Chorokbaem Media Co. Ltd (047820) — Defensive Interval Ratio
Chorokbaem Media Co. Ltd (047820) has a Defensive Interval Ratio of 45 days as of March 2026. Defensive assets of ₩9.49 Billion (cash ₩-, short-term investments ₩5.23 Billion, receivables ₩4.26 Billion) cover 45 days of daily cash needs of ₩209.46 Million/day. See 047820 current assets to equity ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Chorokbaem Media Co. Ltd Defensive Interval Ratio (2008–2025)
This chart shows how Chorokbaem Media Co. Ltd's Defensive Interval Ratio has evolved across 18 annual periods from 2008 to 2025. As of March 2026, the ratio stands at 45 days, meaning defensive assets of ₩9.49 Billion can fund 45 days of operations without new revenue. See 047820 net asset quality score to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for Chorokbaem Media Co. Ltd (2008–2025)
The table below presents the year-by-year Defensive Interval Ratio for Chorokbaem Media Co. Ltd from 2008 to 2025, covering 18 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. For live market cap and the full company financial profile, see 047820 market cap overview.
| Year | DIR (days) | Defensive Assets (KRW) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 46 days | ₩9.61 Billion | ₩208.20 Million/day | ₩- | ₩5.25 Billion | ▼ -100 days |
| 2024 | 146 days | ₩24.28 Billion | ₩166.56 Million/day | ₩- | ₩18.25 Billion | ▲ +5 days |
| 2023 | 141 days | ₩42.63 Billion | ₩303.12 Million/day | ₩- | ₩17.87 Billion | ▼ -137 days |
| 2022 | 278 days | ₩94.39 Billion | ₩339.79 Million/day | ₩20.26 Billion | ₩56.89 Billion | ▼ -283 days |
| 2021 | 560 days | ₩166.52 Billion | ₩297.15 Million/day | ₩118.85 Billion | ₩28.10 Billion | ▼ -268 days |
| 2020 | 829 days | ₩73.13 Billion | ₩88.23 Million/day | ₩32.47 Billion | ₩31.00 Billion | ▲ +530 days |
| 2019 | 299 days | ₩29.70 Billion | ₩99.37 Million/day | ₩11.85 Billion | ₩1.10 Billion | ▼ -666 days |
| 2018 | 965 days | ₩63.19 Billion | ₩65.50 Million/day | ₩6.03 Billion | ₩47.00 Billion | ▲ +439 days |
| 2017 | 526 days | ₩39.91 Billion | ₩75.90 Million/day | ₩4.71 Billion | ₩24.50 Billion | ▲ +171 days |
| 2016 | 355 days | ₩48.53 Billion | ₩136.69 Million/day | ₩13.02 Billion | ₩18.00 Billion | ▲ +23 days |
| 2015 | 332 days | ₩44.17 Billion | ₩133.08 Million/day | ₩- | ₩39.10 Billion | ▼ -426 days |
| 2014 | 757 days | ₩10.95 Billion | ₩14.46 Million/day | ₩- | ₩7.00 Billion | ▼ -2075 days |
| 2013 | 2832 days | ₩11.85 Billion | ₩4.18 Million/day | ₩- | ₩7.50 Billion | ▼ -37 days |
| 2012 | 2869 days | ₩13.50 Billion | ₩4.71 Million/day | ₩- | ₩8.80 Billion | ▲ +1889 days |
| 2011 | 980 days | ₩12.51 Billion | ₩12.77 Million/day | ₩- | ₩7.00 Billion | ▼ -95 days |
| 2010 | 1075 days | ₩4.62 Billion | ₩4.30 Million/day | ₩- | ₩4.30 Billion | ▲ +1014 days |
| 2009 | 61 days | ₩3.06 Billion | ₩50.40 Million/day | ₩- | ₩338.91 Million | ▼ -156 days |
| 2008 | 217 days | ₩6.45 Billion | ₩29.73 Million/day | ₩- | ₩952.85 Million | — |