Financial and economic activities of the enterprise. Financial and economic activities of the enterprise

Instructions

Remember that when analyzing the activities of an enterprise, the principle of business efficiency is used, which implies achieving the greatest results at the lowest costs. The most general indicator of efficiency is profitability. Its particular indicators include:
- efficiency of use labor resources(personnel profitability, labor productivity), fixed production assets (capital intensity, capital productivity), material resources (material intensity, material productivity);
- efficiency of the enterprise’s investment activities (recoupment);
- efficiency of asset use (turnover indicators);
- efficiency of capital use.

After calculating the system of financial- economic activity enterprises, compare them with planned, regulatory and industry indicators. This will allow us to draw a conclusion about the effectiveness of the organization and its place in the market.

To draw a general conclusion about the efficiency of an enterprise, calculate the level of profitability, which is the ratio of the enterprise’s profit to the amount of fixed and working capital. This indicator combines a number of ratios (return on capital, sales, goods, etc.). Profitability is an integral indicator. It shows the extent of its attractiveness to investors.

When analyzing the activities of an enterprise, keep in mind that in order to study its condition in more detail, it is necessary to conduct a factor analysis of the results obtained. After all, each indicator reflecting the use of production resources is influenced by other indicators.

note

The activities of the organization as a whole are influenced by many factors:
- general economic situation in the country and on the market;
- natural-geographical location of the enterprise;
- industry affiliation;
- factors determined by the functioning of the enterprise (pricing and sales policies, the degree of use of production resources, identification and use of on-farm reserves, etc.).

Entrepreneurial activity requires constant planning and analysis of the financial performance of the company. This is the basis for effective management of all stages of production and the development of methods for obtaining the greatest profit.

Instructions

To determine the stability of the financial condition of an enterprise, changes in the structure of capital, sources of its formation and direction of placement, efficiency and intensity of use of capital, solvency and creditworthiness of the organization, its margin of financial strength.

When conducting financial analysis, absolute and changes in indicators are determined. The latter enable them, with generally accepted standards, to assess the risk of bankruptcy, with the indicators of other enterprises, to identify its strengths and weak sides, place in the market, as well as with similar periods of previous years, in order to identify trends in the development of the company.

Then the selection of indicators is carried out, which financial enterprise: financial stability (financial stability ratio, autonomy, share of accounts receivable), solvency and liquidity, business activity (inventory turnover ratio, equity, etc.), profitability.

After this, a general diagram of the system is drawn up, its main components, functions, relationships are identified, and subordinate elements are determined that provide qualitative and quantitative characteristics. Then they obtain specific data on the operation of the enterprise in numerical terms, evaluate the results of its activities, and identify reserves for increasing production efficiency.

One of the company's goals is to survive in a competitive environment. From this point of view, under analysis market This refers to the collection and analysis of information that helps develop a survival strategy. Michael Porter's five forces theory can be used to account for competitive threats.

Instructions

Analyze the threat of new competitors. We need to assess how easy or difficult it is for them to acquire necessary equipment, skills, etc., so that . If barriers to entry into an industry are low, competition may become more intense. In this case, the company's management must decide in advance whether there is a chance of winning the price wars.

Understand the threat of substitute products. If a company produces tin packaging, customers can switch to cheaper plastic packaging. It is possible that the demand for tin will decrease, then competition between manufacturers will increase in proportion to demand. By analogy, make an analysis of the conditions in which the company.

Analyze the rivalry between existing firms. The severity of the rivalry depends on the forces analyzed in the 4 previous steps.

Choose a suitable development strategy. If the 5 forces in the industry indicate high competition, the company should be prepared to make low-cost production options and provide additional solutions that solve customer problems.

Consider introducing strict rules. A company may lobby for laws that would be difficult for competitors to comply with. Then the 5 forces operating in the market will change the degree of influence on each other.

Helpful advice

The theory of five forces is described in detail in the book “MBA in 10 days” by Stephen Silbiger, 2002, in the “Strategy” section. Pay attention to the determinants of the five forces. They allow you to think in the right direction to find opportunities to obtain competitive advantage.

The main activity of the enterprise is the main source of profit. The nature of the activity is determined by the industry specifics of the enterprise, which is based on production and commercial activities, and is supplemented by investment and financial activities. Profit received from the sale of manufactured products, services and work is determined by the difference between revenue and cost, minus taxes and other mandatory payments.

Instructions

Neutral - without benefit to any one group;

Understandable – easily understood without special training;

Comparable, for example, with information from other organizations;

Rational, the selection of which would be carried out at minimal cost;

Confidential - i.e. does not contain data that could harm the company and its strong position.

Carry out analytical processing of data by drawing up analytical tables and a balance sheet, where items are combined into large groups with the same economic content. This balance is convenient for reading and conducting qualitative economic analysis.

Based on the groups obtained, calculate the main indicators of the financial condition of the enterprise - liquidity, financial stability, turnover, etc. Please note that with this transformation of the balance sheet, the balance is maintained - equality of assets and liabilities.

Conduct a vertical and horizontal balance sheet analysis. In a vertical analysis, take the total assets and revenue as 100% and divide the percentages by item according to the figures presented. In a horizontal analysis, compare the main balance sheet items with previous years, placing them in adjacent columns.

Compare all metrics to industry benchmarks.

Summarize the results of the economic analysis. Based on the information received, give an objective assessment of the enterprise’s activities, make proposals for identifying reserves to improve the efficiency of the enterprise.

Video on the topic

Product sales analysis will help you identify the most promising products from the point of view of their sale. It also allows you to track trends in sales decline and growth. With this information, you can manage sales and plan your sales more effectively. professional activity.

You will need

Sales information, calculator, computer

Instructions

Analyze the dynamics and structure of product sales. To do this, keep track of how many units of products were purchased during the reporting period. Compare the data obtained with the previous or base period. The result may be a conclusion about growth, decline or stability of sales. Determine the revenue growth rate by dividing the data for the current period by the data for the past. Find out how many products were sold on credit.

Determine the critical sales volume. This indicator demonstrates at what quantity of products sold the enterprise will cease to be unprofitable, but will not yet begin to make a profit. For this fixed costs should be divided by the level of marginal income.

Analyze your competitors' sales growth rates. This will allow you to identify your position in the market and strengthen the company’s position in the future.

Identify the reasons for the decline in sales, if any. Most often, they are the approach of the product’s life cycle to the end, high competition in this market sector, and market oversaturation. Depending on the reason, the company must either launch a new product, strengthen its strengths, or enter new market segments. A timely decision can protect you from a further decline in sales.

note

The term “sales analysis” refers to a very wide range of tasks, including those that require the use of non-trivial techniques to solve. However, in most cases, it is enough for an analyst or sales manager to use spreadsheets filled with... information.

Helpful advice

At the initial stage, an analysis of sales dynamics, sales structure and sales profitability is carried out. At this stage, the trends that are developing in relation to sales (growth, stability, decline), as well as the influence of individual groups and categories of products/services on these trends and the level of this influence are determined.

Sources:

Sales analysis and management decisions

To determine the trend of growth or decline sales products of the enterprise must be carried out analysis. It allows you to determine the situation on the market and identify those products whose promotion requires some effort. As a result, a plan for future sales and the necessary measures to increase them.

Instructions

Report on dynamics and structure sales for the enterprise as a whole and for individual areas and product groups. Calculate the revenue growth rate, which is equal to the ratio of profit from sales in the current and past periods. Also determine the share of revenue from sales products sold on credit in the reporting period. The obtained indicators, calculated over time, will allow us to assess the need for consumer lending and development trends sales.

Calculate the coefficient of variation sales. It is equal to the sum of the squares of the difference between products sold in a specific period and the average number sales, in relation to the average percentage sales behind analysis period under study. Based on the obtained values, draw conclusions about the reasons that cause unevenness sales. Develop activities to eliminate identified causes and increase rhythm.

Calculate the level of marginal income, which is equal to the ratio of the difference between revenue and variable costs to revenue from sales. Determine the critical volume indicator sales, which is equal to the ratio of fixed costs for production and sales of products to the level of marginal income. The resulting value allows you to determine the break-even point of volume sales. Based on the data obtained, determine the safety margin of the enterprise.

Determine profitability over time sales, which is defined as the ratio of profit sales to revenue. The resulting indicator allows you to determine the profitability of the enterprise and evaluate the effectiveness of the operation and current product policy.

About analysis summarize your results sales and identify measures that need to be taken to increase profits. This could be production optimization, working with clients, developing new ones, and much more.

Profitability is an indicator of the profitability of an enterprise. Also, profitability implies the use of certain means by which an organization can cover its own costs with income and make a profit.

Instructions

Swipe analysis profitability company based on its activity for the year and then quarterly. Compare actual performance profitability(products, property, own funds) for the required period with calculated (planned) indicators and with values for previous periods. In this case, bring the values for previous periods into a comparable form using a price index.

Study the influence of internal and external production factors on performance profitability. Then determine the reserves for growth of indicators profitability. In turn, to ensure an increase profitability, the rate must be greater than the growth rate of materials used or operating results, that is, income from sales of goods.

About analysis Ensure the stability of the enterprise, which is characterized by many different indicators that reflect the stability of its finances and the optimal level. Purpose analysis and finance serves to assess the state of the company in the previous period, assess its current state and assess the future position of the company.

