Shoe Station Group Inc. (SHOE) — Defensive Interval Ratio
Shoe Station Group Inc. (SHOE) has a Defensive Interval Ratio of 51 days as of April 2026. Defensive assets of $19.96 Million (cash $-, short-term investments $13.25 Million, receivables $6.72 Million) cover 51 days of daily cash needs of $388.90K/day.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Shoe Station Group Inc. Defensive Interval Ratio (1993–2026)
This chart shows how Shoe Station Group Inc.'s Defensive Interval Ratio has evolved across 34 annual periods from 1993 to 2026. As of April 2026, the ratio stands at 51 days, meaning defensive assets of $19.96 Million can fund 51 days of operations without new revenue. For the complete balance sheet picture, see SHOE total asset value.
Annual Defensive Interval Ratio for Shoe Station Group Inc. (1993–2026)
The table below presents the year-by-year Defensive Interval Ratio for Shoe Station Group Inc. from 1993 to 2026, covering 34 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 Shoe Station Group Inc. working capital to net assets 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) |
|---|---|---|---|---|---|---|
| 2026 | 46 days | $20.01 Million | $434.04K/day | $- | $13.64 Million | ▼ -20 days |
| 2025 | 66 days | $23.45 Million | $357.33K/day | $- | $14.43 Million | ▲ +23 days |
| 2024 | 42 days | $14.84 Million | $350.34K/day | $- | $12.25 Million | ▲ +8 days |
| 2023 | 34 days | $14.65 Million | $430.92K/day | $- | $11.60 Million | ▼ -35 days |
| 2022 | 69 days | $29.12 Million | $421.12K/day | $- | $14.96 Million | ▲ +49 days |
| 2021 | 20 days | $7.10 Million | $358.63K/day | $- | $- | ▲ +12 days |
| 2020 | 8 days | $2.72 Million | $335.63K/day | $- | $- | ▲ +2 days |
| 2019 | 6 days | $1.22 Million | $193.93K/day | $- | $- | ▼ -34 days |
| 2018 | 40 days | $6.27 Million | $155.57K/day | $- | $- | ▲ +22 days |
| 2017 | 19 days | $4.42 Million | $236.43K/day | $- | $- | ▲ +10 days |
| 2016 | 9 days | $2.13 Million | $240.92K/day | $- | $- | ▼ -4 days |
| 2015 | 13 days | $2.93 Million | $227.73K/day | $- | $- | ▼ -8 days |
| 2014 | 20 days | $4.34 Million | $212.76K/day | $- | $- | ▲ +11 days |
| 2013 | 10 days | $2.15 Million | $224.72K/day | $- | $- | ▼ -3 days |
| 2012 | 13 days | $2.62 Million | $207.56K/day | $- | $- | ▲ +5 days |
| 2011 | 8 days | $1.55 Million | $193.63K/day | $- | $- | ▲ +4 days |
| 2010 | 4 days | $746.00K | $196.13K/day | $- | $- | ▼ -4 days |
| 2009 | 8 days | $1.61 Million | $197.04K/day | $- | $- | ▲ +6 days |
| 2008 | 2 days | $411.00K | $215.00K/day | $- | $- | ▼ -2 days |
| 2007 | 4 days | $948.00K | $232.68K/day | $- | $- | ▲ +3 days |
| 2006 | 1 days | $286.00K | $208.79K/day | $- | $- | ▼ -4 days |
| 2005 | 5 days | $992.00K | $199.88K/day | $- | $- | ▲ +1 days |
| 2004 | 3 days | $587.00K | $168.80K/day | $- | $- | ▼ -3 days |
| 2003 | 7 days | $1.13 Million | $163.15K/day | $- | $- | ▼ -2 days |
| 2002 | 9 days | $1.30 Million | $146.28K/day | $- | $- | ▼ 0 days |
| 2001 | 9 days | $1.07 Million | $114.52K/day | $- | $- | ▲ +3 days |
| 2000 | 6 days | $694.00K | $111.77K/day | $- | $- | ▼ -1 days |
| 1999 | 7 days | $600.00K | $88.22K/day | $- | $- | ▼ -13 days |
| 1998 | 20 days | $800.00K | $40.27K/day | $- | $- | ▲ +2 days |
| 1997 | 18 days | $900.00K | $49.32K/day | $- | $- | ▲ +1 days |
| 1996 | 17 days | $1.00 Million | $57.26K/day | $- | $- | ▼ -4 days |
| 1995 | 21 days | $800.00K | $37.53K/day | $- | $- | ▼ -24 days |
| 1994 | 46 days | $1.30 Million | $28.49K/day | $- | $- | ▲ +25 days |
| 1993 | 20 days | $800.00K | $39.45K/day | $- | $- | — |