携程网英语财务分析
2022年四季度携程网发展数据分析
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2022年四季度携程网发展数据分析携程网周四发布了截至2022年12月31日的第四季度及全年未经审计财报。
财报显示,携程网第四季度归属于股东的净利润为人民币1.93亿元(约合3100万美元),同比下滑24%;净营收为人民币11亿元(约合1.77亿美元),同比增长19%。
第四季度主要业绩:携程网第四季度净营收为人民币11亿元(约合1.77亿美元),同比增长19%。
携程网此前估计公司第四季度净营收将同比增长15%至20%。
携程网第四季度毛利率为74%,低于上年同期的76%。
携程网第四季度运营利润为人民币1.20亿元(约合1900万美元),同比下滑48%。
不计入股权嘉奖支出(不根据美国通用会计准则),携程网第四季度运营利润为人民币2.34亿元(约合3800万美元),同比下滑28%。
携程网第四季度运营利润率为11%,低于上年同期的25%。
不计入股权嘉奖支出(不根据美国通用会计准则),携程网第四季度运营利润率为21%,上年同期为35%。
携程网第四季度归属于股东的净利润为人民币1.93亿元(约合3100万美元),同比下滑24%。
不计入股权嘉奖支出(不根据美国通用会计准则),携程网第四季度归属于股东的净利润为人民币3.06亿元(约合4900万美元),同比下滑12%。
(约合0.22美元)。
不计入股权嘉奖支出(不根据美国通用会计准则),携程网第四季度每股美国存托凭证摊薄收益为人民币2.17元(约合0.35美元)。
携程网第四季度股权嘉奖支出为人民币1.14亿元(约合1800万美元),在净营收中所占比例为10%,相当于每股美国存托凭证支出人民币0.80元(约合0.13美元)。
2022年主要业绩:携程网2022年净营收为人民币42亿元(约合6.88亿美元),同比增长19%。
携程网2022年毛利率为75%,低于上年同期的77%。
携程网2022年运营利润为人民币6.55亿元(约合1.05亿美元),同比下滑39%。
不计入股权嘉奖支出(不根据美国通用会计准则),携程网2022年运营利润为人民币11亿元(约合1.74亿美元),同比下滑23%。
携程网财务分析报告
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报告一:2014第二季度携程旅游经营情况分析2014Q1携程总营收2.93亿美元,同比增速稳定,其中,住宿和交通两大业务营收均超过总营收增速。
2014Q2携程住宿预订营收为1.21亿美元,同比增长47.3%,预定量同比增加64.0%;交通票业务营收1.17亿美元,同比增长39.0%,预定量增幅达83.0%。
一、携程的大住宿、大交通战略转型1.住宿业务方面,携程向低星酒店、低线城市下沉,并将团购团队上升到事业部级别,大力度的市场扩张带来住宿业务的高速发展。
2014Q2携程住宿预订量同比增长64%。
但持续的价格战和市场竞争也造成携程佣金获取水平下降,2014Q2酒店佣金率同比下降15%2.机票仍是营收主力。
目前机票营收占携程交通票务营收的92%左右。
值得注意的是,携程凭借强大的库存消化能力,往往能获得航空公司较高的返佣,因此国内航空公司下调佣金率并未对携程造成过大的影响。
目前,携程每张机票营收占机票总价的比重仍保持在4%-5%。
另外,携程从去年年底接入第三方供应商的机票产品,凭借价格优势,第三方供应商给携程带来较大销量。
二、毛利率稳定,获利潜力较大2014Q2毛利率72.2%。
毛利率水平稳定发展表明携程在激烈的行业竞争中仍能保持较强的议价权,初始获利空间较高。
三、加大市场推广投入,降利换取发展增速2014Q2总费用1.85亿美元,同比增长65.7%,增速与上一季度持平。
从费用结构来看,2014Q2携程继续加大在住宿、景区门票和移动端方面的营销推广投入,所以导致市场费用提升最为明显。
2014Q2携程市场费用为0.77亿美元,同比增长80.6%,占营收比重27.1%,同比增加6.3个百分比。
为保证自身在各个垂直领域的市场地位,携程以降利换取发展增速。
进入2014年以来,携程运营利润率一直维持在12%左右,比去年降低约10个百分点。
降利换增速或市场份额是大部分企业在激烈的市场竞争环境下均会采取的发展策略,去哪儿、艺龙亦如此。
互联网旅游企业财务风险管理研究以携程网为例
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互联网旅游企业财务风险管理研究以携程网为例一、本文概述Overview of this article随着互联网的快速发展和普及,互联网旅游企业作为新型经济形态的代表,逐渐崭露头角并呈现出蓬勃的发展态势。
然而,伴随着市场竞争的日益激烈和外部环境的不确定性增加,互联网旅游企业在财务管理方面面临着诸多风险。
本文旨在探讨互联网旅游企业的财务风险管理问题,并以携程网为例进行深入分析。
With the rapid development and popularization of the Internet, Internet tourism enterprises, as representatives of new economic forms, are gradually emerging and showing a vigorous development trend. However, with the increasingly fierce market competition and the increasing uncertainty of the external environment, Internet tourism enterprises are facing many risks in financial management. This paper aims to explore the financial risk management of Internet tourism enterprises, and take Ctrip as an example for in-depth analysis.携程网作为国内领先的在线旅游服务平台,其业务涵盖了酒店预订、机票购买、旅游度假等多个领域,拥有庞大的用户群体和丰富的行业资源。
然而,随着市场的不断变化和竞争加剧,携程网在财务管理方面也面临着诸多挑战。
携程财务研究报告
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携程财务研究报告携程是中国领先的在线旅行服务提供商,致力于为用户提供全方位的旅行服务。
本报告向读者全面介绍携程的财务状况和经营表现,以及对其未来发展的展望。
一、公司概况携程成立于1999年,总部位于上海,是中国最大的在线旅行公司之一。
公司提供的服务包括机票预订、酒店预订、度假套餐、旅行保险等。
携程通过其网站和手机应用为用户提供便捷的预订和查询功能,吸引了大量用户使用其服务。
目前,携程已经成为中国旅行市场的领军企业。
二、财务状况分析从携程的财务数据来看,公司的营业收入和净利润呈现稳步增长的趋势。
截止到2020年,携程的年度净营收达到了412.8亿人民币,同比增长12.6%。
净利润方面,携程在2020年实现了34.2亿人民币的净利润,同比增长61.2%。
这一系列的数据表明了携程在行业内的竞争力和持续增长的能力。
另外,携程的财务指标也显示出公司的健康财务状况。
公司的资产总额持续增长,同时,流动资产占比在良好的范围内,表明公司有足够的流动资金来应对日常经营和扩张需求。
公司的负债情况也相对稳定,资产负债率保持在合理的水平。
这些财务指标反映了携程的良好财务管理和风险控制能力。
三、经营绩效分析携程在市场上的竞争地位稳固,多年来一直保持着高速增长。
除了增长的财务数据外,公司还表现出强大的市场份额和用户忠诚度。
携程利用其强大的品牌影响力和技术优势,吸引了更多的用户并与供应商建立了互利共赢的合作关系。
然而,随着全球旅游业的逐渐复苏,携程也面临着一些挑战。
疫情的不确定性和旅游政策的变化可能会对携程的业务造成一定的影响。
公司需要密切关注这些问题,并灵活调整战略以适应市场的变化。
四、未来展望携程在未来的发展中有着广阔的机遇和挑战。
随着中国旅游市场的快速增长和旅游消费习惯的改变,携程可以借助其强大的网络和技术平台,进一步拓展市场份额并提升用户体验。
同时,公司也应该加强产品创新和技术研发,以不断满足用户的需求,并持续改进服务质量。
基于哈佛分析框架对携程的财务报表分析
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基于哈佛分析框架对携程的财务报表分析作者:陈胤江来源:《商业会计》2014年第19期摘要:财务是公司的基石,是结合过去站在现在看未来,财务报表分析对研究公司的过去、判断公司的未来有着至关重要的作用。
同时,需要从各种复杂的信息中把握分析逻辑,形成分析框架,才能够读懂公司背后的故事。
本文利用哈佛分析框架,以携程国际有限公司近3年年报为案例,来解读携程,最后得出结论。
关键词:哈佛分析框架携程战略分析财务分析一、哈佛分析框架的概念及内容传统的财务报表分析是收集企业财报上的有关数据,运用各种方法进行比较和评价,为管理者或投资者做出决策提供依据。
但是,面对纷繁复杂的信息,投资者应该如何有效、合理、系统地进行财务报表分析?哈佛分析框架分析法解决了传统财务报表分析情况下不系统、较零散的问题。
哈佛分析框架是由哈佛大学佩普(K.G.Palepu)、希利(P.M.Healy)和伯纳德(V.L.Bernard)三位学者提出的全新的财务分析框架,在理论界和实务界得到普遍的关注。
哈佛分析框架分析法是从战略视角来分析一个企业的财务状况,不仅关注企业的财务指标,还关注非财务指标对企业的影响,即企业外部环境存在的威胁和机会,企业内部的不足和优势;从整体上来看,哈佛分析框架以逻辑分析为主线,以点带面,形成框架,最终把握企业未来的发展方向;从内容上来看,主要从战略分析、财务分析、前景分析三个方面对公司进行财务报表分析,运用了战略分析和财务分析的主要方法,最终形成财务报表的分析框架。
具体来讲,哈佛分析框架中的战略分析旨在通过战略分析法对公司所处的经营环境进行定性分析,为财务分析和前景分析奠定基础;财务分析是通过财务分析法对公司的盈利质量、资产质量和现金流量进行评价,然后以现在为基点结合过去经营业绩并判断其能否持续发展;前景分析是对公司未来发展趋势做出预测,并提出相应的发展策略。
所以,哈佛分析框架分析法有效地解决了传统财务报表分析的弊端。
携程Ctrip电子商务(EC)报告英文版
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Contents1. Background ........................................................................................................... - 1 -2. Six business types ................................................................................................. - 1 -3. The current main competitors ............................................................................... - 2 -4. The e-commerce related advantages ..................................................................... - 4 -5. The e-commerce related disadvantages ................................................................ - 5 -6. The possible improvements .................................................................................. - 6 -7. The possible difficulties Ctrip may face in the improving process ...................... - 7 -8. Alternative actions of competitors ........................................................................ - 8 -9.References .............................................................................................................. - 8 -1. BackgroundCtrip company was founded in 1999 (Ctrip1 2010), headquartered in Shanghai, China. It has set up subsidiaries in 11 cities (Ctrip1 2010) including Beijing, Guangzhou, Shenzhen, Chengdu, Hangzhou, Xiamen, Qingdao, Nanjing, Wuhan, Shenyang and Sanya. And it has set up call center in Nantong and offices in Ningbo, Suzhou, Zhengzhou and Chongqing.Ctrip has over 10 thousand employees (Ctrip1 2010). By providing more than 40 million (Ctrip1 2010) members with hotel reservation, air ticket booking, holiday travel, business travel management, merchant and travel information, Ctrip was known as the seamless integration between Internet and traditional tourism model. With business growth and excellent profitability, Ctrip successfully listed on NASDAQ in the United States on December 9, 2003.Ctrip's success is inseparable from its advanced corporate culture as follows.1) Operation Philosophy (Ctrip2 2010)Customer - customer focus; Teamwork - close seamless cooperation mechanism; Respect -meticulous professionalism; Integrity -integrity of the true concept of cooperation; Partner - Partner-type "win-win" cooperation system.2) Service Philosophy (Ctrip2 2010)Convenient -do not allow customers to repeat;Thorough -do everything possible for customers;Reliable -to make customers free from worry; Intimate -to allow customers to see our smile; Professional -to make customers feel that we are experts;Sincere –to consider the customers wholeheartedly.2. Six business typesHotel ReservationCtrip has a leading hotel reservation service center to provide real-time booking service for members. Ctrip’s cooperation hotels aremore than 32,000 in more than 5900 cities of 138 countries and regions (Ctrip3 2010).Ticket BookingCtrip has a national network of ticket booking, distribution and field service systems in major airports, and provides international and domestic air ticket booking service inquiries for members. Currently, Ctrip’s air ticket booking has covered most major airlines routes and the free ticket delivery has covered over 60 domestic cities (Ctrip4 2010).Holiday travelCtrip provides free exercise of members, team travel, semi-self travel, bus tour, driving, cruise, free exercise of PASS, visa, vehicles rental and so forth.Business Travel ManagementBusiness travel management services are for major domestic and foreign enterprises and group companies to enhance the overall level of business travel management and resource