Analysis is more difficult than comparing quantitative indicators, but it allows us to assess the situation at a different level. Why can't it be ignored? Firstly, the sales market has boundaries; you need to work with it constantly, looking for opportunities to make the best use of the market situation. Secondly, external conditions beyond your control may change. For example, a competitor has a new product in the same price range as yours, but best quality. Now for sales and units of goods will have to invest much more resources, for example, instead of 10 calls you need to make 15. In a situation of intense competition, an advantage is given to a company whose specialists clearly formulate quality indicators and develop methods for monitoring them and working to improve these indicators.

Analyze the work of employees at different stages. This will allow us to identify at what stage a particular seller is having difficulties. Some find it more difficult for themselves and the company, while others find it more difficult to deal with objections. This way, you will have an individual profile of each employee before your eyes. You will be able to work with the difficulties of each of them, improving the employee’s qualifications, developing skills that he does not possess at the time of assessment.

How to conduct a personnel analysis in a company is a question that almost no one knows how to solve. Meanwhile, conducting personnel analysis allows you to correctly delegate authority to your employees.

Many methods are cumbersome and not universal, and also require a lot of labor to implement. But personnel analysis is carried out daily, including during interviews with candidates for employment in the company. Let's look at a simple method today that you can apply tomorrow.

Motivation/Competence Matrix

I learned this method in the training of Michael Beng, who is a recognized master in training and motivating sales personnel. So, let's go.

We constantly assign employees to perform certain tasks, but in the end we often do not get satisfactory results. Most likely, the reason is that we gave this task to an incompetent or unwilling employee to do a good job, and at the same time we did not supervise him. But there is a second option: we entrusted the work to a well-trained and independent responsible employee and at the same time constantly monitored him, as a result of which his motivation decreased.

It is very important that your management style matches the motivation and competence of the person. We can apply the competence/motivation matrix to determine the employee's position and determine the correct actions towards him.

What do these two qualities depend on?

Competence depends on the person’s experience, education, training, and intelligence.

Motivation depends on a person’s goals, confidence, management’s attitude towards him, whether he is satisfied with the working conditions and the amount of pay.

STEP 1. We need to perform a job analysis, taking into account the motivation and competence of the person without prejudice and place the person in one of the squares in the figure below.

STEP 2. You need to decide on the management style of each type of employee, tips are in the corresponding squares of the lower figure.

Let's take a closer look at the types:

1 – these are experienced, competent employees who are motivated to do their job well. As a rule, these are the TOPs and stars of the divisions. Such an employee needs confirmation of his qualities in the form of receiving greater powers within the project.

2 are employees who are eager to fight, but do not have the appropriate skills and experience and therefore constantly screw up. Or these are new employees who have not yet learned to work according to company standards; they need help with this. In my opinion, these are the most promising employees from whom you can develop Type 1 simply by teaching them how to work.

Type 3 is very dangerous. These are employees who have experience and competence, but are undervalued in the literal sense of the word or in their own opinion. Perhaps this employee was not promoted somewhere along the way, or you do not pay him enough, perhaps you controlled him too much when he was in square 1. These are often presumptuous stars of sales departments who were brought down from heaven to earth during rotation in the department or transformation of the sales department.

How to work with such employees?

Well, first of all, there is no need to bring it to this. Type 3 employees are the fault of their immediate supervisor. Here, either the employee was promised “mountains of gold” when applying for a job, which this company does not have. Or they didn’t catch the moment when the employee changed his motivation, and continued to motivate him incorrectly.

What can be done? Often, to motivate such employees, a shake-up is needed with the opportunity to earn a reward and return to square one again.

If an employee became this way as a result of deception during the hiring process and, as a result, inflated expectations, then it is best to say goodbye to him. If you cannot give him the powers or money that he needs, he will still leave or work at half capacity.

Advice on this paragraph: never hire an employee for a position if it does not provide for payment of the money that interests him!

4 – this could be a new employee who was brought to the wrong place by fate, or an old employee who never developed his competencies, plus he lost his motivation. This is the most difficult type of employee, and it is necessary to transfer to other sectors as quickly as possible, but it is easier to replace them with type 2.

Next, you take a snapshot of the staff monthly and each time you accept a serious assignment, analyze a specific employee. You must be sure that as the employee changes as a result of motivation and training, your management style also changes.

Summary

We have discussed with you how to analyze personnel in an organization and delegate. Constantly understanding the motivation and competence of employees will allow you to find the right approach to each of them and manage them correctly.

Video on the topic

Financial and economic activities

organizational and executive-administrative activities of the command (chief, commander), management bodies, services and officials of the troops and bodies of the PS of the Russian Federation in managing the economy, including the corresponding material and technical base, personnel and finances, in order to meet the material and physiological needs of the personnel (rest, timely and high-quality food, medical, trade, household and financial support, provision of uniforms and shoes, other material resources), in accordance with the conditions of military labor, organization of leisure and satisfaction of spiritual needs, maintaining readiness for combat use (use) weapons and military equipment; uninterrupted provision of combat, national and special training, daily border service for the protection of the State Duma and the exclusive economic zone; maintaining the combat readiness of border formations in stationary deployment conditions. It is carried out continuously, coordinated and interconnected with the daily activities of the RF PS on the basis of strict compliance with legislative and regulatory legal acts of the Russian state, military regulations, manuals and manuals, and the requirements of the governing documents of the RF PS. The basic principles of organizing the financial and economic activities of the border formation are: strict regulation of financial and economic activities; unity of command in the organization of financial and economic activities and its management; planning of financial and economic activities; constant readiness of all forces, means and objects of the material and technical base of the economy to solve the assigned tasks; compliance of the organization of financial and economic activities with the nature of the tasks solved by the border formation; compliance of the organization of financial and economic activities with physical and geographical conditions, dislocation of the border formation; efficiency of financial and economic activities.

Border Dictionary. - M.: Academy of the Federal PS of the Russian Federation. 2002 .

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FHD- financial and economic activities... Dictionary of Russian abbreviations

SELF-FINANCING- – financial and economic activity in which all current expenses for simple and expanded reproduction are reimbursed from their own sources. At the same time, the costs are not only fully recouped, but also contribute to making a profit in... Brief dictionary economist

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Youth residential

Youth housing complex- MZhK, abbr., abbreviation 1. youth residential complex. 2. MZhK social movement in the USSR in 1971 1991 (peak activity 1984 1991). 3. Member of the MZhK emzhekovets (zh. emzhekovka). Initially it was intended as a way to create normal housing and... ... Wikipedia

Youth residential complex- MZhK, abbr., abbreviation 1. youth residential complex. 2. MZhK social movement in the USSR in 1971 1991 (peak activity 1984 1991). 3. Member of the MZhK emzhekovets (zh. emzhekovka). Initially it was intended as a way to create normal housing and... ... Wikipedia

Youth residential- MZhK, abbr., abbreviation 1. youth residential complex. 2. MZhK social movement in the USSR in 1971 1991 (peak activity 1984 1991). 3. Member of the MZhK emzhekovets (zh. emzhekovka). Initially it was intended as a way to create normal housing and... ... Wikipedia

Youth residential complex- Commemorative plaque on the country’s first residential building of the MZhK (Korolev, Korolev Ave., 18/6). Youth residential complex (YRC) is a social movement that existed in ... Wikipedia

Books

Financial and economic activities of a book distribution enterprise, Ekaterina Ivanova. Based on factual materials from a number of bookselling enterprises in Moscow, the Moscow region and other cities of Russia, the concept, order of formation, methods of analysis and planning are revealed... Buy for 199 rubles eBook
Financial and economic activities of the head of an educational institution, N. I. Ponomarev, L. M. Syromyatnikov. The qualitative use of the regulatory framework for financial and economic activities is not an easy matter, and it is associated with certain difficulties. Therefore, the experience of those...

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Introduction

1. Theoretical foundations for analyzing the effectiveness of the financial and economic activities of an enterprise

3.2 The main ways to improve the financial results of an enterprise

Conclusion

Bibliography

Introduction

Currently, the role of economic analysis is significantly increasing as an important tool for assessing the results of an enterprise’s economic activities, identifying internal reserves and determining ways for the most efficient use of resources.

Financial analysis becomes especially relevant when training specialists in the field of economics, because For them, economic activity is refracted, first of all, through the prism of financial relations, so the course project is proposed to be completed specifically on financial analysis.

The main goal of financial analysis is to obtain a small number of key parameters that give an objective picture of the financial condition of the enterprise, its profits and losses, changes in the structure of assets and liabilities. Financial analysis allows us to identify the most rational directions for the distribution of material, labor and financial resources.

The main source of information for completing the course project is the annual accounting report of the enterprise.

The purpose of the course project is to master the methodology for the effectiveness of financial and economic activities of enterprises.

To achieve this goal, it is necessary to complete the following tasks:

Familiarize yourself with the methods of conducting financial and economic activities.

1. Theoretical foundations for analyzing the effectiveness of the financial and economic activities of an enterprise

1.1 Essence, significance and objectives of the analysis of financial and economic activities

The financial condition of an enterprise (FSP) is an economic category that reflects the state of capital in the process of its circulation and the ability of a business entity to self-develop at a fixed point in time.

In the process of supply, production, sales and financial activities, a continuous process of capital circulation occurs, the structure of funds and sources of their formation, the availability and need for financial resources and, as a consequence, the financial condition of the enterprise, the external manifestation of which is solvency, change.

The financial condition can be stable, unstable (pre-crisis) and crisis. The ability of an enterprise to make payments on time, finance its activities on an expanded basis, withstand unexpected shocks and maintain its solvency in adverse circumstances indicates its sound financial condition, and vice versa.

