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Quick Ratio Calculator (Acid-Test Ratio)

Enter cash, marketable securities, receivables and current liabilities; the tool returns the quick (acid-test) ratio = quick assets ÷ CL — stricter than the current ratio because slow-converting inventory and prepayments are excluded. Results are mapped onto industry-standard bands at 0.5 / 1.0 / 2.0 (critical / thin / healthy / possibly-idle), with explicit messaging for the zero-liabilities and negative-input edge cases.

Industry presets (click to load)

Results

Quick ratio = (Cash + Securities + AR) ÷ CL

Quick assets (numerator)

Liquid asset total after stripping out inventory and prepaid expenses.

A stricter cousin of the current ratio — excluding slow-converting inventory and prepayments gives a sharper read on near-term solvency.

Formula

Quick ratio = (Cash + Marketable securities + Receivables) ÷ Current liabilities Equivalent: = (Current assets − Inventory − Prepaid expenses) ÷ CL Bands: < 0.5 critical | 0.5–1.0 thin | 1.0–2.0 healthy | > 2.0 possibly idle.

Frequently asked

Why strip out inventory? Isn't the current ratio enough?

Inventory is the slowest and least reliable line in current assets: (1) obsolete inventory may simply not sell (outdated electronics, last-season fashion, expired food); (2) even when it sells, clearance prices are often below cost, so the actual cash you collect is well under book value; (3) once sold it usually becomes a receivable for another 30–90 days, lengthening the full cash cycle to 60–120 days. For industries with slow or volatile inventory turn (auto dealers, white goods, furniture, luxury) the quick ratio captures "what can really be turned into cash now" far better than the current ratio. Conversely, for grocers, pharmacies and fast food, inventory turns over in days and is effectively cash — the current ratio is more informative there. Analysts therefore read both ratios and use inventory turnover to weight them.

Is a quick ratio below 1 always a problem?

Not necessarily. Three categories operate at QR < 1 by design without distress: (1) grocers and supermarkets — negative cash conversion cycle (cards settle immediately while suppliers wait 30–60 days); (2) restaurants and airlines — customers pay before receiving the product; (3) subscription SaaS — annual upfront billing recognised monthly. For these models QR of 0.3–0.8 is a feature, not a liquidity crisis. To judge whether it really is a problem, check: (a) Cash Conversion Cycle = DIO + DSO − DPO (shorter is more stable); (b) trend in operating free cash flow; (c) headroom on revolving credit facilities; (d) the 5-year trend of QR itself — a steady decline is the actual warning sign. Walmart, Costco, McDonald's and Starbucks all run QR < 0.5 long-term yet are exceptionally healthy businesses.

Quick ratio vs cash ratio — how should I think about the difference?

Both are stricter than the current ratio; they differ in numerator strictness: (1) Quick ratio = (Cash + Securities + Receivables) ÷ CL — assumes receivables will eventually be collected; (2) Cash ratio = (Cash + Equivalents + Securities) ÷ CL — drops receivables for the most conservative survival metric. Practical use: (a) general industrial / consumer analysis sticks with QR — receivables are usually reasonable quality; (b) for higher-risk situations (low credit rating, business under stress, concentrated customer base) use the cash ratio — don't assume receivables come in; (c) banks and insurers use specialised liquidity frameworks (LCR, Solvency II) and shouldn't be analysed with these retail ratios. Textbook ordering: CR > QR > Cash Ratio, with each step trading optimism for resilience under stress.

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