TTC — Toro Company (The)

Frequently asked questions about TTC

How does DeepScreen analyze Toro Company (The)?

DeepScreen uses a 13-factor valuation and quality model. The methodology explains the inputs, weighting and limitations; model output is analytical research, not a personalized investment recommendation.

What is TTC's P/E ratio?

The latest provider-backed P/E available to DeepScreen is 25.8x. Compare it with the company's own historical range, sustainable earnings growth and close industry peers, using the same reporting period.

How should I assess Toro Company (The)'s profitability?

For Toro Company (The), the latest provider-backed snapshot shows the latest growth measure is 8.40%, net margin is 7.64%, ROE is 26.4%. Consistent profitability and healthy year-over-year growth should be confirmed over several reporting periods, with earnings reconciled to operating cash flow and one-off items removed from the analysis.

How much debt does Toro Company (The) have?

The latest provider-backed debt-to-equity ratio is 0.81x. Total debt is approximately $1.08B, while cash is approximately $175.30M. Assess leverage together with interest expense, maturities and operating cash flow.

Is TTC a buy?

DeepScreen provides research tools rather than a personalized recommendation. A decision should consider business quality, valuation, balance-sheet risk, disclosures, liquidity and your own objectives and risk tolerance.

How does the company make money?

The Toro Company provides professional turf maintenance equipment and services. It operates through Professional and Residential segments. It offers riding and walking mowers, greens rollers, all-wheel drive articulating tractors, turf sprayer, utility vehicles, aeration, bunker maintenance, and other turf equipment; sprinkler heads, controllers, turf sensors, valves, and operating software; and riding rotary and reel mowers and attachments, infield grooming equipment, multipurpose vehicles, debris management products, all-wheel drive articulating tractors, sidewalk snow and ice solution vehicles, and related attachments and accessories. The company also provides zero-turn radius riding mowers, walk behind and stand-on mowers, turf application and renovation, tree care, horizontal directional drills, and drilling guidance and support equipment; walk and ride trenchers, vacuum excavators, utility locators and inspection systems, pipe rehabilitation, and replacement solutions; drive chucks and sub savers, drill pipe, starter rods and quick connects, bits and blades, rock tools, reamers, and swivels; and snow removal and ice management solutions. In addition, it offers rotors, sprinkler bodies and nozzles, valves, drip tubing and subsurface irrigation, and electric control devices; wired and wireless rain, freeze, climate, and soil sensors; drip tape, polyethylene tubing, drip line, emitters, filters, fitting, and software related solutions; stand-on skid steers, walk-behind trenchers, stump grinders, material handlers, and other concrete construction equipment; walk power and zero-turn riding mowers, and snow throwers; and grass and hedge trimmers, blower-vacuums, chainsaws, edgers, cultivators, string mowers, and related parts and accessories. The company sells its products through distributors, dealers, mass retailers, hardware retailers, equipment rental and home centers, and online. The company was founded in 1914 and is headquartered in Bloomington, Minnesota. This describes the company's disclosed business activity; for exact segment revenue, geography and customer concentration, use the latest annual report.

What is the company's competitive advantage (economic moat)?

Toro Company (The)'s potential moat should be evaluated from observable business economics: scale or cost advantages, network effects, switching costs, brand strength, patents or licences, distribution advantages and barriers to entry. The strongest evidence is a durable combination of pricing power, stable/growing margins and returns on capital over many years; a high ROE or ROCE alone does not prove a moat.

Who are the main competitors, and how does the company differ from them?

DeepScreen's directory-based comparison candidates include TGT (Target Corporation), SXTC (China SXT Pharmaceuticals, Inc.), FABC (Fabric.AI, Inc.), QURE (uniQure N.V.), DCI (Donaldson Company, Inc.). Sector labels and market-cap proximity can use inferred or modeled directory inputs; these candidates are not a verified list of direct competitors; the direct comparison should use products, customers, geography, margins, growth, returns on capital and valuation.

Are its products or services in long-term demand?

The provider classifies Toro Company (The) in Tools & Accessories. Long-term demand is supported when the underlying industry, customer base and product/service use remain durable over multiple years. For Toro Company (The), test that through multi-year revenue and customer trends, retention/repeat purchases where applicable, pricing power, capacity utilisation and the risk of substitution or technological disruption.

Who are its primary customers (individuals, businesses, or government)?

The provider's business profile describes Toro Company (The)'s activities as follows: The Toro Company provides professional turf maintenance equipment and services. It operates through Professional and Residential segments. It offers riding and walking mowers, greens rollers, all-wheel drive articulating tractors, turf sprayer, utility vehicles, aeration, bunker maintenance, and other turf equipment; sprinkler heads, controllers, turf sensors, valves, and operating software; and riding rotary and reel mowers and attachments, infield grooming equipment, multipurpose vehicles, debris management products, all-wheel drive articulating tractors, sidewalk snow and ice solution vehicles, and related attachments and accessories. The company also provides zero-turn radius riding mowers, walk behind and stand-on mowers, turf application and renovation, tree care, horizontal directional drills, and drilling guidance and support equipment; walk and ride trenchers, vacuum excavators, utility locators and inspection systems, pipe rehabilitation, and replacement solutions; drive chucks and sub savers, drill pipe, starter rods and quick connects, bits and blades, rock tools, reamers, and swivels; and snow removal and ice management solutions. In addition, it offers rotors, sprinkler bodies and nozzles, valves, drip tubing and subsurface irrigation, and electric control devices; wired and wireless rain, freeze, climate, and soil sensors; drip tape, polyethylene tubing, drip line, emitters, filters, fitting, and software related solutions; stand-on skid steers, walk-behind trenchers, stump grinders, material handlers, and other concrete construction equipment; walk power and zero-turn riding mowers, and snow throwers; and grass and hedge trimmers, blower-vacuums, chainsaws, edgers, cultivators, string mowers, and related parts and accessories. The company sells its products through distributors, dealers, mass retailers, hardware retailers, equipment rental and home centers, and online. The company was founded in 1914 and is headquartered in Bloomington, Minnesota. Customer mix itself is not a stock-market ratio, so the primary customers should be confirmed from the company's segment, geographic and customer disclosures.