integration capability. At present, Ctrip achieved cooperation has with Ericsson, Coca-Cola, Haier, Baosteel. MerchantsMerchants service is a kind of value-added member service for VIP guests to serve better for them for a business trip or traveling around the country.Travel InformationTravel information is accessorial service provided for members. Members can query shopping, dining, transportation, accommodations, drive circuit, etc.3. The current main competitors1) Homogeneous competitionELong: ELong was founded in July 2005, controlled by the world's largest online travel company Expedia. In Year 2009, eLong hotel reservationsbusiness commission income was 2.56 billion, an increase of 1% compared with that in 2008 (Sohu 2010). ELong's business model is to charge commission from hotels.China Mobile 12580:12580 was controlled by China Mobile. Its service launched in October 2007.Until November2009, 12580 has developed 25 million registered members (Sohu 2010).Its model is to charge commission.2) Competition without intermediate7days Hotel: It is chain hotels. Its main approach is: to open 400direct dial telephone reservations, to open network marketing website, to take membership; to fight for customer sources via price war. 7 Days completely separate itself from Ctrip and other intermediary. (Sohu 2010)Air China, China Eastern Airlines: Until July 2010, the revenue from Air China Web site and telephone sales center increased by 80% compared with the same period in 2009(Sohu 2010). Its direct sales by web site, telephone and counter account for 30% of its total ticket sales (Sohu 2010).3) Search engine competitionCtrip’s important channels advantage is the use of the Internet and call centers. However, Internet search engine develops fast, especially Google, Bing began to involve in online travel booking service. Consumers can easily through the search engine find where there are cheap or discounted hotel rooms and airline tickets. Also, that posed a genuine threat to the Ctrip is the vertical search engine like Qunar and Kuxun.4) The agent platform competitionTaobao: It is controlled by the Alibaba Group. Till August 2010, more than 200 travel agents and airline companies stationed Taobao ticket sales channels, which can sell about 10,000(Sohu 2010)tickets per day.Its modelis to charge shop service fee from the agents or airlines.Tencent Travel: Its start time was September 2010. Currently it is in beta state. However, before this, Tencent's payment platform TenPay has cooperated with more than 10 airline companies like Air China, China Southern Airlines, China Eastern Airlines (Sohu 2010), which is sufficient to take improvements for Tencent.5)Competition from the traditional travel agenciesHoliday travel is a business model of Ctrip. However, the traditional travel agencies have many advantages in the management of the service product, which Ctrip cannot surpass during a short term. What’s more, Ctrip's online advantages are increasingly affected by the impact of the lowering threshold of the Internet. And traditional travel agencies can develop their own web sites (such as the Zhonglvzaixian), or they can purchase some websites, carrying out the differences in competition.6) Other competitorsThere are also Tuniu, Lvmama, CYTS, Carlson Wagonlit Travel and so forth.4. The e-commerce related advantagesThere are about 10 million people visiting and approximately 100 million web page hits every day. Ctrip currently occupies more than 50%of Chinese online travel market share (Baidu1 2010). Ctrip’s such great success is inseparable from its several unique competitive advantages.1) Ctrip has large-scale operations. Ctrip has the world's largest call center industry, with 12,000 seats and more than 5,000 call center employees (Ctrip3 2010). Ctrip has a long-term stable cooperative relation with more than 32,000 hotels in 138 countries and regions (Ctrip3 2010). Large-scale operations can not only provide more superior travel options, but also protect the standard of service, thus ensuring service quality and reducing operating costs.2) Ctrip has advanced technology. Ctrip established a set of modern service system including customer management system, housing capacitymanagement system; call queuing system, order processing system,E-Booking air ticket reservation system, service quality monitoring system. Relying on these advanced services and management systems, Ctrip is providing more convenient and efficient services for members.3) Ctrip has a standardized management system. Advanced management and control system is another key advantage of Ctrip. Ctrip successfully applied the manufacturing quality control methods—— Six Sigma to the travel industry. Currently, Ctrip’s service indicators have been close to the international advanced level, its service quality and customer satisfaction also increased dramatically.4) Advantages of market cooperation: At present, Ctrip has establisheda strategic cooperative partnership with major airlines like Air China, with major banks like ICBC and CCB, with famous enterprise like China mobile, China Unicom and China telecom. Ctrip’s cooperation pattern became the good example of three-dimensional cooperation.5) Ctrip has rich reservation and payment methods. Ctrip not only provided Internet booking system but also successfully established the largest call center in Asia. Ctrip’s call center uses the most advanced core technology, called third-generation CTI. For payment, Ctrip accepts different credit cards, debit cards, Paypal and other payment methods.6) Services 2.0 (Netease1 2010): Ctrip has been advocating that the mode of service enterprises should change from 1.0 to 2.0. The so-called 2.0 mode service includes interactivity, instrumental and experience. 7) Ctrip provides comprehensive and one-stop service.5. The e-commerce related disadvantages1) The service cost is high. Ctrip improved its service level from the service attitude, response rate, and many other factors. However, to reach such a service level, Ctrip must increase investment in human and material resources.2) The customer resource competition is fierce. Ctrip’s current investment projects are mainly BtoC business model. When the customer resource is limited, the competition between the various projects among network enterprises will become increasingly fierce.3) The business media of e-travel industry is limited to the Internet, and the business objects are only limited to Internet users.4) Networks weakness in the law: First, the domestic laws on e-commerce in the content of commodities, confidentiality, network security and encryption technology is not clear. Second, the protection for the domestic domain name is still in research status, and there are no clear legal provisions.6. The possible improvements1) Ctrip should expand the scale and merger some online travel web sites reasonably. In a sense Ctrip is an intermediary service company, its main source of profits is commission which can’t be too high, and because once it was too high the intermediary is most likely to be bypassed. So the scale of expansion and the formation of scale operations can ensure its profit source and avoid the risk of being bypassed.2) Ctrip should integrate the information resources of the upstream and downstream and improve the core competitiveness. Ctrip's core strength is its grasp of all kinds of information of the upstream and downstream. By expanding the scale Ctrip gets much information, and then the integration and deep mining of the information can maximize its function.3) Carry out the upstream expansion strategy and develop its own tourism industry. Liu Shao-yong, chairman of China Eastern Airlines once said "If the airlines’ information technology does not improve, they will be always workers of the intermediary like Ctrip and eLong."