H & M Hennes & Mauritz AB
STO:HM B
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EV/OCF
Enterprise Value to Operating Cash Flow (EV/OCF) ratio compares a company`s total enterprise value to its operating cash flow. It shows how much investors are paying for each dollar of the company`s operating cash flow, including both equity and debt.
Enterprise Value to Operating Cash Flow (EV/OCF) ratio compares a company`s total enterprise value to its operating cash flow. It shows how much investors are paying for each dollar of the company`s operating cash flow, including both equity and debt.
Valuation Scenarios
If EV/OCF returns to its 3-Year Average (9.2), the stock would be worth kr153.61 (10% downside from current price).
| Scenario | EV/OCF Value | Implied Price | Upside/Downside |
|---|---|---|---|
| Current Multiple | 10.3 | kr171.45 |
0%
|
| 3-Year Average | 9.2 | kr153.61 |
-10%
|
| 5-Year Average | 8.8 | kr147.09 |
-14%
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| Industry Average | 10.9 | kr181.23 |
+6%
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| Country Average | 15.9 | kr264.64 |
+54%
|
Forward EV/OCF
Today’s price vs future operating cash flow
Peer Comparison
| Market Cap | EV/OCF | P/E | ||||
|---|---|---|---|---|---|---|
| SE |
|
H & M Hennes & Mauritz AB
STO:HM B
|
274.1B SEK | 10.3 | 22.3 | |
| ES |
|
Industria de Diseno Textil SA
MAD:ITX
|
166.8B EUR | 17 | 26.3 | |
| US |
|
TJX Companies Inc
NYSE:TJX
|
175.3B USD | 24.6 | 31.6 | |
| JP |
|
Fast Retailing Co Ltd
TSE:9983
|
21.5T JPY | 25.2 | 44.9 | |
| ZA |
P
|
Pepkor Holdings Ltd
JSE:PPH
|
83.8B ZAR | 22.8 | 14.9 | |
| US |
|
Ross Stores Inc
NASDAQ:ROST
|
73.1B USD | 22.8 | 34 | |
| ZA |
M
|
Mr Price Group Ltd
JSE:MRP
|
42B ZAR | 5.3 | 11.3 | |
| ZA |
F
|
Foschini Group Ltd
JSE:TFG
|
22.8B ZAR | 5.9 | 7.8 | |
| ZA |
T
|
Truworths International Ltd
JSE:TRU
|
21.5B ZAR | 9.5 | 7.7 | |
| US |
|
Burlington Stores Inc
NYSE:BURL
|
20.7B USD | 17.4 | 33.9 | |
| IN |
|
Trent Ltd
NSE:TRENT
|
1.5T INR | 62.7 | 92.7 |
Market Distribution
| Min | 0.3 |
| 30th Percentile | 10.7 |
| Median | 15.9 |
| 70th Percentile | 23.7 |
| Max | 9 494.9 |
Other Multiples
H & M Hennes & Mauritz AB
Glance View
Once upon a time in 1947, in the idyllic town of Västerås, Sweden, H & M Hennes & Mauritz AB began its journey as a women’s clothing store, primarily known as "Hennes." The founder, Erling Persson, envisioned a retail experience that was not only affordable but stylishly attuned to the whims of fashion-forward consumers. Over the decades, this modest idea burgeoned into a sprawling global enterprise. What began as a singular focus on women's wear evolved into a diverse array of clothing under numerous brand names, catering to men, children, and even introducing home decor. H&M operates on a fast-fashion model; this method pivots on rapidly adapting runway styles into market-ready garments swiftly, thereby maintaining a high volume of collections per year. The essence of H&M's success lies in its highly efficient logistics and supply chain management. This allows the company to sustain affordability while consistently stocking up-to-date fashion trends. The mechanisms driving H&M's profitability are deeply woven into its operational framework. At the core, the company harnesses economies of scale, leveraging its vast network of over 4,500 stores worldwide to negotiate favorable terms with suppliers, securing materials at competitive prices. In retail management, H&M deftly combines its physical and online presence, ensuring seamless accessibility for consumers. By utilizing data analytics, the company adeptly discerns consumer preferences, enabling it to tailor product offerings with precision. The company’s innovative marketing strategies—often tapping into collaborations with designers and influencers—amplify brand visibility and consumer engagement. Furthermore, its ongoing ventures into sustainability and eco-friendly initiatives reflect a commitment to future-oriented, conscientious business practices, aiming to appeal to increasingly environment-conscious consumers. This comprehensive approach is at the heart of how H&M continues to flourish in the competitive arena of global retail fashion.