To ensure financial stability, an enterprise must have a flexible capital structure and be able to organize its movement in such a way as to ensure a constant excess of income over expenses in order to maintain solvency and create conditions for self-reproduction.

Consequently, the financial stability of an enterprise is the ability of a business entity to function and develop, to maintain a balance of its assets and liabilities in a changing internal and external environment, guaranteeing its constant solvency and investment attractiveness within the acceptable level of risk.

The financial condition of an enterprise, its sustainability and stability depend on the results of its production, commercial and financial activities. If production and financial plans are successfully implemented, this has a positive effect on the financial position of the enterprise. And vice versa, as a result of underfulfillment of the plan for the production and sale of products, there is an increase in its cost, a decrease in revenue and the amount of profit and, as a consequence, a deterioration in the financial condition of the enterprise and its solvency. Consequently, a stable financial condition is not a fluke, but the result of competent, skillful management of the entire complex of factors that determine the results of the enterprise’s economic activities.

A stable financial position, in turn, has a positive impact on the implementation of production plans and provision of production needs with the necessary resources. Therefore, financial activities as component economic activity should be aimed at ensuring the systematic receipt and expenditure of monetary resources, implementing accounting discipline, achieving rational proportions of equity and borrowed capital and its most efficient use.

The main goal of financial activity comes down to one strategic task - increasing the assets of the enterprise. To do this, it must constantly maintain solvency and profitability, as well as the optimal structure of assets and liabilities of the balance sheet.

Main tasks of analysis.

1. Timely identification and elimination of deficiencies in financial activities and the search for reserves for improving the financial condition of the enterprise and its solvency.

2. Forecasting possible financial results, economic profitability based on the actual conditions of economic activity and the availability of own and borrowed resources, developing models of financial condition for various options for using resources.

3. Development of specific measures aimed at more efficient use of financial resources and strengthening the financial condition of the enterprise.

To assess the FSP and its stability, a whole system of indicators is used that characterize:

a) availability and placement of capital, efficiency and intensity of its use;

b) the optimal structure of the enterprise’s liabilities, its financial independence and the degree of financial risk;

c) the optimal structure of the enterprise’s assets and the degree of production risk;

d) optimal structure of sources for the formation of current assets;

e) solvency and investment attractiveness of the enterprise;

f) the risk of bankruptcy (insolvency) of a business entity;

g) the margin of its financial stability (break-even sales volume zone).

The analysis of the FSP is based mainly on relative indicators, since absolute balance indicators in conditions of inflation are very difficult to bring into a comparable form.

The relative indicators of the analyzed enterprise can be compared:

with generally accepted “norms” for assessing the degree of risk and predicting the possibility of bankruptcy;

with similar data from other enterprises, which allows us to identify the strengths and weaknesses of the enterprise and its capabilities;

with similar data from previous years to study trends in the improvement or deterioration of FSP.

Analysis of the financial condition is carried out not only by the managers and relevant services of the enterprise, but also by its founders, investors in order to study the efficiency of the use of resources, banks - to assess lending conditions and determine the degree of risk, suppliers - to receive payments on time, tax inspectorates - to fulfill the income plan funds to the budget, etc. In accordance with this, analysis is divided into internal and external.

Internal analysis is carried out by the enterprise services and its results are used for planning, monitoring and forecasting the FSP. Its goal is to ensure a systematic flow Money and place own and borrowed funds in such a way as to create conditions for the normal functioning of the enterprise, obtaining maximum profits and eliminating the risk of bankruptcy.

External analysis is carried out by investors, suppliers of material and financial resources, and regulatory authorities on the basis of published reports. Its goal is to establish the opportunity to invest funds profitably in order to ensure maximum profit and eliminate the risk of loss. financial economic capital

The main sources of information for analyzing the financial condition of an enterprise are the reported balance sheet, profit and loss statements, capital flows, cash flows and other forms of reporting, primary and analytical data. accounting, which decipher and detail individual balance sheet items.

1.2 Characteristics of the enterprise’s balance sheet and its structure

The organization's assets and liabilities are continuously involved in production. To determine the value of all assets and liabilities, give them economic assessment for the reporting period, as well as to promptly manage the organization, manage financial and economic activities, it is necessary to have generalized data on its property and liabilities. This generalization is achieved in the process of compiling a balance sheet.

In accounting, the word "balance sheet" has a dual meaning.

1. Equality of totals, when the totals of entries in the debit and credit of accounts, the totals of entries in analytical accounts and the corresponding synthetic account, the totals of assets and liabilities of the balance sheet, etc. are equal.

2. The most important form of accounting reporting, showing the state of the organization's funds in monetary terms as of a certain date. Equal totals of the form for assets and liabilities are located for the most part on the same level, occupying a strictly horizontal position, like the yoke of a scale in a state of equilibrium. Unlike balance sheets used in planning and analysis, the balance sheet is a system of momentary indicators that characterize the state of the enterprise’s funds at a certain date (moment).

The balance sheet is the most important source of information about the financial position of an organization for the reporting period. It allows you to determine the composition and structure of the organization’s property, mobility and turnover of working capital, the state and dynamics of receivables and payables, and the final financial result (profit or loss). The balance sheet acquaints founders, managers and other stakeholders involved in property management with the state of the organization, shows what the owner owns, i.e. what is the stock of material resources in quantitative and qualitative terms, how is it used and who took part in the creation of this stock.

Using the balance sheet, you can determine whether the organization will be able to justify its obligations to shareholders, investors, creditors, buyers, sellers in the near future, or whether it is facing financial difficulties. Of course, the balance sheet is not able to cover the entire volume of information about the organization’s activities, therefore the missing part of the information is presented in other forms of reporting. Balance sheet data is widely used by tax inspectorates and tax police, credit institutions, statistical authorities and other users.

Consequently, the balance sheet, being a source of information, is a method of economic grouping and generalization of information about the organization’s property by composition and location, as well as by the sources of its formation (own and borrowed liabilities), expressed in monetary value and presented on a certain date.

The term “balance” comes from the Latin words “bis” - twice, “bank” - scales, literally means two cups and is used as a concept of equality, balance.

One of the main forms of annual reporting is the balance sheet. To fill it out, account turnover is calculated and balances at the end of the next month of the reporting quarter are displayed.

Section 1 “Non-current assets” of the balance sheet presents the following groups of items:

1) “Intangible assets”, in accordance with PBU-14, consist of :

Intellectual property objects,

Exclusive rights owned by the organization and used in production or management activities,

Organizational expenses associated with organizing the activities of the enterprise,

The business reputation of a company is the difference between the purchase price of the organization as a property complex as a whole and the value of all its assets and liabilities on the balance sheet,

Residual value of intangible assets.

2) “Fixed Assets” - reflects the property that is accounted for on account 01 “Fixed Assets” minus “Depreciation of Fixed Assets”. In accordance with PBU - 6, fixed assets include: assets of an organization worth more than 10,000 rubles with a service life of more than 12 months.

3) “Construction in progress” - the balances of account 07 “Equipment for installation” and 08 “Investments in non-current assets” are shown. Advances issued to developers and other advance payments related to capital investments, costs of construction and installation work, purchase of buildings, equipment, Vehicle, tools, inventory.

A breakdown of information on the movement of funds under the item “Construction in progress” is given in Form No. 5.

4) “Profitable investment in material assets” - data from account 03 is used. This article takes into account the value of property that the organization intends to use for rent or leasing, housing facilities used to generate income. If the property is not used for its original purpose, then its value is transferred to account 01 “Fixed assets” or account 10 “Materials”.

5) “Long-term financial investments” are the amounts of an enterprise’s investments for a period of more than 1 year in securities of other organizations, authorized capitals of other organizations, as well as the amount of long-term loans provided to other organizations. To fill out the line, use data from accounts 58 “Financial investments” and 59 “Reserves for the depreciation of investments in securities.”

6) “Deferred tax assets” is the positive difference between the real income tax and the conditional one calculated from the balance sheet profit (PBU-18). The deferred asset shows how much the amount of this tax will need to be reduced in the next reporting period. It is calculated as the product of the tax rate and the deductible temporary difference.

7) “Other non-current assets” - funds and long-term investments that are not reflected in section 1 of the balance sheet are reflected.

Section 2 “Current assets” of the balance sheet is presented by the following groups of articles:

- “Inventories” - reflects the cost of all material inventories and expenses of the organization. To fill out the line: “Raw materials, materials and other similar values”, account data 10 and 16 are used; “Animals for growing and fattening” - count 11; “Costs in work in progress” - accounts 20, 21, 23, 29, 44, 46. It includes products that have not gone through all stages of processing. The article “Finished products” and “Goods for resale” shows the actual or standard (planned) cost of the balance of manufactured products, using data from account 43. The cost of goods purchased for resale is also reflected - account 41. The article “Goods shipped” reflects data on the actual cost of products shipped to customers. The article “Future expenses” includes the amount of expenses incurred by the company in the reporting period, but related to its activities in the future period - account 97.

- “Receivables, payments for which are expected more than 12 months after the reporting date” and “Receivables, payments for which are expected within 12 months after the reporting date” data are shown separately. A breakdown of the status of accounts receivable is given in the appendix to the balance sheet (form No. 5). Accounts receivable previously reflected as long-term, but expected to be repaid in the reporting year, can be reflected at the beginning of the reporting year as short-term, which is recorded in the “Explanatory Note”.

- “Short-term financial investments” shows short-term loans, company investments in shares, bonds and other securities for a period of no more than 1 year.

