Costco Net Acquisitions/Divestitures 2012-2026 | COST

Costco annual/quarterly net acquisitions/divestitures history and growth rate from 2012 to 2026. Net acquisitions/divestitures can be defined as the total change in cash resulting from both investments in businesses and sales of businesses or business segments.
  • Costco net acquisitions/divestitures for the quarter ending May 31, 2026 were $0M, a 0% increase year-over-year.
  • Costco net acquisitions/divestitures for the twelve months ending May 31, 2026 were $0M, a 0% increase year-over-year.
  • Costco annual net acquisitions/divestitures for 2025 were $0B, a 0% decline from 2024.
  • Costco annual net acquisitions/divestitures for 2024 were $0B, a 0% decline from 2023.
  • Costco annual net acquisitions/divestitures for 2023 were $0B, a 0% decline from 2022.
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Costco Annual Net Acquisitions/Divestitures
(Millions of US $)
2025 N/A
2024 N/A
2023 N/A
2022 N/A
2021 N/A
2020 $-1,163
2019 N/A
2018 N/A
2017 N/A
2016 N/A
2015 N/A
2014 N/A
2013 N/A
2012 N/A
2011 N/A
Sector Industry Market Cap Revenue
Retail/Wholesale Retail - Discount & Variety $442.974B $275.235B
Costco Wholesale Corporation sells high volumes of foods and general merchandise at discounted prices through membership warehouses. The company also operates e-commerce websites in the United States, Canada, the United Kingdom, Mexico, Korea, Taiwan, Japan and Australia. The company's warehouses offer an array of low-priced nationally branded and select private labeled products in a wide range of merchandise categories. Costco offers three types of memberships to its customers: Business, Gold Star, and Executive. Costco generates revenue from two sources: 1) Store sales and 2) Membership fees. Costco offers myriad varieties of food products as well as a vast range of household and lifestyle products, stationeries and appliances. The company also sells gasoline to customers at cheap prices and offers merchandise in the following categories: Food and Sundries, Hardlines, Fresh Foods, Softlines, Ancillary.
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