(Netease2 2010) It reflects that service entities want to bypass the intermediary like Ctrip by improving their own information technology. Therefore, when Ctrip makes efforts to improve its core competitiveness it must also beprepared for upward expansion, such as building their own travel companyor star hotels in order to eventually avoid the risk of being bypassed.4) Constantly excavate new business growth actively and innovatively.As information technology continues to accelerate, the information asymmetry on both sides of the intermediary will certainly be gradually reduced; Ctrip's profits will certainly be affected. Therefore, only by constantly excavating other new business growth can Ctrip obtain more profits and grow continually.5) Actively protect its brand image and try to win consumer favor.7. The possible difficulties Ctrip may face in the improving process1) Network monitoring system has defects, so enterprises’ rights and interests are vulnerable. At present, China's network monitoring systemhas many defects. So far, China's law on the Internet is only aquasi-regulatory legal document, namely, "the decision on safeguarding Internet security" (CHEN Xiao-yu 2004).2) Peer competition is fierce, and Ctrip can be easily imitated by competitors. Now there are more than 20 thousand domestic varieties of online travel sites (Netease2 2010).3) Airlines or hotels increases proportion of direct selling, and their reliance on intermediaries abates. By July2010, sales amount from Air China web site and telephone center sales has increased by over 80% compared with 2009 over the same period (Sohu 2010). Sales from Website, telephone, counter and other direct sales, account for 30% of its total ticket income. ( Sohu 2010).4) Airlines or hotels cut commission. In July 2010, China Eastern, China Southern and Air China reduced partial routes ticket commission by 2% (Sohu 2010), which will directly affect the future Ctrip ticket sales.5) There exists online payment security and technical problems.6) There exist costs and technical problems about e-commerce systems infrastructure.8. Alternative actions of competitors1) We should look for new business growth.2) Deepen our management system and enhance technical capabilities. Stable management team is the guarantee of the enterprise cohesion and perfect customer service level.3) Purchase some off-line travel agencies and some travel sites properly. We can target some second-tier cities, mainly tourist cities, and selectively purchase some of the local affiliates.4) Invest in the hotel group appropriately. By investing in some of the hotel groups, we can operate more effectively in the technical docking, which is actually a common interest of both sides.5) Try to speed up the layout of the Internet booking business and increase the proportion of online business. The CFO of Ctrip Sun Jie-cheng once said that online business can ease the pressure on labor demand, thus increasing profit margins. Now, Ctrip is also trying its best to speed up the layout of its Internet booking business.9. ReferencesCtrip1(2010)Accessed October 21,2010 from /public/ctripab/abctrip.htm Ctrip2(2010)Accessed October 21,2010 from /public/ctripab/core.htm Ctrip3(2010)Accessed October 21,2010 from /public/ctripab/hotel.htm Ctrip4(2010)Accessed October 21,2010 from /public/ctripab/ flight.htm Baidu1(2010)Accessed October 22,2010 from ——/view/94228169a45177232f60a20f.html Sohu(2010)Accessed October 22,2010 from /20100916/n274978867.shtml Netease1(2010)Accessed October 22,2010 from——/07/0716/08/3JGSLPLJ000915BF.html Netease2(2010)Accessed October 22,2010 from——/special/00254IJR/fanmin.html CHEN Xiao-yu.(2004).Comment on The System of Supervision on The Network in China, Journal of Fujian Public Safety College, Serial No.78, 62-65。
携程财务状况分析
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携程财务状况分析学生姓名:公艳慧指导教师:张瑜摘要:作为中国领先的在线旅行服务公司,携程旅行网成功整合了高科技产业与传统旅行业,凭借稳定的业务发展和优异的盈利能力,携程旅行网于2003年12月在美国纳斯达克成功上市。
从财务角度,利用2010年至2014年相关数据对现金流量表、资产负债表以及利润表进行分析,得出结论,发现问题。
关键词:携程网营运能力利润额主营业务负债能力一、现状分析地位:携程在1999年成立初期,是中国领先的酒店订购服务中心,随后携程旅行网成功整合了高科技产业与传统旅行业,向超过9000万会员提供集酒店预订、机票预订、度假预订、商旅管理、特惠商户及旅游资讯在内的全方位旅行服务,被誉为互联网和传统旅游无缝结合的典范,一跃成为国内最大的旅游电子商务网站。
市场环境:携程网的发展有着优越的内外部环境。
首先,旅游是唯一能避开物流与资金流两大瓶颈发展的电子商务。
在借鉴了大量美国的成功网站经营模式的基础上,提出了携程网旅游盈利模式的定位,并将零售模式与媒体模式形结合,将网站作为一种交易平台,方便了交易双方。
其次,在携程迅速发展的背后,有着强大且先进的技术设备做支撑,优质的服务与多样化的旅游产品作为强大的后盾,先进的经营理念是灵魂。
最后,一个行业或企业的发展少不了政策的支持,旅游市场大环境的全面发展为携程网的发展提供了必不可少的环境因素。
前景:携程旅游网占据中国在线旅游50%以上市场份额,是绝对的市场领导者。
主要竞争对手有已被全球第一大在线旅行控股的e龙,以及分别背靠大型国有控股旅游集团,拥有雄厚的资金保障和丰富旅游资源的遨游网和芒果网,但三大竞争对手尚不具备足够的竞争力,由此,携程的发展前景仍然广阔,市场竞争力强大。
二、理论支撑财务分析是以会计核算和报表资料及其他相关资料为依据,采用一系列专门的分析技术和方法,对企业等经济组织过去和现在有关筹资活动、投资活动、经营活动的偿债能力、盈利能力和营运能力状况等进行分析与评价,为企业的投资者、债权者、经营者及其他关心企业的组织或个人了解企业过去、评价企业现状、预测企业未来,做出正确决策提供准确的信息或依据一种分析方法。
携程财务分析报告总结(3篇)
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第1篇一、引言携程作为中国领先的在线旅游服务公司,自成立以来,凭借其强大的平台优势、丰富的产品线和优质的服务,迅速成长为旅游行业的领军企业。
本报告通过对携程近几年的财务报表进行分析,旨在全面评估其财务状况、盈利能力和未来发展潜力。
二、携程财务报表概述携程的财务报表主要包括资产负债表、利润表和现金流量表。
以下是对这三张报表的简要概述:1. 资产负债表携程的资产负债表反映了公司的资产、负债和所有者权益。
截至2023年,携程的总资产约为XXX亿元,其中流动资产占比约为XXX%,非流动资产占比约为XXX%。
负债方面,短期负债约为XXX亿元,长期负债约为XXX亿元。
所有者权益方面,归属于母公司所有者的权益约为XXX亿元。
2. 利润表携程的利润表展示了公司的收入、成本和利润情况。
2023年,携程实现营业收入XXX亿元,同比增长XXX%;营业成本约为XXX亿元,同比增长XXX%;净利润约为XXX亿元,同比增长XXX%。
毛利率约为XXX%,净利率约为XXX%。
3. 现金流量表携程的现金流量表揭示了公司的现金流入和流出情况。
2023年,携程经营活动产生的现金流量净额约为XXX亿元,投资活动产生的现金流量净额约为XXX亿元,筹资活动产生的现金流量净额约为XXX亿元。
三、财务分析1. 盈利能力分析携程的盈利能力主要表现在以下几个方面:(1)毛利率:携程的毛利率近年来保持在较高水平,说明公司具备较强的成本控制能力。
(2)净利率:携程的净利率也保持在较高水平,表明公司具备良好的盈利能力。
(3)净利润增长率:携程的净利润增长率逐年上升,表明公司盈利能力持续增强。
2. 运营能力分析携程的运营能力主要体现在以下几个方面:(1)营业收入增长率:携程的营业收入增长率保持在较高水平,说明公司业务发展势头良好。
(2)存货周转率:携程的存货周转率较高,表明公司存货管理较为高效。
(3)应收账款周转率:携程的应收账款周转率较高,说明公司应收账款回收速度较快。
财务分析-携程网英语财务分析 精品
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The Financial Data Analysis——Ctrip制作人:ContentI. PANY OVERVIE (3)II. CTRIP’S SOURSE OF INE (3)III. SUMMARY OF ACCOUNTING AND FINANCIAL INFORM ATION (4)IV. CODA (9)V. References (10)I. PANY OVERVIEWCtrip International, Ltd. is a leading travel service provider that offers hotel reservations, airline tickets and packaged tours to business and leisure travelers in China. Ctrip aggregates information on hotels, flights and vacation packages, and enable the customers to make informed and cost-effective travel bookings. Ctrip targets primarily frequent independent travelers in China who do not travel in group. These travelers form a traditionallyunder-served yet fast-growing segment of the China travel industry.II. CTRIP’S SOURSE OF INE(1) Hotel booking agency fee, which is the main source of profitCtrip. While Ctrip also clear front-line payment and pay thedifference, but most of the hotel front desk only to thedestination that payment method. So, Ctrip's hotel bookingagency costs is basically the profit from the destinationhotel discounts in return obtained;(2) Ticket booking fee, which is the booking fee from thecustomer to obtain, is equal to the customer booking feeand airline ticket price difference;(3) Walks in the hotel and business travel, air ticket bookingagency fees, the ine approach is consistent with the previous two;(4) Online advertising;III. SUMMARY OF ACCOUNTING AND FINANCIAL INFORMATIONCtrip financial analysisThrough the table above,we can see that, in 20XX Ctrip’s revenues grew by 44.93%, indicating the scale of the business has expanded. Well-controlled operating costs resulted in the growth of gross margin rate, etc, reasonable cost control ultimately lead the net profit increased by 59.05%, which a great symbol of pany’s good condition.Finance Index analysisEvery dollar of operating profit margin, said net sales revenue in looking for, the higher the ratio, indicating the charge through the ability to expand sales to get stronger. Enterprises in their efforts to expand sales, increase the amount of sales revenue, while management must be improved to reduce costs, to a corresponding increase in net profit, the sales volume remainedunchanged or increased. From the table data showed net sales relatively stable, indicating the relatively stable business conditions, market petitive, but also into a rising trend, with an average return on equity is high, indicating the pany's growth potentialCtrip and eLong integrated financial index analysisIV. CodaAll above, Ctrip is a well-known enterprise which is obviously better than Elong from the data. Moreover, The quality of life and travel services,today ,is advocated.It’s that to say, the quality of service and convenient travel are more and more important. Ctrip has realized this early. They have paid attention to keep better quality of service products.From the analysis above,we can see that, in20XX ,Ctrip’s revenue have a great growth , indicating the scale of the business has expanded. Well-controlled operating costs resulted in the growth of gross margin rate, etc, reasonable cost control ultimately lead the increase of net profit , which a great symbol of pany’s good condition.V. ReferencesCtrip annual reports:20XX,20XXData Source:hexun。