- “Cash” includes “Cash Office”, “Cash Accounts”, “Currency Accounts”, where they reflect cash balances in credit institutions. If the enterprise has foreign currency, it is recalculated at the exchange rate of the Central Bank of the Russian Federation at the end of the reporting period.

Section 3 of the balance sheet “Capital and reserves” combines the organization’s own sources and consists of the following items:

- "Authorized capital". It shows the amount of the company’s capital recorded in the constituent documents. Its increase or decrease is recorded in the balance sheet after changes are made to the documents.

- “Additional capital” - the share premium is reflected when selling one’s shares at a price above par value, an increase in the value of fixed assets after their revaluation.

- “Reserve capital” - includes the amount of balances of reserve and other similar funds created in accordance with the legislation of the Russian Federation.

Section 4 “Long-term liabilities” is represented by the following articles:

- “Loans and credits” - reflects the balance of borrowed funds that the company received for a period of more than a year.

- “Deferred tax liabilities” - according to PBU 18/2, this is the negative difference between the real income tax and the conditional one calculated from the balance sheet profit.

- “Other long-term liabilities” - all amounts that are not included in section 4 of the balance sheet are reflected.

Section 5 “Short-term liabilities”.

This section includes the following types of articles:

1) “Loans and credits” - reflects the balance of borrowed funds that the company received for a period of less than one year.

2) “Accounts payable.” It includes:

- “Suppliers and contractors” - reflects the organization’s outstanding debt for received goods and materials.

- “Debt to the organization’s personnel” - includes debt for accrued wages, social and compensation payments.

- “Debt on taxes and fees” - reflects the debt for the unified social tax, which is subject to payment to the federal budget.

- “Debt to state extra-budgetary funds” - reflects the debt to the Pension Fund, Social Insurance Fund, and Compulsory Medical Insurance Fund. The accrued but not paid contributions for compulsory pension insurance, accident insurance and the part of the unified social tax due for payment to the Pension Fund, Social Insurance Fund, and Compulsory Medical Insurance Fund are indicated.

- “Other creditors” - reflects the debt for compulsory and voluntary insurance, for deposited wages, and for accountable persons.

3) “Debt to participants for payment of income” - shows the amount of debt of the organization for accrued but not paid dividends, interest on shares, bonds.

4) “Deferred income” shows income received in the reporting period, but relating to the following reporting periods.

5) “Reserves for future expenses” shows the amount of reserves formed by the organization for vacation pay, repairs of fixed assets, payment of remunerations based on the results of the year and length of service, warranty repairs and maintenance.

In addition, behind the balance sheet, the certificate of the availability of valuables recorded on off-balance sheet accounts provides data on leased fixed assets, inventory items accepted for safekeeping, goods accepted for commission, depreciation of the housing stock, and intangible assets received for use. , etc.

The structure of the balance sheet, which implies the allocation of certain sections and articles, can be different; currently it has the following form (Table 1.1)

Table 1.1 - Presentation of the balance sheet

The main factors determining the financial condition of the enterprise are, firstly, the implementation of the financial plan and replenishment as the need arises for its own working capital at the expense of profits and, secondly, the turnover rate of working capital (assets). The signal indicator in which the financial condition is manifested is the solvency of the enterprise, which means its ability to timely satisfy the payment requirements of suppliers of equipment and materials in accordance with business contracts, repay loans, pay staff, and make payments to the budget. Since the implementation of the financial plan mainly depends on the results of production and economic activities as a whole, we can say that the financial situation is determined by the most general indicator. Therefore, the income statement is also used to analyze the financial position.

2. Information and methodological support for analyzing the effectiveness of the financial and economic activities of the enterprise

2.1 Information and regulatory framework for analyzing the financial and economic activities of an enterprise

The effectiveness of financial analysis largely depends on its proper organization, the systematic nature of its implementation and the sources of information and methodological support analysis. All data sources for financial analysis are divided into three groups.

1. Regulatory - planning sources - all types of plans that are developed in the organization, regulatory materials, estimates, price tags, calculations, design assignments, etc.

2. Sources of accounting information - all data that contains accounting, statistical and operational accounting documents, as well as all types of reporting, primary accounting documentation.

3. Non-accounting sources - documents regulating economic activities, as well as data characterizing changes external environment functioning of the organization. These include official documents (laws, regulations, etc.), economic and legal documents (agreements, court decisions, etc.), technical and technological documentation, information about the organization’s main counterparties, data on market conditions, etc.

Basically, the information base for analyzing the financial condition of a commercial organization is accounting (financial) reporting.

Accounting (financial) reporting is a unified system of data on the property and financial position of an organization and the results of its economic activities, compiled on the basis of financial accounting data in order to provide external and internal users with general information about the financial position of the organization in a form that is convenient and understandable for acceptance by these users of certain business solutions.

The reporting includes all types of current accounting: accounting, statistical and operational-technical, which makes it possible to reflect the entire diversity in the reporting entrepreneurial activity organizations.

There are a number of requirements for reporting: completeness, materiality, relevance, understandability, timeliness, truthfulness, applicability for forecasting purposes, prudence.

Understandability serves as the main criterion for the quality of information, implying accessibility for understanding by a trained user. Users must have sufficient knowledge of business and accounting. Information that is too complex for individual users to understand, but important for making economic decisions, should not be excluded from reporting.

Information is relevant, from the point of view of interested users, if its presence or absence has or is capable of influencing the decisions (including management) of these users, helping them evaluate past, present or future events, confirming or changing previously made assessments. The relevance of information is influenced by its content and materiality. Information is considered material, the absence or inaccuracy of which may affect the decisions of interested users.

The reliability of information is determined by the absence of significant errors and distortions in it. The qualitative characteristics of the reliability of information are revealed through its truthful presentation, neutrality, prudence, completeness and the predominance of essence over form.

Another qualitative characteristic of accounting information is comparability. This requirement means that the information contained in an entity's financial statements must be comparable over time and comparable with information of other entities. This allows one to monitor trends in the financial position and performance of the reporting entity.

The use of high-quality basic characteristics and relevant accounting standards will ensure the preparation of reliable reporting, the analysis of which will allow making optimal management decisions.

The financial statements of a commercial organization consist of several reporting documents that form a single whole:

Balance sheet;

Profit and loss statement;

Appendixes to the balance sheet and income statement, which include a statement of changes in equity and a statement of cash flows;

Explanations for the balance sheet and income statement.

Data from an organization's financial statements serve as the main source of information about its activities. Financial reporting is real means communications, thanks to which:

Managers get an idea of the place of their organization in the system of similar organizations, the correctness of the chosen strategic course, the efficiency of using resources and decisions made on a wide variety of organizational management issues;

Auditors receive a hint to choose the right solution during the audit process, plan their audit, identify weaknesses in the accounting system and areas of possible intentional and unintentional errors in the client’s external reporting;

Analysts determine the direction of financial analysis.

Based on the study of the balance, external users can make decisions about the feasibility and conditions of doing business with this organization as a partner; assess the creditworthiness of an organization

as a borrower; assess the possible risks of your investments, the feasibility of purchasing shares of this organization and its assets and other decisions.

The volume and general nature of the information contained in the financial statements limits the possibilities of analysis. However, the ability to read financial statements and knowledge of analysis methods and techniques allow one to fairly fully and objectively assess many areas of the organization’s financial condition, see the reasons for their changes, make a forecast for the future and make appropriate management decisions.

2.2 Methodological provisions for assessing the effectiveness of the financial and economic activities of an enterprise

To diagnose the effectiveness of financial and economic activities, the following absolute indicators are calculated.

The main indicator for assessing financial and economic activity is profit. Profit is net income expressed in monetary terms, which is the difference between total income and total costs. An enterprise makes a profit if sales revenue exceeds the cost of products (works, services) sold. IN general view The profit indicator can be calculated using the formula:

where P is profit, D is income, I is production costs.

Gross profit is the total, total profit of an enterprise received over a certain period from all types of production and non-production activities of the enterprise, recorded in its balance sheet; part of the added value that remains with producers after deducting the costs associated with paying for the corpse and taxes. Calculated by the formula:

where - gross profit, B-revenue, s/s - cost.

Profit from sales is the profit of an economic entity from its main (ordinary) activities. Calculated:

where is sales profit, Y is administrative expenses, K is commercial expenses.

Profit (loss) before tax is profit from sales taking into account other income and expenses, which are divided into operating and non-operating:

where is profit (loss) before tax, Sodr is operating income and expenses, Sdr is non-operating income and expenses.

Net profit is the part of the enterprise's balance sheet profit that remains at its disposal after paying taxes, fees, deductions and other obligatory payments to the budget. Net profit is used to increase the company's working capital, form funds and reserves, and reinvest in production. Calculated using the formula:

where PE is net profit, N is taxes.

These indicators are indicated in the income statement.

After calculating the previous absolute indicators, it became possible to calculate relative indicators that most accurately reflect the situation at the enterprise.

Profitability is a relative indicator of economic efficiency. Profitability comprehensively reflects the degree of efficiency in the use of material, labor and monetary resources, as well as natural resources. The profitability ratio is calculated as the ratio of profit to the assets, resources or flows that form it. It can be expressed both in profit per unit of invested funds, and in the profit carried by each monetary unit received. Profitability ratios are often expressed as percentages.

Return on sales is a coefficient equal to the ratio of profit from sales of products to the amount of revenue received. The data for its calculation is the balance sheet.

Return on sales shows how much profit the company receives from each ruble of products sold.

