TIFFANY TOURS ApS
APSBankruptCVR 29917566Smedegade 30, 4200 SlagelseTravel agency activities· NACE 7911Est. 2006 · 20 years old0 employees
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Riskpilot← Back to searchSign inGet full accessTIFFANY TOURS ApS is a Danish APS based in Slagelse, operating in the Travel agency activities sector. Incorporated in 2006, the company has 0 employees and reported revenue of DKK 8.8m in its latest annual filing.
| Revenue | 8.8M DKK | +1141% |
| EBITDA | -0.3M DKK | -26% |
| Net profit | -0.4M DKK | -31% |
| Total assets | 3.4M DKK | -30% |
| Equity | -0.8M DKK | -81% |
| Employees | 0 | — |
In its most recent annual report (2013), TIFFANY TOURS ApS reported revenue of DKK 8.8m, an increase of 1141% on the year before. The figures on this page draw on 2 annual filings covering 2012 to 2013. The bottom line showed a net loss of DKK 360.0k, and the EBITDA margin stood at -3.9%.
At the end of 2013, current assets covered short-term debt 0.8 times.
| Item | 2013 | 2012 |
|---|---|---|
| Revenue | 8,814 | 710 |
| Staff expenses | -959 | -980 |
| EBITDA | -340 | -270 |
| Depreciation & amort. | -11 | -13 |
| EBIT | -351 | -283 |
| Net financials | -9 | 9 |
| Profit before tax | -360 | -274 |
| Tax | -0 | -0 |
| Net profit | -360 | -274 |
| Item | 2013 | 2012 |
|---|---|---|
| Total assets | 3,361 | 4,794 |
| Equity | -805 | -445 |
| Long-term debt | 0 | 0 |
| Short-term debt | 4,166 | 5,239 |
| Total debt | 4,166 | 5,239 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
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 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.
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.
Revenue relative to total assets — the ability to generate revenue from the asset base.
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 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 |
|---|
DK Deputy | Deputy | 2010 – 2014 |
LL Deputy | Deputy | 2010 – 2014 |
AS Management | Management | 2006 – 2014 |
ML Management | Management | 2006 – 2006 |
| Name | Role | Member since |
|---|
PA Board of Directors | Board of Directors | 2007 – 2009 |
TB Board of Directors | Board of Directors | 2010 – 2014 |
PA Chairman | Chairman | 2006 – 2014 |
PA Board of Directors | Board of Directors | 2012 – 2014 |
TG Board of Directors | Board of Directors | 2010 – 2011 |
RR Board of Directors | Board of Directors | 2008 – 2010 |
PB Board of Directors | Board of Directors | 2006 – 2008 |
OV Board of Directors | Board of Directors | 2006 – 2007 |
JG Board of Directors | Board of Directors | 2010 – 2012 |
BG Board of Directors | Board of Directors | 2007 – 2014 |
MG Board of Directors | Board of Directors | 2006 – 2010 |
HC Board of Directors | Board of Directors | 2006 – 2007 |
JS Board of Directors | Board of Directors | 2011 – 2014 |
ML Board of Directors | Board of Directors | 2006 – 2006 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Jesper Schou | Board of Directors | 4 companies |
| Mads Louie Frazier | Management | 3 companies |
| Lise Lotte Frederiksen | Deputy | 2 companies |
| Torben Boye | Board of Directors | 2 companies |
| Poul Arne Spens Bødker | Chairman | 2 companies |
| Michael Gert Helmer-Nielsen | Board of Directors | 1 company |