2.51
Evaluate the effectiveness of the company's product consumption methods. | Have a reasonable and effective consumption method | |
2.52 | Professional qualifications of the team of engineers/specialists | Not applicable |
2.53 | Quality of service | Not applicable |
2.54 | Post-harvest loss/damage rate during production and business. | Not applicable |
2.55 | Fire prevention and fighting assessment | Meet the standards |
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Table 3.5: Credit rating results
Frequency | Percent | Cumulative Percent | ||
A | 37 | 32.2 | 32.2 | |
A+ | 26 | 22.6 | 54.8 | |
AA | 18 | 15.7 | 70.4 | |
AA+ | 11 | 9.6 | 80.0 | |
B | 1 | .9 | 80.9 | |
Valid | BB | 7 | 6.1 | 87.0 |
BB+ | 3 | 2.6 | 89.6 | |
BBB | 10 | 8.7 | 98.3 | |
C | 1 | .9 | 99.1 | |
CCC | 1 | .9 | 100.0 | |
Total | 115 | 100.0 |
Table 3.6: Description of total score and ranking
Credit rating results
N | Minimum | Maximum | ||||
AA+ | Total | point | 11 | 88.40 | 96.60 | |
AA | Total | point | 18 | 83.00 | 87.20 | |
A+ | Total | point | 26 | 78.34 | 82.91 | |
A | Total | point | 37 | 73.20 | 77.93 | |
BBB | Total | point | 10 | 70.26 | 72.80 | |
BB+ | Total | point | 3 | 67.65 | 68.21 | |
BB | Total | point | 7 | 64.55 | 65.47 | |
B | Total | point | 1 | 60.72 | 60.72 | |
CCC | Total | point | 1 | 58.69 | 58.69 | |
C | Total | point | 1 | 46.26 | 46.26 | |
Total | Total | point | 115 | 46.26 | 6547.00 |
Table 3.7: Balance sheet description
Unit: million VND
N | Minimum | Maximum | |
Current assets | 92 | 1.103 | 2585.682 |
Cash and cash equivalents | 92 | 1,081 | 1108,991 |
- Money | 92 | .000 | 1108,991 |
- Cash equivalents | 92 | .000 | 370,000 |
Short-term financial investments | 92 | .000 | 907,000 |
Short term investment | 92 | .000 | 907,000 |
Short-term investment diminution provision | 92 | -224,000 | .000 |
Short-term receivables | 92 | .000 | 971,357 |
Accounts receivable | 92 | .000 | 948,000 |
Prepayment to seller | 92 | .000 | 816,000 |
Short-term internal receivables | 92 | .000 | 300,000 |
Receivable according to schedule | 92 | .000 | .000 |
Other receivables | 92 | .000 | 983,000 |
Provision for doubtful short-term receivables | 92 | -779,000 | .000 |
Inventory | 92 | .000 | 987,000 |
Real inventory | 92 | .000 | 987,000 |
Provision for inventory write-down | 92 | -755,000 | .000 |
Other current assets | 92 | .000 | 952,000 |
Short-term prepaid expenses | 92 | .000 | 691,000 |
VAT is deductible | 92 | .000 | 897,000 |
Taxes and government receivables | 92 | .000 | 867,000 |
Other current assets | 92 | .000 | 889,000 |
Long-term assets | 92 | .000 | 6344.057 |
Long-term receivables | 92 | .000 | 541,000 |
Long-term receivables from customers | 92 | .000 | 640,000 |
Working capital in affiliated units | 92 | .000 | 112,651 |
Long-term internal receivables | 92 | .000 | .000 |
Other long-term receivables | 92 | .000 | 429,000 |
Provision for doubtful long-term receivables | 92 | -165,000 | .000 |
Fixed assets | 92 | .000 | 5478.623 |