Is the company consistently profitable, and is its revenue growing year-over-year?

For Toro Company (The), the latest provider-backed snapshot shows the latest growth measure is 8.40%, net margin is 7.64%, ROE is 26.4%. Consistent profitability and healthy year-over-year growth should be confirmed over several reporting periods, with earnings reconciled to operating cash flow and one-off items removed from the analysis.

Does the company generate positive, healthy free cash flow?

The latest provider snapshot reports free cash flow of approximately $608.06M, with operating cash flow of about $789.30M. Whether that cash flow is healthy depends on persistence, conversion of profit to cash, capital expenditure needs and working-capital movements; inspect multiple periods rather than one TTM figure.

How high are the company's debt levels compared to its cash holdings and earnings?

The current snapshot shows D/E of 0.81x, debt of roughly $1.08B, cash of roughly $175.30M, implying net debt of about $902.70M. The full debt burden should be compared with EBITDA/EBIT, interest expense, maturities and recurring free cash flow.

How will the company finance its future growth or expansion projects?

Toro Company (The) currently has reported cash of about $175.30M and free cash flow of about $608.06M. Those internal resources can contribute to expansion, while additional funding can come from operating cash flow, debt, equity issuance, asset sales or project finance. The exact funding mix for a specific project must come from management's disclosed plans.

What is the company's historical Return on Equity (ROE) and Return on Capital Employed (ROCE)?

The latest snapshot reports ROE of 26.4%no current live ROCE. Historical quality should be judged from a multi-year series and by checking whether returns remain above the company's cost of capital through different business conditions.

Who are the promoters or top executives running the company, and what is their track record?

The current provider profile lists these senior executives: Mr. Richard M. Olson (CEO & Chairman); Mr. Edric C. Funk (President, COO & Director); Ms. Angela C. Drake (VP & CFO); Mr. Gregory S. Janey (Group Vice President of Landscapes & Contractor); Mr. Peter D. Moeller (Group Vice President of Underground & Specialty Construction + International). Track record should be assessed through capital-allocation decisions, operating results, governance disclosures and execution against stated targets. For Indian companies, promoter identity and ownership should be checked against the latest exchange shareholding filing.

Is a high percentage of the promoter's stake pledged as collateral for loans?

Promoter pledge is a shareholding-disclosure item, not a normal valuation ratio. For an Indian company, check the latest exchange shareholding pattern and notes for pledged/encumbered promoter shares, and compare the percentage with prior quarters to identify changes. Do not infer pledge levels from debt-to-equity.

Does management have a transparent and honest history of communication with shareholders?

The strongest evidence is consistency between what management says and what later appears in reported results: guidance versus delivery, explanations for misses, treatment of related parties, restatements, capital allocation and disclosure of material risks. A multi-year record is needed; tone alone is not a reliable measure of transparency.

Has the firm ever faced corporate governance issues, legal troubles, or accounting scandals?

This question requires a dated event history. Review regulator orders, exchange notices, audited-report qualifications, court records and reputable reporting, and distinguish allegations or investigations from settlements and established findings. The absence of a warning label on a stock page is not proof that no historical event ever occurred.

Is the current stock valuation (such as the P/E or P/S ratio) reasonable or overpriced?

The latest provider-backed P/E is 25.8x and P/S is 1.92x . These are descriptive multiples, not conclusions by themselves. A defensible valuation assessment compares the multiple with sustainable growth, margins, ROE/ROCE, balance-sheet risk, cyclicality and direct peers.

How does the company's valuation compare to its direct industry peers?

A practical peer set for Toro Company (The) starts with TGT (Target Corporation), SXTC (China SXT Pharmaceuticals, Inc.), FABC (Fabric.AI, Inc.), QURE (uniQure N.V.), DCI (Donaldson Company, Inc.). Compare the same reporting-period P/E, P/S and positive EV/EBITDA only when EBITDA supports a meaningful multiple, then adjust for growth, margin quality, leverage and business mix; a lower positive multiple is not automatically cheaper on an economic-value basis.

What is the margin of safety if market conditions or the economy worsens?

Margin of safety is created by buying with a gap between conservative intrinsic value and market price, then stress-testing the downside case. The relevant stress tests are lower revenue/earnings growth, lower margins, higher funding costs, weaker working capital and a lower terminal valuation. There is no universal fixed percentage that applies to every company.

Does the company pay a reliable dividend, or does it aggressively buy back its own shares?

The latest provider-backed dividend yield is 0.0% and payout ratio is 41.44% . Dividend reliability should be checked across several years and against free cash flow, while buyback intensity should be verified from share-count changes, treasury-share activity and cash-flow statements. A one-year yield cannot establish a durable shareholder-distribution policy.