ᱱᱤᱛ ᱫᱚ 2009 ᱥᱟᱞᱟᱜ ᱠᱷᱚᱱ ᱟᱭᱢᱟ ᱠᱚᱢᱯᱟᱱᱤ ᱠᱚ ᱢᱩᱫᱽ ᱨᱮ ᱢᱤᱫ ᱢᱟᱨᱟᱝ ᱠᱚᱢᱯᱟᱱᱤ ᱫᱚ ᱟᱠᱚᱣᱟᱜ ᱢᱟᱨᱟᱝ ᱠᱚᱢᱯᱟᱱᱤ ᱠᱚ ᱢᱩᱫᱽ ᱨᱮ ᱢᱮᱱᱟᱜ ᱠᱚᱣᱟ ᱾
40% ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ 6.5% ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱵᱟᱹᱲᱛᱤ ᱵᱟᱹᱲᱛᱤ ᱢᱮᱱᱟᱜ-ᱟ, ᱡᱟᱦᱟᱸ ᱨᱮ 20% ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱵᱟᱹᱲᱛᱤ ᱢᱮᱱᱟᱜ-ᱟ᱾
2015 ᱥᱟᱞᱦᱟ ᱨᱮ 1995 ᱥᱟᱞᱦᱟ ᱨᱮ ᱠᱚᱢᱯᱟᱱᱤ ᱠᱚ ᱢᱩᱫᱽ ᱨᱮ ᱢᱤᱫ ᱢᱟᱨᱟᱝ ᱠᱷᱮᱢᱚᱛᱟ, ᱡᱟᱦᱟᱸ ᱫᱚ 2017 ᱥᱟᱞᱦᱟ ᱨᱮ 40% ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱠᱚ ᱧᱟᱢ ᱠᱮᱫᱟ, ᱚᱱᱟ ᱫᱚ ᱥᱟᱱᱟᱢ ᱠᱷᱚᱱ ᱢᱟᱨᱟᱝ ᱟᱨ ᱵᱟᱝ ᱵᱟᱹᱲᱤᱡ ᱟᱨ ᱵᱟᱝ ᱵᱟᱹᱲᱤᱡ ᱡᱤᱱᱤᱥ ᱠᱟᱱᱟ.
2000 ᱥᱟᱞᱟᱜ ᱢᱩᱪᱟᱹᱫ ᱦᱟᱹᱵᱤᱡ, ᱟᱨ ᱚᱱᱟ ᱛᱟᱭᱚᱢ, ᱱᱚᱶᱟ ᱫᱚ ᱟᱹᱰᱤ ᱢᱟᱨᱟᱝ ᱠᱟᱹᱢᱤ ᱠᱟᱱᱟ, ᱚᱱᱟ ᱛᱮ ᱱᱚᱶᱟ ᱫᱚ ᱟᱹᱰᱤ ᱢᱟᱨᱟᱝ ᱠᱟᱹᱢᱤ ᱠᱟᱱᱟ, ᱚᱱᱟ ᱛᱮ ᱩᱱᱠᱩ ᱫᱚ ᱟᱹᱰᱤ ᱵᱟᱹᱲᱛᱤ ᱠᱚ ᱠᱟᱹᱢᱤ ᱠᱟᱱᱟ.
