Bayerische Motoren Werke Aktiengesellschaft, or BMW AG, is a global enterprise that develops, manufactures, and distributes a wide range of automobiles, motorcycles, ...
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Est. EPS $5.77 · Revenue $175.06B · 1 analysts
Est. EPS $4.81 · Revenue $175.98B · 1 analysts
Est. EPS $7.52 · Revenue $187.92B · 1 analysts
EPS €0.20 · Revenue €32.41B
EPS €1.36 · Revenue €36.94B
EPS €1.47 · Revenue €36.61B
EPS €5.89 · Revenue €155.50B
EPS €1.40 · Revenue €38.46B
| Metric | Latest | YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength. | QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes. |
|---|---|---|---|
| RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three). | $155.5B | +9.0% | -12.3% |
| Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day. | $11.3B | -37.1% | -85.1% |
| Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials. | +23.9% | +39.0% | -27.3% |
| Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on). | +11.9% | -29.2% | -100.0% |
| Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales. | +7.3% | -42.3% | -83.0% |
| Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock. | $6.5B | -55.3% | -218.6% |
| FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine. | +4.2% | -59.0% | -263.3% |
| Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe. | 100.0% | +21.7% | -100.0% |
| Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking. | 1.09x | -0.1% | +0.1% |
| Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground. | $264.4B | +7.1% | +1.1% |
| Metric | Annual (A vs E) | Annual Surprise | Quarter (A vs E) | Quarter Surprise |
|---|---|---|---|---|
| EPS Surprise | 5.89 vs 6.76 | -12.8% | 0.20 vs 1.03 | -80.7% |
| Revenue Surprise | $155.5B vs $166.2B | -6.5% | $32.4B vs $38.0B | -14.6% |
Maximilian Schöberl: Ladies and gentlemen, welcome back to our Q3 call. Our CEO, Oliver Zipse; and our CFO, Walter Mertl, are also back in the room with me. The line will be open shortly for your questions. The operator will first give you some technical instruction. Please go ahead. Operator: [Operator Instructions] The first question is from George Galliers at Goldman Sachs. Please unmute yourself and begin with your question. George Galliers: Yes. Good morning and thank you for taking my questions. The first question I had was around the underlying profitability of the business. If we add back some – in the region of €800 million for the IBS provisioning, it would imply an auto margin of around 5%. And I think if we also look at your full year guidance, it would seem to suggest a margin in the range of 5% to 7% for the fourth quarter. So is this the right way to think about the underlying level of profitability at BMW today? Or are there still factors related to IBS that are suppressing the margin, both in Q3 and Q4, on an underlying basis? The second question I had was with respect to your North American manufacturing footprint. Obviously, it’s too early in terms of the election and what that might mean for trade and tariffs. But could you just give us some insight into the flexibility you have in the plant in Spartanburg? Can you increase the capacity there? What kind of shift structure are you operating? And would that plant also be capable in theory of producing large sedans in the future? Thank you. Maximilian Schöberl: Thank you very much, George. We start with Walter and then Oliver. Walter, please. Walter Mertl: Hello, George. Thank you for analyzing our high 3-digit million warranty provision, which I didn’t mention with these numbers, but quite close. But we shouldn’t forget that more or less 2 weeks, we lost some sales. That’s the reason why sales is down in Q3. Revenue is down and, automatically, also profit. So there is the biggest impact in Q3, which we also stated in September. There is still an impact in Q4, so not everything is fully caught back, but still an impact there. And that’s the reason why your math is absolutely right for the Q4. It must be something between 5% and 7% in the quarter to end up with 6% to 7% year-to-date, 12% as we set our guidance. And we shouldn’t forget also the mix implication in Q3 because most of the IBS cars have been on the upper premium segment. So that will turn back in Q4, also supporting it. But as I mentioned, in the quarter four, we still have some impact of IBS. Maximilian Schöberl: Thank you very much, Walter. And now we come to the second part of your question, manufacturing footprint in the U.S. Oliver, please. Oliver Zipse: Good morning, George. Let’s look at 3 things. First of all, we are, since 30 years in the United States, with our own manufacturing facility, more than 50 years in the market as a key player there. Very strong over, more or less, all segments with a very high …
| Name | Title | Compensation | Gender | Year Born | Status |
|---|---|---|---|---|---|
Oliver Zipse | Chairman of the Board of Management & Chief Executive Officer | USD 6,185,789 | Male | 1964 | Active |
Ilka Horstmeier | People, Real Estate & Labour Relations Director and Member of the Board of Management | USD 3,439,209 | Female | 1969 | Active |
Milan Nedeljkovic | Member of Board of Management of Production | USD 3,394,949 | — | 1969 | Active |
Frank Weber | Member of the Board of Management of Development | USD 3,162,468 | Male | 1966 | Active |
Joachim Post | Member of the Board of Management of Purchasing & Supplier Network | USD 2,921,354 | — | 1971 | Active |
Walter Mertl | Member of Management Board of Finance | USD 2,319,838 | Male | 1974 | Active |
Jochen Goller | Member of the Board of Management of Customer, Brands & Sales | USD 2,008,848 | — | 1966 | Active |
Gerhard Kurz | Employee Representative Member of Supervisory Board & Head of Corporate Quality | USD 234,719 | — | 1963 | Active |
Adam Sykes | Head of Investor Relations | — | Male | — | Active |
Andreas Liepe | General Counsel | — | — | — | Active |
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