Tangible fixed assets | 92 | .000 | 3762.467 |
Original price
92 | .000 | 8768.023 | |
Accumulated loss value | 92 | -842,000 | 5005.556 |
Fixed assets financial tax | 92 | .000 | 835,000 |
Original price | 92 | .000 | 981,000 |
Accumulated depreciation | 92 | -407,000 | .000 |
Intangible fixed assets | 92 | .000 | 766,000 |
Original price | 92 | .000 | 766,000 |
Accumulated depreciation | 92 | -906,000 | .000 |
Cost of unfinished construction | 92 | .000 | 1691.434 |
Investment real estate | 92 | .000 | 166,523 |
Original price | 92 | .000 | 186,668 |
Accumulated depreciation | 92 | -583,000 | .000 |
Long-term financial investments | 92 | .000 | 700,000 |
Investment in subsidiaries | 92 | .000 | 200,000 |
Investment in joint ventures and associates | 92 | .000 | 345,286 |
Other long-term investments | 92 | .000 | 700,000 |
Provision for impairment of long-term financial investments | 92 | -46.603 | .000 |
Other long-term assets | 92 | .000 | 937,000 |
Long-term prepaid expenses | 92 | .000 | 964,000 |
Refundable income tax assets | 92 | .000 | 10,000 |
Other assets | 92 | .000 | 534,000 |
Total assets | 92 | 1,098 | 8929.379 |
Liabilities | 92 | 1,019 | 4842.548 |
Short-term debt | 92 | -3,000 | 2003.136 |
Short-term loans and debt | 92 | .000 | 615,000 |
Payable to seller | 92 | .000 | 950,000 |
Buyer pays in advance | 92 | .000 | 775,000 |
Taxes and other payments to the state | 92 | -352,000 | 914,000 |
Payable to workers | 92 | -254,000 | 879,000 |
Cost to Pay | 92 | -1,000 | 876,000 |
Internal payables | 92 | .000 | 950,000 |
Payable on schedule | 92 | .000 | .000 |
Other short-term payables | 92 | .000 | 961,000 |
Provision for short-term payables
92 | -36,000 | 9,419 | |
Long-term debt | 92 | .000 | 2839.412 |
Long-term payables to suppliers | 92 | .000 | 119,000 |
Internal long-term payables | 92 | .000 | 112,651 |
Other long-term payables | 92 | -25,000 | 999,000 |
Long-term loans and debt | 92 | .000 | 2803.193 |
Refundable income tax payable | 92 | .000 | .000 |
Unemployment compensation reserve | 92 | -1,000 | 891,000 |
Long-term payables provision | 92 | .000 | 102,000 |
Common equity | 92 | -65.403 | 4087.191 |
Equity | 92 | -65.478 | 3995.288 |
Owner's equity | 92 | .000 | 3238.426 |
Capital surplus | 92 | -179,000 | 486,000 |
Other owners' equity | 92 | .000 | 4,250 |
Treasury stock | 92 | -185,000 | .000 |
Difference in revaluation assets | 92 | .000 | .000 |
Exchange rate difference | 92 | -774,000 | 501,000 |
Development investment fund | 92 | .000 | 908,000 |
Financial reserve fund | 92 | .000 | 930,000 |
Other equity funds | 92 | .000 | 506,000 |
Undistributed profit after tax | 92 | -945,000 | 831,000 |
Source of capital for basic construction investment | 92 | .000 | 695.149 |
Funding sources and regulations | 92 | -110,000 | 881,000 |
Welfare reward regulations | 92 | -110,000 | 987,000 |
Funding sources | 92 | -402,000 | 218,748 |
Funding source for forming fixed assets | 92 | .000 | 254,000 |
Total capital | 92 | 1,098 | 8929.739 |
Valid N (listwise) | 92 |
