Tapestry Current Ratio 2010-2024 | TPR
Current and historical current ratio for Tapestry (TPR) from 2010 to 2024. Current ratio can be defined as a liquidity ratio that measures a company's ability to pay short-term obligations. Tapestry current ratio for the three months ending December 31, 2024 was 1.58.
| Tapestry Current Ratio Historical Data |
| Date |
Current Assets |
Current Liabilities |
Current Ratio |
| 2024-12-31 |
$2.77B |
$1.75B |
1.58 |
| 2024-09-30 |
$9.15B |
$1.85B |
4.93 |
| 2024-06-30 |
$8.80B |
$1.71B |
5.14 |
| 2024-03-31 |
$9.00B |
$1.37B |
6.59 |
| 2023-12-31 |
$9.04B |
$1.45B |
6.25 |
| 2023-09-30 |
$2.41B |
$1.19B |
2.02 |
| 2023-06-30 |
$2.36B |
$1.29B |
1.84 |
| 2023-03-31 |
$2.22B |
$1.15B |
1.94 |
| 2022-12-31 |
$2.50B |
$1.34B |
1.87 |
| 2022-09-30 |
$2.39B |
$1.31B |
1.83 |
| 2022-06-30 |
$2.57B |
$1.47B |
1.75 |
| 2022-03-31 |
$2.56B |
$1.73B |
1.48 |
| 2021-12-31 |
$3.06B |
$1.84B |
1.66 |
| 2021-09-30 |
$3.09B |
$1.65B |
1.87 |
| 2021-06-30 |
$3.38B |
$1.43B |
2.37 |
| 2021-03-31 |
$2.90B |
$1.29B |
2.24 |
| 2020-12-31 |
$2.88B |
$1.53B |
1.88 |
| 2020-09-30 |
$2.85B |
$1.82B |
1.56 |
| 2020-06-30 |
$2.55B |
$1.74B |
1.47 |
| 2020-03-31 |
$2.13B |
$1.14B |
1.87 |
| 2019-12-31 |
$2.51B |
$1.25B |
2.01 |
| 2019-09-30 |
$2.20B |
$1.21B |
1.82 |
| 2019-06-30 |
$2.56B |
$0.92B |
2.79 |
| 2019-03-31 |
$2.66B |
$1.00B |
2.67 |
| 2018-12-31 |
$2.83B |
$1.08B |
2.62 |
| 2018-09-30 |
$2.47B |
$0.90B |
2.74 |
| 2018-06-30 |
$2.43B |
$0.94B |
2.59 |
| 2018-03-31 |
$2.29B |
$0.86B |
2.66 |
| 2017-12-31 |
$3.28B |
$1.73B |
1.90 |
| 2017-09-30 |
$3.02B |
$1.74B |
1.74 |
| 2017-06-30 |
$3.95B |
$0.75B |
5.24 |
| 2017-03-31 |
$2.77B |
$0.64B |
4.35 |
| 2016-12-31 |
$2.77B |
$0.72B |
3.87 |
| 2016-09-30 |
$2.51B |
$0.70B |
3.59 |
| 2016-06-30 |
$2.17B |
$0.83B |
2.63 |
| 2016-03-31 |
$2.27B |
$0.73B |
3.10 |
| 2015-12-31 |
$2.30B |
$0.70B |
3.27 |
| 2015-09-30 |
$2.35B |
$0.75B |
3.13 |
| 2015-06-30 |
$2.51B |
$0.84B |
3.00 |
| 2015-03-31 |
$2.90B |
$0.69B |
4.19 |
| 2014-12-31 |
$1.95B |
$0.72B |
2.72 |
| 2014-09-30 |
$1.94B |
$0.82B |
2.37 |
| 2014-06-30 |
$1.86B |
$0.81B |
2.28 |
| 2014-03-31 |
$1.79B |
$0.79B |
2.27 |
| 2013-12-31 |
$1.79B |
$0.70B |
2.54 |
| 2013-09-30 |
$1.87B |
$0.71B |
2.65 |
| 2013-06-30 |
$2.07B |
$0.72B |
2.87 |
| 2013-03-31 |
$1.89B |
$0.62B |
3.08 |
| 2012-12-31 |
$1.85B |
$0.77B |
2.40 |
| 2012-09-30 |
$1.77B |
$0.73B |
2.42 |
| 2012-06-30 |
$1.81B |
$0.72B |
2.51 |
| 2012-03-31 |
$1.76B |
$0.62B |
2.82 |
| 2011-12-31 |
$1.90B |
$0.81B |
2.34 |
| 2011-09-30 |
$1.69B |
$0.63B |
2.68 |
| 2011-06-30 |
$1.45B |
$0.59B |
2.45 |
| 2011-03-31 |
$1.56B |
$0.55B |
2.84 |
| 2010-12-31 |
$1.62B |
$0.59B |
2.74 |
| 2010-09-30 |
$1.43B |
$0.57B |
2.50 |
| 2010-06-30 |
$1.30B |
$0.53B |
2.46 |
| 2010-03-31 |
$1.51B |
$0.55B |
2.74 |
| 2009-12-31 |
$1.72B |
$0.58B |
2.97 |
| 2009-09-30 |
$1.61B |
$0.53B |
3.03 |
| 2009-06-30 |
$1.40B |
$0.46B |
3.04 |
| 2009-03-31 |
$1.23B |
$0.42B |
2.94 |
| Sector |
Industry |
Market Cap |
Revenue |
| Retail/Wholesale |
Retail - Apparel & Shoes |
$13.174B |
$6.671B |
|
Tapestry, Inc., which was formerly known as Coach, Inc., is the designer and marketer of fine accessories and gifts for women and men in the United States and internationally. The Company offers lifestyle products, which include handbags, women's and men's accessories, footwear, jewelry, seasonal apparel collections, sunwear, travel bags, fragrance and watches. Tapestry now operate under three segments comprising Coach brand, Kate Spade & Company and Stuart Weitzman. Coach Brand North American segment includes sales to customers via North American company-owned stores, including the Internet, and sales to North American wholesale customers and distributors. Coach Brand International segment includes sales via company-operated outlets (including the Internet) and concession store-in-stores in Japan, mainland China, Hong Kong, Macau, Singapore, Taiwan, Malaysia, South Korea, the United Kingdom, France, Ireland, Spain, Portugal, Germany, Italy, Austria, Belgium, the Netherlands and Switzerland.
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