携程网财务战略分析
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内容摘要财务战略是指通过全面分析影响企业资金流动的内外部因素,制定出的能够增强企业财务优势从而提升企业综合竞争力的全局性、长期性的战略。
财务战略是企业总体战略的一个重要组成部分,选择恰当的财务战略能够帮助企业在资金流动方面更具优势。
携程是一个在线票务服务公司,创立于1999年,成功整合了高科技产业与传统旅行业,是我国最大的在线旅游公司,于2003在美国纳斯达克成功上市。
本文选取携程网为研究对象,运用SWOT分析法阐述影响其发展的因素,并根据分析结果制定相应的财务战略。
关键词:携程网;SWOT分析;财务战略分析目录一、携程网概况 (1)二、携程财务环境SWOT分析 (1)(一)优势分析 (1)1. 市场份额大 (1)2. 资本结构稳定 (2)3. 营业收入持续增长 (2)(二)劣势分析 (2)1.营业亏损 (2)2.股票市场波动 (2)(三)机会分析 (3)1.OTA行业发展前景广阔 (3)2.营业亏损却股价大涨 (3)(四)威胁分析 (3)1.筹资竞争激烈 (3)2.模式转型困难 (3)三、携程财务战略选择分析 (3)(一)投资战略 (3)(二)筹资战略 (3)(三)股利分配战略 (4)四、总结 (4)参考文献: (5)携程网财务战略选择分析财务战略,是指为谋求企业资金均衡有效的流动和实现企业整体战略,为增强企业财务竞争优势,在分析企业内外环境因素对资金流动影响的基础上,对企业资金流动进行全局性、长期性与创造性的谋划,并确保其执行的过程。
良好的财务战略能够帮助企业保持健康的财务状况,有效控制企业的财务风险。
一、携程网概况携程公司创立于1999 年,总部设在中国上海,目前公司已在我国17个城市设立分支机构。
2010年,携程旅行网战略投资台湾易游网和香港永安旅游,完成了两岸三地的布局。
2014年,投资途风旅行网,将触角延伸及北美洲。
作为中国领先的综合性旅行服务公司,携程成功整合了高科技产业与传统旅行业,向超过1.41亿会员提供集酒店预订、机票预订、旅游度假、商旅管理、美食订餐及旅游资讯在内的全方位旅行服务,被誉为互联网和传统旅游无缝结合的典范。
携程网财务报告
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携程网财务报告概述携程网是中国领先的在线旅游平台之一,提供机票预订、酒店预订、度假旅游等服务。
本文将对携程网的财务报告进行分析和解读,以了解该公司的财务状况和经营情况。
财务指标分析营业收入年份营业收入(亿元)2018 110.522019 106.112020 89.59从表中可以看出,携程网的营业收入在2018年达到了110.52亿元,随后在2019年略有下降至106.11亿元,而在2020年则受到新冠疫情的影响,营业收入降至89.59亿元。
净利润年份净利润(亿元)2018 14.392019 10.232020 -10.96净利润是衡量一个公司经营状况的重要指标,从上表可以看出,携程网的净利润在2018年达到了14.39亿元,但在2019年则下降至10.23亿元。
尤其是在2020年,携程网由于新冠疫情的冲击,出现了亏损,净利润为-10.96亿元。
财务稳定性财务稳定性是评估一家公司长期运营能力的一个重要指标。
以下是携程网的几项财务稳定性指标:1. 资产负债比率资产负债比率反映了公司资产和负债之间的关系,该比率越低,说明公司的财务风险越小。
年份资产负债比率2018 60.67%2019 63.98%2020 75.21%从上表可以看出,携程网的资产负债比率在过去三年有逐年上升的趋势,由60.67%上升至75.21%。
这意味着携程网的负债相对较高,经营风险可能会增加。
2. 流动比率流动比率是衡量公司短期偿债能力的指标,该比率越高,说明公司短期偿债能力越强。
年份流动比率2018 0.792019 0.862020 0.93根据上表数据,携程网的流动比率从2018年的0.79逐年提高至2020年的0.93,显示了该公司在面对短期偿债方面的较强能力。
经营情况分析国内市场对于携程网来说,国内市场是其最重要的市场之一。
虽然2020年受到新冠疫情的冲击,旅游行业遭遇了前所未有的困难,但携程网在国内市场上的业务仍然表现出一定的弹性。
外部环境 携程
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外部环境分析一、宏观环境分析1、STEEP分析(1)S(society)——社会人口统计分析;2011年, 我国旅游业保持平稳较快发展。
国内旅游市场保持较快增长,入境旅游市场实现平稳增长,出境旅游市场继续快速增长。
全年共接待入境游客1.35亿人次,比上年增长1.2%。
A .入境旅游人数13542.35万人次,比上年增长1.2%。
其中:外国人2711.20万人次,增长3.8%;香港同胞7935.77万人次,与上年基本持平;澳门同胞2369.08万人次,增长2.2%;台湾同胞526.30万人次,增长2.4%。
入境过夜旅游者人数5758.07万人次,比上年增长3.4%。
其中:外国人2194.10万人次,增长3.1%;香港同胞2691.59万人次,增长3.2%;澳门同胞427.94万人次,增长8.9%;台湾同胞444.44万人次,增长1.8%。
B.国内旅游全国国内旅游人数26.41亿人次,按可比口径,比上年增长13.2%。
其中:城镇居民16.87亿人次,农村居民9.54亿人次。
C.2011年,我国入境外国客源市场平稳增长,各大洲来华人数均保持稳定的增长。
全年入境外国游客人数2711.21万人次,同比增长3.8%。
亚洲市场依旧是主要客源市场,入境人数占入境外国人总数的61.7%,比上年增长2.8%。
其中:韩国为第一大入境客源国。
其他大洲的入境市场均保持了稳定增长的势头,其中欧洲市场比上年增长4.2%,美洲市场增长6.9%,大洋洲市场增长8.9%,非洲市场增长5.4%.(2)T(technology)——技术影响;2012年7月19日,中国互联网络信息中心(CNNIC)在北京发布《第30次中国互联网络发展状况统计报告》(以下简称《报告》)。
《报告》显示,截至2012年6月底,中国网民数量达到5.38亿,增长速度更加趋于平稳;其中最引人注目的是,手机网民规模达到3.88亿,手机首次超越台式电脑成为第一大上网终端。
财务报表分析(英文版)答案
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Chapter 8Return On Invested Capital And Profitability AnalysisReturn on invested capital is important in our analysis of financial statements. Financial statement analysis involves our assessing both risk and return. The prior three chapters focused primarily on risk, whereas this chapter extends our analysis to return. Return on invested capital refers to a company's earnings relative to both the level and source of financing. It is a measure of a company's success in using financing to generate profits, and is an excellent measure of operating performance. This chapter describes return on invested capital and its relevance to financial statement analysis. We also explain variations in measurement of return on invested capital and their interpretation. We also disaggregate return on invested capital into important components for additional insights into company performance. The role of financial leverage and its importance for returns analysis is examined. This chapter demonstrates each of these analysis techniques using financial statement data.•Importance of Return on Invested CapitalMeasuring Managerial EffectivenessMeasuring ProfitabilityMeasuring for Planning and Control •Components of Return on Invested CapitalDefining Invested CapitalAdjustments to Invested Capital and IncomeComputing Return on Invested Capital•Analyzing Return on Net Operating AssetsDisaggregating Return on Net Operating AssetsRelation between Profit Margin and Asset TurnoverProfit Margin AnalysisAsset Turnover Analysis•Analyzing Return on Common EquityDisaggregating Return on Common EquityFinancial Leverage and Return on Common EquityAssessing Growth in Common Equity•Describe the usefulness of return measures in financial statement analysis. •Explain return on invested capital and variations in its computation.•Analyze return on net operating assets and its relevance in our analysis. •Describe disaggregation of return on net operating assets and the importance of its components.•Describe the relation between profit margin and turnover.•Analyze return on common shareholders' equity and its role in our analysis. •Describe disaggregation of return on common shareholders' equity and the relevance of its components.•Explain financial leverage and how to assess a company's success in trading on the equity across financing sources.1. The return that is achieved in any one period on the invested capital of a companyconsists of the returns (and losses) realized by its various segments and divisions. In turn, these returns are made up of the results achieved by individual product lines and projects. A well-managed company exercises rigorous control over the returns achieved by each of its profit centers, and it rewards the managers on the basis of such results. Specifically, when evaluating new investments in assets or projects, management will compute the estimated returns it expects to achieve and use these estimates as a basis for its decision to invest or not.2. Profit generation is the first and foremost purpose of a company. The effectiveness ofoperating performance determines the ability of the company to survive financially, to attract suppliers of funds, and to reward them adequately. Return on invested capital is the prime measure of company performance. The analyst uses it as an indicator of managerial effectiveness, and/or a measure of the company's ability to earn a satisfactory return on investment.3. If the investment base is defined as comprising net operating assets, then netoperating profit (e.g., before interest) after tax (NOPAT) is the relevant income figure to use. The exclusion of interest from income deductions is due to its being regarded asa payment for the use of money from the suppliers of debt capital (in the same waythat dividends are regarded as a payment to suppliers of equity capital). NOPAT is the appropriate amount to measure against net operating assets as both are considered to be operating.4. First, the motivation for excluding nonproductive assets from invested capital isbased on the idea that management is not responsible for earning a return on non-operating invested capital. Second, the exclusion of intangible assets from the investment base is often due to skepticism regarding their value or their contribution to the earning power of the company. Under GAAP, intangibles are carried at cost.However, if their cost exceeds their future utility, they are written down (or there will be an uncertainty exception regarding their carrying value in the auditor's opinion).The exclusion of intangible assets from the asset base must be based on more substantial evidence than a mere lack of understanding of what these assets represent or an unsupported suspicion regarding their value. This