Cracker Barrel Old Country Store (CBRL) — Strategic Asset Allocation Index
Cracker Barrel Old Country Store (CBRL) has a Strategic Asset Allocation Index of 392.8% as of April 2023. Strategic assets (PP&E of $1.86 Billion plus long-term investments of $-) total $1.86 Billion, measured against net assets of $473.87 Million. A higher index reflects capital-intensive or investment-heavy strategies where strategic assets dominate the equity base.
SAAI
Strategic Assets
PP&E
Net Assets
Cracker Barrel Old Country Store Strategic Asset Allocation Index (2000–2023)
This chart shows how Cracker Barrel Old Country Store's Strategic Asset Allocation Index has evolved across 24 annual periods from 2000 to 2023. As of April 2023, the index stands at 392.8%, representing strategic assets of $1.86 Billion against net assets of $473.87 Million USD. Explore cash efficiency ratio of Cracker Barrel Old Country Store to assess how effectively this company generates cash.
Annual Strategic Asset Allocation Index for Cracker Barrel Old Country Store (2000–2023)
The table below presents the year-by-year Strategic Asset Allocation Index for Cracker Barrel Old Country Store from 2000 to 2023, covering 24 annual filings. Each row shows PP&E, long-term investments, strategic assets combined, net assets, the index percentage, and the change in percentage points compared to the prior year. For the full company profile including market capitalisation, see CBRL market cap overview.
| Year | SAAI | Strategic Assets (USD) | PP&E | LT Investments | Net Assets | Change (pp) |
|---|---|---|---|---|---|---|
| 2023 | 384.7% | $1.86 Billion | $1.86 Billion | $- | $483.82 Million | ▲ +12.6 pp |
| 2022 | 372.1% | $1.90 Billion | $1.90 Billion | $- | $511.48 Million | ▲ +77.6 pp |
| 2021 | 294.5% | $1.95 Billion | $1.95 Billion | $- | $663.63 Million | ▼ -141.0 pp |
| 2020 | 435.5% | $1.82 Billion | $1.82 Billion | $0.00 | $418.39 Million | ▲ +227.4 pp |
| 2019 | 208.0% | $1.26 Billion | $1.17 Billion | $89.10 Million | $604.71 Million | ▲ +9.5 pp |
| 2018 | 198.6% | $1.16 Billion | $1.15 Billion | $6.09 Million | $581.78 Million | ▼ -3.1 pp |
| 2017 | 201.7% | $1.10 Billion | $1.10 Billion | $- | $544.51 Million | ▼ -3.5 pp |
| 2016 | 205.2% | $1.08 Billion | $1.08 Billion | $- | $526.44 Million | ▲ +8.9 pp |
| 2015 | 196.3% | $1.06 Billion | $1.05 Billion | $3.76 Million | $538.27 Million | ▼ -1.1 pp |
| 2014 | 197.4% | $1.04 Billion | $1.04 Billion | $- | $528.64 Million | ▼ -14.7 pp |
| 2013 | 212.0% | $1.03 Billion | $1.03 Billion | $- | $484.03 Million | ▼ -55.1 pp |
| 2012 | 267.2% | $1.02 Billion | $1.02 Billion | $- | $382.68 Million | ▼ -109.3 pp |
| 2011 | 376.5% | $1.01 Billion | $1.01 Billion | $- | $268.03 Million | ▼ -147.5 pp |
| 2010 | 524.0% | $1.00 Billion | $1.00 Billion | $- | $191.62 Million | ▼ -214.6 pp |
| 2009 | 738.7% | $1.00 Billion | $1.00 Billion | $- | $135.62 Million | ▼ -388.3 pp |
| 2008 | 1126.9% | $1.05 Billion | $1.05 Billion | $- | $92.75 Million | ▲ +148.3 pp |
| 2007 | 978.6% | $1.02 Billion | $1.02 Billion | $- | $104.12 Million | ▲ +558.5 pp |
| 2006 | 420.2% | $1.27 Billion | $1.27 Billion | $- | $302.28 Million | ▲ +280.1 pp |
| 2005 | 140.0% | $1.22 Billion | $1.22 Billion | $- | $869.99 Million | ▲ +13.0 pp |
| 2004 | 127.1% | $1.12 Billion | $1.12 Billion | $- | $880.25 Million | ▼ -3.8 pp |
| 2003 | 130.9% | $1.04 Billion | $1.04 Billion | $- | $794.90 Million | ▲ +5.1 pp |
| 2002 | 125.8% | $984.82 Million | $984.82 Million | $- | $782.99 Million | ▲ +12.9 pp |
| 2001 | 112.9% | $955.03 Million | $955.03 Million | $- | $846.11 Million | ▼ -16.8 pp |
| 2000 | 129.7% | $1.08 Billion | $1.08 Billion | $- | $828.97 Million | — |