Return on sales is used as the main indicator for evaluation financial efficiency companies that have relatively small amounts of fixed assets and equity capital. Assessing the profitability of sales allows you to take a more objective look at the state of affairs.

The return on sales indicator characterizes the most important aspect of the company's activities - the sale of main products.

Return on sales is determined by the formula:

Where is the profitability of sales, Ppr is the profit from sales, B is revenue.

2. Accounting profitability from ordinary activities shows the level of profit after taxes. If this indicator is negative during the analyzed periods, this means that the organization has no profit, does not pay taxes on it, and, accordingly, nothing remains at its disposal. Found by the formula:

Where - accounting profitability from ordinary activities, Pdn - profit before tax, B-revenue.

3. Net profitability shows how much net profit is accounted for by the sold products from the CC investment. Calculated by the formula:

Where is net profitability, PE is net profit, B-revenue.

4. Return on assets is a financial ratio that characterizes the return on use of all assets of the organization. The ratio shows the organization's ability to generate profit without taking into account the structure of its capital (financial leverage), and the quality of asset management. Unlike the “return on equity” indicator, this indicator takes into account all the assets of the organization, and not just equity. Therefore, it is less interesting for investors.

Where is return on assets, PE is net profit, A is assets at the end of the period.

Return on equity is an indicator of net profit in comparison with the organization's equity capital. This is the most important financial indicator of return for any investor or business owner, showing how effectively the capital invested in the business was used. Unlike the similar indicator “return on assets,” this indicator characterizes the efficiency of using not all of the capital (or assets) of the organization, but only that part of it that belongs to the owners of the enterprise. Calculated using the formula:

Where is return on equity, PE is net profit, SC is the cost of equity.

Gross profitability - commercial activity, reflects the amount of profit that an enterprise receives from each ruble of profit. Found by the formula:

where is gross profitability, VP is gross profit.

Since profit from the sale of products, works, services is defined as the difference between the proceeds from the sale of products, works, services (minus value added tax, excise taxes and similar mandatory payments), the cost of goods sold, works, services, commercial and administrative expenses, The most important factors influencing the amount of profit from the sale of products, works, and services are:

change in product sales volume. An increase in sales of profitable products leads to an increase in profits and an improvement in the financial condition of the enterprise. An increase in the volume of sales of unprofitable products affects the decrease in the amount of profit;

changing the structure of the range of products sold. An increase in the share of more profitable types of products in the total sales volume leads to an increase in the amount of profit. An increase in the share of low-profit or unprofitable products affects a decrease in profits;

change in product costs. Reducing costs leads to an increase in profits, and vice versa, its growth affects a decrease in profits. This dependence exists in relation to commercial and administrative expenses;

change in product sales price. As the price level increases, the amount of profit increases, and vice versa.

results factor analysis profits from sales make it possible to evaluate reserves for increasing production efficiency and make informed management decisions.

The assessment of the above factors is possible using the factor analysis method. In external analysis, accounting (financial) statements “Report on financial results” are used as a source of information.

Impact of changes in revenue on sales profit:

where is the change in profit from changes in the volume of product sales, is profit in the previous year, B 1 is revenue for the reporting period, B about is revenue for the previous year, is the price change index.

The influence of the structure of the range of sold products on profit by comparing the profit of the reporting period, calculated on the basis of prices and costs of the base period, with the base profit, recalculated for changes in sales volume:

where is the change in profit from changes in the range of products sold, is the cost in the previous year, K 0 - commercial expenses in the previous year, U 0 - administrative expenses in the previous year.

The impact of changes in agricultural products on sales profit:

where is the change in profit from changes in the cost of goods sold, is the cost in the previous year, is the cost in the reporting year.

The impact of changes in administrative expenses on sales profit:

where is the change in profit from changes in the amount of management costs, is management costs in the previous year, is management costs in the reporting year.

The impact of changes in business expenses on sales profit:

where is the change in profit from changes in the value of commercial expenses, is commercial expenses in the previous year, is commercial expenses in the reporting year.

The influence of sales prices of products, works, services on changes in profit by comparing the sales volume of the reporting period, expressed in prices of the reporting and base periods, i.e.:

where is the change in profit from changes in sales prices of products, works, services.

The impact of changes in all previous factors on sales profit:

By calculating these indicators, we will be able to fairly accurately assess the effectiveness of the financial and economic activities of the enterprise in question and assess the degree of influence of factors on the amount of profit.

3. Directions for improving the financial results of the enterprise and the efficiency of their use

3.1 Assessment of the financial results of the enterprise

The financial results of an enterprise are characterized by the amount of profit received and the level of profitability. The greater the profit and the higher the level of profitability, the more efficiently the enterprise operates, the more stable its financial condition. Therefore, finding reserves for increasing profits and profitability is one of the main tasks in any area of business. Great importance in the process of managing financial results is given to economic analysis.

The main goal of financial analysis is to obtain a small number of key parameters that give an objective and accurate picture of the financial condition of the enterprise, its profits and losses, changes in the structure of assets and liabilities, and in settlements with debtors and creditors. At the same time, the analyst and manager may be interested in both the current financial state of the enterprise and its projection for the near or longer term, i.e. expected parameters of financial condition.

The goals of analysis are achieved as a result of solving a certain interrelated set of analytical problems. The analytical task is a specification of the goals of the analysis, taking into account the organizational, informational, technical and methodological capabilities of the analysis.

The assessment of the financial activities of an enterprise is carried out on the basis of financial statements.

The deductive method (studying from the general to the specific) is the main one when reading (analyzing) financial statements. It must be used repeatedly. In the course of such an analysis, the historical and logical sequence of economic factors and events, the direction and strength of their influence on the results of operations, is reproduced.

The practice of financial analysis has developed the following six basic rules for reading (analysis methods) of financial statements.

Rule 1. Horizontal analysis - comparison of each reporting item with the previous period;

Rule 2. Vertical analysis - determining the structure of the final financial indicators, identifying the impact of each reporting item on the result as a whole;

Rule 3. Trend analysis - comparison of each reporting item with a number of previous periods and determination of the trend, i.e. the main trend in the dynamics of the indicator, cleared of random influences and individual characteristics of individual periods. With the help of a trend, possible values of indicators in the future are formed, and, therefore, a promising forecast analysis is carried out;

Rule 4. Analysis of relative indicators - calculation of relationships between individual report positions or positions of different reporting forms, determination of interrelations of indicators;

Rule 5. Comparative analysis - analysis that includes both an inter-company analysis of the indicators of a given company with the indicators of competitors, with industry average and average economic data, and an intra-company analysis of summary reporting indicators for individual indicators of the company, subsidiaries, divisions, etc.;

Rule 6. Factor analysis - analysis of the influence of individual factors on a performance indicator using deterministic or stochastic research techniques. Moreover, factor analysis can be either direct, when the effective indicator is divided into its component parts, or reverse (synthesis), when its individual elements are combined into a common effective indicator.

Financial analysis is part of a general, complete analysis of economic activity, which consists of two closely interrelated sections: financial analysis and management (production) analysis.

Financial analysis is divided into external and internal.

Features of external financial analysis are:

multiplicity of subjects of analysis, users of information about the activities of the enterprise;

· diversity of goals and interests of the subjects of analysis;

· availability of standard analysis techniques, accounting and reporting standards;

· orientation of the analysis only to public, external reporting of the enterprise;

· limited analysis tasks as a consequence of the previous factor;

· maximum openness of the analysis results for users of information about the activities of the enterprise.

Financial analysis, based only on financial statements, takes on the character of an external analysis conducted outside the enterprise by its interested counterparties, owners or government agencies. This analysis does not reveal all the secrets of the company's success.

· analysis of absolute profit indicators;

· analysis of relative profitability indicators;

· analysis of the financial condition, market stability, balance sheet liquidity, solvency of the enterprise;

· analysis of the efficiency of use of borrowed capital;

· economic diagnostics of the financial condition of the enterprise and rating assessment of issuers.

There is a variety of economic information about the activities of enterprises and many ways to analyze these activities. Financial analysis based on financial statements is called in the classic way analysis.

Internal (on-farm) financial analysis uses accounting data, data on technical preparation of production, regulatory and planning information, etc. as a source of information.

· analysis of the efficiency of capital advances,

· analysis of the relationship between costs, turnover and profit.

In the system of management (production) analysis, it becomes possible to conduct a comprehensive economic analysis and evaluate the efficiency of economic activity by attracting data from management production accounting.

Features of management analysis are:

· orientation of the analysis results to your management;

· use of all sources of information for analysis;

· lack of regulation of external analysis;

· completeness of the analysis, study of all aspects of the enterprise’s activities;

· integration of accounting, analysis, planning and decision-making;

· maximum secrecy of analysis results in order to maintain trade secrets.

3.2 Main ways to improve financial performance

Each enterprise must provide for planned measures to increase profits.

In general terms, these activities can be of the following nature:

· increase in production output;

· improving product quality;

· selling or leasing excess equipment and other property;

· reducing production costs through more rational use of material resources, production capacity and space, labor and working time;

· diversification of production;

· expansion of the sales market, etc.;

· rational use of economic resources;

· reduction of production costs;

· increasing labor productivity;

· elimination of non-production expenses and losses;

· increasing the technical level of production.

In a market economy, the importance of profit is enormous. The desire to obtain it directs commodity producers to increase the volume of production of products needed by the consumer and reduce production costs. With developed competition, this achieves not only the goal of entrepreneurship, but also the satisfaction of social needs. However, economic instability and the monopoly position of commodity producers distort the formation of profit as net income and lead to the desire to obtain income, mainly as a result of rising prices.

