In the increasingly fierce market competition, small and medium-sized enterprises show great vitality because of their strong adaptability to the environment. Small and medium-sized enterprises play an irreplaceable role in China's economic development because of their flexible operating mechanism, low investment, quick results, rich products and wide fields. However, a considerable number of small and medium-sized enterprises have not paid enough attention to how to strengthen enterprise financial management, so that the role of enterprise financial management has not been fully played.

First, the status of financial management analysis

Many small and medium-sized enterprises have the following four problems in financial management:

(A) financing difficulties, lack of working capital

The main reasons are: excessive debt, high financing cost and high risk, which lead to low credit rating and relatively poor credit standing of small and medium-sized enterprises; Some banks are not enthusiastic about small and medium-sized loans; Intermediary institutions are not perfect, and there is a lack of financial intermediaries and loan guarantee institutions that provide loans for small and medium-sized enterprises.

(B) blind investment, increased business risks and financial risks.

Some small and medium-sized enterprises lack a clear industrial development direction? Project investment lacks scientific demonstration. Mainly manifested in: regardless of objective conditions and their own capabilities, one-sided pursuit of hot industries; There is a lack of scientific planning and deployment on the investment scale, capital structure, construction period and source of funds of the project, and an accurate prediction on the cash flow that will occur during the construction and operation of the project.

(C) weak financial control, lack of scientific nature

Some small and medium-sized enterprises have weak financial control links, do not pay enough attention to strengthening financial management, and do not really understand the position of financial management in enterprises. Mainly manifested in: lax fund management, resulting in idle or insufficient funds; The turnover of accounts receivable is slow, it is difficult to recover funds, there is no strict credit sales policy, and there are no effective measures to destroy accounts receivable, so accounts receivable cannot be cashed or bad debts are formed; Weak inventory control leads to sluggish funds, and some enterprises fail to manage raw materials, semi-finished products and fixed assets in place, resulting in serious asset losses; Financial accounting workflow is not standardized and rigorous.

(D) The management mode is localized and the management concept is backward.

Some leaders of small and medium-sized enterprises lack proper understanding and research on financial management theory, and act beyond their authority, resulting in financial management confusion. Some small and medium-sized enterprises don't have or can't set up internal audit departments, and even if they do, it's difficult to guarantee the independence of internal audit. In addition, some small and medium-sized enterprises do not have an effective mechanism to incorporate financial management into enterprise management and lack modern financial management concepts, which makes financial management lose its due position and role in enterprise management.

Second, redesign the financial management model.

In order to solve the problems existing in the financial management of small and medium-sized enterprises, the financial management mode of enterprises must be redesigned. I think we need to start from the following five aspects:

(A) the government to develop and improve the financial policies conducive to the development of small and medium-sized enterprises.

In view of the financing difficulties of small and medium-sized enterprises, government financial institutions should change their concepts and fully realize the importance of supporting the development of small and medium-sized enterprises. In the actual financial support work, we should further broaden the financing channels of SMEs, develop direct financing methods suitable for the characteristics of SMEs, and establish and improve the financial institution system dedicated to SMEs as soon as possible.

(2) Strengthen fund management and financial control.

First of all, the financial department should use scientific methods to analyze the feasibility of investment projects. Using modern management science to participate in the risk, cost and benefit assessment of new investment projects and asset reorganization projects, put forward suggestions to improve investment management from the perspective of financial management, and adopt suggestions such as merger, transfer, termination, cancellation and liquidation for enterprise leaders to make decisions.

Second, enterprises should pay attention to the diversification of capital investment and reduce investment risks. After the capital has accumulated to a certain scale, we can try to diversify.

Third, enterprises should establish a scientific and reasonable financial control system. For example, all investment expenditures and non-recurrent large-sum monetary capital expenditures must be signed and approved by the owner (or chairman) or his authorized person; Other daily monetary fund expenditures shall be signed and approved by the vice president in charge of finance or his authorized person. Accounts, funds and materials should be handled by special personnel, and financial personnel should participate in the formulation of enterprise production and operation plans and check the payment of funds.

Fourth, strengthen financial supervision and internal audit. Enterprises should implement strict financial supervision and internal audit on the production and business activities of various departments before, during and after the event. Internal audit should follow the development of financial revenue and expenditure audit in the fields of economic benefit audit, management audit, internal control system evaluation, project budget audit and special audit.

(C) improve the utilization rate of funds to produce the best results.

First, we should strive to improve the utilization rate of funds and make the best use of them. First of all, we must effectively combine the source and use of funds. For example, don't use short-term loans to buy fixed assets, so as not to cause cash flow difficulties. Secondly, accurately predict the time of fund recovery and payment. For example, when can accounts receivable be recovered, when can they be purchased, and so on. Be sure to be aware of it, otherwise it will easily lead to imbalance of income and expenditure and tight finances. Finally, allocate funds reasonably, so that the occupation of working capital and fixed capital can be effectively coordinated. Second, strengthening fund management should be implemented in all functional departments within the enterprise, because the use of funds involves all aspects within the enterprise, and enterprise operators should realize that managing, using and controlling funds is not only the responsibility of the financial department.

(4) Strengthen property management and improve the property management system.