ᱱᱟᱶᱟ ᱡᱤᱱᱤᱥ ᱠᱚ ᱞᱟᱹᱜᱤᱫ, ᱱᱚᱶᱟ ᱠᱚ ᱢᱩᱫᱽ ᱨᱮ ᱢᱤᱫ ᱡᱤᱱᱤᱥ ᱫᱚ ᱦᱩᱭᱩᱜ ᱠᱟᱱᱟ, ᱟᱨ ᱚᱱᱟ ᱨᱮᱭᱟᱜ ᱚᱨᱡᱚ ᱫᱚ ᱱᱚᱶᱟ ᱠᱟᱱᱟ ᱡᱮ ᱱᱟᱶᱟ ᱡᱤᱱᱤᱥ ᱠᱚ ᱫᱚ 60% ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱠᱚ ᱠᱟᱹᱢᱤ ᱠᱟᱱᱟ, ᱚᱱᱟ ᱛᱮ ᱱᱟᱶᱟ ᱡᱤᱱᱤᱥ ᱠᱚ ᱫᱚ ᱟᱹᱰᱤ ᱠᱚᱢ ᱜᱮᱭᱟ᱾
2009 ᱨᱮ, ᱟᱭᱢᱟ ᱦᱚᱲ ᱠᱚ ᱫᱚ "ᱞᱟᱛᱟᱨ" ᱟᱨ "ᱞᱟᱛᱟᱨ" ᱟᱨ "ᱢᱤᱫ ᱦᱚᱲ" ᱟᱨ "ᱯᱟᱲᱦᱟᱣ", "ᱟᱢᱮᱨᱤᱠᱟᱱ" ᱟᱨ "ᱞᱟᱛᱟᱨ" ᱟᱨ "ᱢᱤᱫ ᱦᱚᱲ" ᱟᱨ "ᱢᱤᱫ ᱦᱚᱲ", "ᱟᱹᱰᱤ ᱜᱟᱱ" ᱟᱨ "ᱞᱟᱛᱟᱨ" ᱟᱨ "ᱢᱤᱫ ᱠᱚᱢᱯᱟᱱᱤ", "ᱟᱹᱰᱤ ᱜᱟᱱ" ᱟᱨ "ᱢᱤᱫ ᱦᱚᱲ", "ᱟᱹᱰᱤ ᱢᱟᱨᱟᱝ, ᱟᱨ ᱟᱭᱢᱟ ᱠᱚ, ᱟᱨ ᱮᱴᱟᱜ ᱠᱚ ᱥᱟᱶᱛᱮ, ᱚᱱᱟ ᱫᱚ ᱟᱹᱰᱤ ᱵᱮᱥ ᱜᱮᱭᱟ. 5G ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱨᱤᱥᱟᱭᱠᱞᱤᱝ ᱫᱚ 6 ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱨᱤᱴᱟᱨᱱ ᱠᱚ ᱫᱚ ᱱᱚᱶᱟ ᱯᱨᱚᱡᱮᱠᱴ ᱠᱚ ᱨᱮᱭᱟᱜ ᱢᱤᱫ ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱞᱟᱹᱜᱤᱫ ᱠᱟᱱᱟ ᱚᱠᱟ ᱫᱚ ᱵᱟᱝ ᱵᱟᱰᱟᱭ ᱧᱟᱢ ᱞᱟᱹᱜᱤᱫ ᱠᱟᱱᱟ᱾
ᱡᱮᱜᱮᱛᱟᱹᱨᱤ ᱵᱮᱯᱟᱨ ᱟᱨ ᱡᱟᱹᱛᱨᱤᱭᱟᱹᱛ ᱨᱮ, ᱠᱚᱢᱯᱟᱱᱤ ᱠᱚ ᱫᱚ "ᱱᱟᱶᱟ" ᱠᱚ ᱦᱩᱭᱩᱜ ᱠᱟᱱᱟ᱾
5994 ᱠᱷᱚᱱ 300 ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱢᱟᱨᱟᱝ ᱦᱚᱲ ᱠᱚ ᱫᱚ ᱟᱹᱰᱤ ᱵᱟᱹᱲᱛᱤ ᱠᱚ ᱮᱢ ᱠᱮᱫᱟ, ᱡᱟᱦᱟᱸ ᱫᱚ "ᱯᱟᱲᱦᱟᱣ", "ᱯᱟᱲᱦᱟᱣ", "ᱟᱢᱮᱨᱤᱠᱟᱱ", "ᱟᱢᱮᱨᱤᱠᱟᱱ", ᱟᱨ ᱚᱱᱟ ᱨᱮᱭᱟᱜ ᱚᱨᱡᱚ ᱫᱚ ᱟᱹᱰᱤ ᱢᱟᱨᱟᱝ ᱠᱟᱱᱟ, ᱡᱟᱦᱟᱸ ᱫᱚ "ᱯᱟᱲᱦᱟᱣ", ᱟᱨ ᱚᱱᱟ ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱫᱚ ᱵᱟᱝ ᱠᱟᱱᱟ᱾
