CCL Carnival Corporation
Exchange
NYSESector
Consumer ServicesIndustry
Marine TransportationMarket Cap.
26.040B
Shrinking Competitive Advantage over the past 10 years
CCL has a shrinking competitive advantage.
This could be due to weakening branding, the inability to keep costs low, or by new competitors entering the industry.
Look at its future prospects to determine sustainability and whether the economic moat will continue to shrink or if it will rebound.
$17.35 of every $100 of Revenue have been pure profit, on average over the past 10 years.
$17.35 of every $100 of Revenue have been pure profit, on average over the past 10 years.
Figures in USD. Fiscal year ends in November
| 2002 | 2003 | 2004 | 2005 | 2006 | 2007 | 2008 | 2009 | 2010 | 2011 | |
| Net Income | 1.02B | 1.19B | 1.85B | 2.26B | 2.28B | 2.41B | 2.33B | 1.79B | 1.98B | 1.91B |
| divided by | ||||||||||
| Revenue | 4.37B | 6.72B | 9.73B | 11.09B | 11.84B | 13.03B | 14.65B | 13.16B | 14.47B | 15.79B |
| Net Profit Margin | 23.26% | 17.77% | 19.06% | 20.36% | 19.25% | 18.48% | 15.91% | 13.60% | 13.67% | 12.11% |
Strong Pricing Power over the past 10 years
CCL has maintained substantial gross margins, suggesting that they have been able to set prices without consideration of the cost of goods sold.
This potentially leaves flexibility in inflationary environments to raise prices on consumers and maintain profitability.
$41.08 of every $100 worth of sales have been Gross Profit, on average over the past 10 years.
$41.08 of every $100 worth of sales have been Gross Profit, on average over the past 10 years.
Figures in USD. Fiscal year ends in November
| 2002 | 2003 | 2004 | 2005 | 2006 | 2007 | 2008 | 2009 | 2010 | 2011 | |
| Gross Profit | 2.06B | 2.90B | 4.27B | 4.87B | 5.05B | 5.41B | 5.61B | 5.05B | 5.38B | 5.49B |
| divided by | ||||||||||
| Revenue | 4.37B | 6.72B | 9.73B | 11.09B | 11.84B | 13.03B | 14.65B | 13.16B | 14.47B | 15.79B |
| Gross Margin | 47.07% | 43.17% | 43.90% | 43.93% | 42.64% | 41.47% | 38.28% | 38.41% | 37.16% | 34.79% |
High Capital Intensity over the past 10 years
CCL spends large amounts of capital buying new equipment or investing in new facilities to stay competitive.
Over the long term, those costs may have to be fuelled by debt.
Look at the growth of Shareholders' Equity to see if this strategy is having a positive or negative impact.
158.83% of Profits are being spent on Capital Expenditures, like Property, Plant, & Equipment, required to run the business.
158.83% of Profits are being spent on Capital Expenditures, like Property, Plant, & Equipment, required to run the business.
Figures in USD. Fiscal year ends in November
| 2002 | 2003 | 2004 | 2005 | 2006 | 2007 | 2008 | 2009 | 2010 | 2011 | |
| Capital Expenditure | 1.99B | 2.52B | 3.59B | 1.98B | 2.48B | 3.31B | 3.35B | 3.38B | 3.58B | 2.70B |
| divided by | ||||||||||
| Net Income | 1.02B | 1.19B | 1.85B | 2.26B | 2.28B | 2.41B | 2.33B | 1.79B | 1.98B | 1.91B |
| Capital Expenditure Ratio | 195.53% | 210.72% | 193.42% | 87.59% | 108.82% | 137.54% | 143.91% | 188.83% | 180.94% | 141.00% |