First, enterprises should establish and improve the internal control system of property and material management, and establish standardized operating procedures in material procurement, requisition, sales and sample management. Second, property management and recording must be separated to form a strong internal inspection. Asset management, recording, inspection and verification must never be entrusted to one person. Third, check the property regularly, and urge managers and record-keeping personnel to do their jobs well. Fourth, strengthen the management of inventory and accounts receivable. As far as possible, we should compress obsolete inventory materials, avoid stagnant funds, and ensure the optimal structure of inventory funds by scientific methods; Evaluate the credit of credit customers, regularly check accounts receivable, and formulate perfect collection management methods.

(5) Strengthen legal awareness and improve the professional quality of financial personnel.

First, strengthen the legal awareness of private enterprise legal persons and strengthen the leadership of the person in charge of the enterprise on financial work. Enhance the legal awareness of the person in charge of the enterprise, which can not only effectively avoid the illegal behavior of financial personnel, but also help financial personnel to provide complete financial information according to law.

Second, we should strengthen the construction of financial personnel and improve their professional quality. Efforts should be made to improve the working level of financial personnel, do a good job in the follow-up education of financial personnel, strengthen the professional training of financial personnel, carry out professional ethics education, establish and improve the incentive mechanism and improve the work of financial personnel.

Third, strengthen the basic accounting work and realize standardized management. It is necessary to standardize the setting of account books and accounting in accordance with the requirements of a unified enterprise accounting system and a small enterprise accounting system. Establish and improve the post responsibility system for financial personnel, so that the division of labor is scientific and reasonable and the responsibilities are clear.

Fourth, accelerate the construction of accounting computerization and networking, improve the level of accounting information management, and avoid accounting information distortion caused by manual operation errors.

With the deepening of reform, new situations may appear in the financial management of small and medium-sized enterprises, such as the further expansion of financing scope and the substantial increase in the proportion of venture capital. Therefore, there is still a long way to go to solve the problems existing in financial management in time and effectively and enhance the competitiveness of small and medium-sized enterprises.

Second, enterprises should pay attention to the diversification of capital investment and reduce investment risks. After the capital has accumulated to a certain scale, we can try to diversify.

Third, enterprises should establish a scientific and reasonable financial control system. For example, all investment expenditures and non-recurrent large-sum monetary capital expenditures must be signed and approved by the owner (or chairman) or his authorized person; Other daily monetary fund expenditures shall be signed and approved by the vice president in charge of finance or his authorized person. Accounts, funds and materials should be handled by special personnel, and financial personnel should participate in the formulation of enterprise production and operation plans and check the payment of funds.

Fourth, strengthen financial supervision and internal audit. Enterprises should implement strict financial supervision and internal audit on the production and business activities of various departments before, during and after the event. Internal audit should follow the development of financial revenue and expenditure audit in the fields of economic benefit audit, management audit, internal control system evaluation, project budget audit and special audit.

(C) improve the utilization rate of funds to produce the best results.

First, we should strive to improve the utilization rate of funds and make the best use of them. First of all, we must effectively combine the source and use of funds. For example, don't use short-term loans to buy fixed assets, so as not to cause cash flow difficulties. Secondly, accurately predict the time of fund recovery and payment. For example, when can accounts receivable be recovered, when can they be purchased, and so on. Be sure to be aware of it, otherwise it will easily lead to imbalance of income and expenditure and tight finances. Finally, allocate funds reasonably, so that the occupation of working capital and fixed capital can be effectively coordinated. Second, strengthening fund management should be implemented in all functional departments within the enterprise, because the use of funds involves all aspects within the enterprise, and enterprise operators should realize that managing, using and controlling funds is not only the responsibility of the financial department.

(4) Strengthen property management and improve the property management system.

First, enterprises should establish and improve the internal control system of property and material management, and establish standardized operating procedures in material procurement, requisition, sales and sample management. Second, property management and recording must be separated to form a strong internal inspection. Asset management, recording, inspection and verification must never be entrusted to one person. Third, check the property regularly, and urge managers and record-keeping personnel to do their jobs well. Fourth, strengthen the management of inventory and accounts receivable. As far as possible, we should compress obsolete inventory materials, avoid stagnant funds, and ensure the optimal structure of inventory funds by scientific methods; Evaluate the credit of credit customers, regularly check accounts receivable, and formulate perfect collection management methods.

(5) Strengthen legal awareness and improve the professional quality of financial personnel.

First, strengthen the legal awareness of private enterprise legal persons and strengthen the leadership of the person in charge of the enterprise on financial work. Enhance the legal awareness of the person in charge of the enterprise, which can not only effectively avoid the illegal behavior of financial personnel, but also help financial personnel to provide complete financial information according to law.

Second, we should strengthen the construction of financial personnel and improve their professional quality. Efforts should be made to improve the working level of financial personnel, do a good job in the follow-up education of financial personnel, strengthen the professional training of financial personnel, carry out professional ethics education, establish and improve the incentive mechanism and improve the work of financial personnel.

Third, strengthen the basic accounting work and realize standardized management. It is necessary to standardize the setting of account books and accounting in accordance with the requirements of a unified enterprise accounting system and a small enterprise accounting system. Establish and improve the post responsibility system for financial personnel, so that the division of labor is scientific and reasonable and the responsibilities are clear.

Fourth, accelerate the construction of accounting computerization and networking, improve the level of accounting information management, and avoid accounting information distortion caused by manual operation errors.

With the deepening of reform, new situations may appear in the financial management of small and medium-sized enterprises, such as the further expansion of financing scope and the substantial increase in the proportion of venture capital. Therefore, there is still a long way to go to solve the problems existing in financial management in time and effectively and enhance the competitiveness of small and medium-sized enterprises.