SAP SE (SAPGF)
NEUTRALFondamental
63
Prix
$185.46
Capitalisation boursière
$215.70B
Partie 1 · Ce que vaut l'entreprise
Vue d'ensemble
SAP makes the software many large companies run their core operations on — accounting, supply chain, manufacturing and human resources — bundled into a system called ERP (enterprise resource planning). Once a company builds its finance and operations processes around SAP's system, that software becomes the record of how the business runs, which is why customers rarely switch providers. SAP is shifting its customers from software installed on their own servers to cloud subscriptions it hosts and updates itself.
Comment l'entreprise gagne de l'argent
Cloud subscriptions are billed recurring, usually annual, fees tied to usage or number of users, and now make up the majority of what SAP calls cloud and software revenue; older on-premise licenses are sold once and then generate smaller annual maintenance fees, a mix that is shrinking as customers migrate. Services revenue, a smaller and less profitable slice, comes from consultants helping customers implement and migrate these systems, typically billed by the project or by time.
Chiffre d'affaires par segment
Cloud subscription revenue, now SAP's largest line, plus remaining on-premise software licenses and their maintenance fees.
Consulting, implementation and training services that help customers deploy and migrate SAP software, billed separately from the software itself.
Avantage concurrentiel
Coûts de changement · LargeSAP's software becomes deeply embedded in how a large company records its finances and runs its operations, with years of customization, staff training and connections to other internal systems built on top of it. Independent studies have found that switching ERP providers typically costs several times the original software price and takes over a year, which is why SAP keeps the large majority of its enterprise customers even when rivals offer comparable features.
Ce qui stimule la demande
Modérément cycliqueRecurring cloud subscriptions make revenue more predictable than a typical software license business, since customers rarely cancel core ERP systems even when budgets tighten. Still, corporate IT spending does slow in downturns, and the pace at which customers commit to new cloud migrations can stretch out when their own businesses are under pressure.
Principaux risques
- Intense competition in enterprise software — The company faces sustained competition from large rivals such as Oracle and Salesforce, who are also embedding AI features into cloud applications, which pressures pricing and can slow customer wins.
- Cloud migration execution risk — Moving large customers from on-premise systems to the cloud involves remediating custom code, cleaning data and securing internal support within the customer's organization, and on-premise license revenue is declining meaningfully as this transition proceeds.
- Data, antitrust and regulatory exposure — The company is subject to data-access and antitrust-related claims, including allegations of lock-in effects, as well as dependence on third-party cloud infrastructure and web services it does not fully control.
Les arguments en faveur
Buyers see a company that has successfully shifted the majority of its revenue to recurring cloud subscriptions, still holds the deepest customer lock-in in enterprise software, and can raise prices on a captive base of hundreds of thousands of customers as it layers AI features onto the same ERP backbone.
Les arguments contre
Sellers worry that the on-premise license decline is eroding a historically high-margin revenue stream faster than cloud subscriptions can fully replace it, that cloud backlog growth is expected to moderate as the business scales, and that well-funded rivals embedding their own AI agents could chip away at renewal pricing over time.
Written by the editors, published on 18 août 2026
Direct competitors
Who this company fights with for the same customers
No editorial profile for this company yet
No competitor list for this company yet.
Bilan & Liquidités
Chiffre d'affaires
$38.19B
12 derniers mois (au 30/06/2026)
Résultat net
$7.80B
12 derniers mois (au 30/06/2026)
Flux de trésorerie libre
$9.09B
Capitaux propres totaux
$44.74B
Passif total
$9.94B
Ratio de liquidité général
1.15
Couverture des intérêts
-
Dette/EBITDA
0.85
Bénéfice par action
Chiffre d'affaires & Résultat net
Flux de trésorerie libre
Décomposition du résultat
État historique
Marges dans le temps
La dette dans le temps
Le poids de la dette
Grille de la croissance
Croissance — Chiffre d'affaires
Estimation de la juste valeur
Juste valeur
$146.32
Prix actuel
$185.46
Marge de sécurité
-26.7%
Fourchette de juste valeur
$101.17 - $191.46
Méthodes d'estimation
Indicateurs de valorisation
Ratio P/E
27.98
ROE
18.3%
Ratio P/B
4.82
P/FCF
23.73
Marge brute
73.7%
ROIC
15.2%
Radar de rentabilité
Value Creation (Economic Moat)
ROIC
15.2%
WACC
9.9%
ROIC − WACC
+5.3 pp
ROIC exceeds the cost of capital — the company is creating value for shareholders.
Critères d'analyse fondamentale
Réussi (14)
- Price CAGR 8.32%
- ROIC 15.2%
- Gross Margin 73.7%
- P/FCF 23.73
- Debt/Equity ratio
- Positive Free Cash Flow
- CapEx intensity
- Current Ratio
- Debt/EBITDA
- ROE 17.6%
- Revenue Growth 5Y 6.1%
- Analyst Consensus 77% Buy
- Earnings Quality (OCF/NI) 1.26
- Net Margin Trend 20.4% vs 9.1%
Échoué (5)
- P/B Ratio 4.82
- DCF valuation (Overvalued)
- Earnings Surprise avg -0.8%
- PEG Ratio 3.78
- Piotroski F-Score 2/9
Indisponible (8)
- EPS data insufficient
- Dividend Payout NaN%
- Operating Margin NaN%
- Interest Coverage
- Return on Tangible Assets
- Low reliance on intangibles
- Price below Graham Number
- Share Dilution (missing shares data)
Score F de Piotroski
Préoccupations financières sérieuses
Qualité des bénéfices
Qualité élevée : bénéfices soutenus par la trésorerie
Dilution du capital
Rachat d'actions. Favorable aux actionnaires
Gouvernance
Équipe dirigeante
| Nom | Titre | Âge |
|---|---|---|
| Mr. Christian Klein | CEO & Member of Executive Board | 45 |
| Mr. Lars Lamade | Head of Global Sponsorships & Deputy Chairperson of the Supervisory Board | 54 |
| Mr. Dominik Asam | CFO & Member of Executive Board | 56 |
| Mr. Thomas Saueressig | Member of Executive Board | 40 |
| Mr. Sebastian Steinhaeuser | Chief Strategy Officer & COO and Member of Executive Board | 39 |
| Ms. Gina Vargiu-Breuer | Chief People Officer, Labor Director & Member of Executive Board | 49 |
| Mr. Muhammad Alam | Lead Product Engineering & Member of Executive Board | 47 |
| Mr. Andreas Hahn | Chairperson of Works Council Europe & Works Council Europe Rep Member of Supervisory Board | 54 |
| Jakub Cerny | Demand Manager & Works Council Europe Representative Member of Supervisory Board | 43 |
| Mr. Pascal Demat | Solution Advisor HCM & Works Council Europe Representative Member of Supervisory Board | 58 |
Risque d'audit
10
Risque du conseil
2
Risque de rémunération
1
Risque droits des actionnaires
1
Partie 2 · Le prix et le moment d'entrer
Cette partie ne dit pas si l'entreprise vaut la peine : elle aide à choisir quand l'acheter, une fois que les fondamentaux vous ont convaincu. À l'intérieur : analyse technique, potentiel, baisses historiques, exposition gamma.
Latest News
Recent headlines for SAPGF, sourced from Markets Gazette.