ORCL

Of every 100 units of revenue, this much survives as profit.

Margins this wide usually mean real pricing power or a moat.

Profit from operations, before interest and tax, per 100 of revenue.

Typical of software and other businesses with little cost per extra sale.

What is left of revenue after only the direct cost of the product.

Little marginal cost per sale, which is what lets software and pharma fund heavy R&D.

Profit generated per unit of shareholder capital.

Rare when sustained — check whether debt is flattering it, since borrowing shrinks the equity denominator.

Profit generated per unit of everything the company owns.

The assets are working hard.

Borrowings measured against shareholder capital.

Debt magnifies both good years and bad, and raises the stakes when rates rise.

Short-term assets against short-term obligations.

Enough to cover near-term bills.

Short-term assets excluding inventory, against short-term debts.

Liquid assets exceed short-term obligations.

Change in revenue against the same period last year.

Rapid growth, though the question is always how long it can hold.

Change in earnings against the same period last year.

Check whether it is repeatable or a one-off — a single asset sale can flatter this badly.

The share of earnings paid out as dividends.

Comfortably covered, with room to keep raising it.

Return earned per unit of risk taken.

Below 1 is the common case; return did not strongly outpace the volatility.

The share of trading days that closed higher.

Close to a coin flip, which is the norm — returns come from the size of moves, not their count.

You pay 21.49 for every 1 unit of annual earnings.

Roughly the long-run market average band.

Price against next year's *forecast* earnings.

The market expects little growth, or doubts the forecast.

P/E divided by the growth rate — it asks whether the price is justified by the growth.

Under 1 is the classic Peter Lynch marker for growth you are not paying full price for.

Price against the accounting value of the company's net assets.

Normal for asset-light businesses, where the value sits in brands and software the balance sheet never records.

Price against revenue — usable when a company has no profit yet.

The price assumes today's revenue will convert into much more profit later.

Whole-company value, debt included, against cash earnings.

Expensive even before interest, tax and depreciation are considered.

Annual dividend as a percentage of the share price.

A small income component.

A 0–100 momentum gauge over the last 14 sessions.

The middle band, where most trading days sit.

How far the price typically swings over a year.

Large swings in both directions — position size matters more than usual here.

How much the price moves relative to the wider market.

Amplifies the index — bigger gains, bigger falls.

The worst peak-to-trough fall in the period measured.

A fall this deep needs roughly a doubling to recover.

How far the mean analyst target sits above today's price.

A wide gap, which as often means the price has fallen as that the target is right.