Achieve Breakthroughs And Growth Through Financial Management

From the capital verification report to the business license to the tax registration certificate, the financial work runs through the whole enterprise.

In private enterprises, the flow of other business personnel is very fast. Only financial personnel will start a business together with the boss and grow with the enterprises.

Then, in the period of social and economic pformation, how should enterprises combine their development strategies to achieve breakthroughs and growth through financial management?

First, organizational change.

With the pformation of enterprises, single business operation has turned to multi business operations, single information turning to cross information, single management to group management and other management modes coexist.

Financial personnel should rebuild the target, budget and plan system, improve capital management and assets management, and realize the integration of Finance and business.

First of all, how to unify accounting subjects, subject codes, accounting system and so on.

The integration of regional, legal persons, various business units and households will cross the various businesses of group companies, subsidiaries, single companies, and p national and p regional companies instead of simply consolidated financial statements.

The sharing of materials, subjects and costs should be realized, so as to achieve information sharing among subsidiaries, departments and headquarters.

Secondly, we should build a collectivization financial system.

Let's illustrate it in a case.

When designing group finance, headquarters must control system construction, consolidated statements, budget management, etc.

Appointments, asset management, centralized financing, centralized use of funds, tax planning, information construction and so on. As a business unit, the business unit must complete account processing, budget management, fund management and so on. The business units of subordinate units should realize asset management, tax payment management, and so on. At the same time, they fully empower the business unit in the business, and the core assets of the grass-roots units and enterprises are closely integrated.

This is our basic idea for a group enterprise. It is a typical group oriented financial management mode with strong management and control.

Second, business pformation.

At the operational level, every department and every business should be resolved.

The future group will be involved in more and more businesses. There will be manufacturing groups, real estate groups and hotel management groups. What will happen to the finance at the same time? In the future, the profits of enterprises will become more and more complex. How do we pay attention to it? We have always emphasized the centralized management of finance. In the future, the management of the business level should adopt different methods to redefine and adjust the financial organization and accounting organization system of enterprises, from content to accounting objects, to the definition of structural elements, to the control of subjects, and to redesign them one after another. This is the main way to adapt to the multi business operation and cross regional operation of the mass enterprise.

Third, asset management.

Who is most concerned about assets? Creditors, investors and operators.

Creditors are concerned about the safety, preservation and liquidity of assets. Investors are concerned about asset safety, how to measure asset value, whether to increase or maintain value, whether each asset can bring benefits effectively, and operators are concerned about the safety, price and efficiency of assets.

We must observe the controllability of assets, and what is the evaluation system of asset prices. That is to say, in the future, our attention to assets will be seen from the capital attributes, legal attributes, strategic attributes, business attributes, technical attributes, accounting attributes and commonweal attributes of assets.

Fourth,

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There are similarities in capital management and asset management, but they have their own characteristics.

In fact, asset management is to optimize the business structure and optimize the business process along the two main lines of fund-raising management and capital use, aiming at the safety, efficiency and efficiency of funds.

Capital management is based on business plan and capital plan. After optimization, the business plan and capital plan are worked out. At the same time, these plans are guided to carry out financing management and financing management from safety and efficiency.

Under this logic, financing and financing channels may be different.

What kind of financing channels will we use in the way? We need to establish this logical relationship and choose what we need in the daily process.

Another thing that capital management should do is to choose business based on strategy, determine the capital allocation plan by combining business types and rating assessment, and adopt different fund supply strategies for different businesses.

The strategy of using funds from procurement to sales is different in every link of the supply chain, and the focus of attention is different.

In the last case, we adopted a two pole system of capital management, including headquarters management decisions, planning approval, financing, final accounts and financial investments. The following are the use of operating capital and the two tier financing.

Because this enterprise has completed part of the centralized authorization, it is in a pitional stage.

The headquarters of the Ministry of finance, various business units and the financial departments of various subsidiaries are affiliated.

Financial personnel often complain about the use of the new system. In fact, the use of the new system should be based on the clear management of the whole management mode, management idea and data logic.

In addition, we helped him set up a plan system of funds, and established the use of funds step by step from two weeks' capital plan, monthly capital plan, estimated cash flow statement and credit rating.

We should pay attention to how you link up the budget and operation budget within the enterprise, especially according to the matching level and business level of the fund. That is to say, the business of each subsidiary is divided into three categories: A, B and C, and then match with your fund level to get a rating time. We evaluate it from the time of evaluation, the distribution of the grade, the latitude of the application, according to the order of business in the order of big to small, and match with our performance test and audit results.

Finally, through matching a series of indicators, it is concluded that the matching of funds in different businesses is focused on matching or matching or restricting matching.