携程网英语财务分析
2022年四季度携程网发展数据分析
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
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
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
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
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
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
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)
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。
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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.。