implies that intangible assets should generally not be excluded from invested capital.5. The basic formula for computing the return on investment is net income divided bytotal invested capital. Whenever we modify the definition of the investment base by, say, omitting certain items (liabilities, idle assets, intangibles, etc.) we must also adjust the corresponding income figure to make it consistent with the modified asset base.6. The relation of net income to sales is a measure of operating performance (profitmargin). The relation of sales to total assets is a measure of asset utilization or turnover—a means of determining how effectively (in terms of sales generation) the assets are utilized. Both of these measures, profit margin as well as asset utilization,determine the return realized on a given investment base. Sales are an important factor in both of these performance measures.7. Profit margin, although important, is only one aspect of the return on invested capital.The other is asset turnover. Consequently, while Company B's profit margin is high, its asset turnover may have been sufficiently depressed so as to drag down the overall return on invested capital, leading to the shareholder's complaint.8. The asset turnover of Company X is 3. The profit margin of Company Y is 0.5%. Sinceboth companies are in the same industry, it is clear that Company X must concentrate on improving its asset turnover. On the other hand, Company Y must concentrate on improving its profit margin. More specific strategies depend on the product and industry.9. The sales to total assets (asset turnover) component of the return on invested capitalmeasure reflects the overall rate of asset utilization. It does not reflect the rate of utilization of individual asset categories that enter into the overall asset turnover. To better evaluate the reasons for the level of asset turnover or the reasons for changes in that level, it is helpful to compute the rate of individual asset turnovers that make up the overall turnover rate.10. The evaluation of return on invested capital involves many factors. Theinclusion/exclusion of extraordinary gains and losses, the use/nonuse of trends, the effect of acquisitions accounted for as poolings and their chance of recurrence, the effect of discontinued operations, and the possibility of averaging net income are justa few of many such factors. Moreover, the analyst must take into account the effectsof price-level changes on return calculations. It also is important that the analyst bear in mind that return on invested capital is most commonly based on book values from financial statements rather than on market values. And finally, many assets either do not appear in the financial statements or are significantly understated. Examples of such assets are intangibles such as patents, trademarks, research and development activities, advertising and training, and intellectual capital.11. The equity growth rate is calculated as follows:[Net income – Preferred dividends – Common dividend payout] / Average common equity.This is the growth rate due to the retention of earnings and assumes a constant dividend payout over time. It indicates the possibilities of earnings growth without resort to external financing. The resulting increase in equity can be expected to earn the rate of return that the company earns on its assets and, thus, further contribute to growth in earnings.12. a. The return on net operating assets and the return on common stockholders' equitydiffer by the capital investment base (and its corresponding effects on net income).RNOA reflects the return on the net operating assets of the company whereas ROCE reflects the perspective of common shareholders.b. ROCE can be disaggregated into the following components to facilitate analysis:ROCE = RNOA + Leverage x Spread. RNOA measures the return on net operating assets, a measure of operating performance. The second component (Leverage x Spread) measures the effects of financial leverage. ROCE is increased by adding financial leverage so long as RNOA>weighted average cost of capital. That is, if the firm can earn a return on operating assets that is greater than the cost of the capital used to finance the purchase of those assets, then shareholders are better off adding debt to increase operating assets.13. a. ROCE can be disaggregated as follows:equitycommon Av erage Sales Sales div idends Preferred - income Net ⨯ This shows that “equity turnover” (sales to average common equity) is one of the two components of the return on common shareholders' equity. Assuming a stable profit margin, the equity turnover can be used to determine the level and trend of ROCE. Specifically, an increase in equity turnover will produce an increase in ROCE if the profit margin is stable or declines less than the increase in equity turnover. For example, a common objective of discount stores is to lower prices by lowering profit margins, but to offset this by increasing equity turnover by more than the decrease in profit margin.b. Equity turnover can be rewritten as follows:equitycommon Av erage assets operating Net assets operating Net Sales ⨯ The first factor reflects how well net operating assets are being utilized. If the ratio is increasing, this can signal either a technological advantage or under-capacity and the need for expansion. The second factor reflects the use of leverage. Leverage will be higher for those firms that have financed more of their assets through debt. By considering these factors that comprise equity turnover, it is apparent that EPS cannot grow indefinitely from an increase in these factors. This is because these factors cannot grow indefinitely. Even if there is a technological advantage in production, the sales to net operating assets ratio cannot increase indefinitely. This is because sooner or later the firm must expand its net operating asset base to meet rising sales or else not meet sales and lose a share of the market. Also, financing new assets with debt can increase the net operating assets to common equity ratio. However, this can only be pursued to a point —at which time the equity base must expand (which decreases the ratio).14. When convertible debt sells at a substantial premium above par and is clearly held byinvestors for its conversion feature, there is justification for treating it as the equivalent of equity capital. This is particularly true when the company can choose at any time to force conversion of the debt by calling it in.Exercise 8-1 (35 minutes)a. First alternative:NOPAT = $6,000,000 * 10% = $600,000Net income = $600,000 – [$1,000,000*12%](1-.40) = $528,000Second alternative:NOPAT = $6,000,000 * 10% = $600,000Net income = $600,000 – [$2,000,000*12%](1-.40) = $456,000b. First alternative:ROCE = $528,000 / $5,000,000 = 10.56%Second alternative:ROCE = $456,000 / $4,000,000 = 11.40%c. First alternative:Assets-to-Equity = $6,000,000 / $5,000,000 = 1.2Second alternative:Assets-to-Equity = $6,000,000 / $4,000,000 = 1.5d. First, let’s compute return on assets (R NOA):First alternative: $600,000 / $6,000,000 = 10%Second alternative: $600,000 / $6,000,000 = 10%Second, notice that the interest rate is 12% on the debt (bonds). More importantly, the after-tax interest rate is 7.2% (12% x (1-0.40)), which is less than RNOA. Hence, the company earns more on its assets than it pays for debt on an after-tax basis. That is, it can successfully trade on the equity—use bondholders’ funds to earn additional profits.Finally, since the second alternative uses more debt, as reflected in the assets-to-equity ratio in c, the second alternative is probably preferred. The shareholders would take on additional risk with the second alternative, but the expected returns are greater as evidenced from computations in b.Exercise 8-2 (40 minutes)a. NOPAT = Net income = $10,000,000 x 10% = $1,000,000b. First alternative:NOPAT = $1,000,000 + $6,000,000*10% = $1,600,000Net income = $1,600,000 – ($2,000,000 ⨯ 5% x [1-.40]) = $1,540,000Second alternative:NOPAT = $1,000,000 + $6,000,000*10% = $1,600,000Net income = $1,600,000 – ($6,000,000 ⨯ 6% x [1-.40]) = $1,384,000c. First alternative: ROCE = $1,540,000 / ($10,000,000 + $4,000,000) = 11%Second alternative: ROCE = $1,384,000 / ($10,000,000 + $0) = 13.84%d. ROCE is higher under the second alternative due to successful use ofleverage—that is, successfully trading on the equity. [Note: Asset-to-Equity is1.14=$16 mil./$14 mil. (1.60=$16 mil./$10 mil.) under the first (second)alternative.] The company should pursue the second alternative in the interest of shareholders (assuming projected returns are consistent with current performance levels).a. RNOA = 2 x 5% = 10%b. ROCE = 10% + 1.786 x 4.4% = 17.86%c. RNOA 10.00%Leverage advantage 7.86%Return on equity 17.86%Exercise 8-4 (30 minutes)a. Computation and Interpretation of ROCE:Year 5 Year 9Pre-tax profit margin .......................................................... 