Stylebox A/S is a Danish A/S based in Allerød, operating in the Retail sale of cosmetic and toilet articles sector. Incorporated in 2001, the company has 256 employees and reported a gross profit of DKK 108.0m in its latest annual filing.
| Gross profit | 108M DKK | +73% |
| EBITDA | 57.9M DKK | +398% |
| Net profit | 32.1M DKK | +1593% |
| Total assets | 146M DKK | 0% |
| Equity | 13.5M DKK | +172% |
| Employees | 256 | — |
In its most recent annual report (2020), Stylebox A/S reported a gross profit of DKK 108.0m, an increase of 73% on the year before. The figures on this page draw on 5 annual filings covering 2016 to 2020. The bottom line showed a net profit of DKK 32.1m, and the EBITDA margin stood at 53.6%.
At the end of 2020, equity financed 9.2% of the balance sheet, and current assets covered short-term debt 0.6 times.
| Item | 2020 | 2019 | 2018 | 2017 | 2016 |
|---|---|---|---|---|---|
| Gross profit | 108,013 | 62,529 | 45,821 | 30,434 | 23,807 |
| Staff expenses | -50,065 | -50,882 | -38,399 | -33,407 | -25,113 |
| EBITDA | 57,948 | 11,647 | 7,422 | -2,973 | -1,306 |
| Depreciation & amort. | -14,946 | -12,567 | -10,641 | -7,811 | -5,409 |
| EBIT | 43,002 | -920 | -3,219 | -10,784 | -6,715 |
| Net financials | -1,592 | -1,601 | -1,342 | -907 | -609 |
| Profit before tax | 41,410 | -2,521 | -4,561 | -11,691 | -7,324 |
| Tax | 9,293 | -370 | 7,946 | -2,610 | -2,119 |
| Net profit | 32,117 | -2,151 | -12,249 | -9,081 | -5,205 |
| Item | 2020 | 2019 | 2018 | 2017 | 2016 |
|---|---|---|---|---|---|
| Total assets | 146,026 | 145,658 | 154,874 | 102,979 | 51,680 |
| Equity | 13,474 | -18,643 | -16,492 | -4,243 | 4,838 |
| Long-term debt | 3,295 | 0 | 0 | 0 | 0 |
| Short-term debt | 129,257 | 164,301 | 171,366 | 107,222 | 46,842 |
| Total debt | 132,552 | 164,301 | 171,366 | 107,222 | 46,842 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Net profit as a percentage of total assets — the return generated on the capital employed.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
EBIT relative to total assets — the company's earning power before the effects of tax and financial leverage.
Shows how strongly fixed costs weigh on the gross result — a high ratio means fixed costs take only a small bite out of the earnings from basic operations.
The gross result as a share of revenue — how much of the revenue is left after variable costs to cover the company's fixed costs.
EBIT as a share of revenue — the share of revenue remaining as earnings once all operating costs are covered. A key measure of earning power.
The profit for the year as a share of revenue — the company's ability to turn revenue into profit.
Current assets relative to short-term debt — the ability to settle short-term obligations with current assets alone. Around 150% is considered satisfactory from a credit perspective.
Current assets excluding inventory relative to short-term debt — whether the most liquid assets alone can cover the short-term obligations. A value of 1 or above signals a healthy liquidity position.
Cash relative to short-term debt — the ability to repay short-term obligations with cash alone.
Current assets relative to equity — an indicator of the balance-sheet structure and of the company's short- and long-term financing. The healthy level is highly industry-dependent.
Fixed assets relative to long-term capital (equity plus long-term liabilities). Below 100% means the long-term capital finances more than just the fixed assets — a healthier liquidity position.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
Equity as a share of total assets — the ability to absorb losses. Around 40% is considered satisfactory from a credit perspective.
Total debt relative to the balance-sheet total — the share of the assets financed by debt rather than equity.
Debt relative to equity — the company's leverage. A higher value means heavier reliance on debt financing.
Total liabilities relative to equity — whether the company operates primarily on borrowed capital or on its own.
Profit relative to debt — the ability to create earnings while operating with debt.
EBITDA relative to debt — how much operating earnings are available to service the debt.
The ability to pay the interest on the company's debt out of its earnings.
Financial expenses relative to total liabilities — the effective interest rate the company pays on its debt.
The return on assets minus the interest rate on debt. Positive means the company benefits from operating with debt; negative means the debt makes it worse off.
Total equity relative to the capital the owners contributed — how the equity has developed from its starting point.
The size of this year's increase or decrease in the company's debt.
Revenue relative to total assets — the ability to generate revenue from the asset base.
Revenue relative to inventory — how many times a year the inventory is sold and replaced. A low value can indicate weak sales or excess inventory.
The size of this year's increase or decrease in the company's equity.
| Name | Role | Member since |
|---|
HS Chief Executive Officer | Chief Executive Officer | 2001 – 2013 |
| Audit | 2001 – 2001 | |
AT Chief Executive Officer | Chief Executive Officer | 2013 – 2020 |
| Name | Role | Member since |
|---|
HB Board of Directors | Board of Directors | 2005 – 2009 |
RA Board of Directors | Board of Directors | 2011 – 2013 |
AK Chairman | Chairman | 2011 – 2013 |
RN Board of Directors | Board of Directors | 2001 – 2002 |
TL Chairman | Chairman | 2013 – 2017 |
AL Board of Directors | Board of Directors | 2019 – 2020 |
AL Board of Directors | Board of Directors | 2013 – 2019 |
HK Board of Directors | Board of Directors | 2009 – 2013 |
AC Board of Directors | Board of Directors | 2009 – 2012 |
IW Chairman | Chairman | 2001 – 2003 |
TH Chairman | Chairman | 2009 – 2011 |
KB Board of Directors | Board of Directors | 2018 – 2019 |
SF Board of Directors | Board of Directors | 2013 – 2018 |
GC | Chairman | 2017 – 2020 |
AT Board of Directors | Board of Directors | 2019 – 2020 |
OM Board of Directors | Board of Directors | 2002 – 2003 |
KO Board of Directors | Board of Directors | 2003 – 2005 |
MU Board of Directors | Board of Directors | 2001 – 2001 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2013 |
| Person | Role here | Other companies |
|---|---|---|
| Katrine Bjarkov Benthien | Board of Directors | 9 companiesMany roles |
| Henrik Busch | Board of Directors | 8 companiesMany roles |
| Terje Laurberg Lyngø List | Chairman | 4 companies |
| Anders Tormod Skole-Sørensen | Chief Executive Officer | 3 companies |
| Anne Lene Hamann | Board of Directors | 2 companies |
| Michael Ulrik Svendsen | Board of Directors | 2 companies |
| Helle Steen Zibrandtsen | Chief Executive Officer | 1 company |
| Stig Finn Nielsen | Board of Directors | 1 company |
| Gregers Christian Wedell-Wedellsborg | Chairman | 1 company |