Table 3.8: Description of the Business Performance Report
Unit: Million VND
N | Minimum | Maximum | |
Sales and service revenue | 91 | 290,000 | 6274585.000 |
Revenue deductions | 91 | .000 | 2218090.000 |
Net revenue from sales and services | 91 | 290,000 | 6274007.000 |
Cost of goods sold | 91 | .000 | 5763978.000 |
Gross profit from sales and service provision | 91 | -294000.000 | 1784356.000 |
Financial revenue | 91 | .000 | 375783.000 |
Financial costs | 91 | .000 | 150620.000 |
Interest expense | 91 | .000 | 111158.000 |
Cost of sales | 91 | .000 | 227535.000 |
Business management costs | 91 | 82,000 | 215931.000 |
Net operating profit | 91 | -636000.000 | 49543.000 |
Other income | 91 | .000 | 257312.000 |
Other costs | 91 | .000 | 94576.000 |
Other profits | 91 | -54000.000 | 25220.000 |
Total accounting profit before tax | 91 | -6889.000 | 50493.000 |
Current corporate income tax expense | 91 | .000 | 260948.000 |
Refundable corporate income tax expense | 91 | -237000.000 | 64764.000 |
Profit after corporate income tax | 91 | -981000.000 | 196184.000 |
Basic earnings per share | 91 | .000 | 3026,000 |
Valid N (listwise) | 91 |
Table 3.9: Total Variance Explained
Component
Initial Eigenvalues | Rotation Sums of Squared Loadings | ||||||
Total | % of Variance | cumulative % | Total | % of Variance | Cumulative % | ||
dim ensi on0 | 1 | 5,058 | 22,989 | 22,989 | 4,658 | 21,171 | 21,171 |
2 | 3,327 | 15,122 | 38,111 | 3.143 | 14,289 | 35,459 | |
3 | 2,047 | 9,306 | 47,417 | 1,977 | 8,988 | 44,447 | |
4 | 1,745 | 7,933 | 55,350 | 1,661 | 7,549 | 51,996 | |
5 | 1,427 | 6,486 | 61,836 | 1,638 | 7,446 | 59,442 | |
6 | 1,214 | 5,517 | 67,353 | 1,430 | 6,499 | 65,941 | |
7 | 1.131 | 5,140 | 72,493 | 1,254 | 5,699 | 71,639 | |
8 | 1,043 | 4,741 | 77,234 | 1,231 | 5,595 | 77,234 | |
9 | .924 | 4,198 | 81,432 | ||||
10 | .840 | 3,819 | 85,251 | ||||
11 | .764 | 3,472 | 88,722 | ||||
12 | .570 | 2,590 | 91,312 | ||||
13 | .490 | 2.225 | 93,538 | ||||
14 | .408 | 1,853 | 95,390 | ||||
15 | .333 | 1,514 | 96,905 | ||||
16 | .230 | 1,048 | 97,952 | ||||
17 | .214 | .971 | 98,923 | ||||
18 | .138 | .629 | 99,552 | ||||
19 | .058 | .265 | 99,817 | ||||
20 | .039 | .175 | 99,992 | ||||
21 | .001 | .005 | 99,998 | ||||
22 | .000 | .002 | 100,000 | ||||
Table 3.10
Descriptive Statistics
N | Minimum | Maximum | |
He has enough ability to pay promptly | 92 | -77.00 | 12.46 |
Fast payment system | 92 | -918.57 | 12.46 |
Military officer | 91 | .00 | 122.37 |
The roulette wheel system | 91 | 23.09 | 606535.87 |
Inventory Turnover System | 91 | .00 | 13893.21 |
The rotation system must be collected. | 87 | 2.98 | 55647.54 |
Return Ability Index | 84 | -7.47 | 32.63 |
Net score | 92 | -449.45 | 1.00 |
ROA | 91 | -9043.64 | 353.06 |
ROE | 90 | -40495.36 | 1127.14 |
Revenue_error | 91 | -11.01 | .29 |
Financial leverage ratio | 90 | .00 | 2256.03 |
Valid N (listwise) | 81 |
Table 3.11: Classification results
Observed
Predicted | ||||
no wife | Percentage Correct | |||
