NBCUniversal revenue was $35.9 b in FY, 2018 which is a 8.8% year over year increase from the previous period.
Founding Date | 2004 |
Total Funding | $175 m |
NBCUniversal revenue breakdown by business segment: 32.5% from Cable Networks, 31.5% from Broadcast Television, 19.7% from Filmed Entertainment, 15.7% from Theme Parks and 0.6% from Other
NBCUniversal revenue breakdown by geographic segment: 78.9% from United States and 21.1% from Other
USD | FY, 2011 | FY, 2012 | FY, 2013 | FY, 2014 | FY, 2015 | FY, 2016 | FY, 2017 | FY, 2018 |
---|---|---|---|---|---|---|---|---|
Revenue | 20.2b | 23.8b | 23.7b | 25.4b | 28.5b | 31.6b | 33.0b | 35.9b |
Revenue growth, % | 18% | (1%) | 8% | 12% | 11% | 4% | 9% | |
Cost of goods sold | 10.4b | 9.7b | 11.8b | 12.3b | 5.9b | 1.5b | 14.3b | 16.3b |
Gross profit | 9.8b | 14.1b | 11.9b | 13.1b | 22.6b | 30.1b | 18.7b | 19.6b |
Gross profit Margin, % | 49% | 59% | 50% | 52% | 79% | 95% | 57% | 55% |
Sales and marketing expense | 2.0b | 2.2b | 2.2b | 2.2b | 2.8b | 2.8b | 2.8b | 3.0b |
General and administrative expense | 4.4b | 4.8b | 4.9b | 5.4b | 5.9b | 7.1b | 7.7b | 8.0b |
Operating expense total | 7.5b | 8.3b | 8.6b | 9.0b | 10.2b | 11.6b | 12.2b | 12.9b |
Depreciation and amortization | 1.1b | 1.3b | 1.4b | 1.5b | 1.5b | 1.8b | 2.0b | 2.1b |
EBIT | 2.3b | 2.8b | 3.3b | 4.1b | 4.8b | 5.4b | 6.5b | 6.7b |
EBIT margin, % | 11% | 12% | 14% | 16% | 17% | 17% | 20% | 19% |
Interest expense | 426.0m | 480.0m | 515.0m | 508.0m | 495.0m | 595.0m | 727.0m | 489.0m |
Interest income | 23.0m | 27.0m | ||||||
Investment income | 17.0m | 27.0m | 5.0m | 30.0m | 46.0m | |||
Pre tax profit | 2.0b | 3.4b | 2.3b | 3.4b | 3.9b | 4.9b | 5.6b | 5.7b |
Income tax expense | 181.0m | 197.0m | 206.0m | 143.0m | 227.0m | 305.0m | 392.0m | 351.0m |
Net Income | 1.7b | 3.1b | 2.0b | 3.1b | 3.4b | 4.2b | 5.1b | 5.2b |
USD | FY, 2011 | FY, 2012 | FY, 2013 | FY, 2014 | FY, 2015 | FY, 2016 | FY, 2017 | FY, 2018 |
---|---|---|---|---|---|---|---|---|
Cash | 808.0m | 5.9b | 967.0m | 1.2b | 1.4b | 2.0b | 2.3b | 1.4b |
Accounts Receivable | 3.6b | 4.0b | 4.9b | 4.8b | 5.4b | 6.3b | 6.7b | 7.3b |
Current Assets | 5.7b | 11.4b | 7.4b | 7.7b | 8.9b | 10.4b | 11.7b | 13.2b |
PP&E | 5.0b | 5.4b | 7.7b | 8.1b | 9.5b | 10.5b | 11.3b | 13.2b |
Goodwill | 14.7b | 14.8b | 14.9b | 14.9b | 20.4b | 23.3b | 24.0b | 24.1b |
Total Assets | 50.8b | 54.5b | 51.7b | 52.6b | 60.7b | 68.3b | 71.1b | 75.0b |
