| 2025-12-31 | 2024-12-31 | 2023-12-31 | 2022-12-31 | 2021-12-31 | 2020-12-31 | 2013-12-31 | 2012-12-31 | 2011-12-31 | |
|---|---|---|---|---|---|---|---|---|---|
Total money the company brought in from its core business during the period, before any costs are subtracted. | $2.38B | $2.26B | $2.35B | $2.24B | $2.29B | $2.12B | $9000 | $3000 | $48.01M |
Profit from core operations after subtracting the cost of revenue and operating expenses like R&D and marketing, but before interest and taxes. | $1.56B | $1.29B | $1.49B | $307.06M | $1.43B | $1.60B | – | – | – |
Operating income as a percentage of revenue. | 65.6% | 57.1% | 63.4% | 13.7% | 62.5% | 75.2% | – | – | – |
The company's bottom-line profit after all expenses, interest, and taxes are subtracted. | $553.25M | $471.83M | $565.25M | $187.23M | $621.47M | $726.91M | -$27.72M | -$18.17M | -$191.74M |
Net income divided by the number of shares outstanding — profit attributable to each share. | $1.79 | $1.92 | $2.54 | $0.10 | $1.49 | $1.32 | $-1.33 | $-1.18 | – |
Like basic EPS, but accounts for shares that could be created from stock options or convertible securities — a more conservative per-share profit figure. | $1.78 | $1.91 | $2.53 | $0.10 | $1.49 | $1.32 | – | – | – |
| 2025-12-31 | 2024-12-31 | 2023-12-31 | 2022-12-31 | 2021-12-31 | 2020-12-31 | 2013-12-31 | 2012-12-31 | 2011-12-31 | |
|---|---|---|---|---|---|---|---|---|---|
Cash and highly liquid short-term investments the company can access almost immediately. | $618.70M | $929.03M | $477.01M | $1.71B | $1.54B | $1.01B | $75.81M | $24.21M | $4.57M |
Everything the company owns that has value — cash, property, inventory, investments, and more. | $19.62B | $18.22B | $16.38B | $16.81B | $17.52B | $16.02B | – | – | – |
All of the company's interest-bearing borrowings, short and long term combined. | $8.95B | $7.61B | $6.14B | $7.12B | $7.10B | $5.82B | – | – | – |
Everything the company owes — debt, unpaid bills, and other obligations. | $9.91B | $7.88B | $6.30B | $7.29B | $7.27B | $6.12B | – | – | – |
What would be left for shareholders if the company sold all its assets and paid off all its debts — total assets minus total liabilities. | $9.71B | $10.34B | $10.08B | $9.53B | $10.25B | $9.90B | – | – | – |
| 2025-12-31 | 2024-12-31 | 2023-12-31 | 2022-12-31 | 2021-12-31 | 2020-12-31 | 2013-12-31 | 2012-12-31 | 2011-12-31 | |
|---|---|---|---|---|---|---|---|---|---|
Actual cash generated by the core business, as opposed to accounting profit, which can include non-cash items. | $2.49B | $2.77B | $2.99B | $2.14B | $2.02B | $2.03B | -$24.45M | -$13.49M | -$168.41M |
Cash spent on physical assets like property, equipment, and infrastructure to maintain or grow the business. | – | – | – | – | – | – | $63000 | $30000 | $2.39M |
Cash left over after capital expenditures — money the company could use for dividends, buybacks, debt repayment, or reinvestment. | – | – | – | – | – | – | -$24.51M | -$13.53M | -$170.80M |