SUNGAME ApS is a Danish APS based in Herlev, operating in the Gambling and betting activities sector. Incorporated in 2011, the company has 10 employees and reported a gross profit of DKK 3.5m in its latest annual filing.
| Gross profit | 3.5M DKK | -18% |
| EBITDA | -0.4M DKK | -179% |
| Net profit | -0.8M DKK | -1176% |
| Total assets | 5.1M DKK | +15% |
| Equity | -0.8M DKK | +67% |
| Employees | 10 | — |
In its most recent annual report (2021), SUNGAME ApS reported a gross profit of DKK 3.5m, a decrease of 18% on the year before. The figures on this page draw on 5 annual filings covering 2017 to 2021. The bottom line showed a net loss of DKK 842.0k, and the EBITDA margin stood at -11.6%.
At the end of 2021, current assets covered short-term debt 0.6 times.
| Item | 2021 | 2020 | 2019 | 2018 | 2017 |
|---|---|---|---|---|---|
| Gross profit | 3,469 | 4,254 | 4,907 | 6,005 | 8,922 |
| Staff expenses | -3,870 | -3,748 | -3,657 | -5,628 | -5,960 |
| EBITDA | -401 | 506 | 1,250 | 341 | 2,963 |
| Depreciation & amort. | -462 | -550 | -2,040 | -2,218 | -3,102 |
| EBIT | -863 | -44 | -790 | -1,877 | -139 |
| Net financials | -101 | -29 | -62 | -131 | -217 |
| Profit before tax | -964 | -73 | -852 | -2,008 | -356 |
| Tax | -122 | -7 | -172 | -429 | -51 |
| Net profit | -842 | -66 | -680 | -1,578 | -305 |
| Item | 2021 | 2020 | 2019 | 2018 | 2017 |
|---|---|---|---|---|---|
| Total assets | 5,091 | 4,434 | 6,021 | 9,230 | 12,787 |
| Equity | -765 | -2,323 | -456 | 224 | 803 |
| Long-term debt | 0 | 300 | 74 | 278 | 325 |
| Short-term debt | 5,856 | 6,457 | 6,403 | 8,727 | 11,436 |
| Total debt | 5,856 | 6,757 | 6,477 | 9,005 | 11,761 |
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 |
|---|
EB Chief Executive Officer | Chief Executive Officer | 2017 – 2020 |
AS Chief Executive Officer | Chief Executive Officer | 2020 – 2022 |
PS Management | Management | 2011 – 2017 |
Kl Chief Executive Officer | Chief Executive Officer | 2020 – 2020 |
CS Management | Management | 2011 – 2022 |
| Name | Role | Member since |
|---|
TM Deputy Chairman | Deputy Chairman | 2017 – 2022 |
MB Board of Directors | Board of Directors | 2017 – 2022 |
LH Chairman | Chairman | 2017 – 2022 |
NP Board of Directors | Board of Directors | 2017 – 2022 |
JT Board of Directors | Board of Directors | 2017 – 2017 |
Kl Board of Directors | Board of Directors | 2017 – 2022 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 50–66.65% | 50–66.65% | 2011 | |
| Company | 100% | 100% | 2017 | |
| Company | 20–24.99% | 20–24.99% | 2011 | |
| Company | 20–24.99% | 20–24.99% | 2011 |
| Person | Role here | Other companies |
|---|---|---|
| Thomas Marstrand | Deputy Chairman | 78 companiesMany roles |
| Kristian la Cour | Chief Executive Officer | 28 companiesMany roles |
| Lars Holtug | Chairman | 15 companiesMany roles |
| Michael Boiskouv Nielsen | Board of Directors | 14 companiesMany roles |
| Jørn Tolstrup Rohde | Board of Directors | 14 companiesMany roles |
| Anders Schnettler Kristensen | Chief Executive Officer | 10 companiesMany roles |
| Niels Peder Opstrup | Board of Directors | 3 companies |
| Erik Boye Hansen | Chief Executive Officer | 1 company |
| Claus Sundenæs | Management | 1 company |