Allegiant Travel Debt to Equity Ratio 2010-2025 | ALGT
Current and historical debt to equity ratio values for Allegiant Travel (ALGT) over the last 10 years. The debt/equity ratio can be defined as a measure of a company's financial leverage calculated by dividing its long-term debt by stockholders' equity. Allegiant Travel debt/equity for the three months ending March 31, 2025 was 1.57.
| Allegiant Travel Debt/Equity Ratio Historical Data |
| Date |
Long Term Debt |
Shareholder's Equity |
Debt to Equity Ratio |
| 2025-03-31 |
$3.39B |
$1.11B |
3.05 |
| 2024-12-31 |
$3.34B |
$1.09B |
3.07 |
| 2024-09-30 |
$3.49B |
$1.30B |
2.68 |
| 2024-06-30 |
$3.57B |
$1.33B |
2.68 |
| 2024-03-31 |
$3.61B |
$1.32B |
2.73 |
| 2023-12-31 |
$3.53B |
$1.33B |
2.66 |
| 2023-09-30 |
$3.57B |
$1.34B |
2.66 |
| 2023-06-30 |
$3.46B |
$1.37B |
2.52 |
| 2023-03-31 |
$3.41B |
$1.27B |
2.68 |
| 2022-12-31 |
$3.29B |
$1.22B |
2.70 |
| 2022-09-30 |
$3.22B |
$1.19B |
2.71 |
| 2022-06-30 |
$3.21B |
$1.23B |
2.60 |
| 2022-03-31 |
$3.01B |
$1.22B |
2.46 |
| 2021-12-31 |
$2.77B |
$1.22B |
2.26 |
| 2021-09-30 |
$2.58B |
$1.19B |
2.16 |
| 2021-06-30 |
$2.73B |
$1.15B |
2.38 |
| 2021-03-31 |
$2.64B |
$0.71B |
3.71 |
| 2020-12-31 |
$2.56B |
$0.70B |
3.66 |
| 2020-09-30 |
$2.51B |
$0.71B |
3.53 |
| 2020-06-30 |
$2.54B |
$0.74B |
3.44 |
| 2020-03-31 |
$2.38B |
$0.81B |
2.94 |
| 2019-12-31 |
$2.13B |
$0.88B |
2.41 |
| 2019-09-30 |
$2.01B |
$0.83B |
2.43 |
| 2019-06-30 |
$2.18B |
$0.81B |
2.71 |
| 2019-03-31 |
$2.01B |
$0.74B |
2.73 |
| 2018-12-31 |
$1.81B |
$0.69B |
2.62 |
| 2018-09-30 |
$1.83B |
$0.65B |
2.80 |
| 2018-06-30 |
$1.68B |
$0.65B |
2.61 |
| 2018-03-31 |
$1.69B |
$0.60B |
2.82 |
| 2017-12-31 |
$1.63B |
$0.55B |
2.94 |
| 2017-09-30 |
$1.49B |
$0.47B |
3.15 |
| 2017-06-30 |
$1.38B |
$0.46B |
3.00 |
| 2017-03-31 |
$1.25B |
$0.50B |
2.48 |
| 2016-12-31 |
$1.20B |
$0.47B |
2.53 |
| 2016-09-30 |
$1.09B |
$0.44B |
2.47 |
| 2016-06-30 |
$1.04B |
$0.41B |
2.56 |
| 2016-03-31 |
$1.04B |
$0.36B |
2.88 |
| 2015-12-31 |
$1.01B |
$0.35B |
2.88 |
| 2015-09-30 |
$0.97B |
$0.33B |
2.90 |
| 2015-06-30 |
$0.99B |
$0.33B |
3.04 |
| 2015-03-31 |
$1.00B |
$0.30B |
3.28 |
| 2014-12-31 |
$0.94B |
$0.29B |
3.20 |
| 2014-09-30 |
$0.93B |
$0.34B |
2.72 |
| 2014-06-30 |
$0.94B |
$0.38B |
2.49 |
| 2014-03-31 |
$0.56B |
$0.34B |
1.64 |
| 2013-12-31 |
$0.55B |
$0.38B |
1.47 |
| 2013-09-30 |
$0.44B |
$0.40B |
1.09 |
| 2013-06-30 |
$0.43B |
$0.43B |
1.00 |
| 2013-03-31 |
$0.45B |
$0.41B |
1.09 |
| 2012-12-31 |
$0.40B |
$0.40B |
0.99 |
| 2012-09-30 |
$0.40B |
$0.42B |
0.94 |
| 2012-06-30 |
$0.42B |
$0.40B |
1.04 |
| 2012-03-31 |
$0.42B |
$0.38B |
1.12 |
| 2011-12-31 |
$0.36B |
$0.35B |
1.01 |
| 2011-09-30 |
$0.35B |
$0.34B |
1.04 |
| 2011-06-30 |
$0.37B |
$0.33B |
1.14 |
| 2011-03-31 |
$0.38B |
$0.32B |
1.21 |
| 2010-12-31 |
$0.20B |
$0.30B |
0.68 |
| 2010-09-30 |
$0.20B |
$0.28B |
0.71 |
| 2010-06-30 |
$0.22B |
$0.31B |
0.71 |
| 2010-03-31 |
$0.24B |
$0.32B |
0.75 |
| 2009-12-31 |
$0.21B |
$0.29B |
0.71 |
| 2009-09-30 |
$0.21B |
$0.28B |
0.73 |
| 2009-06-30 |
$0.22B |
$0.27B |
0.81 |
| 2009-03-31 |
$0.24B |
$0.26B |
0.92 |
| Sector |
Industry |
Market Cap |
Revenue |
| Transportation |
Transportation - Airlines |
$0.917B |
$2.513B |
|
Allegiant Travel Company, through its subsidiary Allegiant Air LLC, operates a low-cost passenger airline. It focuses on linking leisure travelers in small and medium sized cities to world-class leisure destinations. The company focuses on unbundling its air-related products and services like baggage fees, advance seat assignment among others. Allegiant, which also offers air transportation through fixed fee flight arrangements, focuses on generating significant additional ancillary revenues thanks to its unique business model. By focusing on leisure travelers only, this unique business model enables the company to avoid heavy costs of serving a variety of customers. In order to reduce costs, Allegiant usually purchases used aircraft with useful remaining years. Additionally, this non-traditional approach also brings down distribution- related expenses.
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