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<article xsi:noNamespaceSchemaLocation="http://jats.nlm.nih.gov/publishing/1.1/xsd/JATS-journalpublishing1-mathml3.xsd" dtd-version="1.1" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance"><front><journal-meta><journal-id journal-id-type="publisher-id">PBES</journal-id><journal-title-group><journal-title>Proceedings of Business and Economic Studies</journal-title></journal-title-group><issn>2209-2641</issn><eissn>2209-265X</eissn><publisher><publisher-name>Bio-Byword Scientific Publishing Pty. Ltd.</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="doi">10.26689/pbes.v8i6.12608</article-id><article-categories><subj-group subj-group-type="heading"><subject>Article</subject></subj-group></article-categories><title>Financial Performance Evaluation of Proya Company from a Stakeholder Perspective</title><url>https://artdesignp.com/journal/PBES/8/6/10.26689/pbes.v8i6.12608</url><author>LiuJiayue,ChenNan</author><pub-date pub-type="publication-year"><year>2025</year></pub-date><volume>8</volume><issue>6</issue><history><date date-type="pub"><published-time>2025-11-06</published-time></date></history><abstract>The continuous growth in per capita national disposable income has propelled the global cosmetics industry to significant growth over the past decade. Taking Proya Cosmetics Co., Ltd. as an example, this paper adopts a stakeholder perspective. By selecting financial indicators from Proya’s annual reports from 2017 to 2022, standardizing the data using SPSS software, and applying factor analysis, a series of financial performance evaluation models for Proya were constructed. A total of 15 listed companies in the same industry and Proya’s financial indicators over the past six years were selected for horizontal and vertical comparative analysis and evaluation. The analysis reveals that creditors, employees, and the government are the primary stakeholders influencing Proya’s financial performance. 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