Dine Brands Company Leadership
| DIN Stock | USD 32.61 0.12 0.37% |
About 60% of Dine Brands' corporate insiders are selling. The analysis of insider sentiment suggests that many Dine Brands Global insiders are, at present, alarmed. Dine Brands employs about 596 people. The company is managed by 32 executives with a total tenure of roughly 184 years, averaging almost 5.0 years of service per executive, having 18.63 employees per reported executive.
| Stephen Joyce CEO Chief Executive Officer, Director |
| Richard Dahl Chairman Independent Chairman of the Board |
Dine Brands' Insider Buying Vs Selling
40
Selling | Buying |
Latest Trades
| 2023-11-07 | Vance Yuwen Chang | Acquired 1170 @ 43.32 | View | ||
| 2023-11-06 | John W Peyton | Acquired 2225 @ 44.97 | View | ||
| 2023-03-10 | Larry Alan Kay | Disposed 600 @ 69.19 | View | ||
| 2022-12-09 | Larry Alan Kay | Disposed 1400 @ 69.57 | View | ||
| 2022-03-10 | Larry Alan Kay | Disposed 1950 @ 72.47 | View |
Monitoring Dine Brands' insider sentiment can offer insights into its future performance, as insiders often have access to more information about their company's operations, financial health, and upcoming initiatives than the general public. However, it's essential to note that insider trading is regulated by securities laws, and insiders are required to disclose their trades publicly to ensure transparency and prevent unfair advantages based on non-public information.
Dine |
Dine Brands' Workforce Through the Years
Please note that employee historical analysis has become an increasingly important factor for investors assessing the risk associated with Dine Brands' future performance. Based on our forecasts, it is anticipated that Dine will maintain a workforce of about 4390 employees by December 2024.Dine Brands Management Team Effectiveness
The company has Return on Asset of 0.0678 % which means that on every $100 spent on assets, it made $0.0678 of profit. This is way below average. Dine Brands' management efficiency ratios could be used to measure how well Dine Brands manages its routine affairs as well as how well it operates its assets and liabilities. As of the 22nd of November 2024, Return On Tangible Assets is likely to grow to 0.11, while Return On Capital Employed is likely to drop 0.14. At this time, Dine Brands' Non Currrent Assets Other are very stable compared to the past year. As of the 22nd of November 2024, Other Current Assets is likely to grow to about 88 M, while Total Assets are likely to drop about 1.6 B.As of the 22nd of November 2024, Net Income Applicable To Common Shares is likely to grow to about 74.6 M, while Common Stock Shares Outstanding is likely to drop about 15.1 M.
Dine Brands Workforce Comparison
Dine Brands Global is rated below average in number of employees category among its peers. The total workforce of Consumer Discretionary industry is currently estimated at about 251,396. Dine Brands adds roughly 596 in number of employees claiming only tiny portion of stocks in Consumer Discretionary industry.
Dine Brands Profit Margins
The company has Net Profit Margin of 0.11 %, which implies that it may need a different competitive strategy as even a very small decline in it revenue may erase profits and result in a net loss. This is way below average. In the same way, it shows Net Operating Margin of 0.23 %, which entails that for every 100 dollars of revenue, it generated $0.23 of operating income.| Current Value | Last Year | Change From Last Year | 10 Year Trend | ||||||
|---|---|---|---|---|---|---|---|---|---|
| Gross Profit Margin | 0.51 | 0.4674 |
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| Operating Profit Margin | 0.25 | 0.2259 |
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Dine Brands Insider Trading History
Some recent studies suggest that insider trading raises the cost of capital for securities issuers and decreases overall economic growth. Trading by specific Dine Brands insiders, such as employees or executives, is commonly permitted as long as it does not rely on Dine Brands' material information that is not in the public domain. Local jurisdictions usually require such trading to be reported in order to monitor insider transactions. In many U.S. states, trading conducted by corporate officers, key employees, directors, or significant shareholders must be reported to the regulator or publicly disclosed, usually within a few business days of the trade. In these cases, Dine Brands insiders must file a Form 4 with the U.S. Securities and Exchange Commission (SEC) when buying or selling shares of their own companies.
