From primary school, junior high school, high school to university and even work, everyone must be familiar with papers. Thesis is a means to discuss problems and conduct academic research. So, have you understood this paper? The following is my carefully organized paper on the financial management mode of modern enterprise groups, hoping to help everyone.

abstract:

With the accelerated development of global economic integration, the status of enterprise groups in the global economy is becoming more and more important and prominent. In the fierce market competition, the competitive pressure of enterprise groups is also increasing. Facing the ever-changing economic environment, enterprise groups must adjust their internal management mechanism in time according to their own actual conditions. In the management and control of enterprise groups, the internal financial management of enterprise groups plays a leading role. Different from other general single enterprises, the financial control of enterprise groups is more complicated, involving a wider range and more subjects. This paper will discuss the current financial management mode of modern enterprise groups in China, and explore the strategies to further optimize the financial management mode.

Key words:

Modern enterprise groups; Financial management; Mode; Innovative exploration

I. Introduction

With the continuous improvement and development of China's market economy, the market competition is becoming more and more fierce, which brings opportunities for the development of enterprises in China, but it also brings great challenges. In order to maximize the interests of enterprises, many enterprises in China began to develop in the direction of collectivization, and realized diversified production and operation modes in the industry. However, when competing with enterprise groups in western developed countries, there are problems in management and internal control of enterprise groups in China. Financial management is an important part of internal control of enterprise groups. In order to enhance the core competitiveness of enterprises, expand the market share of enterprises and improve the profit rate of enterprises, enterprise groups must explore a set of financial management models that are really suitable for the development of enterprise groups under the existing conditions. After long-term practice and summary, foreign advanced enterprise groups constantly improve their management methods, accurately grasp the market positioning, formulate strategic plans in line with the long-term development of enterprises, and apply efficient, scientific and perfect financial management models to practice. China enterprise group should learn from foreign advanced experience and combine the characteristics of China enterprise group to build a practical financial management model.

Second, the analysis of the problems existing in the financial management mode of enterprise groups

1. Poor implementation of financial management planning of group enterprises.

At present, the financial planning function of some enterprise groups in China has not been fully exerted, and it has not been comprehensively planned and implemented according to the strategic development plan of enterprise groups. For example, financial work is still dominated by accounting, which seriously ignores the specific guidance of financial strategic planning. The business decision support information provided by the subordinate departments in the enterprise group to the managers of the enterprise group lacks the necessary effectiveness and timeliness. In addition, after some enterprise groups made development strategies, their subordinate enterprises failed to make development plans according to the overall positioning of the group enterprises, and failed to adjust their financial management processes in time according to the development goals and plans of the group enterprises.

2. The pace of reform of financial institutions is slow.

At present, some enterprise groups do not have a high degree of specialization in financial management, and their subsidiaries do not give full play to the scale benefits of the group. With the development of economy and the continuous expansion of enterprise groups, the business of each branch presents a diversified development trend, which is more and more obvious. However, the establishment of internal financial organizations in many enterprise groups can not meet the needs of the development of enterprise groups, which leads to the failure to give full play to the management functions of enterprise financial organizations.

3. There are still difficulties in budget management of enterprise groups.

Financial budget is an increasingly effective management method and means for enterprise groups. With the acceleration of diversified development of enterprise groups, the realization of reasonable and scientific financial budget can better promote the healthy and stable development of enterprise groups. However, at present, the financial budget of some enterprise groups in China is still dominated by the financial department, and there is a lack of information communication and coordination between various functional departments and branches.

4. There are scattered problems in fund management.

With the continuous expansion of enterprise groups, the organizational level of enterprises is becoming more and more complex, and some enterprise groups span different regions, resulting in a long management chain. Although some enterprise groups have established fund settlement centers in order to strengthen fund management and prevent the problem of fund dispersion, it has played a positive role in the development and operation of enterprise groups, and some enterprise groups have benefited a lot from it. However, the exposed problems have become increasingly prominent. For example, the investment and financing channels of some enterprise groups are relatively simple, which makes the funds of enterprises precipitate, unable to find investment channels in time, and the efficiency of capital use is obviously reduced. The channel for enterprise groups to obtain external funds is relatively single and highly dependent on commercial banks, which invisibly increases the occurrence of financial risks of enterprise groups. For another example, some enterprise groups have more administrative intervention in subordinate branches, which makes subordinate branches subject to the leadership of the group in many aspects, thus seriously affecting the efficiency of capital use.

