BackFoot Locker Overview

Foot Locker Intangible Assets

Foot Locker's intangible assets is $230M.

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Intangible Assets
$227.00M
↓ 42.24% YoYΔ $-166.00M vs prior year quarter

Peer trimmed avg / median

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Foot Locker Intangible Assets History

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Foot Locker vs. peers: Intangible Assets Comparison

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Foot Locker Intangible Assets Growth (YoY per quarter)

Latest change versus the prior comparable period (same company).

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Balance Sheet Breakdown

Current CashShort Term InvestmentsReceivablesInventoryOther Current AssetsCurrent AssetsLong Term InvestmentsProperty Plant EquipmentGoodwillIntangible AssetsOther AssetsTotal AssetsNet Tangible AssetsAccounts PayableOther Current LiabilitiesTotal Current LiabilitiesLong Term DebtOther LiabilitiesMinority InterestTotal Liabilities

Foot Locker (FL) FAQ

As of the most recent data (August 2025), FL shows a intangible assets of $230M. That compares with $390M in the prior-year period — down 42.2% year over year. Scroll down for historical charts and peer comparison views.

Compared with the year-ago period, FL's intangible assets is now $230M (was $390M) — a 42.2% year-over-year decrease. Pairing that YoY change with peer averages gives a clearer picture of whether Foot Locker is outperforming or lagging.

Tracking FL's intangible assets over time shows whether Foot Locker is scaling, shrinking, or reshaping that part of the business. The current reading is $230M That compares with $390M in the prior-year period — down 42.2% year over year. Multi-quarter patterns matter more than any single print, which is why this page emphasizes history and peer comparison charts.

Besides this intangible assets page, Stockcircle has Foot Locker's full stock overview, other financial metrics, insider and congress trade tabs, and tools to follow the stock. Together they help you connect intangible assets (currently $230M) with ownership activity and broader fundamentals.

Foot Locker's intangible assets is $230M; compare it with other Consumer Discretionary names on the peer chart. Typical ranges vary by sub-industry, so always sanity-check against the closest competitors, not just the whole sector bucket.