last SplitDate 3 N/A

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