The difference between financial management of small and medium-sized enterprises and financial management of large enterprises 1. Symptoms of financial management failure in SMEs 1. Small and medium-sized enterprises often focus on production and sales, ignoring financial management. Due to the lack of professional management talents, small and medium-sized enterprises often focus on production and sales, ignoring financial management and internal management. Especially in the period of economic prosperity, small and medium-sized enterprises are more likely to ignore financial management when faced with a large number of optional market opportunities. Once the economic boom changes and the market competition is fierce, the consequences of ignoring financial management by small and medium-sized enterprises will be fully exposed. Because, on the one hand, small and medium-sized enterprises will be troubled by the backlog of inventory and the expansion of accounts receivable, on the other hand, they will encounter difficulties in raising short-term funds. 2. The accounting ability is weak. Limited by organizational costs, production scale and human resources, the financial management institutions of small and medium-sized enterprises are very single, with weak professionalism and weak internal control. The accounting work of small and medium-sized enterprises is weak, and the accounting system is usually imperfect. Due to the lack of attraction to excellent financial managers and the poor professional quality of accountants, it is difficult for top decision makers to correctly understand the role of financial management and financial analysis and ignore the relationship between production, management and efficiency. 3. The lack of internal control system is arbitrary. Compared with large enterprises, small and medium-sized enterprises have lower management level and related capital turnover rate, and often lack strict capital use plan and necessary internal control system in inventory management and transaction settlement, which is arbitrary. In addition, small and medium-sized enterprises do not have the ability to dispatch funds within large enterprises because of their limited scale and single structure. In addition, the accounting quality is not high, the operating history is not long, and the financial information is insufficient; Financial statements are unaudited, and accounting is easily disturbed by unhealthy factors. 4. It is difficult to apply scientific and effective analytical tools. Due to various internal and external constraints, it is difficult for small and medium-sized enterprises to adopt scientific and effective analytical tools for financial management. For example, cash flow discount analysis, a recognized scientific and effective analysis tool, is difficult to use in small and medium-sized enterprises. The reasons are as follows: firstly, small and medium-sized enterprises lack management resources, and their operators have not received good professional training, so they cannot use scientific decision analysis tools; Secondly, due to the simple organization and unclear management behavior of small and medium-sized enterprises, the operators' ability to cope with daily affairs is too poor and they don't have enough time to use discount analysis technology, so it is considered to be rational economic behavior for enterprises to adopt simple analysis; Third, the analysis cost of discount technology is too high; Fourth, the primary concern of small and medium-sized enterprises is survival, paying attention to short-term rather than medium-and long-term cash flow. Second, the influencing factors of financial management failure of small and medium-sized enterprises 1. Supporting factors. The supporting factors mainly refer to the policy support, national legal support and financial support of governments at all levels. (1) Lack of policy and legal support. Over the years, the Chinese government has mainly supported large enterprises, especially state-owned enterprises or listed companies, and has not formed a systematic policy system for supporting small and medium-sized enterprises. In addition, so far, there is no special law to support small and medium-sized enterprises in China, and the legal provisions on small and medium-sized enterprises are scattered in some legal norms, and mainly focus on the government's management of enterprises, and there are few provisions to protect the weak position of small and medium-sized enterprises. (2) Preferential policies such as financing, taxation and land use tend to favor large enterprises. Large enterprises have preferential policies in financing, taxation and land use. Under the same conditions, large enterprises can get loans more preferentially than small and medium-sized enterprises. On the contrary, SMEs have difficulty in financing. The total number of small and medium-sized enterprises and the total industrial output value account for the vast majority of the country, but the loan scale accounts for a small share of the total national credit. Small and medium-sized enterprises have many taxes and fees, and repeat charges and collect taxes at will. Some government departments regard small and medium-sized enterprises as the apportionment objects of various expenses. 