ᱱᱚᱶᱟ ᱪᱷᱟᱰᱟ ᱠᱟᱛᱮ 2025 ᱨᱮ 2015 ᱥᱟᱞᱟᱜ ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱵᱟᱹᱲᱛᱤ ᱢᱮᱱᱟᱜ-ᱟ, ᱡᱟᱦᱟᱸ ᱨᱮ ᱟᱭᱢᱟ ᱞᱮᱠᱟᱱ ᱢᱟᱨᱟᱝ ᱟᱨ ᱵᱟᱹᱲᱛᱤ ᱠᱚ ᱢᱮᱱᱟᱜ-ᱟ, ᱡᱟᱦᱟᱸ ᱫᱚ 25 ᱥᱮᱨᱢᱟ ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱜᱮ ᱢᱮᱱᱟᱜ-ᱟ ᱾
Looking at the national enterprises, 6 out of 8 companies have grown, among which Fengshen tires have turned losses into profits in the third quarter. Guizhou Tire, Saiguan Jinyu and SJiatong have higher profit levels than the previous year. The increase in the magnitude, so the companies that ensure stable growth are actually two of the exquisite tires and GM shares, but the proportion of 338-46 ᱫᱚ ᱥᱟᱹᱨᱤ ᱜᱮ ᱥᱟᱹᱨᱤ ᱠᱟᱱᱟ ᱡᱮ ᱱᱚᱣᱟ ᱫᱚ ᱥᱟᱹᱨᱤ ᱜᱮ ᱢᱤᱫ ᱥᱟᱶᱛᱮ ᱢᱮᱱᱟᱜ-ᱟ ᱡᱟᱦᱟᱸ ᱫᱚ ᱩᱱᱠᱩ ᱫᱚ ᱟᱹᱰᱤ ᱞᱟᱹᱠᱛᱤᱭᱟᱱ ᱠᱚ ᱯᱩᱨᱟᱹᱣ ᱫᱟᱲᱮᱭᱟᱜ-ᱟ ᱾
ᱡᱟᱹᱛᱨᱤᱭᱟᱹᱛ ᱞᱮᱠᱟᱛᱮ, ᱩᱱᱠᱩ ᱫᱚ ᱵᱟᱝ ᱠᱚ ᱵᱷᱚᱴ ᱮᱢᱟ ᱠᱚᱣᱟ!
Operating profit margin, as the name implies, refers to the ratio of operating profit to operating income. This ratio reflects the profit level of the product and the ability of the enterprise to earn money. That is to say, the larger the ratio, the more bargaining power and competitiveness of the product. Strong, the company's profit margins are also larger.
