数字化转型背景下信息技术企业财务绩效研究——以科大讯飞为例

Research on Financial Performance of Information Technology Enterprises under the Background of Digital Transformation—A Case Study of iFLYTEK

摘要: 数字经济快速发展，人工智能与大模型技术更新速度加快，成为推动国内信息技术企业数字化转型步伐加速的重要动因。数字化转型成为传统科技企业优化内部经营、挖掘和提高发展潜能的重要途径。本文选取科大讯飞作为案例，基于该企业2021~2025年的财务资料，从盈利能力、营运能力、偿债能力、发展能力四个维度解析企业的财务绩效，分析该企业在数字化转型推进过程中各项财务指标的演变过程。研究表明，数字化改造能够优化企业的内部业务流程，促进部分资产运营效率的提高。但受大模型高额研发投入、政府类项目回款周期较长、技术商业化落地周期偏长等因素的制约，企业盈利提升存在滞后，即高投入在短期内很难看到经济回报，资金部分被占用，资金压力提升，整体呈现运营优化先行、价值释放延后的转型特征。虽然2025年企业多项经营指标有所回暖，但数字化转型带来的深层次财务矛盾尚未完全消解。据此，本文从业财协同、应收款项管控、资金配置、研发成果转化等方面提出优化建议，为国内同类科技企业数字化实践提供参考。

Abstract: With the rapid development of the digital economy, artificial intelligence and large‑language model technologies are being updated at an accelerated pace, serving as key drivers for Chinese information‑technology enterprises to speed up digital transformation. For traditional technology enterprises, digital transformation has become a vital approach to optimize internal operations and tap into and enhance development potential. Taking iFLYTEK as a case study and drawing on its financial data from 2021 to 2025, this paper analyzes the firm’s financial performance across four dimensions: profitability, operating capacity, solvency and growth capacity, and investigates the evolution of its financial indicators amid advancing digital transformation. The study reveals that digital renovation can optimize internal business workflows and improve the operating efficiency of certain assets. Nevertheless, constrained by heavy R & D investment in large models, long collection cycles for government‑funded projects and prolonged commercialization timelines for technologies, improvements in corporate profitability exhibit a time‑lag effect. Specifically, substantial investment hardly yields economic returns in the short run; part of corporate capital becomes tied up, raising capital pressure. The enterprise demonstrates a transformation pattern where operational optimization takes precedence over value realization. Although multiple business indicators rebounded in 2025, deep‑seated financial contradictions stemming from digital transformation have not been fully resolved. Accordingly, this paper puts forward optimization suggestions covering finance‑business collaboration, receivables management, capital allocation and conversion of R & D outcomes, so as to provide references for the digital practices of similar domestic technology enterprises.