Clorox Co
NYSE:CLX
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EV/OCF
Enterprise Value to Operating Cash Flow (EV/OCF) ratio compares a company`s total enterprise value to its operating cash flow. It shows how much investors are paying for each dollar of the company`s operating cash flow, including both equity and debt.
Enterprise Value to Operating Cash Flow (EV/OCF) ratio compares a company`s total enterprise value to its operating cash flow. It shows how much investors are paying for each dollar of the company`s operating cash flow, including both equity and debt.
Valuation Scenarios
If EV/OCF returns to its 3-Year Average (19.8), the stock would be worth $132.68 (33% upside from current price).
| Scenario | EV/OCF Value | Implied Price | Upside/Downside |
|---|---|---|---|
| Current Multiple | 14.8 | $99.61 |
0%
|
| 3-Year Average | 19.8 | $132.68 |
+33%
|
| 5-Year Average | 20.5 | $137.47 |
+38%
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| Industry Average | 15.6 | $104.58 |
+5%
|
| Country Average | 16.7 | $111.95 |
+12%
|
Forward EV/OCF
Today’s price vs future operating cash flow
Peer Comparison
| Market Cap | EV/OCF | P/E | ||||
|---|---|---|---|---|---|---|
| US |
|
Clorox Co
NYSE:CLX
|
12B USD | 14.8 | 15.9 | |
| US |
|
Procter & Gamble Co
NYSE:PG
|
330.8B USD | 18.1 | 20.5 | |
| US |
|
Colgate-Palmolive Co
NYSE:CL
|
65.5B USD | 16.8 | 30.7 | |
| UK |
|
Reckitt Benckiser Group PLC
LSE:RKT
|
32.1B GBP | 16.2 | 9.5 | |
| US |
|
Kimberly-Clark Corp
NYSE:KMB
|
32.1B USD | 13.6 | 15.9 | |
| DE |
|
Henkel AG & Co KGaA
XETRA:HEN3
|
26.9B EUR | 9.4 | 13 | |
| US |
|
Church & Dwight Co Inc
NYSE:CHD
|
22B USD | 19.4 | 29.9 | |
| SE |
|
Essity AB (publ)
STO:ESSITY B
|
167.7B SEK | 12.2 | 13.2 | |
| JP |
|
Unicharm Corp
TSE:8113
|
1.7T JPY | 10.3 | 26.1 | |
| MX |
|
Kimberly-Clark de Mexico SAB de CV
BMV:KIMBERA
|
123.6B MXN | 13.8 | 16.3 | |
| US |
|
Reynolds Consumer Products Inc
NASDAQ:REYN
|
4.4B USD | 12.3 | 14.7 |
Market Distribution
| Min | 0 |
| 30th Percentile | 11.7 |
| Median | 16.7 |
| 70th Percentile | 23.6 |
| Max | 3 178 983.5 |
Other Multiples
Clorox Co
Glance View
Clorox Co. began its journey over a century ago, establishing itself as a mainstay in American households with the launch of its flagship product, liquid bleach. Gradually expanding its portfolio, the company strategically diversified into various consumer goods categories, making a significant shift from being a single-product marvel to a diversified conglomerate. Today, Clorox operates through four main segments: Cleaning, Household, Lifestyle, and International, offering a range of products that go beyond just bleach, from natural cleaning agents to personal care items. This strategic expansion has allowed Clorox to sustain its growth by catering to evolving consumer preferences while maintaining its core focus on sanitation and hygiene. The company generates revenue by leveraging its well-known brand names and investing heavily in research and development to stay ahead of market trends. Clorox's business model thrives on both organic growth through the development of innovative products and through strategic acquisitions that broaden its portfolio and geographic reach. Its competitive edge lies in robust marketing and distribution networks which ensure that its products enjoy significant shelf space in major retail outlets and penetrate emerging markets. Furthermore, Clorox has made strides in sustainability, aligning its corporate goals with consumer demand for environmentally friendly products, thereby enhancing its brand image and establishing long-term consumer loyalty. This adept mix of brand power, innovation, and strategic market penetration forms the backbone of Clorox’s financial success.