Although profit is the most important economic indicator activities of the enterprise, it does not characterize the effectiveness of its work. To determine the efficiency of an enterprise, it is necessary to compare the results (in this case, profit) with the costs or resources that provided these results.

As you know, profit from sales is the difference between sales revenue and the full cost of products, works, and services. Thus, there are two ways to influence (increase, decrease) the profit of an enterprise:

· the first way is to reduce costs;

· the second way is to increase revenue, i.e. sales volume.

It should be noted that reducing costs for an enterprise is an objective process. Moreover, not only due to increased profits, but also due to competition and the need to reduce prices for manufactured products in certain situations. In these cases, in order to reduce or increase profits, it is necessary to promptly switch to the production of new products.

The purpose of enterprise profit management: optimization of profit planning; obtaining at least the planned profit; optimization of profit distribution from the point of view of business efficiency.

It should be noted that all activities of the enterprise are aimed at achieving the goal of profit management. Part of this activity is focused on the implementation of another, no less important goal - ensuring the liquidity and solvency of the enterprise.

Conclusion

In conclusion, the following should be noted.

Analysis of the financial and economic activities of a company in a market economy is becoming increasingly important.

Analysis is a management function aimed at clarifying the real state of the company's functioning. Depending on the goals set, emphasis may be placed on various aspects activities of the organization.

The analysis of financial and economic activities is based on the analysis methodology, which determines the form of analytical research and analytical procedures. The detail of the procedural side of the FCD analysis depends on the information support and the selected areas of analysis. Analysis of financial and economic activities allows:

· Assess the financial and economic condition of the company and its compliance with its goals.

· Identify the economic potential of an economic entity.

· Determine the effectiveness of financial and economic activities.

· Develop measures to improve production and management efficiency and much more.

Thus, analysis of financial and economic activities is an integral part of enterprise management. He is effective tool impact on the economic life of the company, allows you to control the current situation, determine development prospects and much more. Analysis of financial and economic activities is beginning to occupy an increasing place in the management of Russian enterprises and it is obvious that its wider use will significantly improve production efficiency and ensure economic growth

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3 main areas of financial activity of the organization

1. Financial forecasting and planning

In business, it is necessary to have a plan for the financial and economic activities of the organization. It is compiled in two stages. At the first stage, experts make forecasts of how much profit a functioning enterprise will hypothetically bring. Risks, difficulties, and seasonal components are taken into account. Depending on the niche, other factors stand out. Ultimately, a certain picture of the future financial and economic activities of the organization is obtained that is close to reality. Then, based on the information received, the plan itself is drawn up, taking into account all possible circumstances of the market, economic environment, demand, taxation, etc.

2. Control and analysis of production and economic work

Analysis of the financial results of an organization’s activities, as well as its direct control, allows one to avoid many economic risks. Through a combination of analysis and control, good management is able to respond correctly to various circumstances by attracting available funds, betting on the most profitable areas of the organization's activities and reducing financial turnover in unreliable industries.

Of course, monitoring the financial activities of an organization is not some universal set of techniques. Each enterprise will need to develop its own methods based on individual indicators. The fact is that many areas of business do not tolerate generalizations and abstract views. It is necessary to take into account exactly those factors that in this particular case have a direct impact on the state of the organization’s financial activities.

3. Operational, current financial and economic activities

Organizations engaged in financial activities do this in order to ensure their solvency, have sufficient resources to continue production and receive some income for which the business was created.

The most common types of financial activities of an organization:

analysis of the financial activities of an organization aimed at working with the end consumer, including income assessment, forecasts, demand level studies, etc.
payments to suppliers of products and materials used in the organization’s activities;
sending financial resources to pay taxes, as well as other payments to the budget, etc.
payment of wages to employees of the organization;
directing financial resources towards loans and interest on them;
financial payments to an organization for other purposes.

4 ideas on how you can legally save on taxes

The editors of the Commercial Director magazine spoke about ways to legally save on taxes, which will also help increase customer loyalty.

What goals are the organization’s financial activities aimed at achieving?

External and financial plans activities of an organization are certain economic and other results that the enterprise wants to achieve as a result of certain monetary transactions, their analysis and control. The deadline for obtaining these external and financial results of the organization’s activities is mandatory. In this case, intermediate goals can be established, and their types taken into account.

What can these types of results of the financial and economic activities of the organization be? Usually there are two of them: extra-economic and intra-economic (or simply “economic”). Let us analyze both types in detail, describing what they are and what role they play in the financial activities of the organization.

Economic goals of the organization’s financial activities- this is an increase in its value, or some other financial results that the company can achieve in the foreseeable future.

Non-economic goals financial activities of the organization- this is everything else that does not correlate with the enterprise’s money. This can include an increase in the social status of the enterprise, its influence in the market, brand recognition, the number of clients, the increase in organizations wishing to become partners, cooperation with new distributors, suppliers and much more.

In each case, the goals of the organization's financial activities are strictly individual, since they depend on the specific situation, concept and role that the enterprise plays in the market, in society and among clients. Based on these and other factors, each manager independently decides what the organization is trying to achieve as a result of its financial activities. For some, it is more important to attract the maximum amount of money, while others are interested in cooperation with large corporations, while others even seek to increase the value of their enterprise in order to sell it profitably. Depending on the goals of the organization’s financial activities, its methods are selected.

It should be noted that the internal values of employees often influence the effectiveness of an organization’s financial activities. Not all of them, but some of them must share common views in order not only to do the job like an ordinary performer, but also to do it in order to achieve a result beneficial to everyone. It is not necessary to ensure that every employee understands and strives for what the organization's financial activities are aimed at, but those people who are in the most responsible positions should certainly clearly understand, understand and approve of the aspirations of their leader. This is the only way to achieve coordinated work that guarantees results.

Which method of organizing financial activities should you choose?

The financial activities of an organization can be realized by the following means:

commercial settlement;
non-profit activity;
estimated financing.

They all have their own specifics, have different approaches to assessing the financial activities of an organization, choosing resources for its implementation and associated costs, and looking at the results of the work done.

Commercial calculation - this is a priority way to implement the organization’s financial activities . The internal capital of the enterprise is of key importance here. It covers most of the expenses. All other sources of financial resources in this approach act solely as additional to the main one. A positive assessment of the financial results of an organization’s activities is possible only if internal resources are used competently, cost-effective mechanisms are involved, and a well-thought-out strategy for their use is used. The emphasis is on mobilizing and increasing the organization's profits.

Non-profit activity- This is another way of implementing the financial activities of an organization, much like the previous one. The fundamental difference is in the goals. Non-profit activity, as the name implies, does not set itself the goal of making a profit, but exists for some other reasons. An example is some organization from the social, charitable, or economic sphere, the priority of which is providing people with the opportunity to use their services or goods. This is achieved thanks to low prices. This approach would be unprofitable for enterprises whose financial activities are aimed at making a profit, but the category of enterprises in question exists on other means - sponsorship contributions and proceeds from philanthropists.

Estimated financing- This is the third way to implement the financial activities of an organization. By the method of elimination, it is already obvious that the only possible source of financial resources here is external. In fact, financial flows into these enterprises flow from a variety of directions. The most striking example is budgetary organizations. Of course, the matter is not limited to them, since there are all kinds of funds of various types. They become financial sources for such enterprises, which, most often, have a specific social task. This type The financial activity of an organization is not self-sufficient, capable of paying off or making a profit, therefore it is characterized by the provision of services or goods for free. As a rule, government institutions that serve the population at the expense of budget funds fall into this category. But it is worth considering that not every municipal organization is financially unpromising, since many of them are engaged in profitable activities, for example, leasing land.

The financial department is the “litmus test” of enterprise efficiency

How is the organization's financial activities managed?

Managing and reviewing an organization's financial activities falls on the shoulders of a wide variety of employees. Among them, it is necessary to mention the manager himself and the chief accountant. Larger structures prefer to introduce the position of a financial director responsible for this area. Depending on the degree of responsibility, staff and turnover of funds, the question of organizing an entire financial department, the activities of which is carried out separately from the accounting department, may be raised. It is possible to hire specialists working outside the main staff.

Some organizations go even further in the implementation of financial activities, allocating divisions to work with various monetary resources, for example, incoming and outgoing, strategic, current, etc.

To carry out the financial activities of an organization, a statutory fund must be organized at the outset, within the framework of which it is determined in advance what resources will be spent on certain tasks. The methods for forming such a fund can be very different. It happens that it is created at the expense of the financial resources of the founders, and it happens that the money is taken by the organization on credit. There are enterprises whose activities are paid for by budget funds.

It is assumed that in the process of the organization’s financial activities, funds will be directed not only in predetermined directions, but also to go towards expenses that were not initially provided for. This is an obvious process due to the fact that any activity of an organization requires adaptation and adjustments, since theory and practice are always unequal, and it is impossible to foresee everything.

Whoever carries out the financial activities of the organization - director, accountant, financial department - he needs to set himself the following primary tasks:

Determine the percentage of financial resources for different types of activities of the organization.
Develop a financial strategy for the organization, taking into account the interests of all its management and executive elements.
Regularly analyze the system of indicators of the organization’s financial performance in order to identify and eliminate possible shortcomings.

Thus, it is clear that the list of tasks is quite wide and is limited not only to raising funds, but also to a full audit of the organization’s financial activities. Based on the results obtained from all these procedures, important issues that decide the fate of the entire enterprise are subsequently decided. Therefore, the analysis of the organization’s financial activities cannot be neglected, and errors in forecasts or estimates current state matters may result in serious difficulties in the future.

