On the stock market since 2021, it operates in the world of technology. It has 24,396 employees. Now — the numbers.
The company closed last year at a loss: costs ran above sales. The picture changes only if spending is reined in.
That much dependence is a risk in itself: if this one line weakens, the whole company feels it directly.
Average growth of 9% a year over the last 3 years. Red columns mark years that ended in a loss.
Before the clock runs out, either sales must climb sharply or new money must come in. This is the most critical line in the whole picture.
angles, checked one by one.
The 2 that stand out are on screen; the rest came back neutral.
The council scores out of 10; report-card grades are out of 100.
Profit per Sale: Right now the product sells for less than it costs to make; every sale deepens the loss.
An investor who bought at the very peak is down 86% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
Over the last 3 years, sales grew about 9% a year on average.
The company sells $174B a year; the problem isn’t sales — it’s costs running above that number.
A loss of $49.3B against $174B in annual sales.
At the current pace of spending, the cash lasts about 1.2 years. After that, the company needs to find new money.
On our five-subject report card, DIDI sits in the middle of the class: some subjects shine, others don’t. The grade moves as the numbers move.
The takeaway: DIDI has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.