2. Enterprise internal management elements. The internal factors of the enterprise mainly include the enterprise management mechanism, the talent factor and the importance attached to financial management. (1) The overall management level needs to be improved. The overall management level of SMEs is not high, and accounting management is not isolated. It must cooperate and coordinate with other management departments and have a more scientific and strict management system to improve the accounting management level of enterprises. (2) Lack of professional management talents. Limited by its scale, small and medium-sized enterprises have a rough division of labor in management and a low degree of specialization of managers. In particular, small and medium-sized enterprises are mostly family-run and it is difficult to attract talents. Therefore, the operators of SMEs are often the business owners themselves. Even if not, it is difficult to hire professional managers to reach the level comparable to that of large enterprises. (3) Lack of attention to accounting makes the accounting management system of small and medium-sized enterprises confused. 3. Financial internal organizational elements. The internal organizational elements of finance include the formulation and implementation of accounting management system, the establishment of accounting institutions, the management of accounting personnel and other factors. (1) The accounting management system is not perfect. Although small and medium-sized enterprises have an accounting management system, due to the high degree of unity of ownership and management rights, the centralized leadership of enterprises is serious, which leads to the division of accounting management responsibilities and the arbitrariness of accounting implementation. (2) The setting of accounting institutions is not standardized, and the division of responsibilities is not clear. The organization of large and medium-sized enterprises is relatively scientific and standardized, the division of responsibilities among personnel is clear, and the financial accounting department below the chief accountant is generally implemented, which establishes the important position of financial accounting in enterprise management. Because most small and medium-sized enterprises are family-run management organizations, accounting organizations usually adopt vertical management mode, with small management span and narrow scope. Due to the limitation of scale, financial resources and manpower, the post setting in accounting institutions of small and medium-sized enterprises is prone to overlap and cross, which affects the function of accounting personnel, especially the internal control of enterprises. (3) The operation of accounting personnel is not standardized, the turnover of personnel is large, and the quality needs to be improved. Because the working environment, salary and promotion opportunities of large enterprises are better than those of small and medium-sized enterprises, their accounting is relatively stable, their work enthusiasm and enthusiasm are higher, and their requirements for employees are stricter. It is difficult for small and medium-sized enterprises to attract outstanding talents. At the same time, due to the frequent turnover of personnel, there are widespread problems such as irregular accounting work, excessive leadership intervention and low enthusiasm for accounting work. Therefore, the quality and treatment of accounting personnel in small and medium-sized enterprises need to be improved. 4. Accounting and monitoring elements. Accounting and monitoring elements include accounting confirmation, recording, reporting and monitoring. (1) Accounting is not standardized. Compared with large enterprises, the accounting of small and medium-sized enterprises is not standardized, especially the accounting of small enterprises such as township enterprises and private enterprises is subjective and arbitrary. (2) Weak internal accounting control. The internal supervision and control institutions and personnel of large enterprises are relatively complete, such as internal audit department, chief financial officer, chief accountant system, mutual restriction among accounting personnel, etc. However, this is not the case for small and medium-sized enterprises. The internal control mechanism of small and medium-sized enterprises is not perfect and is considered unnecessary. In addition, the small and medium-sized enterprises are capable, and one person holds several positions, and the division of labor is unclear, which leads to poor self-monitoring ability, which is directly related to the nature and organizational form of small and medium-sized enterprises. (3) External monitoring is optional. Because the focus of state supervision is large enterprises, the external supervision of large enterprises is stronger than that of small and medium-sized enterprises, and the external supervision of small and medium-sized enterprises is relatively soft, without the support of laws and regulations. Therefore, the external supervision of small and medium-sized enterprises is more subjective than objective, and more arbitrary than normative. The supervision power mainly comes from certified public accountants, local governments, industry and commerce, taxation, banks and other departments, but the supervision power is not strong, and most supervision departments just stand on their own positions and do their own things. Three. Conclusion Compared with large enterprises, the financial management of small and medium-sized enterprises is obviously at a disadvantage, and the influencing factors of their failure mainly include four categories, namely, supporting elements, internal management elements, internal financial organization elements, accounting and monitoring elements. Environmental factors play a decisive role in other factors and are at the starting point of financial management; The internal management elements of enterprises are the important guarantee of financial management; The internal organizational elements of finance are the organizational guarantee for the operation of financial management; The elements of accrual accounting system are the core of the whole financial management; Accounting monitoring elements are the guarantee for the normal operation of accounting.