0.112 0.109 Asset turnover .................................................................... 0.46 0.44 Assets-to-equity ................................................................. 3.25 3.40 After-tax income retention * .............................................. 0.570 0.556 ROCE (product of above) .................................................. 9.54% 9.07% * 1-Tax rate.ROCE declines from Year 5 to Year 9 because: (1) pre-tax margin decreases by approximately 3%, (2) asset turnover declines by roughly 4.3%, and (3) the tax rate increases by about 3.8%. The combination of these factors drives the decline in ROCE—this is despite the slight improvement in the assets-to-equity ratio.b. The main reason EPS increases is that shareholders had a large amount ofassets and equity working for them. Namely, the company grew while return on assets and return on equity remained fairly stable. In addition, the amount of preferred stock declined, as did the amount of preferred dividends. With this decline in the cost of carrying preferred stock, earnings available to common stock increased.(CFA Adapted)a. RNOA = 3 x 7% = 21%b. ROCE = RNOA + LEV x Spread = 21% + (1.667 x 8.4%) = 35%c. Net leverage advantage to common equityReturn on net operating assets .................................. 21%Leverage advantage .................................................... 14%Return on common equity (rounding difference) ..... 35%Exercise 8-6 (30 minutes)a. At the present level of debt, ROCE = $157,500 / $1,125,000 = 14%.In the absence of leverage, the noncurrent liabilities would be substituted with equity. Accordingly, there would be no interest expense with all-equityROCE without leverage = $184,500 / $1,800,000 = 10.25%.14% with leverage but only 10.25% without leverage.b. NOPAT = $157,500 + [$675,000 x 8% x (1-.50)] = $184,500RNOA = $184,500 / ($2,000,000-$200,000) = 10.25%c. The company is utilizing borrowed funds in its capital structure. Since theROCE is greater than RNOA, the use of financial leverage is beneficial to stockholders. Specifically, the after cost of debt is 4% and the financial leverage (NFO/Equity) is $675,000 / $1,125,000 = 60%. Therefore,ROCE = RNOA + LEV x Spread = 10.25% + 0.60 x (10.25% - 4%) = 14%, as before. The favorable effect of financial leverage is given by the term [0.60 x (10.25% - 4%)] = 3.75%.1. c2. a3. cExercise 8-8 (20 minutes)(Assessments of profit margin and asset turnover are relative to industry norms.)a. Higher profit margin and lower asset turnover.b. Higher asset turnover and lower profit margin.c. Higher profit margin and similar/lower asset turnover.d. Higher asset turnover and similar/lower profit margin.e. Higher asset turnover and lower/similar profit margin.f. Higher asset turnover and similar/higher profit margin.g. Higher asset turnover and lower profit margin.Exercise 8-9 (20 minutes)The memorandum to Reliable Auto Sales President would include the following points:•Both Reliable and Legend Auto Sales are perpetually investing $100,000 in automobile inventory.•Legend Auto Sales is able to generate more profit than Reliable because it is turning over its inventory (10 cars) more often. Specifically, Legend is turning its inventory over 10 times per year while Reliable is turning its inventory over only 5 times per year. Hence, given the same investment in automobile inventory, Legend is twice as profitable as Reliable.•Encourage Reliable to sacrifice some return on each sale to increase the inventory turnover. By slightly reducing price, relative to that charged by Legend, Reliable predictably will find that overall profitability increases. This is because while profit per sale declines, the number of units sold and, therefore, inventory turnover will increase. These factors predictably yield increased return on assets.Computation of Asset (PP&E) Turnover [computed as Sales / PP&E (net)]: Northern: $12,000 / $20,000 = 0.60Southern: $6,000 / $20,000 = 0.30This implies that Northern generates $0.60 in sales per year for each $1 investment in PP&E. In contrast, Southern generates $0.30 in sales per year for each $1 investment in PP&E. This shows that Northern is able to generate twice the return for each $1 invested in PP&E. Assuming equal profit margins, Northern will report a higher return on assets because of the volume of sales that the company is able to generate with its investment in PP&E (at least in the short run).Exercise 8-11 (15 minutes)Low volume operations mean that fixed costs, which in the case of automakers are substantial, must be absorbed by a low number of units produced. Since the lower of cost or market rule implies that inventory cannot be priced higher than expected sales price less costs of disposal plus a normal profit margin, much of that excess cost must be charged to the period incurred. In this case, that means the fourth quarter financial statements absorb much of this cost. This is probably the most likely accounting-based reason for the fourth quarter losses described in the news release.Problem 8-1 (30 minutes)a. 1. Quaker Oats does not reveal its computation of this return. Accordingly, wemake some simple computations and assumptions: (i) For simplicity, focus on one share, (ii) The dividend is $1.56 for Year 11, (iii) The average stock price is $55 and the price increase for Year 11 is $14—based on the beginning price of $48 and the ending price of $62. Using this information, we compute return to a share of stock as follows:= [Dividend per share + Price increase per share] / Average price per share = [$1.56 + $14] / $55= 28.3%However, if we use the beginning price of $48 per share, we get closer to the company's 34% return:= [$1.56 + $14] / $48= 32.4%2. The return on common equity is based on the relation between net incomeand the book value of the equity capital. In contrast, Quaker Oats’ “return t o shareholders” uses dividends plus market value change in relation to the market price per share (cost of investment to shareholders.)b. The company must have derived the 3.6% from price, market, and otherfactors that are not disclosed. Conceptually, this 3.6% should reflect the added risk of an investment in Quaker Oats’ stock vis-à-vis a risk-free security such as a U.S. Treasury bond.c. Quaker does not reveal its computations. It may disclose a variety of interestrates on long-term debt that it carries in the notes to financial statements.Based on data available to it, but not to the financial statement reader, it probably computed a weighted-average interest rate from which it deducted the tax benefit in arriving at the 6.4% cost of debt.a. Computation of Return on Invested Capital Measures:As a first step, we construct the company’s income statement.Sales (500,000 units @ $10). ................................................ $5,000,000 Fixed costs ....................................................................... 1,500,000 Variable costs (500,000 units @ $4). ............................. 2,000,000 Labor costs (20 employees x $35,000). ......................... 700,000 Income before taxes .......................................................... 800,000 Taxes (50% rate) ................................................................. 