GMF DANMARK ApS is a Danish APS based in Frederiksberg, operating in the Holiday and other short-stay accommodation sector. Incorporated in 2011, the company has 1 employee and reported a gross profit of -DKK 809.2k in its latest annual filing.
| Gross profit | -0.8M DKK | -54% |
| EBITDA | -2.7M DKK | +16% |
| Net profit | -2.8M DKK | +15% |
| Total assets | 0.8M DKK | -82% |
| Equity | 0.3M DKK | +114% |
| Employees | 1 | — |
In its most recent annual report (2017), GMF DANMARK ApS reported a gross profit of -DKK 809.2k. The figures on this page draw on 5 annual filings covering 2013 to 2017. The bottom line showed a net loss of DKK 2.8m.
At the end of 2017, equity financed 37.8% of the balance sheet, and current assets covered short-term debt 1.6 times.
| Item | 2017 | 2016 | 2015 | 2014 | 2013 |
|---|---|---|---|---|---|
| Gross profit | -809 | -1,759 | 1,581 | -15 | -12 |
| Staff expenses | -1,923 | -1,485 | -300 | -0 | -0 |
| EBITDA | -2,732 | -3,243 | 1,280 | -15 | -12 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -2,732 | -3,243 | 1,280 | -15 | -12 |
| Net financials | -41 | -4 | 23 | 3 | 2 |
| Profit before tax | -2,773 | -3,248 | 1,304 | -12 | -10 |
| Tax | -0 | -0 | 303 | -4 | -0 |
| Net profit | -2,773 | -3,248 | 1,001 | -8 | -10 |
| Item | 2017 | 2016 | 2015 | 2014 | 2013 |
|---|---|---|---|---|---|
| Total assets | 793 | 4,342 | 5,557 | 56 | 68 |
| Equity | 300 | -2,198 | 1,050 | 49 | 57 |
| Long-term debt | 0 | 0 | 0 | 4 | 0 |
| Short-term debt | 493 | 6,540 | 4,507 | 8 | 11 |
| Total debt | 493 | 6,540 | 4,507 | 8 | 11 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Net profit as a percentage of total assets — the return generated on the capital employed.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
EBIT relative to total assets — the company's earning power before the effects of tax and financial leverage.
Shows how strongly fixed costs weigh on the gross result — a high ratio means fixed costs take only a small bite out of the earnings from basic operations.
The gross result as a share of revenue — how much of the revenue is left after variable costs to cover the company's fixed costs.
EBIT as a share of revenue — the share of revenue remaining as earnings once all operating costs are covered. A key measure of earning power.
The profit for the year as a share of revenue — the company's ability to turn revenue into profit.
Current assets relative to short-term debt — the ability to settle short-term obligations with current assets alone. Around 150% is considered satisfactory from a credit perspective.
Current assets excluding inventory relative to short-term debt — whether the most liquid assets alone can cover the short-term obligations. A value of 1 or above signals a healthy liquidity position.
Cash relative to short-term debt — the ability to repay short-term obligations with cash alone.
Current assets relative to equity — an indicator of the balance-sheet structure and of the company's short- and long-term financing. The healthy level is highly industry-dependent.
Fixed assets relative to long-term capital (equity plus long-term liabilities). Below 100% means the long-term capital finances more than just the fixed assets — a healthier liquidity position.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
Equity as a share of total assets — the ability to absorb losses. Around 40% is considered satisfactory from a credit perspective.
Total debt relative to the balance-sheet total — the share of the assets financed by debt rather than equity.
Debt relative to equity — the company's leverage. A higher value means heavier reliance on debt financing.
Total liabilities relative to equity — whether the company operates primarily on borrowed capital or on its own.
Profit relative to debt — the ability to create earnings while operating with debt.
EBITDA relative to debt — how much operating earnings are available to service the debt.
The ability to pay the interest on the company's debt out of its earnings.
Financial expenses relative to total liabilities — the effective interest rate the company pays on its debt.
The return on assets minus the interest rate on debt. Positive means the company benefits from operating with debt; negative means the debt makes it worse off.
Total equity relative to the capital the owners contributed — how the equity has developed from its starting point.
The size of this year's increase or decrease in the company's debt.
Revenue relative to total assets — the ability to generate revenue from the asset base.
Revenue relative to inventory — how many times a year the inventory is sold and replaced. A low value can indicate weak sales or excess inventory.
The size of this year's increase or decrease in the company's equity.
| Name | Role | Member since |
|---|
KA Management | Management | 2011 – 2013 |
SP Chief Executive Officer | Chief Executive Officer | 2017 – 2019 |
| Founder | 2011 – 2019 | |
JU Chief Executive Officer | Chief Executive Officer | 2017 – 2017 |
AS Chief Executive Officer | Chief Executive Officer | 2013 – 2015 |
GT Chief Executive Officer | Chief Executive Officer | 2017 – 2017 |
| Name | Role | Member since |
|---|
BD Board of Directors | Board of Directors | 2011 – 2015 |
HG Board of Directors | Board of Directors | 2017 – 2019 |
JV Chairman | Chairman | 2015 – 2017 |
SP Board of Directors | Board of Directors | 2017 – 2019 |
SH Board of Directors | Board of Directors | 2015 – 2017 |
JP Board of Directors | Board of Directors | 2015 – 2015 |
RP Chairman | Chairman | 2011 – 2015 |
MJ Chairman | Chairman | 2017 – 2019 |
AS Board of Directors | Board of Directors | 2011 – 2017 |
GT Board of Directors | Board of Directors | 2017 – 2019 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2011 |
| Person | Role here | Other companies |
|---|---|---|
| Henrik Groos | Board of Directors | 84 companiesMany roles |
| Gudmund Tyge Korsgaard | Chief Executive Officer | 5 companies |
| Jens Peter Hoeck | Board of Directors | 5 companies |
| Mogens Jørgensen | Chairman | 4 companies |
| Søren Peter Wendt Larsen | Chief Executive Officer | 3 companies |
| Jeppe Ulrich | Chief Executive Officer | 2 companies |
| Anders Skak | Chief Executive Officer | 2 companies |
| Sigurd Hundrup | Board of Directors | 2 companies |
| Kim Andersson | Management | 1 company |
| Birger Dan Nielsen | Board of Directors | 1 company |
| Jens Vilain Skak | Chairman | 1 company |