Marcus Gruppen ApS is a Danish APS based in Ikast, operating in the Office administrative and support activities sector. Incorporated in 2004, the company has 2 employees and reported a gross profit of -DKK 1.7m in its latest annual filing.
| Gross profit | -1.7M DKK | +112% |
| EBITDA | -2.8M DKK | +8% |
| Net profit | -2.1M DKK | +34% |
| Total assets | 6.1M DKK | -14% |
| Equity | -3.3M DKK | -169% |
| Employees | 2 | — |
In its most recent annual report (2025), Marcus Gruppen ApS reported a gross profit of -DKK 1.7m. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 2.1m.
At the end of 2025, current assets covered short-term debt 0.3 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | -1,687 | -797 | -470 | -675 | -2,884 |
| Staff expenses | -1,125 | -1,964 | -2,422 | -2,367 | -2,337 |
| EBITDA | -2,812 | -3,046 | -2,892 | -3,377 | -5,222 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -2,812 | -3,046 | -2,892 | -3,377 | -5,222 |
| Net financials | 147 | -90 | 228 | -3,470 | 1,220 |
| Profit before tax | -2,666 | -3,136 | -4,511 | -6,847 | -4,002 |
| Tax | -604 | -0 | -378 | 631 | -690 |
| Net profit | -2,061 | -3,136 | -4,133 | -7,478 | -3,312 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 6,134 | 7,145 | 8,009 | 12,610 | 21,078 |
| Equity | -3,279 | -1,218 | 1,918 | -2,949 | 4,529 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 9,348 | 8,363 | 6,091 | 15,559 | 16,549 |
| Total debt | 9,348 | 8,363 | 6,091 | 15,559 | 16,549 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of total assets — the return generated on the capital employed.
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.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
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.
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.
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.
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 |
|---|---|---|
| Current (3) | ||
PM Management | Management | 2024 |
PC Founder | Founder | 2004 |
PJ Management | Management | 2025 |
DH Management | Management | 2023 – 2024 |
| Audit | 2004 – 2008 | |
MH Management | Management | 2023 – 2025 |
| Name | Role | Member since |
|---|
TS Board of Directors | Board of Directors | 2022 – 2022 |
EN Board of Directors | Board of Directors | 2016 – 2017 |
KO Board of Directors | Board of Directors | 2004 – 2015 |
JP Board of Directors | Board of Directors | 2022 – 2023 |
PC Board of Directors | Board of Directors | 2004 – 2023 |
JW Board of Directors | Board of Directors | 2016 – 2018 |
HR Board of Directors | Board of Directors | 2017 – 2022 |
JH Board of Directors | Board of Directors | 2015 – 2023 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2023 | |
| Company | 100% | 100% | 2005 |
| Person | Role here | Other companies |
|---|---|---|
| Peter Jørgen Kodbøl Jørgensen | Management | 57 companiesMany roles |
| Daniel Høj | Management | 46 companiesMany roles |
| Mikkel Hasling Kodbøl Jørgensen | Management | 45 companiesMany roles |
| Peter Mazur | Management | 13 companiesMany roles |
| Jesper Hedegaard | Board of Directors | 10 companiesMany roles |
| Preben Clemens | Founder | 4 companies |
| Themis Skovgaard Ioannidis | Board of Directors | 2 companies |
| Knud Ove Christensen | Board of Directors | 2 companies |
| Jakob Petersen | Board of Directors | 2 companies |
| Henrik Rose | Board of Directors | 2 companies |
| Jørgen Wisborg | Board of Directors | 1 company |