General Dynamics Net Profit Margin 2010-2024 | GD
Current and historical net profit margin for General Dynamics (GD) from 2010 to 2024. Net profit margin can be defined as net Income as a portion of total sales revenue. General Dynamics net profit margin for the three months ending December 31, 2024 was .
| General Dynamics Net Profit Margin Historical Data |
| Date |
TTM Revenue |
TTM Net Income |
Net Margin |
| 2024-12-31 |
$47.72B |
$3.78B |
7.93% |
| 2024-09-30 |
$46.05B |
$3.64B |
7.90% |
| 2024-06-30 |
$44.95B |
$3.55B |
7.89% |
| 2024-03-31 |
$43.12B |
$3.38B |
7.85% |
| 2023-12-31 |
$42.27B |
$3.32B |
7.84% |
| 2023-09-30 |
$41.46B |
$3.30B |
7.97% |
| 2023-06-30 |
$40.86B |
$3.37B |
8.24% |
| 2023-03-31 |
$39.90B |
$3.39B |
8.50% |
| 2022-12-31 |
$39.41B |
$3.39B |
8.60% |
| 2022-09-30 |
$38.85B |
$3.35B |
8.62% |
| 2022-06-30 |
$38.44B |
$3.31B |
8.61% |
| 2022-03-31 |
$38.47B |
$3.28B |
8.52% |
| 2021-12-31 |
$38.47B |
$3.26B |
8.47% |
| 2021-09-30 |
$38.66B |
$3.31B |
8.55% |
| 2021-06-30 |
$38.52B |
$3.28B |
8.52% |
| 2021-03-31 |
$38.57B |
$3.17B |
8.22% |
| 2020-12-31 |
$37.93B |
$3.17B |
8.35% |
| 2020-09-30 |
$38.22B |
$3.19B |
8.33% |
| 2020-06-30 |
$38.55B |
$3.26B |
8.47% |
| 2020-03-31 |
$38.84B |
$3.45B |
8.87% |
| 2019-12-31 |
$39.35B |
$3.48B |
8.85% |
| 2019-09-30 |
$38.96B |
$3.37B |
8.66% |
| 2019-06-30 |
$38.29B |
$3.31B |
8.65% |
| 2019-03-31 |
$37.92B |
$3.29B |
8.68% |
| 2018-12-31 |
$36.19B |
$3.35B |
9.24% |
| 2018-09-30 |
$34.09B |
$3.07B |
9.01% |
| 2018-06-30 |
$32.58B |
$2.99B |
9.16% |
| 2018-03-31 |
$31.07B |
$2.95B |
9.49% |
| 2017-12-31 |
$30.97B |
$2.91B |
9.40% |
| 2017-09-30 |
$30.35B |
$2.85B |
9.38% |
| 2017-06-30 |
$30.43B |
$2.73B |
8.97% |
| 2017-03-31 |
$30.53B |
$2.69B |
8.83% |
| 2016-12-31 |
$30.56B |
$2.57B |
8.42% |
| 2016-09-30 |
$31.03B |
$2.84B |
9.14% |
| 2016-06-30 |
$31.37B |
$2.92B |
9.32% |
| 2016-03-31 |
$31.47B |
$2.96B |
9.41% |
| 2015-12-31 |
$31.78B |
$3.04B |
9.55% |
| 2015-09-30 |
$32.02B |
$2.90B |
9.06% |
| 2015-06-30 |
$31.78B |
$2.87B |
9.02% |
| 2015-03-31 |
$31.37B |
$2.65B |
8.46% |
| 2014-12-31 |
$30.85B |
$2.53B |
8.21% |
| 2014-09-30 |
$30.45B |
$2.33B |
7.64% |
| 2014-06-30 |
$30.43B |
$2.28B |
7.50% |
| 2014-03-31 |
$30.79B |
$2.38B |
7.73% |
| 2013-12-31 |
$30.93B |
$2.36B |
7.62% |
| 2013-09-30 |
$30.53B |
$-0.27B |
-0.88% |
| 2013-06-30 |
$30.73B |
$-0.32B |
-1.04% |
| 2013-03-31 |
$30.82B |
$-0.33B |
-1.05% |
| 2012-12-31 |
$30.99B |
$-0.33B |
-1.07% |
| 2012-09-30 |
$32.58B |
$2.40B |
7.37% |
| 2012-06-30 |
$32.50B |
$2.45B |
7.55% |
| 2012-03-31 |
$32.46B |
$2.47B |
7.62% |
| 2011-12-31 |
$32.68B |
$2.53B |
7.73% |
| 2011-09-30 |
$32.13B |
$2.65B |
8.25% |
| 2011-06-30 |
$32.29B |
$2.65B |
8.21% |
| 2011-03-31 |
$32.51B |
$2.65B |
8.13% |
| 2010-12-31 |
$32.47B |
$2.62B |
8.08% |
| 2010-09-30 |
$31.76B |
$2.51B |
7.90% |
| 2010-06-30 |
$31.47B |
$2.43B |
7.72% |
| 2010-03-31 |
$31.47B |
$2.40B |
7.63% |
| 2009-12-31 |
$31.98B |
$2.39B |
7.49% |
| Sector |
Industry |
Market Cap |
Revenue |
| Aerospace |
Aerospace and Defense General |
$66.579B |
$47.716B |
|
General Dynamics is a global aerospace and defense company that specializes in high-end design, engineering and manufacturing to deliver state-of-the-art solutions to customers. It offers a broad portfolio of products and services in business aviation; ship construction and repair; land combat vehicles, weapons systems and munitions; and technology products and services. It comprises 10 business units, which are organized into 4 operating segments: Aerospace, Marine Systems, Combat Systems and Technologies. It refers to the latter 3 collectively as its defense segments. It invests in Aerospace to bring to market an all-new lineup of business jet aircraft, capital investments in Marine Systems to support significant growth in the U.S. Navy ship and submarine construction, development of next-generation platforms & technologies to meet customers? emerging requirements in Combat Systems, and strategic acquisitions to achieve critical mass and build out a complete spectrum of solutions.
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