HURCO COMPANIES INC Segments Disclosure
13. SEGMENT INFORMATION
We are organized and managed as a operating and segment: industrial automation equipment. We design, manufacture, and sell computerized (i.e., Computer Numeric Control) machine tools, consisting primarily of vertical machining centers (mills) and turning centers (lathes), to companies in the metal cutting industry through a worldwide sales, service, and distribution network. Although most of our computer control systems and software products are proprietary, they predominantly use industry standard personal computer components. Our computer control systems and software products are primarily sold as integral components of our computerized machine tool products. We also provide machine tool components, automation integration equipment and solutions for job shops, software options, control upgrades, accessories, and replacement parts for our products, as well as customer service, training, and applications support. Our products are marketed and sold internationally through a broad network of independent distributors and agents and direct sales. In fiscal year 2025, approximately 62% of our revenues were from customers located outside of the Americas, and no single distributor or end-user of our products accounted for more than 5% of our total sales and service fees.
Our chief operating decision maker ("CODM") is the President and Chief Executive Officer, who reviews financial information presented on a consolidated basis. The CODM uses consolidated sales and service fees, gross profit, operating (loss) income and net (loss) income, as shown on the Consolidated Statements of Operations, to assess financial performance and allocate resources. The consolidated financial metrics are used by the CODM to make key operating decisions, such as the allocation of capital between reinvestment in the business, the payment of dividends, and acquisitions. While the CODM receives some additional detailed financial information related to operating expenses, consolidated selling, general and administrative expenses is the significant expense he uses to manage operations. The measure of segment assets is reported on the balance sheet as total consolidated assets.
The following table sets forth the contribution of each of our product groups and services to our total sales and service fees during each of the past three fiscal years (in thousands):
Net Sales and Service Fees by Product Category
| Year Ended October 31, | |||||||||
| | 2025 | | 2024 | | 2023 | ||||
Computerized Machine Tools | $ | 142,259 | | $ | 147,561 | $ | 188,335 | |||
Computer Control Systems and Software † |
| 2,416 |
| 2,447 |
| 2,805 | ||||
Service Parts |
| 25,095 |
| 27,628 |
| 28,439 | ||||
Service Fees |
| 8,784 |
| 8,948 |
| 8,228 | ||||
Total | $ | 178,554 | | $ | 186,584 | $ | 227,807 | |||
† Amounts shown do not include computer control systems and software sold as an integrated component of computerized machine systems.
The following table sets forth revenues by geographic area, based on customer location, for each of the past three fiscal years (in thousands):
| Year Ended October 31, | ||||||||
| | 2025 | | 2024 | | 2023 | |||
United States of America | $ | 66,293 | | $ | 70,342 | | $ | 83,747 | |
Other Americas |
| 3,505 |
| 2,956 |
| 5,666 | |||
Total Americas |
| 69,798 |
| 73,298 |
| 89,413 | |||
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Germany |
| 24,299 |
| 28,139 |
| 30,468 | |||
United Kingdom |
| 30,001 |
| 26,668 |
| 29,704 | |||
Other Europe |
| 35,328 |
| 36,110 |
| 55,609 | |||
Total Europe |
| 89,628 |
| 90,917 |
| 115,781 | |||
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Asia Pacific |
| 17,627 |
| 21,326 |
| 21,403 | |||
Other Foreign |
| 1,501 |
| 1,043 |
| 1,210 | |||
Grand Total | $ | 178,554 | | $ | 186,584 | | $ | 227,807 | |
Long–lived tangible assets, net by geographic area, were (in thousands):
| As of October 31, | ||||||||
| | 2025 | | 2024 | | 2023 | |||
United States of America | $ | 8,308 | | $ | 9,510 | | $ | 7,072 | |
Foreign countries |
| 12,236 |
| 13,025 |
| 4,034 | |||
$ | 20,544 | | $ | 22,535 | | $ | 11,106 | ||
Net assets by geographic area were (in thousands):
| As of October 31, | ||||||||
| | 2025 | | 2024 | | 2023 | |||
Americas | $ | 22,819 | | $ | 45,798 | | $ | 70,649 | |
Europe |
| 100,082 |
| 88,810 |
| 81,730 | |||
Asia Pacific |
| 75,886 |
| 72,564 |
| 69,852 | |||
$ | 198,787 | | $ | 207,172 | | $ | 222,231 | ||
Historical Timeline
| Fiscal Year | Filed | |
|---|---|---|
| 2025 | Jan 9, 2026 | Showing above |
| 2024 | Jan 10, 2025 | |
| 2023 | Jan 5, 2024 | |
| 2022 | Jan 6, 2023 | |
| 2021 | Jan 7, 2022 | |
| 2020 | Jan 8, 2021 | |
| 2019 | Jan 3, 2020 | |
| 2018 | Jan 4, 2019 | |
| 2017 | Jan 5, 2018 | |
| 2016 | Jan 6, 2017 | |
| 2015 | Jan 8, 2016 | |
About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.