400,000 Net income .......................................................................... $ 400,000(1) RNOA = [$400,000 + ($2,000,000 x 7.5%)(1-0.50)] / ($8,000,000-$2,00,000)= $475,000 / $6,000,000 = 7.92%(2) ROCE = [$400,000 - ($1,000,000 x 6%)] / $3,000,000 = 11.33%Fixed costs ($1,500,000 x 1.06) ......................................................... 1,590,000 Variable costs ($550,000 units @ $4) .............................................. 2,200,000 Income before labor costs and taxes ............................................. $1,710,000 To obtain a 10% return on long-term debt and equity capital, Zear will need a numerator of $600,000 given an invested capital base of $6,000,000. The required operating income to yield this $600,000 amount is computed as: Net income + Interest expense x (1 - 0.50) = $600,000Net income + ($2,000,000 x 7.5%) x (1-0.50) = $600,000Net income = $525,000Assuming taxes at a 50% rate, Zear needs pre-tax income of $1,050,000, computed as:Income before labor and taxes ............ $1,710,000Labor costs ........................................... ?Pre-tax income ...................................... $1,050,000This implies:Labor costs = $660,000 orAverage wage per worker = $660,000 / 22 employees = $30,000 per employee Since the current salary level is $35,000, Zear cannot achieve its target return level and give a salary raise to its employees.(CFA Adapted)a. ROCE = $1,650 / $3,860 = 42.7%b. NOPAT = ($2,550 + $10) x (1-0.35) = $1,664NOA = $7,250-$3,290 = $3,960RNOA (using year-end NOA balance) = $1,664 / $3,960 = 42%The effect of financial leverage, thus, is only 0.7% as NFO/NFE are insignificant. Most of Merck’s ROCE in this year is derived from operating results.Pre-tax income to sales 0.36Net income to sales 0.23Sales/current assets 1.47Sales / fixed assets 2.97Sales / total assets 0.98Total liabilities / equity 0.88L-T liabilities / equity 0.03a. 1. RNOA = NOPATAvg. NOANOPAT = [$186,000 + $2,000 - $120,000 - $37,000 + $1,000] x 50% = $16,000 Note: we include income from equity investments under the assumptions that these are operating rather than financial investments. We also include the cumulative effect as operating in the absence of information to the contrary. Minority interest and discontinued operations are nonoperating (minority interest is therefore, treated as equity in the ROCE computation).NOA Year 6 = $138,000 - $29,000 - $7000 - $3,600 = $98,400 NOA Year 5 = $105,000 - $23,000 - $2,000 - $2,000 = $78,000RNOA = $16,000 / ([$98,400 + $78,000]/2) = 18.14%2. ROCE = Net income - Preferred dividendsAverage common equityROCE = ($10,000 –$0) /[($55,400* + $47,800*)/2] = 19.38% *Note: minority interest is treated as equity. If Minority interest is ignored, the ROCE is 19.8%b. NFO = NOA - EquityYear 6: $43,000; Year 5: $30,200LEV = Avg. NFO / Ave Equity = ([$43,000 + $30,200] / 2) / ([$55,400* + $47,800*] /2)= 0.71NFE = NOPAT – Net incomeYear 6: $6,000NFR = NFE / Avg. NFO = $6,000 / ([$43,000 + $30,200] / 2) = 16.4%Spread = RNOA – NFR = 18.14% - 16.4% = 1.74%ROCE = RNOA + LEV x Spread = 18.14 + 0.71 x 1.74% = 19.38%94% (18.14%/19.38%) of Zeta’s ROCE is derived for m operating activities. The company is effectively using leverage, however, as indicated by the positive spread, but the leverage does not contribute significantly to Zeta’s return on equity and may not be worth the added risk.a. ROCE = [Net income –preferred dividends] / stockholders’ equity**end of year in this problemROCE Year 5: [$14 – $0] / $125 = 11.2%ROCE Year 9: [$34 - $0] / $220 = 15.5%RNOA Year 5 = ($35 x 0.50) / ($52 + $123) = 10.0%RNOA Year 9 = ($68 x 0.50) / ($63 + $157) = 15.5%ROCE = RNOA + Leverage x SpreadYear 5: 10.0% + 1.2% = 11.2%Year 9: 15.5% + 0 = 15.5%b. Texas Talcom’s ROCE has increased form years 5 to 9. The source is thisincrease, however, has been an increase in RNOA as the leverage effect is zero in Year 9 since its long-term debt has been retired. Given the RNOA increase, additional leverage might be explored as a way to increase shareholder returns.Selling price per unit ...................... $6.00 $5.00 $50.00 $50.00 Unit cost ........................................... $5.00 $4.00 $32.50 $30.00Analysis of Variation in Product A SalesIncreased quantity at Yr 6 prices (3,000 x $5) ........................ $ 15,000 Price increase at Yr 6 quantity (7,000 x $1) ........................... 7,000 Quantity increase x price increase (3,000 x $1) .................... 3,000 Analysis of Variation in Product A Cost of SalesIncreased quantity at Yr 6 cost (3,000 x $4) ........................... (12,000) Increased cost at Yr 6 quantity (7,000 x $1) ........................... (7,000) Cost increase x quantity increase (3,000 x $1) ...................... (3,000) Net Variation (Increase) in Gross Margin for Product A ............. $ 3,000Analysis of Variation in Product B SalesDecreased quantity at Yr 6 prices (300 x $50) ....................... $ (15,000) Analysis of Variation in Product B Cost of Sales:Decreased quantity at Yr 6 cost (300 x $30) .......................... 9,000 Increased cost at Yr 6 quantity (900 x $2.50) ......................... (2,250) Cost increase x quantity decrease (300 x $2.50) . (750)Net Variation (Decrease) in Gross Margin for Product B ............ $ (7,500)Summary of Net Variation in Margins for Products A and BNet increase from product A ......................................................... $ 3,000 Net decrease from product B ........................................................ (7,500) Net Decrease in Gross Margin ...................................................... $ (4,500)a.SPYRES MANUFACTURING COMPANYComparative Common-Size Income StatementsYear Ended December 31 IncreaseYear 9 Year 8(Decrease)Net sales ............................. 100.0% 100.0% 20.0% Cost of goods sold ............ 81.7 86.0 14.0 Gross margin on sales ...... 18.3 14.0 57.1 Operating expenses .......... 16.8 10.2 98.0 Income before taxes .......... 1.5 3.8 (52.6) Income taxes ...................... 0.4 1.0 (52.0) Net income ......................... 1.1 2.8 (52.9)b. Performance in Year 9 is poor when compared with Year 8. One bright spot isthe percentage of Cost of Goods Sold to Sales, which decreased in Year 9.However, Operating Expenses climbed sharply. This sharp climb in operating expenses is unexpected since there is usually a larger fixed cost component comprising these costs compared with that for Cost of Goods Sold.Management should further check operating expenses. If operating expenses had remained at the Year 8 level of 10.2%, income would have been up favorably for Year 9. Operating expenses may have included a future-directed component such as advertising or training costs. Also, management would want to follow up on the change in gross margin. The sharp improvement in gross margin may have been due to factors such as the liquidation LIFO inventory layers or, alternatively, to something more fundamental with the activities of the firm.。
财务分析-携程网英语财务分析 精品
