NIO Total Long-Term Assets 2019-2024 | NIO
NIO total long-term assets from 2019 to 2024. Total long-term assets can be defined as the sum of all assets classified as non-current
- NIO total long-term assets for the quarter ending December 31, 2024 were $6.263B, a 5.39% decline year-over-year.
- NIO total long-term assets for 2024 were $6.263B, a 5.39% decline from 2023.
- NIO total long-term assets for 2023 were $6.62B, a 23.03% increase from 2022.
- NIO total long-term assets for 2022 were $5.381B, a 78.21% increase from 2021.
| NIO Annual Total Long-Term Assets (Millions of US $) |
|
|---|---|
| 2024 | $6,263 |
| 2023 | $6,620 |
| 2022 | $5,381 |
| 2021 | $3,020 |
| 2020 | $1,293 |
| 2019 | $1,387 |
| 2018 | $971 |
| 2017 | $0 |
| NIO Quarterly Total Long-Term Assets (Millions of US $) |
|
|---|---|
| 2024-12-31 | $6,263 |
| 2024-09-30 | $6,260 |
| 2024-06-30 | $6,193 |
| 2024-03-31 | $6,257 |
| 2023-12-31 | $6,620 |
| 2023-09-30 | $5,729 |
| 2023-06-30 | $5,439 |
| 2023-03-31 | $5,486 |
| 2022-12-31 | $5,381 |
| 2022-09-30 | $4,754 |
| 2022-06-30 | $4,345 |
| 2022-03-31 | $3,610 |
| 2021-12-31 | $3,020 |
| 2021-09-30 | $2,281 |
| 2021-06-30 | $1,678 |
| 2021-03-31 | $1,373 |
| 2020-12-31 | $1,293 |
| 2020-09-30 | $1,188 |
| 2020-06-30 | $1,141 |
| 2020-03-31 | $1,267 |
| 2019-12-31 | $1,387 |
| 2019-09-30 | $1,376 |
| 2019-06-30 | $1,487 |
| 2019-03-31 | $1,428 |
| 2018-09-30 | $687 |
| Sector | Industry | Market Cap | Revenue |
|---|---|---|---|
| Auto/Tires/Trucks | AUTO -FOREIGN | $8.411B | $9.005B |
| NIO is a pioneer in China's EV market. NIO's unique selling proposition is to provide EVs at competitive pricing. Importantly, NIO does not really manufacture its own cars. It contracts state-owned JAC Motors, headquartered in eastern China's Anhui province, to make vehicles. In turn, JAC charges fee for every car. In fact, NIO does not have a dealership network and instead sells its vehicles through apps and a network of swanky NIO Houses, located in some of the most expensive areas of China's largest cities. | |||