Wow, someone to talk to at last!
Ollie - Not sure if its the same thing, but I know if you look up share charts on the Reuter's site, they show a RiskGrade (tm) chart as well. Its a proprietary system for benchmarking financial risk and takes into account currency, interest rates, volatility etc - check the site for the full 9 yards - e.g.
http://www.reuters.com/financeQuoteLookup.jhtml?ticker=DXNS.L&qtype=sym&infotype=info&qcat=quick
If I read it correctly a number from 100-700 is 'average' , anything over 700 is extremely risky. 0 is a sure bet. I guess as with most of these scales the absolute number isn't important, its how different equities/instruments compare on the same scale.
JJ - Thanks for the reply. Since posting the original question I've read the ZP and got a reasonable feel for what to look for in terms of company's figures, gearings etc. Like you say, you do have to tailor your methods somewhat to the data you have access to.
I guess the engineer in me always wants to work things out from first principles hence my interest in whether anyone apart from professional analysts actually bothers to gather a companies accounts/history and calculate the discounted cash flows for X years and compute the share price manually (eg when the Florida court case against BATS and the other tobacco companies was dismissed in May, the share price went up 9% overnight - why only 9%, and not 12% or 20%?). Analyst's must have done some calculations as to a 'fair price' in light of the different environment the company was working in now. The 9% rise represented the consensus of peoples (re)valuations of the companies future profitability.
I feel I have a very loose grip on how this all works and can be calculated, after reading Gray et al. It seems a lot of trouble to go to and my feeling was that, after doing a sample calculation on a company's stock, if I was out by 15% on the current price, I'd never be sure whether I'd overlooked something or done something wrong (most likely) or whether the stock was truly under/over valued.
So for the moment I'm sticking to that other engineering principle - keeping things simple, and just looking at the usual earnings, gearings ratios, the calibre/history of the management team and a sense of the commercial climate in which the business is operating.
Nuff said. Time for some kip.
OS.