5. Lack of internal financial audit of enterprise groups.

Although many enterprise groups have established internal audit systems, due to the lack of internal audit in implementation, internal audit is a mere formality and supervision is seriously inadequate. The headquarters of the enterprise group can't know the operating results and cash flow of the whole group in time, and can't make scientific decisions on the future development direction of the group in time. For example, some enterprise groups only rely on internal board of supervisors and departmental supervision to conduct self-audit. Due to the lack of effective evaluation of financial risks, the financial management of enterprise groups is full of loopholes.

6. The degree of financial management informatization needs to be improved.

With the rapid development of modern information technology and the rapid popularization of network technology, the subordinate units of enterprise groups have basically realized the road of financial management informatization development. However, these existing financial management systems can't meet the complicated financial management work at all, let alone the growing demand of enterprise groups for financial management. For example, some enterprise groups have not formed a group network system of financial system, and financial information can not be transmitted in time and smoothly, which has seriously affected the financial decision-making of enterprise groups to a great extent. For another example, the business data of some enterprise groups can not be directly accounted for and sorted out in the financial management system, which requires manual processing by financial personnel, which not only increases the workload of financial personnel, but also makes the timeliness and accuracy of data questioned.

Third, optimize the financial management mode of enterprise groups and improve the efficiency of enterprise financial management.

1. Building a strategic development-oriented financial management system

This requires modern enterprise groups to build a targeted financial management system oriented to strategic development. In order to effectively allocate the resources within the enterprise group and convert them into capital as soon as possible, it is necessary to strengthen the construction and perfection of the financial management system within the enterprise group, such as strengthening organizational leadership, decomposing the strategy into different businesses step by step, and further strictly and standardizing the process of strategic management. For another example, in the daily operation and management of enterprise groups, making full use of the strategic-oriented financial management of enterprise groups will effectively reduce the possible risks in different links of enterprise group development.

2. Combing and adjusting the financial organization system of enterprise groups.

This requires modern enterprise groups to clarify the relationship between parent companies and subsidiaries in time, further clarify the property rights of the management system of parent companies, and realize the professional management and standardized management development of enterprise groups. For example, enterprise groups can establish and improve scientific financial management control system, financial personnel assessment and incentive mechanism. On the basis of improving internal control, we will realize the innovation of enterprise system and organizational system. For another example, some subsidiaries in enterprise groups can establish new specialized companies through mergers and acquisitions, which is more conducive to the professional and large-scale development of enterprise groups.

3. Implement comprehensive budget management within the enterprise group.

All departments of enterprise groups should monitor the budgets of core departments and subordinate companies in a real-time, comprehensive and dynamic manner. For example, in budgeting, enterprise groups should pay more attention to the integrity of budgeting, investment and financing business, income and cost control and budgeting. For another example, in budget execution, enterprise groups should pay more attention to the rigidity of overall budget and strengthen the supervision and control of budgetary expenditures.

4. Strengthen the centralized management of enterprise group funds.

This requires enterprise groups to continuously realize structural optimization and strengthen the centralized management of funds of the group and its subsidiaries. Capital concentration will be beneficial to the diversified development of investment and financing channels of enterprise groups, which not only greatly reduces the risk of capital chain breakage of subsidiaries, but also realizes the optimal allocation of funds within enterprise groups. In short, the multi-level management of enterprise groups makes the financial management of enterprise groups present certain complexity and difficulty. Therefore, in order to adapt to the development of the new situation, all enterprise groups must set out to build a financial management model suitable for the long-term development of enterprise groups, break through the bottleneck problems in the development of enterprise groups, and create conditions for the healthy and stable development of enterprise groups.

References:

Min Xu Zhu Huajian Li Hong. The reference of financial control of American enterprise groups to enterprise management [J]. China Commerce, 20 13, (33): 4 1-42.

[2] Liu Meilan. Enterprise financial management and control mode and its choice [J]. Audit and financial management, 20 13, (12): 37-38.

[3] Yan Ruchun. Analysis of financial management and control mode of private enterprise groups [J]. Accounting of Chinese township enterprises, 20 13, (9): 6 1-62.

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