What is the financial management of SMEs? This article explains the problem for you.
At present, most small and medium-sized enterprises in China mainly rely on their own to complete the accumulation of original funds, resulting in many small and medium-sized enterprises in the process of starting a business, with little funds and weak foundation, which makes it difficult to expand in a short time, and enterprises are in a relatively depressed production and operation state for a long time. Under the impact of the crisis in the flooring industry, many small and medium-sized enterprises have poor anti-risk ability and the risk of bankruptcy has greatly increased. Jiutong enterprise management is based on the diagnosis and consultation case experience of more than 0/00 private enterprises in the Yangtze River Delta/KLOC. Through the research and summary of financial management of private enterprises, it is found that the four elements of financial management are the serious injuries of many small and medium-sized enterprises:
Four problems in financial management of small and medium-sized enterprises
First, the credit management ability of small and medium-sized enterprises is low, and the demand for funds by small and medium-sized enterprises is characterized by small amount, frequent frequency and strong randomness, resulting in increased financing cost and more complicated financing.
Second, at this stage, the corporate financial governance structure of small and medium-sized enterprises in China is mostly imperfect, and the financial statements are not standardized, so it is impossible to provide enterprises with various specific information reflecting the liquidity, profitability and safety of enterprises in time.
Third, some small and medium-sized enterprises have redundant construction, inefficient use of funds, blind investment, high assets and liabilities, and high risk of corporate funds.
At present, the boss of most small and medium-sized enterprises in China is the general manager, the proprietress is the chief financial officer, and the money goes from the left pocket to the right pocket. The main responsibilities of the financial manager are bookkeeping, reimbursement, statistics, inventory, making statements, tax returns, social security and payroll. The financial management is familial, the financial system is not standardized, the quality of financial personnel is not high, and the level of financial management is low. Shuiliang Zeng, an expert in Jiutong Enterprise Management, believes that the reform of financial management of small and medium-sized enterprises at this stage determines the orientation and mode of enterprise financial resource allocation, and affects the flow and efficiency of enterprise capital operation. The overall financial strategic thinking of small and medium-sized enterprises should focus on the future strategic development of enterprises, fully consider the industry format, the growth rate of economic circle, the development stage of enterprises, the operation mode of enterprises and their own financial characteristics, and make management decisions with finance as the ultimate orientation. The Yangtze River Delta private enterprise management training consulting organization believes that at this stage, the financial management transformation of small and medium-sized enterprises mainly has the following three measures:
Financial management solutions
I. Capital structure
The capital structure of small and medium-sized enterprises is as important as the organizational structure of enterprises. The capital structure complementary to enterprise management will not only directly affect the financial risk of enterprises, but also affect the financing ability of enterprises. The greater the debt ratio of enterprises, the higher the financial risk. Especially under the influence of the global economic crisis, enterprises are more prone to financial crisis and lead to bankruptcy. At the same time, if the debt ratio is too large, the financing ability will inevitably weaken, which will affect the fresh blood supply of enterprises. Shuiliang Zeng, an expert in Jiutong enterprise management, believes that it is very important for SMEs to maintain a reasonable capital structure, and it is necessary to pay attention to maintaining a reasonable and scientific capital structure:
First, in the early stage of starting a business, small and medium-sized enterprises should allocate as much water as possible. According to their own capital strength, we should scientifically and reasonably determine the development strategy of enterprises, so as to match the scale of enterprises with the capital structure, and try our best to avoid excessive liabilities and increased risks caused by the disproportionate scale of enterprise development and capital strength. Enterprises should always pay attention to the coordination of capital and debt ratio in the process of development. At this time, the balance sheet is particularly important.
Second, implement a shareholder profit distribution policy that is conducive to the accumulation of enterprises, adopt more retention and less points, accumulate more after-tax profits, enrich capital, and make enterprises develop faster. Of course, in the case of strong profitability and stable business, it will be more conducive to the development of enterprises to borrow moderately and give full play to financial leverage. But this premise must be to enhance the credit management ability of enterprises.
Second, the fund management
Working capital management and improving the efficiency of capital use are important means for small and medium-sized enterprises to benefit from management. In order to effectively manage the working capital of small and medium-sized enterprises, Shuiliang Zeng, an expert in enterprise management and private enterprise management, believes that it is necessary to study the characteristics of enterprise working capital in order to control the flow and direction of enterprise capital chain in a targeted manner. Enterprise working capital generally has the following four characteristics:
First, the turnaround time is short. According to this feature, it shows that liquidity can be solved by short-term financing.
Second, non-cash working capital such as inventory, accounts receivable and short-term marketable securities is easy to realize, which is of great significance for enterprises to cope with temporary capital needs.
Third, quantity fluctuates. Current assets or current liabilities are easily affected by internal and external conditions, and the quantity often fluctuates greatly.
Fourth, the sources are diverse. The demand for working capital can be solved by long-term financing and short-term financing. Only short-term financing: short-term bank loans, short-term financing, commercial credit, bill discount, etc.
Shuiliang Zeng, an expert in enterprise management and private enterprise management, believes that the effective way to reduce the proportion of working capital in total turnover is to speed up the turnover cycle of monetary funds. According to the length of the monetary capital turnover cycle, we can predict the demand for liquidity of enterprises:
First, to reduce the management of working capital, we should start from three aspects: inventory management, accounts receivable management and accounts payable management. Shuiliang Zeng, an expert in private enterprise management, believes that for inventory management, on the one hand, it is necessary to strengthen sales and shorten the inventory turnover period through sales growth;
Secondly, on the other hand, we should calculate the economic lot size by determining the ordering cost, purchasing cost and warehousing cost, and control the funds occupied by the inventory to minimize it. For the management of accounts receivable, enterprises should formulate reasonable credit standards, credit conditions and accounts collection policies on the basis of credit risk analysis; Through these measures, customers are encouraged to pay for the goods as soon as possible, thus accelerating the turnover of accounts payable. Shuiliang Zeng, an expert in Jiutong Enterprise Management, believes that generally speaking, the longer an enterprise delays payment, the better it will be. However, because deferred payment may lead to the deterioration of corporate reputation, enterprises must carefully weigh and compare various schemes in order to make decisions and choose the most favorable scheme for enterprises.
Third, capital management.
On the issue of capital management, there is also a "misunderstanding" that capital management means outward expansion, enterprise merger, social financing, and even turning to private high-interest loans. In fact, these are not real capital management but speculation and gambling; Shuiliang Zeng, an expert in Jiutong Enterprise Management, believes that the capital operation of small and medium-sized enterprises at this stage is to sell some non-performing assets of enterprises at a strategic height under the condition of high "gold content" and take the opportunity to adjust the business strategy of enterprises.
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