NIKE PE Ratio 2010-2024 | NKE
Current and historical p/e ratio for NIKE (NKE) from 2010 to 2024. The price to earnings ratio is calculated by taking the latest closing price and dividing it by the most recent earnings per share (EPS) number. The PE ratio is a simple way to assess whether a stock is over or under valued and is the most widely used valuation measure. NIKE PE ratio as of January 23, 2025 is 21.34.
Please refer to the Stock Price Adjustment Guide for more information on our historical prices.
| NIKE PE Ratio Historical Data |
| Date |
Stock Price |
TTM Net EPS |
PE Ratio |
| 2025-01-24 |
73.57 |
|
22.71 |
| 2024-11-30 |
78.37 |
$3.24 |
24.19 |
| 2024-08-31 |
82.53 |
$3.49 |
23.65 |
| 2024-05-31 |
94.14 |
$3.73 |
25.24 |
| 2024-02-29 |
102.57 |
$3.40 |
30.17 |
| 2023-11-30 |
108.47 |
$3.42 |
31.72 |
| 2023-08-31 |
99.72 |
$3.24 |
30.78 |
| 2023-05-31 |
102.87 |
$3.23 |
31.85 |
| 2023-02-28 |
115.77 |
$3.47 |
33.36 |
| 2022-11-30 |
106.58 |
$3.55 |
30.02 |
| 2022-08-31 |
103.13 |
$3.53 |
29.22 |
| 2022-05-31 |
114.86 |
$3.76 |
30.55 |
| 2022-02-28 |
131.66 |
$3.79 |
34.74 |
| 2021-11-30 |
162.88 |
$3.82 |
42.64 |
| 2021-08-31 |
158.55 |
$3.77 |
42.06 |
| 2021-05-31 |
131.12 |
$3.56 |
36.83 |
| 2021-02-28 |
129.25 |
$2.12 |
60.97 |
| 2020-11-30 |
128.65 |
$1.75 |
73.51 |
| 2020-08-31 |
106.86 |
$1.67 |
63.99 |
| 2020-05-31 |
93.95 |
$1.58 |
59.46 |
| 2020-02-29 |
84.97 |
$2.71 |
31.35 |
| 2019-11-30 |
88.63 |
$2.86 |
30.99 |
| 2019-08-31 |
79.90 |
$2.68 |
29.81 |
| 2019-05-31 |
72.75 |
$2.49 |
29.22 |
| 2019-02-28 |
80.42 |
$2.56 |
31.41 |
| 2018-11-30 |
70.47 |
$1.31 |
53.79 |
| 2018-08-31 |
76.88 |
$1.25 |
61.51 |
| 2018-05-31 |
66.81 |
$1.15 |
58.09 |
| 2018-02-28 |
62.18 |
$1.06 |
58.66 |
| 2017-11-30 |
55.86 |
$2.31 |
24.18 |
| 2017-08-31 |
48.83 |
$2.35 |
20.78 |
| 2017-05-31 |
48.66 |
$2.51 |
19.39 |
| 2017-02-28 |
52.33 |
$2.40 |
21.80 |
| 2016-11-30 |
45.67 |
$2.27 |
20.12 |
| 2016-08-31 |
52.44 |
$2.22 |
23.62 |
| 2016-05-31 |
50.09 |
$2.16 |
23.19 |
| 2016-02-29 |
55.72 |
$2.16 |
25.80 |
| 2015-11-30 |
59.69 |
$2.06 |
29.05 |
| 2015-08-31 |
50.30 |
$1.98 |
25.47 |
| 2015-05-31 |
45.76 |
$1.85 |
24.74 |
| 2015-02-28 |
43.60 |
$1.75 |
24.91 |
| 2014-11-30 |
44.31 |
$1.69 |
26.30 |
| 2014-08-31 |
35.06 |
$1.61 |
21.77 |
| 2014-05-31 |
34.22 |
$1.50 |
22.89 |
| 2014-02-28 |
34.73 |
$1.47 |
23.63 |
| 2013-11-30 |
34.88 |
$1.57 |
22.29 |
| 2013-08-31 |
27.69 |
$1.48 |
18.71 |
| 2013-05-31 |
27.09 |
$1.36 |
19.96 |
| 2013-02-28 |
23.85 |
$1.29 |
18.56 |
| 2012-11-30 |
21.17 |
$1.11 |
19.07 |
| 2012-08-31 |
21.14 |
$1.15 |
18.39 |
| 2012-05-31 |
23.41 |
$1.18 |
19.79 |
| 2012-02-29 |
23.20 |
$1.20 |
19.33 |
| 2011-11-30 |
20.60 |
$1.17 |
17.60 |
| 2011-08-31 |
18.49 |
$1.16 |
16.01 |
| 2011-05-31 |
17.95 |
$1.10 |
16.32 |
| 2011-02-28 |
18.86 |
$1.06 |
17.88 |
| 2010-11-30 |
18.18 |
$1.04 |
17.52 |
| 2010-08-31 |
14.72 |
$0.99 |
14.83 |
| 2010-05-31 |
15.17 |
$0.97 |
15.68 |
| 2010-02-28 |
14.11 |
$0.88 |
16.08 |
| 2009-11-30 |
13.49 |
$0.75 |
17.98 |
| Sector |
Industry |
Market Cap |
Revenue |
| Consumer Discretionary |
Shoes & Related Apparel |
$109.515B |
$51.362B |
|
NIKE Inc. is engaged in the business of designing, developing and marketing of athletic footwear, apparel, equipment and accessories, and services for men, women and children worldwide. With the help of a strong brand portfolio, including Nike Pro, Nike Golf, Nike and Air Jordan, it offers premium, well-designed and high-quality products, in line with the latest customer trends. NIKE is the global leader in athletic footwear, apparel, equipment and sports-related accessories. Nike's 'swoosh' logo and 'just do it' tagline are widely recognized across the world, while its association with celebrity sportspersons, such as Michael Jordon and Roger Federer as well as top professional and college teams ensures a strong brand recall in the key U.S., U.K., Japanese and Chinese markets. The company's products include six key categories: running, NIKE basketball, the Jordan brand, football, training and sportswear (sports-inspired lifestyle products).
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