ᱯᱩᱭᱞᱩ ᱫᱚ 1955, 2017, 2014 (GFI) ᱫᱚ 3.75% (ᱪᱤᱛᱟᱹᱨ 2) ᱟᱨ 1.8% ᱫᱚ ᱵᱟᱝ ᱠᱟᱱᱟ ᱡᱟᱦᱟᱸ ᱫᱚ iOSR ᱫᱚ expoption ᱫᱚ ᱵᱟᱝ ᱠᱟᱱᱟ, ᱡᱟᱦᱟᱸ ᱫᱚ i ᱫᱚ exposition ᱠᱟᱱᱟ ᱾ ᱛᱤᱱᱟᱹᱜ ᱜᱟᱱ ᱵᱮᱯᱟᱨ ᱠᱚ ᱫᱚ ᱥᱟᱹᱨᱤ ᱜᱮ ᱠᱚ ᱯᱟᱹᱛᱭᱟᱹᱣᱟ ᱡᱮ ᱩᱱᱠᱩ ᱫᱚ ᱥᱟᱹᱨᱤ ᱛᱮ ᱛᱤᱱᱟᱹᱜ ᱜᱟᱱ ᱡᱤᱱᱤᱥ ᱠᱚ ᱧᱟᱢ ᱮᱫᱟ ᱚᱠᱟ ᱫᱚ ᱱᱤᱛ ᱦᱚᱸ ᱥᱤᱢᱟᱹ ᱨᱮ ᱢᱮᱱᱟᱜ-ᱟ ᱾ ᱱᱚᱶᱟ ᱠᱚ ᱢᱩᱫᱽ ᱨᱮ ᱟᱭᱢᱟ ᱡᱤᱱᱤᱥ ᱫᱚ "Thource" ᱟᱨ "Thown opps", "Anderter", ᱟᱨ ᱡᱚᱛᱚ ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱞᱟᱵᱷᱟᱱ ᱡᱤᱱᱤᱥ ᱠᱟᱱᱟ, ᱡᱟᱦᱟᱸ ᱫᱚ ᱠᱚᱢᱯᱟᱱᱤ ᱠᱚ ᱫᱚ ᱟᱹᱰᱤ ᱜᱟᱱ ᱡᱤᱱᱤᱥ ᱠᱚ ᱫᱚᱦᱚ ᱠᱟᱛᱮ ᱠᱚ ᱠᱟᱹᱢᱤ ᱠᱟᱱᱟ᱾
Looking at the domestic market again, some A-share listed tire companies have not announced operating profit, so the net profit rate is used instead of comparison here. (The net profit of the stock is the profit after deducting the relevant tax, generally less than the operating profit, here National enterprises are relatively disadvantaged. The top ones are Linglong Tires (8.00%), followed by Triangle Tires (᱑᱙᱙᱕) ᱟᱨ ᱮᱴᱟᱜ ᱠᱚ (ᱥᱮᱱᱴ. ᱮᱥ. ᱖᱒)᱾
ᱱᱚᱶᱟ ᱪᱷᱟᱰᱟ ᱠᱟᱛᱮ ᱦᱚᱸ, ᱱᱚᱶᱟ ᱯᱨᱚᱡᱮᱠᱴ ᱫᱚ ᱱᱚᱶᱟ ᱠᱚ ᱢᱩᱫᱽ ᱨᱮ ᱢᱤᱫ ᱦᱚᱲ ᱞᱟᱹᱜᱤᱫ ᱵᱟᱝ ᱠᱟᱱᱟ ᱡᱟᱦᱟᱸ ᱫᱚ ᱱᱚᱶᱟ ᱡᱮᱜᱮᱛ ᱨᱮᱭᱟᱜ ᱢᱟᱨᱟᱝ ᱦᱤᱥ ᱠᱚ ᱨᱮᱭᱟᱜ ᱢᱤᱫ ᱦᱤᱥ ᱠᱟᱱᱟ! ᱢᱤᱫ ᱢᱟᱨᱟᱝ QR, Table official office ar khon khon khon khon jạruṛa lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕ lạgit̕, ᱱᱚᱶᱟ ᱫᱚ ᱟᱢ ᱫᱚ ᱟᱢ ᱨᱮᱱ ᱢᱟᱨᱟᱝ 4GBP ᱟᱨ 2019 ᱨᱮ, ᱟᱢ ᱫᱚ ᱚᱱᱟ ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱵᱟᱹᱲᱛᱤ ᱮᱢ ᱠᱷᱚᱡᱚᱜ ᱠᱟᱱᱟ.