Accounts Payable | 2.1b | 2.3b | 1.6b | 1.4b | 1.6b | 1.6b | 1.7b | 1.9b |
Short-term debt | 1.1b | 571.0m | 1.7b | 1.9b | 2.9b | 2.8b | 2.0b | 205.0m |
Current Liabilities | 6.6b | 6.2b | 7.5b | 7.6b | 9.7b | 9.9b | 9.6b | 8.2b |
Long-term debt | 9.6b | 11.2b | 10.3b | 9.2b | 11.3b | 11.5b | 12.3b | 1.3b |
Total Debt | 10.2b | 11.8b | 12.0b | 11.1b | 14.2b | 14.3b | 14.3b | 1.5b |
Total Liabilities | 20.7b | 22.2b | 22.4b | 22.2b | 26.4b | 27.2b | 27.9b | 28.2b |
Total Equity | 30.1b | 32.3b | 29.3b | 30.6b | 34.3b | 41.0b | 43.2b | 46.8b |
Debt to Equity Ratio | 0.3 x | 0.4 x | 0.4 x | 0.4 x | 0.4 x | 0.3 x | 0.3 x | 0 x |
Debt to Assets Ratio | 0.2 x | 0.2 x | 0.2 x | 0.2 x | 0.2 x | 0.2 x | 0.2 x | 0 x |
Financial Leverage | 1.7 x | 1.7 x | 1.8 x | 1.7 x | 1.8 x | 1.7 x | 1.6 x | 1.6 x |
USD | FY, 2011 | FY, 2012 | FY, 2013 | FY, 2014 | FY, 2015 | FY, 2016 | FY, 2017 | FY, 2018 |
---|---|---|---|---|---|---|---|---|
Net Income | 1.9b | 3.2b | 2.1b | 3.3b | 3.6b | 4.5b | 5.2b | 5.3b |
Depreciation and Amortization | 1.1b | 1.3b | 1.1b | 1.5b | 1.5b | 1.8b | 1.7b | 2.0b |
Accounts Receivable | (357.0m) | (643.0m) | (752.0m) | (25.0m) | (718.0m) | (635.0m) | (615.0m) | (452.0m) |
Accounts Payable | 95.0m | 51.0m | (789.0m) | (88.0m) | 97.0m | 51.0m | (43.0m) | 57.0m |
Cash From Operating Activities | 2.9b | 3.3b | 3.0b | 4.5b | 5.3b | 4.9b | 7.1b | 7.9b |
Capital Expenditures | (432.0m) | (763.0m) | (1.2b) | (1.2b) | (1.4b) | (1.5b) | (1.5b) | (1.7b) |
Cash From Investing Activities | (1.3b) | 2.0b | (3.2b) | (1.6b) | (3.4b) | (2.2b) | (1.9b) | (5.3b) |
Short-term Borrowings | 550.0m | (550.0m) | 799.0m | 97.0m | 854.0m | 928.0m | (872.0m) | (1.8b) |
Long-term Borrowings | (1.0b) | (413.0m) | (92.0m) | (906.0m) | (1.0b) | (1.6b) | (3.5b) | (438.0m) |
Dividends Paid | (315.0m) | |||||||
Cash From Financing Activities | (1.2b) | (229.0m) | (4.8b) | (2.6b) | (1.7b) | (2.1b) | (4.8b) | (3.5b) |
Net Change in Cash | 300.0m | 5.1b | (5.0b) | 281.0m | 162.0m | 556.0m | 381.0m | (913.0m) |
Free Cash Flow | 2.4b | 2.6b | 1.9b | 3.3b | 3.9b | 3.4b | 5.6b | 6.2b |
USD | Q2, 2011 |
---|---|
Debt/Equity | 0.3 x |
Debt/Assets | 0.2 x |
Financial Leverage | 1.6 x |
FY, 2011 | FY, 2012 | FY, 2013 | FY, 2014 | FY, 2015 | FY, 2016 | FY, 2017 | FY, 2018 | Jan, 2020 | |
---|---|---|---|---|---|---|---|---|---|
Countries (Golf Channel) | 83 | ||||||||
Countries (Telemundo) | 100 | ||||||||
Courses (GolfNow) | 8 k | ||||||||
