FL Entertainment NV
AEX:FLE
Decide at what price you'd be comfortable buying and we'll help you stay ready.
|
Creema Ltd
TSE:4017
|
JP |
|
Magna Mining Inc
XTSX:NICU
|
CA |
EV/EBITDA
Enterprise Value to EBITDA (EV/EBITDA) ratio compares a company`s total enterprise value to its earnings before interest, taxes, depreciation, and amortization. It shows how much investors are paying for each dollar of the company`s earnings, including both equity and debt.
Enterprise Value to EBITDA (EV/EBITDA) ratio compares a company`s total enterprise value to its earnings before interest, taxes, depreciation, and amortization. It shows how much investors are paying for each dollar of the company`s earnings, including both equity and debt.
Valuation Scenarios
If EV/EBITDA returns to its 3-Year Average (10.5), the stock would be worth €8.9 (0% downside from current price).
| Scenario | EV/EBITDA Value | Implied Price | Upside/Downside |
|---|---|---|---|
| Current Multiple | 10.5 | €8.9 |
0%
|
| 3-Year Average | 10.5 | €8.9 |
0%
|
| 5-Year Average | 10.5 | €8.9 |
0%
|
| Industry Average | 4.8 | €4.1 |
-54%
|
| Country Average | 7.3 | €6.18 |
-31%
|
Forward EV/EBITDA
Today’s price vs future ebitda
| Today's Enterprise Value | EBITDA | Forward EV/EBITDA | ||
|---|---|---|---|---|
|
€6B
|
/ |
Jan 2024
€576.4m
|
= |
|
|
€6B
|
/ |
Dec 2024
€771.8m
|
= |
|
|
€6B
|
/ |
Dec 2025
€845.4m
|
= |
|
|
€6B
|
/ |
Dec 2026
€930.3m
|
= |
|
Forward EV/EBITDA shows whether today’s EV/EBITDA still looks high or low once future ebitda are taken into account.
Peer Comparison
| Market Cap | EV/EBITDA | P/E | ||||
|---|---|---|---|---|---|---|
| FR |
F
|
FL Entertainment NV
AEX:FLE
|
3.8B EUR | 10.5 | 62 | |
| US |
|
Netflix Inc
NASDAQ:NFLX
|
409.8B USD | 13.2 | 30.6 | |
| US |
|
Walt Disney Co
NYSE:DIS
|
191.6B USD | 11.6 | 15.6 | |
| LU |
|
Spotify Technology SA
NYSE:SPOT
|
110.5B USD | 36.9 | 42.3 | |
| US |
|
Warner Bros Discovery Inc
NASDAQ:WBD
|
68.1B USD | 5.1 | 93.7 | |
| NL |
|
Universal Music Group NV
AEX:UMG
|
37.8B EUR | 16.4 | 24.7 | |
| US |
|
Live Nation Entertainment Inc
NYSE:LYV
|
36.9B USD | 19.9 | -668.4 | |
| US |
|
TKO Group Holdings Inc
NYSE:TKO
|
36.1B USD | 25.6 | 157.9 | |
| US |
|
Roku Inc
NASDAQ:ROKU
|
17.2B USD | 224.1 | 194.9 | |
| FR |
|
Bollore SE
PAR:BOL
|
14.1B EUR | -43.8 | 40.5 | |
| CN |
|
Tencent Music Entertainment Group
NYSE:TME
|
15.5B USD | 9.1 | 9.7 |
Market Distribution
| Min | 0.1 |
| 30th Percentile | 5.3 |
| Median | 7.3 |
| 70th Percentile | 11.7 |
| Max | 1 862.3 |
Other Multiples
FL Entertainment NV
Glance View
FL Entertainment NV unwinds its narrative in the vibrant world of media and entertainment, where it operates with a distinct flair through its intricate ecosystem. Rooted in content production, the company orchestrates a portfolio that spans television, film, and digital media, reflecting a deep understanding of audience appetites. By engaging in both the production and distribution of content, it carves pathways across various platforms, ensuring a wide reach from traditional TV networks to burgeoning streaming services. This dual approach not only leverages the evolution of content consumption habits but also secures revenue streams from licensing deals and advertising partnerships, making it a formidable player in the media landscape. Beyond the horizons of content creation, FL Entertainment delves into the gaming and betting sectors, adding a dynamic layer to its operations. This segment capitalizes on the synergies between entertainment and interactive engagement, targeting a diverse demographic of enthusiasts. The acquisition and operation of online gaming platforms allow the company to tap into wagering and fantasy sports, which have seen a surge in popularity. Through strategic brand positioning and leveraging technology, FL Entertainment crafts unique user experiences, creating loyalty and driving user engagement. Here, profitability stems from transactional revenue, subscriptions, and in-app purchases, fortifying its stature as a diversified and robust enterprise in the global entertainment sphere.