| Buy/Sell Ratio | # Purchases Trades | # Sales Trades | Total Shares Purchased | Total Shares Sold | |
|---|---|---|---|---|---|
| 2024-06-01 | 3.8 | 19 | 5 | 1,852 | 3,808 |
| 2024-03-01 | 2.7 | 54 | 20 | 211,759 | 14,323 |
| 2023-12-01 | 1.0 | 2 | 2 | 3,395 | 636.00 |
| 2023-06-01 | 5.6667 | 17 | 3 | 1,533 | 1,304 |
| 2023-03-01 | 1.6774 | 52 | 31 | 162,605 | 71,109 |
| 2022-09-01 | 37.0 | 37 | 1 | 1,558 | 1,000.00 |
| 2022-06-01 | 6.6667 | 20 | 3 | 616.98 | 5,613 |
| 2022-03-01 | 3.2778 | 59 | 18 | 186,453 | 52,000 |
| 2021-09-01 | 0.3333 | 2 | 6 | 3,409 | 7,989 |
| 2021-06-01 | 0.375 | 6 | 16 | 37,646 | 55,279 |
| 2021-03-01 | 1.1429 | 48 | 42 | 262,328 | 106,275 |
| 2020-09-01 | 2.0 | 2 | 1 | 4,308 | 1,319 |
| 2020-06-01 | 24.0 | 24 | 1 | 12,523 | 1,819 |
| 2020-03-01 | 2.1765 | 74 | 34 | 144,087 | 86,997 |
| 2019-12-01 | 11.0 | 33 | 3 | 9,188 | 11,951 |
| 2019-09-01 | 4.7143 | 33 | 7 | 9,658 | 22,800 |
| 2019-06-01 | 2.3571 | 33 | 14 | 13,286 | 60,738 |
| 2019-03-01 | 3.35 | 67 | 20 | 116,504 | 56,937 |
| 2018-12-01 | 5.5 | 33 | 6 | 31,390 | 12,900 |
| 2018-09-01 | 5.5 | 33 | 6 | 13,345 | 27,391 |
| 2018-06-01 | 4.3 | 43 | 10 | 38,333 | 764,961 |
| 2018-03-01 | 4.0 | 64 | 16 | 175,241 | 16,798 |
| 2017-12-01 | 32.0 | 32 | 1 | 6,324 | 778.00 |
| 2017-06-01 | 37.0 | 37 | 1 | 10,460 | 2,256 |
| 2017-03-01 | 3.4762 | 73 | 21 | 439,584 | 80,704 |
| 2016-12-01 | 4.5714 | 32 | 7 | 2,883 | 54,200 |
| 2016-09-01 | 16.0 | 32 | 2 | 7,885 | 15,000 |
| 2016-06-01 | 31.0 | 31 | 1 | 347.49 | 2,622 |
| 2016-03-01 | 1.9444 | 70 | 36 | 270,667 | 2,110,532 |
| 2015-12-01 | 12.6667 | 38 | 3 | 798.70 | 3,000 |
| 2015-03-01 | 1.4038 | 73 | 52 | 300,092 | 408,291 |
| 2014-12-01 | 0.25 | 2 | 8 | 10,000 | 233,500 |
| 2014-09-01 | 7.75 | 31 | 4 | 425.03 | 260,425 |
| 2014-06-01 | 8.25 | 33 | 4 | 5,125 | 8,448 |
| 2014-03-01 | 1.6667 | 75 | 45 | 261,959 | 1,197,636 |
| 2013-12-01 | 5.5 | 33 | 6 | 50,463 | 126,800 |
| 2013-09-01 | 14.0 | 28 | 2 | 1,703 | 5,882 |
| 2013-06-01 | 4.0 | 28 | 7 | 13,943 | 27,375 |
| 2013-03-01 | 3.4667 | 52 | 15 | 134,361 | 87,042 |
| 2012-12-01 | 0.1818 | 2 | 11 | 50,928 | 444,221 |
| 2012-09-01 | 0.2273 | 5 | 22 | 107,000 | 499,497 |
| 2012-06-01 | 0.3333 | 2 | 6 | 7,500 | 69,193 |
| 2012-03-01 | 3.8 | 19 | 5 | 83,743 | 93,308 |
| 2011-09-01 | 7.0 | 7 | 1 | 40,538 | 0.00 |
| 2011-06-01 | 0.6 | 3 | 5 | 20,217 | 38,934 |
| 2011-03-01 | 0.8214 | 23 | 28 | 150,452 | 287,357 |
| 2010-12-01 | 0.28 | 7 | 25 | 144,167 | 573,334 |
| 2010-09-01 | 1.0 | 2 | 2 | 49,000 | 0.00 |
| 2010-03-01 | 1.85 | 37 | 20 | 577,245 | 109,668 |
| 2009-12-01 | 0.6 | 3 | 5 | 18,250 | 32,091 |
| 2009-09-01 | 6.0 | 6 | 1 | 43,771 | 5,000 |
| 2009-03-01 | 2.3333 | 28 | 12 | 321,033 | 71,733 |
| 2008-12-01 | 1.25 | 5 | 4 | 171,320 | 25,500 |
| 2008-06-01 | 2.0 | 6 | 3 | 21,069 | 10,500 |
Dine Brands Notable Stakeholders
A Dine Brands stakeholder refers to an individual interested in an outcome of the business. Different stakeholders have different interests, and companies such as Dine Brands often face trade-offs trying to please all of them. Dine Brands' stakeholders can have a positive or negative influence on the entity's direction, and there are a lot of executives involved in getting Dine Brands' stock to the level that pleases all shareholders. Keeping track of the stakeholders is a great way to stay on top of things affecting its ongoing price.
