1-800 FLOWERS.COM Inc (FLWS) — Defensive Interval Ratio
1-800 FLOWERS.COM Inc (FLWS) has a Defensive Interval Ratio of 55 days as of March 2026. Defensive assets of $33.96 Million (cash $-, short-term investments $-, receivables $33.96 Million) cover 55 days of daily cash needs of $619.76K/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
1-800 FLOWERS.COM Inc Defensive Interval Ratio (1998–2025)
This chart shows how 1-800 FLOWERS.COM Inc's Defensive Interval Ratio has evolved across 28 annual periods from 1998 to 2025. As of March 2026, the ratio stands at 55 days, meaning defensive assets of $33.96 Million can fund 55 days of operations without new revenue. For the complete balance sheet picture, see how large is 1-800 FLOWERS.COM Inc's balance sheet.
Annual Defensive Interval Ratio for 1-800 FLOWERS.COM Inc (1998–2025)
The table below presents the year-by-year Defensive Interval Ratio for 1-800 FLOWERS.COM Inc from 1998 to 2025, covering 28 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. See FLWS working capital efficiency to evaluate short-term liquidity relative to the company's equity base.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 36 days | $21.69 Million | $606.54K/day | $- | $- | ▲ +7 days |
| 2024 | 29 days | $18.02 Million | $624.16K/day | $- | $- | ▼ -5 days |
| 2023 | 34 days | $20.42 Million | $603.45K/day | $- | $- | ▲ +1 days |
| 2022 | 33 days | $23.81 Million | $727.94K/day | $- | $- | ▲ +4 days |
| 2021 | 29 days | $20.83 Million | $728.60K/day | $- | $- | ▼ -2 days |
| 2020 | 31 days | $15.18 Million | $494.06K/day | $- | $- | ▼ -5 days |
| 2019 | 35 days | $12.37 Million | $349.31K/day | $- | $- | ▼ -2 days |
| 2018 | 38 days | $12.94 Million | $341.92K/day | $- | $0.00 | ▼ -3 days |
| 2017 | 41 days | $14.07 Million | $342.95K/day | $- | $0.00 | ▼ -17 days |
| 2016 | 58 days | $19.12 Million | $331.13K/day | $- | $0.00 | ▲ +1 days |
| 2015 | 57 days | $19.17 Million | $338.65K/day | $- | $0.00 | ▼ -9 days |
| 2014 | 66 days | $13.34 Million | $203.58K/day | $- | $0.00 | ▼ -7 days |
| 2013 | 72 days | $14.96 Million | $207.57K/day | $- | $0.00 | ▲ +9 days |
| 2012 | 64 days | $14.97 Million | $235.67K/day | $- | $0.00 | ▼ -4 days |
| 2011 | 67 days | $15.28 Million | $227.53K/day | $- | $- | ▼ -1 days |
| 2010 | 68 days | $13.94 Million | $204.70K/day | $- | $- | ▲ +15 days |
| 2009 | 53 days | $11.34 Million | $214.79K/day | $- | $- | ▼ -7 days |
| 2008 | 60 days | $12.47 Million | $208.59K/day | $- | $- | ▼ -26 days |
| 2007 | 86 days | $17.01 Million | $198.81K/day | $- | $- | ▲ +20 days |
| 2006 | 66 days | $13.15 Million | $200.04K/day | $- | $- | ▼ -40 days |
| 2005 | 106 days | $17.27 Million | $163.61K/day | $- | $6.65 Million | ▼ -97 days |
| 2004 | 203 days | $33.17 Million | $163.61K/day | $- | $22.55 Million | ▲ +86 days |
| 2003 | 116 days | $21.15 Million | $181.61K/day | $- | $12.14 Million | ▼ -58 days |
| 2002 | 174 days | $32.14 Million | $184.41K/day | $- | $22.80 Million | ▲ +126 days |
| 2001 | 49 days | $8.21 Million | $168.25K/day | $- | $- | ▼ -9 days |
| 2000 | 58 days | $8.38 Million | $144.59K/day | $- | $- | ▼ -37 days |
| 1999 | 95 days | $9.30 Million | $97.53K/day | $- | $- | ▼ -14 days |
| 1998 | 110 days | $8.40 Million | $76.71K/day | $- | $- | — |