Downloads (Fandango) | 45 m | ||||||||
Episodes (hayu) | 6 k | ||||||||
Episodes in Database (Global Distribution) | 120 k | ||||||||
Films in Database (Global Distribution) | 4.5 k | ||||||||
Households (Bravo, US) | 95 m | 95 m | 94 m | 92 m | 90 m | 88 m | 87 m | 87 m | |
Households (CNBC World, US) | 40 m | 35 m | 36 m | 38 m | 36 m | 36 m | 34 m | 31 m | |
Households (CNBC) | 371 m | ||||||||
Households (CNBC, US) | 95 m | 95 m | 95 m | 94 m | 91 m | 89 m | 87 m | 85 m | |
Households (COZI TV) | 70 m | ||||||||
Households (Chiller, US) | 42 m | 43 m | 41 m | 39 m | 38 m | 37 m | |||
Households (Cloo, US) | 39 m | 34 m | 29 m | 26 m | 25 m | 24 m | |||
Households (E!) | 91 m | ||||||||
Households (E!, US) | 98 m | 97 m | 96 m | 94 m | 92 m | 90 m | 89 m | 88 m | |
Households (Esquaire Network, US) | 71 m | 70 m | 68 m | 58 m | |||||
Households (G4, US) | 61 m | 62 m | 31 m | ||||||
Households (Golf Channel) | 120 m | ||||||||
Households (Golf Channel, US) | 85 m | 84 m | 81 m | 79 m | 77 m | 78 m | 73 m | 71 m | |
Households (MSNBC, US) | 97 m | 97 m | 96 m | 95 m | 92 m | 91 m | 89 m | 86 m | |
Households (NBC Sports Network, US) | 76 m | 78 m | 77 m | 81 m | 83 m | 83 m | 84 m | 83 m | |
Households (NBC Sports) | 35 m | ||||||||
Households (Oxygen Media) | 77 m | ||||||||
Households (Oxygen, US) | 78 m | 79 m | 78 m | 78 m | 77 m | 76 m | 74 m | 72 m | |
Households (Sprout, US) | 57 m | 58 m | 56 m | 59 m | |||||
Households (Style, US) | 76 m | 76 m | |||||||
Households (Syfy, US) | 98 m | 98 m | 97 m | 95 m | 92 m | 90 m | 89 m | 87 m | |
Households (The Olympic Channel, US) | 25 m | 33 m | |||||||
Households (UNIVERSO) | 40 m | ||||||||
Households (USA Network, US) | 99 m | 99 m | 98 m | 96 m | 94 m | 92 m | 91 m | 90 m | |
Households (Universal HD, US) | 25 m | 27 m | 29 m | 31 m | 29 m | 30 m | |||
Households (Universal Kids) | 59 m | ||||||||
Households (Universal Kids, US) | 58 m | 56 m | |||||||
Languages (Golf Channel) | 12 | ||||||||
Languages (International Networks) | 35 | ||||||||
Languages (Telemundo) | 35 | ||||||||
Live Sporting Events (NBC Sports) | 2.2 k | ||||||||
New Episodes per Year (hayu) | 500 | ||||||||
Offices (NBCUniversal’s international) | 36 | ||||||||
Screens (Fandango) | 24 k | ||||||||
Stage Space (Telemundo Studious), sq. ft. | 50 k | ||||||||
Studio Space (Telemundo Studious), sq. ft. | 160 k | ||||||||
Users (GolfNow) | 2 m | ||||||||
Visitors per Month (Fandango) | 30 m |