Ralph Lauren Current Ratio 2010-2024 | RL
Current and historical current ratio for Ralph Lauren (RL) from 2010 to 2024. Current ratio can be defined as a liquidity ratio that measures a company's ability to pay short-term obligations. Ralph Lauren current ratio for the three months ending September 30, 2024 was 1.72.
| Ralph Lauren Current Ratio Historical Data |
| Date |
Current Assets |
Current Liabilities |
Current Ratio |
| 2024-09-30 |
$3.61B |
$2.09B |
1.72 |
| 2024-06-30 |
$3.45B |
$1.57B |
2.19 |
| 2024-03-31 |
$3.36B |
$1.47B |
2.29 |
| 2023-12-31 |
$3.64B |
$1.68B |
2.17 |
| 2023-09-30 |
$3.40B |
$1.61B |
2.11 |
| 2023-06-30 |
$3.47B |
$1.59B |
2.18 |
| 2023-03-31 |
$3.32B |
$1.49B |
2.23 |
| 2022-12-31 |
$3.63B |
$1.75B |
2.08 |
| 2022-09-30 |
$3.44B |
$1.71B |
2.01 |
| 2022-06-30 |
$3.58B |
$1.75B |
2.05 |
| 2022-03-31 |
$4.22B |
$2.26B |
1.87 |
| 2021-12-31 |
$4.57B |
$2.43B |
1.88 |
| 2021-09-30 |
$4.63B |
$2.26B |
2.05 |
| 2021-06-30 |
$4.38B |
$2.11B |
2.07 |
| 2021-03-31 |
$4.21B |
$1.59B |
2.66 |
| 2020-12-31 |
$4.28B |
$1.68B |
2.55 |
| 2020-09-30 |
$3.91B |
$1.55B |
2.52 |
| 2020-06-30 |
$3.86B |
$1.49B |
2.59 |
| 2020-03-31 |
$3.38B |
$2.09B |
1.61 |
| 2019-12-31 |
$3.45B |
$1.78B |
1.94 |
| 2019-09-30 |
$3.39B |
$1.74B |
1.95 |
| 2019-06-30 |
$3.65B |
$1.59B |
2.30 |
| 2019-03-31 |
$3.60B |
$1.20B |
3.00 |
| 2018-12-31 |
$3.70B |
$1.27B |
2.90 |
| 2018-09-30 |
$3.69B |
$1.24B |
2.98 |
| 2018-06-30 |
$3.55B |
$1.56B |
2.27 |
| 2018-03-31 |
$3.55B |
$1.59B |
2.24 |
| 2017-12-31 |
$3.53B |
$1.71B |
2.07 |
| 2017-09-30 |
$3.32B |
$1.59B |
2.09 |
| 2017-06-30 |
$3.09B |
$1.22B |
2.54 |
| 2017-03-31 |
$2.96B |
$1.16B |
2.55 |
| 2016-12-31 |
$3.03B |
$1.15B |
2.64 |
| 2016-09-30 |
$2.98B |
$1.22B |
2.45 |
| 2016-06-30 |
$3.00B |
$1.30B |
2.32 |
| 2016-03-31 |
$3.05B |
$1.20B |
2.55 |
| 2015-12-31 |
$3.45B |
$1.21B |
2.84 |
| 2015-09-30 |
$3.58B |
$1.28B |
2.80 |
| 2015-06-30 |
$3.30B |
$1.23B |
2.69 |
| 2015-03-31 |
$3.32B |
$1.19B |
2.80 |
| 2014-12-31 |
$3.52B |
$1.26B |
2.80 |
| 2014-09-30 |
$3.56B |
$1.28B |
2.78 |
| 2014-06-30 |
$3.32B |
$1.06B |
3.13 |
| 2014-03-31 |
$3.33B |
$0.97B |
3.43 |
| 2013-12-31 |
$3.34B |
$0.98B |
3.40 |
| 2013-09-30 |
$3.56B |
$1.22B |
2.92 |
| 2013-06-30 |
$3.08B |
$1.18B |
2.62 |
| 2013-03-31 |
$2.96B |
$1.12B |
2.64 |
| 2012-12-31 |
$3.00B |
$1.19B |
2.52 |
| 2012-09-30 |
$3.00B |
$0.96B |
3.13 |
| 2012-06-30 |
$2.72B |
$0.93B |
2.92 |
| 2012-03-31 |
$2.90B |
$0.95B |
3.07 |
| 2011-12-31 |
$2.83B |
$0.98B |
2.89 |
| 2011-09-30 |
$2.77B |
$1.12B |
2.47 |
| 2011-06-30 |
$2.52B |
$0.91B |
2.77 |
| 2011-03-31 |
$2.48B |
$0.83B |
2.98 |
| 2010-12-31 |
$2.51B |
$0.79B |
3.17 |
| 2010-09-30 |
$2.44B |
$0.89B |
2.76 |
| 2010-06-30 |
$2.16B |
$0.76B |
2.83 |
| 2010-03-31 |
$2.28B |
$0.75B |
3.05 |
| 2009-12-31 |
$2.35B |
$0.76B |
3.11 |
| 2009-09-30 |
$2.25B |
$0.73B |
3.07 |
| 2009-06-30 |
$2.21B |
$0.89B |
2.49 |
| 2009-03-31 |
$2.06B |
$0.67B |
3.05 |
| Sector |
Industry |
Market Cap |
Revenue |
| Consumer Discretionary |
Textile - Apparel Manufacturing |
$13.814B |
$6.631B |
|
Ralph Lauren Corp. is a major designer, marketer and distributor of premium lifestyle products in N. America, Europe, Asia, and internationally. It offers products in the apparel, footwear, accessories, home furnishings, and other licensed product categories. The company possesses a strong portfolio of globally recognized brand names such as Polo Ralph Lauren, Ralph Lauren Purple Label, Ralph Lauren Collection, Double RL, Lauren Ralph Lauren, Polo Golf Ralph Lauren, Ralph Lauren Golf, RLX Ralph Lauren, Polo Ralph Lauren Children, Chaps, Club Monaco and American Living. It offers lifestyle product collections in 4 categories: Apparel, Home decors, Accessories, and Fragrance and skin care products sold under the Glamorous, Romance, Polo, Lauren, Safari, and Polo Sport brands. The company operates through wholesale, retail and licensing channels of distribution. It sells products to department stores, specialty stores, and golf and pro shops through the wholesale channel. It also licenses to third parties.
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