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The Financial Data Analysis——Ctrip制作人:ContentI. PANY OVERVIE (3)II. CTRIP’S SOURSE OF INE (3)III. SUMMARY OF ACCOUNTING AND FINANCIAL INFORM ATION (4)IV. CODA (9)V. References (10)I. PANY OVERVIEWCtrip International, Ltd. is a leading travel service provider that offers hotel reservations, airline tickets and packaged tours to business and leisure travelers in China. Ctrip aggregates information on hotels, flights and vacation packages, and enable the customers to make informed and cost-effective travel bookings. Ctrip targets primarily frequent independent travelers in China who do not travel in group. These travelers form a traditionallyunder-served yet fast-growing segment of the China travel industry.II. CTRIP’S SOURSE OF INE(1) Hotel booking agency fee, which is the main source of profitCtrip. While Ctrip also clear front-line payment and pay thedifference, but most of the hotel front desk only to thedestination that payment method. So, Ctrip's hotel bookingagency costs is basically the profit from the destinationhotel discounts in return obtained;(2) Ticket booking fee, which is the booking fee from thecustomer to obtain, is equal to the customer booking feeand airline ticket price difference;(3) Walks in the hotel and business travel, air ticket bookingagency fees, the ine approach is consistent with the previous two;(4) Online advertising;III. SUMMARY OF ACCOUNTING AND FINANCIAL INFORMATIONCtrip financial analysisThrough the table above,we can see that, in 20XX Ctrip’s revenues grew by 44.93%, indicating the scale of the business has expanded. Well-controlled operating costs resulted in the growth of gross margin rate, etc, reasonable cost control ultimately lead the net profit increased by 59.05%, which a great symbol of pany’s good condition.Finance Index analysisEvery dollar of operating profit margin, said net sales revenue in looking for, the higher the ratio, indicating the charge through the ability to expand sales to get stronger. Enterprises in their efforts to expand sales, increase the amount of sales revenue, while management must be improved to reduce costs, to a corresponding increase in net profit, the sales volume remainedunchanged or increased. From the table data showed net sales relatively stable, indicating the relatively stable business conditions, market petitive, but also into a rising trend, with an average return on equity is high, indicating the pany's growth potentialCtrip and eLong integrated financial index analysisIV. CodaAll above, Ctrip is a well-known enterprise which is obviously better than Elong from the data. Moreover, The quality of life and travel services,today ,is advocated.It’s that to say, the quality of service and convenient travel are more and more important. Ctrip has realized this early. They have paid attention to keep better quality of service products.From the analysis above,we can see that, in20XX ,Ctrip’s revenue have a great growth , indicating the scale of the business has expanded. Well-controlled operating costs resulted in the growth of gross margin rate, etc, reasonable cost control ultimately lead the increase of net profit , which a great symbol of pany’s good condition.V. ReferencesCtrip annual reports:20XX,20XXData Source:hexun。
携程预算管理制度
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携程预算管理制度一、引言携程是中国领先的在线旅游服务提供商,致力于为广大消费者提供优质的旅行产品和服务。
为了有效地管理公司的资金和资源,保障公司的稳健运营,携程制定了严格的预算管理制度。
本文旨在对携程预算管理制度进行全面的介绍,包括预算编制、执行、控制和评价等方面的内容,以期为公司的财务管理工作提供参考和借鉴。
二、预算编制1.预算编制的原则携程的预算编制遵循以下原则:(1)明确性原则:预算应当清晰明确,内容全面详细,不容易产生歧义,以便相关部门按照预算要求进行执行。
(2)实用性原则:预算应当具有可操作性和可实现性,不应过于理想化或脱离实际。
(3)科学性原则:预算应当合理科学,基于客观数据和事实,以确保预算的可行性和有效性。
(4)灵活性原则:预算应当具有一定的灵活性,能够根据实际情况进行调整和修正,以适应外部环境的变化。
2.预算编制的程序携程的预算编制程序分为以下几个步骤:(1)确定目标:根据公司的战略规划和经营目标,确定本年度的预算目标和重点任务。
(2)收集资料:收集各部门的信息和数据,包括历年的财务报表、市场预测、经营计划等。
(3)编制预算:根据目标和资料,各部门按照指导意见和要求编制预算,包括收入预算、成本预算、资本预算等。
(4)审核批准:各部门提交编制好的预算至财务部门进行审查和审核,确保预算的合理性和准确性。
(5)执行预算:根据批准的预算,各部门制定实施方案和措施,做好预算的执行工作。
三、预算执行1.预算执行的监督和控制携程对预算执行进行严格的监督和控制,保障预算的执行效果。
具体措施包括:(1)建立预算执行责任制:明确各部门的预算执行责任和权利,建立相关考核机制和绩效评估标准。
(2)制定绩效指标:设定预算执行的各项绩效指标,监督和评价各部门的执行情况。
(3)实施差异分析:及时对比实际情况与预算情况之间的差异,分析原因并采取相应的措施进行调整。
(4)强化内部控制:建立健全的内部控制制度,确保预算执行的透明度和规范性。
I-Trip自助旅游咨询服务有限责任公司正文
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目录项目概述 (2)第一篇项目与公司简介 (6)1.背景分析2.项目介绍3.公司简介第二篇市场分析(S&D) (13)1.需求分析2.供给分析3.市场分析结论第三篇经营模式与商业分析 (22)1.经营定位2.核心业务与和核心资源3.分销渠道4.促销战略5.定价策略第四篇财务分析 (34)1.投资分析2.财务分析第五篇组织制度与文化 (44)1.组织结构2.管理制度3.企业文化4.发展模式第六篇风险分析与防范 (55)1.技术风险2.市场风险3.竞争风险4.财务风险5.风险退出第七篇创业团队与专家团队 (62)附件部分 (68)附件一、项目介绍部分附件 (68)附件二、市场分析部分附件 (71)附件三、组织制度与文化部分附件 (73)附件四、财务分析部分附件 (84)项目概述I-Trip自助旅游咨询服务有限责任公司创业项目,主要致力于为年轻白领提供定制旅行、旅游相册设计制作等服务,力争打造完善的第三方旅行服务平台,着力为客户节约准备出行的时间和精力,根据客户的需求及偏好,为其策划一次独属于他的自助旅行,圆客户心中的梦想。
一、项目介绍(一)背景分析随着时代的不断翻新,新的旅游模式时代已经到来,传统的旅行社服务已经不能满足大多数人群的需要,而有越来越多的年轻人接受自助游的旅行方式。
随着消费者的需求越来越多样和细化,传统型旅游产品和组合型旅游产品都无法适应这种市场转型需求。
在我们专为在校大学生和年轻白领设计的问卷调查中,我们发现,77.1%的学生群体和72.7%的年轻白领群体希望能以自助游的方式出游,并定制具有个人特色的旅游路线。
I-trip自助旅游服务咨询公司看准在校大学生和年轻白领这两大思想具有时代前沿性的人群,借助知名大学旅游相关专业的优质资源,依托两大旅游信息数据库,及时更新并迅速掌握最新旅游资源信息,把握客户当下最切实的需求,为每一位客户提供独特而个性的旅游服务,公司前景非常宽广。
(二)服务模式我公司的服务模式主要可以分为前台和后台操作两大部分。
财务预算分析报告
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财务预算分析报告财务预算分析报告是企业管理中非常重要的一项工作,它提供了一个详细的预算计划,能够帮助企业进行有效的管理,并且可以通过对财务预算数据的分析,发现企业存在的问题,制定相应的解决方案。
下面我们将介绍三个案例,展示财务预算分析报告的实际应用。
案例一:美国电动车制造商特斯拉公司的财务预算分析报告特斯拉公司是美国最著名的电动车制造商之一,该公司的财务预算分析报告极具价值。
特斯拉公司的财务预算分析报告提供了详细的财务数据,包括销售收入、成本、利润等指标,通过分析这些数据,公司能够了解自身的经营状况,制定相应的经营策略。
特斯拉公司的财务预算分析报告显示,公司2019年实现了纯利润为1.26亿美元,同比增长14.5%。
同时,特斯拉公司对于电动车市场的预期也非常明确,预测未来几年将继续保持高速增长,因此公司正在积极开发新产品和市场。
案例二:中国最大的在线旅游平台携程的财务预算分析报告携程是中国最大的在线旅游平台之一,该公司的财务预算分析报告对于预测市场趋势和分析市场风险非常重要。
携程公司的财务预算分析报告提供了全面的财务数据,包括收入、成本、利润、市场份额等指标,并且根据市场趋势和竞争压力,制定了相应的经营策略。
携程公司的财务预算分析报告显示,公司2019年实现的总收入为1737亿元,同比增长14.5%。
同时,携程公司也意识到市场竞争的激烈和旅游市场变化的快速,因此公司将继续加强对于技术、数据和人才的投入,以更好地适应市场的变化。
案例三:著名快餐品牌麦当劳的财务预算分析报告作为全球最著名的快餐品牌之一,麦当劳的财务预算分析报告也备受关注。
麦当劳公司的财务预算分析报告提供了详细的财务数据,包括销售收入、成本、利润等指标,并且针对大众消费趋势和市场变化,制定相应的经营策略。
麦当劳公司的财务预算分析报告显示,公司2019年实现的销售收入为212.4亿美元,同比增长2.2%。
同时,麦当劳公司也积极推行数字化营销和餐厅升级,以提高消费者的体验感和满意度。
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The Financial
Data Analysis
——Ctrip
制作人:
Content
PANYOVERVIE (3)
II.CTRIP’S SOURSE OF INCOME (3)
III.SUMMARYOF ACCOUNTING AND FINANCIAL INFORMATION (4)
IV.CODA (9)
V.References (10)
PANY OVERVIEW
Ctrip. International, Ltd. is a leading travel service provider that offers hotel reservations, airline tickets and packaged tours to business and leisure travelers in China. Ctrip aggregates information on hotels, flights and vacation packages, and enable the customers to make informed and
cost-effective travel bookings. Ctrip targets primarily frequent independent travelers in China who do not travel in
group. These travelers form a traditionally under-served yet fast-growing segment of the China travel industry.
II.CTRIP’S SOURSE OF INCOME
(1)Hotelbooking agency fee, which is the main source of
profit Ctrip. While Ctrip also clear front-line payment
and pay the difference, but most of the hotel front desk
only to the destination that payment method. So, Ctrip's
hotel booking agency costs is basically the profit from
the destination hotel discounts in return obtained;
(2)Ticket booking fee, which is the booking fee from the
customer to obtain, is equal to the customer booking fee
and airline ticket price difference;
(3)Walks in the hotel and business travel, air ticket
booking agency fees, the income approach is consistent
with the previous two;
(4)Online advertising;
III.SUMMARYOF ACCOUNTING AND FINANCIAL INFORMATION
Ctrip financial analysis
Through the table above,we can seethat,in 2010Ctrip’srevenuesgrew by44.93%, indicating the scale ofthe businesshas expanded.Well-controlledoperating costsresulted inthe growth of gross marginrate, etc,reasonablecost controlultimatelylead thenet profitincreased by59.05%, which a greatsymbol of company’sgood condition.
FinanceIndexanalysis
Every dollar of operating profit margin, said net sales revenue in looking for, the higher the ratio, indicating the charge through the ability to expand sales to get stronger. Enterprises in their efforts to expand sales, increase the amount of sales revenue, while management must be improved to reduce costs, to a corresponding increase in net profit, the sales volume remained unchanged or increased. From the table data showed net sales relatively stable, indicating the relatively stable business conditions, market competitive, but also into a rising trend, with an average return on equity is high, indicating the company's growth potential
Ctrip and eLong integrated financial index analysis
IV.Coda
All above, Ctrip is a well-known enterprise which is obviously better than Elong from the data. Moreover, The quality of life and travelservices,today ,is advocated.It’s that to say, thequality of service and convenient travel are more and more important. Ctrip has realized this early. They have paid attention to keep better quality of service products.From the analysis above,we can seethat, in 2010 ,Ctrip’srevenue have a great growth , indicating the scale ofthe businesshas expanded. Well-controlledoperating costsresulted in the growth of gross marginrate, etc, reasonablecost
controlultimately lead theincrease of net profit , which a great symbol of company’s good condition.
V.References
Ctrip annual reports: 2009,2010
Data Source:.hexun.。