ING Groep N.V. vs Monster Beverage Corporation
์๊ฐ์ ๋ฐ๋ฅธ ์๊ฐ์ด์ก ๋น๊ต
ING Groep N.V.
$87.3B
์์ #184
Monster Beverage Corporation
$90.5B
์์ #179
์๊ฐ์ ๋ฐ๋ฅธ ์๊ฐ์ด์ก
์ฃผ์ ์๊ฐ
- Monster Beverage Corporation์ด(๊ฐ) 2015๋ ๊น์ง ING Groep N.V.์(๋ฅผ) ์ถ์ํ์ต๋๋ค
- ING Groep N.V.์ด(๊ฐ) 2016๋ ๊น์ง Monster Beverage Corporation์(๋ฅผ) ์ถ์ํ์ต๋๋ค
- Monster Beverage Corporation์ด(๊ฐ) 2017๋ ๊น์ง ING Groep N.V.์(๋ฅผ) ์ถ์ํ์ต๋๋ค
์ฐ๋๋ณ ๋น๊ต
| ์ฐ๋ | ING Groep N.V. | Monster Beverage Corporation | ์ ๋ |
|---|---|---|---|
| 2026 | $87.3B | $90.5B | Monster Beverage Corporation |
| 2025 | $71.6B | $75.0B | Monster Beverage Corporation |
| 2024 | $42.1B | $51.4B | Monster Beverage Corporation |
| 2023 | $35.0B | $56.3B | Monster Beverage Corporation |
| 2022 | $27.5B | $49.6B | Monster Beverage Corporation |
| 2021 | $27.1B | $47.0B | Monster Beverage Corporation |
| 2020 | $16.0B | $45.2B | Monster Beverage Corporation |
| 2019 | $22.4B | $31.1B | Monster Beverage Corporation |
| 2018 | $18.5B | $24.1B | Monster Beverage Corporation |
| 2017 | $28.7B | $30.9B | Monster Beverage Corporation |
| 2016 | $24.0B | $21.7B | ING Groep N.V. |
| 2015 | $21.3B | $24.3B | Monster Beverage Corporation |
| 2014 | $17.8B | $17.7B | ING Groep N.V. |
| 2013 | $16.6B | $11.0B | ING Groep N.V. |
| 2012 | $11.6B | $8.6B | ING Groep N.V. |
| 2011 | $9.2B | $7.5B | ING Groep N.V. |
| 2010 | $12.0B | $4.3B | ING Groep N.V. |
| 2009 | $11.4B | $3.1B | ING Groep N.V. |
| 2008 | $9.3B | $2.7B | ING Groep N.V. |
| 2007 | $31.6B | $3.6B | ING Groep N.V. |
| 2006 | $38.0B | $2.7B | ING Groep N.V. |
| 2005 | $31.9B | $1.6B | ING Groep N.V. |
| 2004 | $23.1B | $370.9M | ING Groep N.V. |
| 2003 | $18.2B | $85.8M | ING Groep N.V. |
| 2002 | $14.9B | $43.0M | ING Groep N.V. |
| 2001 | $25.6B | $42.8M | ING Groep N.V. |
| 2000 | $37.5B | $39.5M | ING Groep N.V. |
| 1999 | $26.4B | $43.9M | ING Groep N.V. |
| 1998 | $22.9B | $54.8M | ING Groep N.V. |
| 1997 | $17.1B | $18.5M | ING Groep N.V. |
| 1996 | $12.4B | $10.8M | ING Groep N.V. |
| 1995 | $8.6B | $7.0M | ING Groep N.V. |