QVC Group Inc (QVCGB) — Defensive Interval Ratio
QVC Group Inc (QVCGB) has a Defensive Interval Ratio of 45 days as of March 2026. Defensive assets of $776.00 Million (cash $-, short-term investments $-, receivables $776.00 Million) cover 45 days of daily cash needs of $17.15 Million/day. See QVCGB 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
QVC Group Inc Defensive Interval Ratio (2005–2025)
This chart shows how QVC Group Inc's Defensive Interval Ratio has evolved across 21 annual periods from 2005 to 2025. As of March 2026, the ratio stands at 45 days, meaning defensive assets of $776.00 Million can fund 45 days of operations without new revenue. Read QVC Group Inc (QVCGB) financial obligations for a breakdown of total debt and financial obligations.
Annual Defensive Interval Ratio for QVC Group Inc (2005–2025)
The table below presents the year-by-year Defensive Interval Ratio for QVC Group Inc from 2005 to 2025, covering 21 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 the complete balance sheet picture, see QVC Group Inc (QVCGB) total assets.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 57 days | $1.04 Billion | $18.28 Million/day | $- | $- | ▼ -96 days |
| 2024 | 153 days | $1.14 Billion | $7.46 Million/day | $- | $- | ▼ -29 days |
| 2023 | 182 days | $1.31 Billion | $7.17 Million/day | $- | $- | ▲ +12 days |
| 2022 | 170 days | $1.44 Billion | $8.49 Million/day | $- | $- | ▼ -3 days |
| 2021 | 173 days | $2.00 Billion | $11.57 Million/day | $- | $- | ▲ +19 days |
| 2020 | 154 days | $1.99 Billion | $12.89 Million/day | $- | $- | ▼ -34 days |
| 2019 | 188 days | $2.06 Billion | $10.96 Million/day | $- | $- | ▲ +18 days |
| 2018 | 170 days | $1.83 Billion | $10.82 Million/day | $- | $- | ▼ -14 days |
| 2017 | 183 days | $1.73 Billion | $9.43 Million/day | $- | $- | ▼ -80 days |
| 2016 | 263 days | $1.27 Billion | $4.82 Million/day | $- | $- | ▼ -134 days |
| 2015 | 397 days | $2.29 Billion | $5.76 Million/day | $- | $910.00 Million | ▼ -81 days |
| 2014 | 479 days | $2.08 Billion | $4.36 Million/day | $- | $889.00 Million | ▲ +260 days |
| 2013 | 219 days | $1.15 Billion | $5.25 Million/day | $- | $- | ▲ +31 days |
| 2012 | 188 days | $1.09 Billion | $5.82 Million/day | $- | $- | ▼ -67 days |
| 2011 | 255 days | $1.05 Billion | $4.14 Million/day | $- | $- | ▲ +187 days |
| 2010 | 68 days | $885.00 Million | $12.98 Million/day | $- | $- | ▼ -98 days |
| 2009 | 166 days | $1.25 Billion | $7.52 Million/day | $- | $- | ▼ -84 days |
| 2008 | 250 days | $1.17 Billion | $4.68 Million/day | $- | $- | ▼ -36 days |
| 2007 | 286 days | $1.18 Billion | $4.12 Million/day | $- | $- | ▲ +41 days |
| 2006 | 245 days | $977.00 Million | $3.99 Million/day | $- | $- | ▲ +168 days |
| 2005 | 76 days | $885.00 Million | $11.59 Million/day | $- | $- | — |