The role of an employee or department responsible for the quality of an organization’s financial activities cannot be overestimated. Of course, the work of any enterprise is not limited to it alone, but in its absence, successful business is possible only in the form of an exception.

The tasks related to the financial activities of the organization, which are performed by the responsible employee, can be generally reduced to the following list:

Analysis of the financial activities of the organization, carried out over a short and long period, as well as planning based on the results obtained.
Activities to attract funds to the organization.
Distribution of funds received.

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Which department manages the financial and economic activities of the organization

The activities of the financial department of an organization, as has already become obvious, come down to performing the same tasks that were described earlier: analysis, planning, management. The information that needs to be researched often includes information about external processes, for example, the financial position of competitors or the level of demand among consumers.

The financial department of an organization can consist of a variety of elements, the list of which is dictated by the activities of the enterprise. That is, each company selects staff and creates vacancies based on its own needs. And yet it is realistic to give some average structure:

Ø Financial accounting - This is a group of employees, or one accountant who is engaged in the preparation and maintenance of accounting reports.

Ø Analytics department- these are, as the name implies, those employees whose activity is to analyze the financial condition of the enterprise. Among the tasks is the identification of cause-and-effect relationships in monetary processes within the organization.

Ø Department financial planning - these are employees who are entrusted with the task of creating projects designed to develop a plan for the organization’s activities to increase income and reduce costs.

Ø Tax planning department- these are employees whose task is to monitor and control the tax status of the organization. The activity boils down to the fact that they monitor the timely payment of taxes, the submission of reports on them, reconciliation and the overall strategy of the enterprise in this area.

Ø Operations department- These are employees of the organization who work with debtors and creditors. The activities of this department can be quite broad depending on the size of the enterprise and not limited to this area. IN in a general sense This includes interaction with banking and tax services, as well as all kinds of financial structures.

Ø Securities and Currency Control Department- These are the employees involved in paperwork. They are responsible for compliance with laws in financial transactions. For greater clarity, we can call such a department the treasury of the organization.

The financial activities of an organization must be carried out on the basis of documentation establishing its procedures. Typically, a financial department provision that includes the following elements is sufficient:

1. Organizational and functional structure, presented in graphical or other easy-to-understand form.

2. Number of structures and staff, most often presented in the form of a table (but not necessarily) with a list of employees by position and department.

3. Main objectives and target areas- an extensive section in which the general goals of the activity are established financial structure, and the responsibilities assigned to employees based on their positions.

4. Function Matrix- this is a distribution table, where work tasks go along one axis, and performing employees go along the other. The intersection points indicate who is responsible for implementation. At its core, the table for the financial department plays the same role as the previous paragraph, but it will allow you to clearly assess the activities of the departments and their contribution to the common cause.

5. Procedure for employee interaction compiled in a free form that most accurately reflects the mechanisms for joint execution of tasks in the enterprise. External organizations, partners, and consumers are sometimes included in the overall structure if the activities of the financial department involve close interaction with them.

6. Procedure for resolving disputes and conflicts is intended to effectively eliminate negative situations, as well as promptly consider proposals made by employees to improve the activities of the organization’s financial department. It assumes a consistent description of the hierarchical relationship between the lower and higher levels of the enterprise.

7. Establishing performance evaluation metrics- an important point indicating the criteria by which it will be possible to determine how effectively the financial department of the organization carries out its activities.

8. Final provisions- a standard clause for such documents, establishing the rules for its adoption, validity periods, responsibility of performers, etc.

Expert opinion

What determines the structure of a company’s financial department?

Ella Gimelberg,

General Director of S&G Partners, Moscow

The financial department of an organization can have a very different composition. It is possible that it will be completely divided into several divisions, if such a procedure is advisable. For example, this makes sense if there are a sufficient number of functions assigned to each branch of the financial department. The head of this structure is a kind of major specialist in financial matters, from whose tasks executive functions are excluded in order to free up time for strategic and managerial ones. As a rule, the financial director reports to lower-level managers who organize work in divisions of the entire department, for example, in the treasury or investment service. This structure allows the director to quickly coordinate the activities of all financial processes of the organization, and assign minor tasks to the shoulders of his subordinate managers.

How to analyze the financial and economic activities of an organization

Analysis of the economic and financial activities of an organization is an extensive study of economic processes, the purpose of which is to find characteristic patterns. Based on the data obtained, it is expected to draw up a plan that would allow the organization to carry out subsequent activities with maximum efficiency.

Analysis of the financial and economic activities of the organization consists of:

studying the causes, progress and consequences various processes within the organization, having a technical, organizational, technological, economic, etc. character;
planning based on the data obtained about these processes;
monitoring the implementation of set plans;
analysis and evaluation of achieved results;
searching for financial and other resources of the enterprise that can be used in the activities of the organization;
eliminating the shortcomings identified during the research.

Based on the information received about the financial and economic activities of the organization, a list of measures is developed that can improve the current state of affairs.

Questions that an analysis of an organization’s financial activities should answer:

Ø What happened?

Ø Why did it happen?

Ø What and how should be done after?

The most important thing here is the answer to the 3rd question, since the first two have only a guiding function, while the last one is the key to the effective financial and economic activities of the organization.

There are the following requirements for the analysis of financial and economic activities:

Objectivity - the use of exclusively effective methods that reveal the true state of affairs in the organization.
Reliability - identifying and recording only those data that are trustworthy.
Complexity - it is necessary that the analysis of the organization’s financial activities be carried out in many directions at once to obtain an overall picture.
Systematicity - the information obtained can give an objective picture only in conjunction with others, which means that they must be obtained either together or in the correct sequence.
Prospects - the entire analysis of the economic and financial activities of an organization makes sense only when its results can be used in forecasting.
Efficiency - data must be analyzed in a timely manner in order to have time not only to draw the appropriate conclusions, but also to take the necessary measures in a timely manner.
Specificity - requires accurate information about the financial and economic activities of the organization. Abstract data may not always lead to positive results.

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The main indicators of the financial and economic activities of the organization that need to be analyzed

You can analyze the financial activities of an organization from a variety of angles. It is not surprising that over two hundred coefficients have been invented for these purposes. Of course, no one calls for using such a quantity of data, and moreover, such a procedure is impractical, since even an ordinary company, even a large corporation, has a strictly defined field of activity in which at most a few dozen indicators, or even less, play a significant role. It is customary for convenience to distribute them into groups, each of which is intended for certain individuals who need to receive this particular information. In simple terms, the owners of an enterprise most often want to know about the financial activities of the organization only how much profit it can bring, while lenders are concerned about something else - solvency - that is, when borrowers will be able to repay the borrowed funds. In this way, indicators are grouped by interest to combine some related information to create an objective but simplified picture.

Main groups of financial indicators

Group 1. Transaction cost indicators

The study of transaction costs is an opportunity to trace the movement of this category of costs within the financial activities of the organization. With the right approach this analysis it is possible to find out in time why the company increased or decreased profits.

Group 2. Indicators of effective asset management

Asset management indicators are, perhaps first and foremost, the main financial indicators of an organization's activities. This is one of the most difficult categories to analyze because it is very difficult to obtain accurate information about it. The constant dynamics and variable nature of the assets themselves make the task of experts difficult. Mixed in are economic and market factors, such as inflation rates and jumps in the prices of the assets themselves. This should be taken into account when trying to judge the role of assets in the financial performance of an organization. Often, their volumes can determine whether an enterprise is profitable or unprofitable at a given moment.

Group 3. Liquidity indicators

In this case, the procedure is simple. All that is necessary to assess the financial performance of an organization is to compare the available funds at its disposal with the monetary obligations that currently exist, for example, loans.

Group 4. Profitability (profitability) indicators

This method of studying the financial activities of an organization is in many ways similar to the previous one. Here, too, a comparison is necessary. In this case, the expert compares the profit with the assets that were used to obtain it. In general, everything is quite simple: costs should be less than profits. If this is not so, the enterprise is unprofitable. But in reality, the analysis can turn out to be much more labor-intensive if, for example, it is necessary to take into account taxes and some other factors affecting the profit of the enterprise. Assessing the financial performance of an organization in this case will turn into a very complex task, which can only be done by experienced specialists capable of performing multi-level settlement operations.

Group 5. Capital structure indicators

This is an extensive group of indicators of the financial performance of an organization. In general, we are talking about calculating how likely the enterprise is to go bankrupt, depending on the level of borrowed funds and the current economic situation. More precisely, the nature of the required coefficients is influenced by who exactly is interested in obtaining them. Managers first want to know how likely their business is to be threatened. The assessment of the organization's financial performance in this case reflects risks that should be avoided, but for which it is worth being prepared.

Lenders may also be interested in these indicators of the organization’s financial performance, but various reasons. It happens that this interest is caused by the desire to make a profitable investment, based on the prospects of a particular enterprise. Having received a comprehensive picture, the lender concludes whether the risk is great and whether it is worth taking on by contacting this company.

But there is another situation when a creditor, who has already borrowed his funds to an enterprise, decides to find out whether the financial activity of the organization is under threat. After all, in case of trouble, he will no longer be able to return his funds, or will do so after long, exhausting legal procedures. By checking the capital structure indicators, the lender knows, for example, that the company is really under threat. Based on this information, he is already deciding whether to demand the return of his financial resources before it is too late, or, on the contrary, to provide the organization with additional resources so that it corrects the situation and reimburses him for the costs with additional compensation.

