Callaway Golf Co
F:CLY
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EV/OCF
Enterprise Value to Operating Cash Flow (EV/OCF) ratio compares a company`s total enterprise value to its operating cash flow. It shows how much investors are paying for each dollar of the company`s operating cash flow, including both equity and debt.
Enterprise Value to Operating Cash Flow (EV/OCF) ratio compares a company`s total enterprise value to its operating cash flow. It shows how much investors are paying for each dollar of the company`s operating cash flow, including both equity and debt.
Valuation Scenarios
If EV/OCF returns to its 3-Year Average (10), the stock would be worth €17.17 (42% upside from current price).
| Scenario | EV/OCF Value | Implied Price | Upside/Downside |
|---|---|---|---|
| Current Multiple | 7.1 | €12.12 |
0%
|
| 3-Year Average | 10 | €17.17 |
+42%
|
| 5-Year Average | 11.3 | €19.42 |
+60%
|
| Industry Average | 10.8 | €18.61 |
+54%
|
| Country Average | 16.7 | €28.64 |
+136%
|
Forward EV/OCF
Today’s price vs future operating cash flow
Peer Comparison
| Market Cap | EV/OCF | P/E | ||||
|---|---|---|---|---|---|---|
| US |
C
|
Callaway Golf Co
F:CLY
|
2.2B EUR | 7.1 | -6.3 | |
| JP |
|
Bandai Namco Holdings Inc
TSE:7832
|
2.5T JPY | 14.6 | 22 | |
| US |
|
Hasbro Inc
NASDAQ:HAS
|
13.6B USD | 17.4 | -42.3 | |
| JP |
|
Shimano Inc
TSE:7309
|
1.5T JPY | 15.6 | 43.3 | |
| UK |
|
Games Workshop Group PLC
LSE:GAW
|
6.4B GBP | 23.1 | 31.9 | |
| CA |
|
BRP Inc
TSX:DOO
|
8.6B CAD | 9.3 | 20.1 | |
| CN |
|
Zhejiang CFMoto Power Co Ltd
SSE:603129
|
42B CNY | 11.6 | 25 | |
| US |
|
Acushnet Holdings Corp
NYSE:GOLF
|
5.8B USD | 34.6 | 30.9 | |
| US |
|
Brunswick Corp
NYSE:BC
|
5.3B USD | 12.1 | -38.4 | |
| US |
|
Mattel Inc
NASDAQ:MAT
|
4.6B USD | 9.6 | 11.5 | |
| IT |
|
Technogym SpA
MIL:TGYM
|
3.8B EUR | 20.3 | 33.6 |
Market Distribution
| Min | 0 |
| 30th Percentile | 11.7 |
| Median | 16.7 |
| 70th Percentile | 23.6 |
| Max | 3 178 983.5 |
Other Multiples
Callaway Golf Co
Glance View
In the rolling hills of Carlsbad, California, Callaway Golf Co. has established itself as a beacon of innovation and quality in the world of golf equipment. Founded in 1982, the company sprang from the vision of Ely Callaway Jr., who transformed it from a small boutique manufacturing operation to a global powerhouse, renowned for its premium golf clubs, balls, and accessories. Callaway's success is primarily rooted in its relentless pursuit of technological advancements and superior design, carving out a significant competitive edge with its popular products like the "Big Bertha" drivers and the "Apex" irons. This emphasis on innovation is bolstered by the company's robust research and development initiatives, which ensure that each product hitting the market carries the promise of enhanced performance and experience for golfers. Evolving beyond its traditional confines, Callaway has strategically diversified its revenue streams, including its acquisition of Jack Wolfskin and a significant interest in Topgolf, which speaks to its vision for a broader leisure and lifestyle brand. This foray into hospitality and entertainment positions Callaway in the experiential consumer market, beyond mere equipment sales. The revenue model relies not just on the direct sale of high-quality products, but also on brand loyalty and the experiential appeal of golfing as a lifestyle. As they ride these dual waves of product innovation and market diversification, Callaway maintains a steady gaze on expanding its footprint globally, aiming to capture the interests of both serious golfers and casual enthusiasts alike.