Daktronics Inc (DAKT) — Defensive Interval Ratio
Daktronics Inc (DAKT) has a Defensive Interval Ratio of 318 days as of January 2026. Defensive assets of $166.85 Million (cash $-, short-term investments $-, receivables $166.85 Million) cover 318 days of daily cash needs of $524.81K/day. Check DAKT tangible net worth ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Daktronics Inc Defensive Interval Ratio (1993–2025)
This chart shows how Daktronics Inc's Defensive Interval Ratio has evolved across 33 annual periods from 1993 to 2025. As of January 2026, the ratio stands at 318 days, meaning defensive assets of $166.85 Million can fund 318 days of operations without new revenue. Also explore net asset momentum of Daktronics Inc to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Daktronics Inc (1993–2025)
The table below presents the year-by-year Defensive Interval Ratio for Daktronics Inc from 1993 to 2025, covering 33 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 DAKT market cap.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 296 days | $139.59 Million | $471.25K/day | $- | $- | ▼ -34 days |
| 2024 | 330 days | $173.73 Million | $526.84K/day | $- | $0.00 | ▲ +54 days |
| 2023 | 276 days | $158.84 Million | $575.79K/day | $- | $534.00K | ▲ +19 days |
| 2022 | 257 days | $150.21 Million | $585.46K/day | $- | $4.02 Million | ▼ -68 days |
| 2021 | 324 days | $130.20 Million | $401.70K/day | $- | $27.40 Million | ▲ +41 days |
| 2020 | 283 days | $113.34 Million | $399.90K/day | $- | $1.23 Million | ▼ -68 days |
| 2019 | 351 days | $128.92 Million | $367.32K/day | $- | $26.34 Million | ▼ -66 days |
| 2018 | 417 days | $150.01 Million | $359.75K/day | $- | $34.52 Million | ▼ -5 days |
| 2017 | 422 days | $150.85 Million | $357.79K/day | $- | $32.71 Million | ▼ 0 days |
| 2016 | 422 days | $140.41 Million | $332.92K/day | $- | $24.67 Million | ▲ +35 days |
| 2015 | 387 days | $150.60 Million | $389.10K/day | $- | $25.35 Million | ▼ -20 days |
| 2014 | 407 days | $148.99 Million | $366.32K/day | $- | $25.40 Million | ▼ -12 days |
| 2013 | 418 days | $131.49 Million | $314.22K/day | $- | $24.05 Million | ▼ -6 days |
| 2012 | 425 days | $127.02 Million | $299.10K/day | $- | $25.26 Million | ▲ +28 days |
| 2011 | 397 days | $119.13 Million | $300.43K/day | $- | $22.94 Million | ▲ +41 days |
| 2010 | 355 days | $85.19 Million | $239.71K/day | $- | $1.26 Million | ▲ +104 days |
| 2009 | 251 days | $70.46 Million | $280.63K/day | $- | $1.08 Million | ▼ -73 days |
| 2008 | 324 days | $91.53 Million | $282.61K/day | $- | $457.00K | ▲ +17 days |
| 2007 | 307 days | $86.57 Million | $282.42K/day | $- | $- | ▼ -105 days |
| 2006 | 411 days | $76.28 Million | $185.53K/day | $- | $8.31 Million | ▼ -60 days |
| 2005 | 471 days | $54.18 Million | $115.06K/day | $- | $8.11 Million | ▼ -48 days |
| 2004 | 518 days | $50.13 Million | $96.70K/day | $- | $4.00 Million | ▲ +159 days |
| 2003 | 359 days | $28.56 Million | $79.52K/day | $- | $- | ▲ +52 days |
| 2002 | 308 days | $20.39 Million | $66.28K/day | $- | $- | ▲ +46 days |
| 2001 | 262 days | $23.22 Million | $88.73K/day | $- | $- | ▼ -75 days |
| 2000 | 337 days | $25.10 Million | $74.52K/day | $- | $- | ▼ -88 days |
| 1999 | 425 days | $27.50 Million | $64.66K/day | $- | $- | ▲ +71 days |
| 1998 | 354 days | $16.10 Million | $45.48K/day | $- | $- | ▼ -54 days |
| 1997 | 408 days | $14.20 Million | $34.79K/day | $- | $- | ▲ +105 days |
| 1996 | 303 days | $12.70 Million | $41.92K/day | $- | $- | ▼ -285 days |
| 1995 | 588 days | $9.50 Million | $16.16K/day | $- | $- | ▲ +163 days |
| 1994 | 425 days | $6.40 Million | $15.07K/day | $- | $- | ▲ +86 days |
| 1993 | 339 days | $7.80 Million | $23.01K/day | $- | $- | — |