| Stephen Joyce | Chief Executive Officer, Director | Profile | |
| John Peyton | Chief Executive Officer, Director | Profile | |
| Richard Dahl | Independent Chairman of the Board | Profile | |
| Jay Johns | President - IHOP Business Unit | Profile | |
| Tony Moralejo | President Development | Profile | |
| Allison Hall | Senior Vice President, Chief Accounting Officer | Profile | |
| John Cywinski | President of Applebee's Business Unit | Profile | |
| Bryan Adel | Senior Vice President - Legal, General Counsel, Secretary | Profile | |
| Vance Chang | Chief Financial Officer | Profile | |
| Thomas Song | Chief Financial Officer | Profile | |
| Lilian Tomovich | Independent Director | Profile | |
| Larry Kay | Independent Director | Profile | |
| Douglas Pasquale | Independent Director | Profile | |
| Caroline Nahas | Independent Director | Profile | |
| Howard Berk | Independent Director | Profile | |
| Susan Collyns | Independent Director | Profile | |
| Gilbert Ray | Independent Director | Profile | |
| Daniel Brestle | Independent Director | Profile | |
| Christine Son | Senior Vice President Legal, General Counsel, Company Secretary | Profile | |
| Gregory Bever | VP Officer | Profile | |
| Sarah CannonFoster | Chief Officer | Profile | |
| Kieran Donahue | Chief IHOP | Profile | |
| Michael Hyter | Independent Director | Profile | |
| Brett Levy | Vice Treasury | Profile | |
| Thien Ho | Executive Communications | Profile | |
| Susan Nelson | Vice Affairs | Profile | |
| Charles Scaccia | Senior Operations | Profile | |
| Ken Diptee | Executive Relations | Profile | |
| Scott Gladstone | Chief International | Profile | |
| Justin Skelton | Chief Officer | Profile | |
| Christie Cook | Vice Resources | Profile | |
| Martha Poulter | Independent Director | Profile |
About Dine Brands Management Performance
The success or failure of an entity such as Dine Brands Global often depends on how effective the management is. Dine Brands management team is responsible for propelling the future growth in the right direction and administering and controlling the business activities and accounting for the results. Ineffective management usually contributes to failure in the company's future performance for all stakeholders equally, but most importantly, for investors. So it is important to measure the effectiveness of Dine management before purchasing its stock. In many ways, it's all about finding the answer to one important question - Are they doing the right thing right now? How would we assess whether the Dine management is utilizing all available resources in the best possible way? Also, how well is the company doing relative to others in its sector and the market as a whole? The answer can be found by analyzing a few important fundamental indicators such as return on assets and return on equity.
| Last Reported | Projected for Next Year | ||
| Return On Tangible Assets | 0.11 | 0.11 | |
| Return On Capital Employed | 0.15 | 0.14 | |
| Return On Assets | 0.06 | 0.04 | |
| Return On Equity | (0.39) | (0.37) |
Dine Brands Workforce Analysis
Traditionally, organizations such as Dine Brands use manpower efficiency calculations for various incentive schemes, employee appraisal, or as an initiative to improve the processes. However, it can also be used by investors to make long-term investment decisions. The trends in the profit per employee or revenue per employee are measured by net income or revenue divided by the current number of full-time employees over a given time interval. Because workforce needs differ across sectors, these ratios could be used to compare Dine Brands within its industry.Dine Brands Manpower Efficiency
Return on Dine Brands Manpower
| Revenue Per Employee | 1.4M | |
| Revenue Per Executive | 26M | |
| Net Income Per Employee | 163K | |
| Net Income Per Executive | 3M |
Check out Investing Opportunities to better understand how to build diversified portfolios, which includes a position in Dine Brands Global. Also, note that the market value of any company could be closely tied with the direction of predictive economic indicators such as signals in gross domestic product. You can also try the Price Exposure Probability module to analyze equity upside and downside potential for a given time horizon across multiple markets.
Is Hotels, Restaurants & Leisure space expected to grow? Or is there an opportunity to expand the business' product line in the future? Factors like these will boost the valuation of Dine Brands. If investors know Dine will grow in the future, the company's valuation will be higher. The financial industry is built on trying to define current growth potential and future valuation accurately. All the valuation information about Dine Brands listed above have to be considered, but the key to understanding future value is determining which factors weigh more heavily than others.
Quarterly Earnings Growth 0.046 | Dividend Share 2.04 | Earnings Share 6.01 | Revenue Per Share 54.322 | Quarterly Revenue Growth (0.04) |
The market value of Dine Brands Global is measured differently than its book value, which is the value of Dine that is recorded on the company's balance sheet. Investors also form their own opinion of Dine Brands' value that differs from its market value or its book value, called intrinsic value, which is Dine Brands' true underlying value. Investors use various methods to calculate intrinsic value and buy a stock when its market value falls below its intrinsic value. Because Dine Brands' market value can be influenced by many factors that don't directly affect Dine Brands' underlying business (such as a pandemic or basic market pessimism), market value can vary widely from intrinsic value.
Please note, there is a significant difference between Dine Brands' value and its price as these two are different measures arrived at by different means. Investors typically determine if Dine Brands is a good investment by looking at such factors as earnings, sales, fundamental and technical indicators, competition as well as analyst projections. However, Dine Brands' price is the amount at which it trades on the open market and represents the number that a seller and buyer find agreeable to each party.