Bandai Namco Holdings Inc
F:N9B
Decide at what price you'd be comfortable buying and we'll help you stay ready.
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EV/S
Enterprise Value to Sales (EV/S) ratio compares a company`s total enterprise value to its revenue. It shows how much investors are paying for each dollar of the company`s sales, including both equity and debt.
Enterprise Value to Sales (EV/S) ratio compares a company`s total enterprise value to its revenue. It shows how much investors are paying for each dollar of the company`s sales, including both equity and debt.
Valuation Scenarios
If EV/S returns to its 3-Year Average (1.7), the stock would be worth €22.42 (10% upside from current price).
| Scenario | EV/S Value | Implied Price | Upside/Downside |
|---|---|---|---|
| Current Multiple | 1.6 | €20.4 |
0%
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| 3-Year Average | 1.7 | €22.42 |
+10%
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| 5-Year Average | 1.7 | €22.42 |
+10%
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| Industry Average | 1.2 | €15.49 |
-24%
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| Country Average | 1.1 | €14.33 |
-30%
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Forward EV/S
Today’s price vs future revenue
| Today's Enterprise Value | Revenue | Forward EV/S | ||
|---|---|---|---|---|
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€2.2T
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/ |
Jan 2026
¥1.3T
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= |
|
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€2.2T
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/ |
Mar 2026
¥1.3T
|
= |
|
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€2.2T
|
/ |
Mar 2027
¥1.4T
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= |
|
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€2.2T
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/ |
Mar 2028
¥1.4T
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= |
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Forward EV/S shows whether today’s EV/S still looks high or low once future revenue are taken into account.
Peer Comparison
| Market Cap | EV/S | P/E | ||||
|---|---|---|---|---|---|---|
| JP |
|
Bandai Namco Holdings Inc
F:N9B
|
2.4T EUR | 1.6 | 21 | |
| US |
|
Hasbro Inc
NASDAQ:HAS
|
13.3B USD | 3.2 | -41.4 | |
| JP |
|
Shimano Inc
TSE:7309
|
1.4T JPY | 2.1 | 38.6 | |
| UK |
|
Games Workshop Group PLC
LSE:GAW
|
6.4B GBP | 9.7 | 30.9 | |
| CA |
|
BRP Inc
TSX:DOO
|
8.8B CAD | 1.3 | 19.2 | |
| CN |
|
Zhejiang CFMoto Power Co Ltd
SSE:603129
|
41.5B CNY | 1.5 | 24.7 | |
| US |
|
Acushnet Holdings Corp
NYSE:GOLF
|
5.7B USD | 2.6 | 30.4 | |
| US |
|
Brunswick Corp
NYSE:BC
|
5.2B USD | 1.3 | -37.5 | |
| IT |
|
Technogym SpA
MIL:TGYM
|
3.9B EUR | 3.7 | 34.3 | |
| US |
|
Mattel Inc
NASDAQ:MAT
|
4.4B USD | 1 | 11 | |
| US |
|
Polaris Inc
NYSE:PII
|
3.4B USD | 0.7 | -7.2 |
Market Distribution
| Min | 0 |
| 30th Percentile | 0.7 |
| Median | 1.1 |
| 70th Percentile | 2 |
| Max | 12 107 466 |
Other Multiples
Bandai Namco Holdings Inc
Glance View
Bandai Namco Holdings Inc., a fusion of two titanic forces in the entertainment industry, came to life in 2005 through the strategic merger of Bandai, a renowned toy manufacturer, and Namco, a leading video game developer. This union was not merely a blend of companies but a melding of rich histories and complementary strengths, propelling them beyond the confines of their industries into a diversified entertainment powerhouse. Bandai's legacy of creating beloved toys like Gundam and Tamagotchi found new life and expanded narratives through Namco's digital wonders, as the group delved deeper into the realms of video games, arcade games, and amusement facilities. This synergy enabled Bandai Namco to craft a universe where physical toys transcend into digital and interactive realms, creating immersive experiences that captivate multiple generations. The company's revenue streams are as varied as its product lines, with major business units including Entertainment Content, Toys and Hobby, and Visual and Music Production. The Entertainment Content division, a critical engine of profitability, encompasses video games and network services, leveraging popular franchises such as Tekken, Pac-Man, and SoulCalibur. Meanwhile, the Toys and Hobby segment continues to ride on the global appeal of its iconic brands, offering products that range from plastic models to delicate collector's items. Visual and Music Production adds another dimension to the enterprise, producing and distributing anime and music associated with their multitude of intellectual properties. Through an integrated approach that spans across mediums and platforms, Bandai Namco doesn't just create products; it builds communities and fan bases, intertwining customers' childhood amusements with their digital pastimes, crafting both nostalgia and new excitement with each innovation.