2014 ᱨᱮ 2016 ᱥᱟᱞᱟᱜ ᱨᱮ, ᱠᱚᱢᱯᱟᱱᱤ ᱫᱚ ᱴᱨᱩᱥᱯ ᱨᱮᱱ ᱢᱤᱫ ᱯᱨᱚᱰᱤᱭᱩᱥᱟᱨ ᱠᱚ ᱦᱚᱛᱮᱛᱮ ᱵᱮᱱᱟᱣ ᱟᱠᱟᱱ "ᱟᱢᱮᱨᱤᱠᱟᱱ" ᱨᱮᱭᱟᱜ ᱯᱨᱚᱵᱷᱟᱨ ᱠᱚ ᱩᱫᱩᱜ ᱠᱮᱫᱟ ᱡᱟᱦᱟᱸ ᱫᱚ ᱩᱱᱠᱩ ᱠᱚ ᱩᱫᱩᱜ ᱠᱮᱫᱟ ᱡᱮ ᱱᱚᱶᱟ ᱫᱚ ᱟᱹᱰᱤ ᱵᱮᱥ ᱵᱩᱡᱷᱟᱹᱣ ᱟᱠᱟᱱᱟ; 2018 ᱨᱮ, 2014 ᱨᱮ 2019 ᱨᱮ 2015 ᱥᱟᱞᱟᱜ ᱠᱷᱚᱱ 1961 ᱥᱟᱞᱟᱜ 2016 ᱨᱮ, ᱱᱚᱶᱟ ᱠᱚ ᱢᱩᱫᱽ ᱨᱮ ᱢᱤᱫ ᱢᱟᱨᱟᱝ ᱚᱱᱚᱞᱤᱭᱟᱹ ᱠᱚ ᱫᱚ ᱱᱚᱶᱟ ᱠᱚ ᱢᱩᱫᱽ ᱨᱮ ᱢᱤᱫ ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱠᱚ ᱧᱟᱢ ᱠᱮᱫᱟ, ᱡᱟᱦᱟᱸ ᱨᱮ ᱚᱱᱚᱞᱤᱭᱟᱹ ᱠᱚ ᱫᱚ ᱱᱚᱶᱟ ᱠᱚ ᱩᱫᱩᱜ ᱠᱟᱱᱟ.
1999 sal reak̕ khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon khon ko̠ṛa kạmi lạgit̕ akaṭaṭe sạḍạu kạmᱥᱴ ᱠᱟᱱᱟ.’ ᱟᱨ ᱟᱭᱢᱟ ᱢᱟᱨᱟᱝ ᱟᱨ ᱟᱹᱰᱤ ᱜᱟᱱ ᱦᱚᱲ ᱠᱚ ᱢᱮᱱᱟᱜ ᱠᱚᱣᱟ ᱚᱠᱚᱭ ᱫᱚ ᱟᱭᱢᱟ ᱢᱟᱨᱟᱝ ᱵᱮᱯᱟᱨ ᱠᱚ ᱠᱟᱱᱟ, ᱡᱟᱦᱟᱸ ᱨᱮ ᱟᱭᱢᱟ ᱦᱚᱲ ᱠᱚ ᱢᱮᱱᱟᱜ-ᱟ, ᱢᱮᱱᱠᱷᱟᱱ ᱱᱚᱶᱟ ᱫᱚ ᱟᱹᱰᱤ ᱜᱟᱱ ᱦᱚᱲ ᱠᱚ ᱢᱮᱱᱟᱜ-ᱟ.
In the future, if our excellent tire enterprises can continue to develop steadily, make continuous breakthroughs in product quality, grasp the new strategy of transformation and upgrading, and keep up with market trends such as green development and intelligent manufacturing. I believe that catching up with the world tire giants is not only Just talk about it.
ᱟᱵᱚᱣᱟᱜ ᱡᱚᱛᱚ ᱠᱷᱚᱱ ᱢᱟᱨᱟᱝ ᱫᱚ ᱦᱩᱭᱩᱜ ᱠᱟᱱᱟ ᱡᱮ ᱟᱵᱚ ᱨᱮᱱ ᱜᱚᱦᱚᱨᱟᱠ ᱟᱨ ᱫᱷᱟᱹᱠᱷᱤᱱ ᱟᱢᱮᱨᱤᱠᱟ ᱨᱮᱱ ᱥᱚᱨᱠᱟᱨ ᱫᱚ ᱟᱵᱚ ᱨᱮᱱ ᱢᱤᱫ ᱥᱟᱶᱛᱮ ᱢᱮᱱᱟᱜ ᱠᱚᱣᱟ ᱚᱠᱚᱭ ᱫᱚ ᱟᱵᱚ ᱠᱷᱚᱱ ᱵᱟᱹᱲᱛᱤ ᱠᱚ ᱠᱤᱨᱤᱧᱟ᱾
