Dongfeng Motor Group Current Ratio 2010-2022 | DNFGY
Dongfeng Motor Group current ratio from 2010 to 2022. Current ratio can be defined as a liquidity ratio that measures a company's ability to pay short-term obligations.
Dongfeng Motor Group Current Ratio Historical Data |
Date |
Current Assets |
Current Liabilities |
Current Ratio |
2022-06-30 |
$25.93B |
$18.90B |
1.37 |
2021-12-31 |
$27.11B |
$21.64B |
1.25 |
2021-06-30 |
$25.60B |
$21.95B |
1.17 |
2020-12-31 |
$24.94B |
$20.59B |
1.21 |
2020-06-30 |
$22.37B |
$16.46B |
1.36 |
2019-12-31 |
$20.56B |
$15.08B |
1.36 |
2018-12-31 |
$17.41B |
$12.76B |
1.36 |
2017-12-31 |
$17.00B |
$13.42B |
1.27 |
2016-12-31 |
$14.23B |
$10.56B |
1.35 |
2016-06-30 |
$12.89B |
$9.52B |
1.36 |
2015-12-31 |
$13.01B |
$9.34B |
1.39 |
2015-06-30 |
$13.37B |
$11.39B |
1.17 |
2014-12-31 |
$11.26B |
$10.86B |
1.04 |
2014-06-30 |
$10.48B |
$10.33B |
1.01 |
2013-12-31 |
$9.31B |
$7.87B |
1.18 |
2013-06-30 |
$8.67B |
$7.52B |
1.15 |
2012-12-31 |
$11.79B |
$8.74B |
1.35 |
2012-06-30 |
$14.11B |
$10.80B |
1.31 |
2011-12-31 |
$13.02B |
$10.03B |
1.30 |
2011-06-30 |
$13.04B |
$9.63B |
1.35 |
2010-12-31 |
$12.18B |
$9.27B |
1.31 |
2010-06-30 |
$10.45B |
$8.23B |
1.27 |
2009-12-31 |
$8.83B |
$7.39B |
1.19 |
2009-06-30 |
$6.17B |
$5.43B |
1.14 |
Sector |
Industry |
Market Cap |
Revenue |
Auto/Tires/Trucks |
Auto Manufacturers - Foreign |
$2.560B |
$14.052B |
Dongfeng Motor Group Company Limited is engaged in the manufacture and sale of commercial vehicles, passenger vehicles and auto engines and parts. The Company operates in three business segments: commercial vehicles segment, which manufactures and sells commercial vehicles, and the related engines and other automotive parts; passenger vehicles segment manufactures and sells passenger vehicles, and the related engines and other automotive parts, and corporate and others segment, which manufactures and sells other automobile related products. Dongfeng Motor Group Company Limited is headquartered in Hubei province, the Peoples' Republic of China.
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