Analysis of the financial activities of an organization in this case can be carried out as a very complex procedure, since it involves many nuances. For example, if you need to take into account current operations in the calculations, which necessarily involves a fair amount of forecasting.

One of the main patterns when considering capital structure indicators in the financial activities of an organization is that the larger the amount of borrowed resources, the higher the risk for creditors and owners of the enterprise.

Group 6. Debt service indicators

This indicator only nominally relates to the financial activities of the organization. This is due to the fact that, in fact, it does not reflect any “activity”, but rather demonstrates the amount of debt the organization currently has. That is, no matter what dynamics occur in other directions, everything remains unchanged here - the very amount that needs to be reimbursed to the creditor. Such an indicator is practically useless and does not provide any information except that debt interest can be calculated on its basis.

Group 7. Market indicators

The financial performance of the organization largely depends on this group. It reflects the dynamics of monetary resources, for example, you can clearly trace what profit certain investments brought, how the value of the enterprise soared from a certain moment, where the funds received went. If a creditor wants to analyze the prospects for cooperation with an organization, then the most the right way assess the quality of its financial activities - pay attention to market indicators.

How should a manager monitor the efficiency of an organization’s financial activities?

The manager must ensure that the analysis of the organization's financial activities is carried out in a timely manner. It is not at all necessary to delve into all the nuances of the procedure; all you need to do is:

during reporting periods, arrange meetings with representatives of the financial department;
review the documentation they provide;
ask clarifying questions, if necessary, to clarify something;
approve measures proposed by specialists to resolve problems, or put forward their own proposals.

Depending on how large the finance department is in your organization will determine who you will require reports on its activities from. Next, we list possible employees in order from highest to lowest in the job hierarchy:

financial director;
Deputy for Finance and Economics;
finance manager;
Chief Accountant.

We must not forget that other departments also make a certain contribution to the financial activities of the organization: those responsible for sales, those responsible for production, etc. Therefore, to obtain a comprehensive picture, it is necessary to invite their representatives.

The manager should regularly receive up-to-date information on the financial activities of the organization on the following points:

Revenue.
Profit.
Accounts receivable.
Accounts payable.
Status of loans (if any).
Status of delayed payments (if any),
Condition of working capital.

There are two ways to detect problems in the financial activities of an organization:

1) Self-study all financial indicators. This should not be done, since it takes a lot of time and effort, and the likelihood of making a mistake is so high that it makes this approach impractical.

2) Guiding questions for a financier. Of course, you should ask them only if you understand what is being said. A manager who has no idea about the financial activities of the organization will only waste his time and the time of the employee.

To assess the financial stability of an organization, the following questions are suitable:

1. Is there a cash shortage?

The financier answered “yes” - ask what caused the current situation. It is quite possible that the organization’s financial resources are not being spent on the most promising goals.

2. What is the financial stability of the enterprise?

Financial stability is the extent to which an organization is currently dependent on financial resources, investors and creditors. It is worth taking an interest in this approximately once a quarter, since the issue requires serious study, and the situation itself cannot change in a matter of weeks.

3. What is the turnover period for receivables and payables?

Based on this indicator, you can change payment terms for clients. The higher they are, the more buyers the organization has.

4. What is the profitability of the enterprise?

In essence, we can talk about three of its varieties, related to sales, production and invested capital. All these indicators are important to ensure that the financial activities of the organization are carried out as efficiently as possible.

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Expert opinion

The main requirement for financial analysis is objectivity

Yuri Belousov,

General Director of the company "E-generator", Moscow

Based on an analysis of the organization’s financial activities, the manager receives comprehensive data on the current state of affairs. He needs the same information to report to the owners or shareholders of the company. The main requirements for this data are reliability and objectivity. The desire to somewhat embellish the prospects and keep silent about existing difficulties can cost the manager his job, which has been confirmed more than once by real cases.

Analysis of the financial activities of an organization is of particular importance in situations when it comes to competition. The more tense the market situation, the more you need to focus on the research results, and the more significant its reliability becomes. If the financial analysis information turns out to be biased, the organization can be driven to bankruptcy, because activities without accurate and trustworthy data are activities carried out blindly.

Expert opinion

How should a director control financial statements?

Natalia Zhirnova,

ex-director of the Optimist company, Moscow

It is necessary to control the financial activities of an organization using reports. If such a procedure is not established, and all we have is information received a month after the period is closed, then failure is inevitable. The manager simply will not be able to have time to exert at least some influence on the financial situation, because it has either already developed or has changed radically.

The best way out is the introduction of weekly planning, due to which it is possible to make objective forecasts. It takes no more than 15 minutes, but they can save you from many problems and difficulties.

Based on my experience, I’ll tell you how to properly carry out such planning:

Stage 1. Calculation of the break-even point of an enterprise

It's worth starting with making a forecast. Calculate what income and expenses will accompany the activities of your organization. How many goods or services do you need to sell to recoup all costs incurred? Find your break-even point.

Stage 2. Determining the allowable amount of expenses for a week

To properly distribute financial resources, it is worth dividing them into time periods. I suggest dividing it into weeks. There are 52 of them in a year, but it is better to rely on 51, because there are always non-working days, breaks and other factors that affect the overall duration of the organization’s activities.

Stage 3. Introduction of uniform rules for processing expenses

This procedure should not be hidden from staff. Tell them in detail what is being done and why. They must understand why the additional paperwork is introduced and how to effectively carry out this activity.

Stage 4. Setting a day and time for financial planning

Stage 5. Income distribution

The time has come to distribute the income. It is best to do this only with the financial resources that the organization actually has. Of course, you can get additional money from your activities in the future, but who knows what circumstances may prevent this.

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How to automate the management of an organization's financial activities

First of all, you need to determine when automation of financial management of an organization is required:

In situations where problems regularly arise with the interaction of employees, coordinating their joint activities. Characteristic features This is due to delays in financial reports, inconsistency of information presented in them, errors in data, too cumbersome design of output tables, lack of explanations for reporting information, and much more. That is, we are talking about those situations in an organization when employees cannot create the right interaction strategy, they get confused themselves and confuse each other, which causes difficulties at all levels, from executive to manager.
In situations where errors are discovered in the presentation of data on the financial activities of an organization, for example, delays in their receipt, duplication of information or transactions, organizational and technical difficulties in interaction between departments.

Areas of financial activity of an enterprise that should be automated first:

Ø Accounting. It is obvious that the financial activities of an organization cannot be carried out if errors are made in this area, and they are inevitable when everything is done by a person manually. There is no point in overloading accountants with calculations that can be transferred to a machine.

Ø Tax reporting. Today, nothing prevents you from learning about tax debts via the Internet. This allows you not only to avoid the formation of debt for unaccounted items, but also saves the accountant’s time, making his work more efficient.

Ø Payment control. This function can also be assigned to a program that will not only keep records, but will also be able to combine the work of several systems at once, if within the framework of the organization’s financial activities it is necessary to use two or more at once.

In order to effectively implement automatic management of a company’s financial activities, it is necessary to find a competent manager, assemble a responsible staff of performers and competently distribute responsibilities.

Who and how controls the financial and economic activities of the organization

It's no secret that the financial activities of an organization sometimes reach a dead end and lead to losses. There is no point in listing all the factors that can influence it. The crisis, the market dictating conditions, competition, and much more play a role here. It is much more important now to focus on the fact that bankruptcy of an organization is an undesirable outcome for many. The losers are the business owner himself, the state that received taxes, and the people who worked at this enterprise. Accordingly, after dismissal, unemployed people add new problems to the state. To avoid this, many progressive countries have developed methods for monitoring the financial activities of organizations, designed to protect them from ruin. Of course, not all enterprises fall into the protected category, but only those enterprises that the state considers especially important, but the main thing here is that such a practice exists at all.

Control can be carried out different ways, but usually this is: researching the financial indicators of the organization, tracking taxes paid and the presence of fines, monitoring the expenditure of the company’s funds, and much more.

Control activities financial condition organizations are entrusted to special authorities that carry out periodic inspections. As a rule, they are not comprehensive, but narrow, aimed at one selected area.

It should also be mentioned auditing firms that can check the financial activities of any organization, from its documentation to the real state of affairs. The final stage is the reconciliation of the practical results obtained with information from the reports, as well as the compliance of economic and financial activities with legal requirements.

The last control option is an internal audit of the financial activities of an organization, when it independently checks documentation, payment procedures, resource dynamics, etc. to ensure the objectivity of its data.

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Information about the experts

Ella Gimelberg, General Director of S&G Partners in Moscow. S&G Partners is a company founded in 2006 and operating in the field of financial consulting, investment planning, construction and financial control. Clients include such organizations as: UAE Khoory Investment, Deloitte & Touche, MFK Gras CJSC, Nechernozemagropromstroy OJSC.

Yuri Belousov, General Director of the E-generator company in Moscow. "E-generator" is a company operating in the field of advertising and web development. Priority areas: creating creative ideas for advertising, developing names, logos, slogans, images, etc. In addition to 20 full-time employees, there are over twenty thousand specialists involved in the form of outsourcing.

Natalia Zhirnova, ex-director of the Optimist company in Moscow. Graduate of MSTU. N.E. Bauman. Since 2001, she collaborated with the Enthusiast holding in the Optimist company, and in 2013 she opened her own business and became a partner in the Major League of Management company. She received the “General Director 2012” award for her activities in optimizing business processes.

Financial and economic activities of the enterprise. Financial and economic activities of the enterprise

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