can be married | no wife | |||
no wife | can be married | 17 | 5 | 77.3 |
no wife | 3 | 56 | 94.9 | |
Overall Percentage | 90.1 | |||
Table 3.12:
Descriptive Statistics
Mean | Std. Deviation | Analysis N | |
He has enough ability to pay promptly Han | 1.3304 | 1.39591 | 81 |
Fast payment system | -28.3537 | 139.78576 | 81 |
Military officer | 7.5746 | 20.19989 | 81 |
The roulette wheel system | 15588.5581 | 72047.88930 | 81 |
Inventory Turnover System | 2450.7018 | 2619.27784 | 81 |
The rotation system must be collected. | 6859.2475 | 9001.95793 | 81 |
Return Ability Index | 2.7670 | 6.62037 | 81 |
Net score | -9.6926 | 42.06633 | 81 |
ROA | -69.8342 | 1012.22039 | 81 |
ROE | -388.7604 | 4521.85299 | 81 |
Revenue_error | -.1125 | 1.22935 | 81 |
TC Flight Schedule | 31.8963 | 250.24471 | 81 |
type of property | 2.81 | .989 | 81 |
Horizontal | 2.4198 | .84947 | 81 |
Scale | 1.7284 | .83684 | 81 |
Owner's capacity (capital, management, experience) according to CBTD's assessment | 2.32 | .892 | 81 |
Customer payment status according to schedule after adjustment (if any) | 1.70 | .459 | 81 |
The future of the financial industry evaluation | 1.96 | .782 | 81 |
Market stability pain | 1.90 | .682 | 81 |
Business reputation in the market school (including payment reputation with partners) | 2.79 | .410 | 81 |
Business development prospects according to CBTD's review | 2.40 | .517 | 81 |
Business location advantage | 2.60 | .517 | 81 |
Table 3.13
Cluster Number of Case | Total | ||||
1 | 2 | 3 | 1 | ||
trust ranking results | A | 1 | 26 | 0 | 27 |
A+ | 2 | 15 | 0 | 17 | |
AA | 0 | 10 | 0 | 10 | |
AA+ | 1 | 4 | 0 | 5 | |
BB | 0 | 7 | 0 | 7 | |
BB+ | 0 | 3 | 0 | 3 | |
BBB | 0 | 9 | 1 | 10 | |
B | 0 | 1 | 0 | 1 | |
C | 0 | 1 | 0 | 1 | |
Total | 4 | 76 | 1 | 81 | |
Table 3.14: Regression estimation results (1) with all variables
Variables in the Equation
B | SE | Wald | df | Sig. | Exp(B) | |
a41a | .969 | 1.104 | .771 | 1 | .380 | 2,636 |
a42a | 2,340 | 1,258 | 3,461 | 1 | .063 | 10,377 |
TTngan | 4,958 | 2.204 | 5,062 | 1 | .024 | 142,281 |
TTnhanh | .005 | .020 | .050 | 1 | .823 | 1,005 |
Kythu | .019 | .203 | .009 | 1 | .926 | 1,019 |
vqts | .001 | .000 | 1,803 | 1 | .179 | 1.001 |
vqtk | -.001 | .000 | 4.143 | 1 | .042 | .999 |
vqthu | .000 | .000 | .693 | 1 | .405 | 1,000 |
KNTL | 5.013 | 2,904 | 2,980 | 1 | .084 | 150,384 |
tsno | -.007 | .042 | .029 | 1 | .865 | .993 |
roll | -.026 | .086 | .089 | 1 | .766 | .975 |
roe | .027 | .014 | 3,493 | 1 | .062 | 1,027 |
hsl_dt | -21.581 | 66,327 | .106 | 1 | .745 | .000 |
donbay | -.157 | .108 | 2.107 | 1 | .147 | .855 |
Var2.2 | 1,218 | 1,694 | .517 | 1 | .472 | 3,381 |
Var2.15 | -14.833 | 8,082 | 3,368 | 1 | .066 | .000 |
var2.23 | -1.725 | 1,408 | 1,500 | 1 | .221 | .178 |
Var2.31 | 9,474 | 5.252 | 3.254 | 1 | .071 | 13019.829 |
var2.35 | 1,360 | 1,309 | 1,079 | 1 | .299 | 3,894 |
Var2.38 | .853 | 2,598 | .108 | 1 | .743 | 2,347 |
var2.41 | -1.973 | 1,837 | 1,154 | 1 | .283 | .139 |
Constant | -2.021 | 13,348 | .023 | 1 | .880 | .132 |