Problems and countermeasures in financial management of small and medium-sized enterprises: Small and medium-sized enterprises are an important part of the national economy and play a decisive role in promoting economic development and social stability. However, due to the small output scale, low capital and technology composition of small and medium-sized enterprises and the great influence of traditional system and external macro-economy, their financial management is not suitable for their own development and market economy. It is necessary to arouse the attention of all parties and study countermeasures to promote the reform and development of small and medium-sized enterprises in China. I. Present situation of financial management of small and medium-sized enterprises At present, a considerable number of small and medium-sized enterprises in China ignore the core position of financial management, and their management ideas are rigid and backward, which makes enterprise management limited to production management mode, and the role of enterprise financial management has not been fully exerted. On the other hand, due to the change of macroeconomic environment and the influence of system, small and medium-sized enterprises have encountered obstacles in strengthening financial management. For example, the "discrimination" of policies makes it impossible for small and medium-sized enterprises and large enterprises to compete fairly; A large number of local government industry management departments are involved, which makes the financial management objectives of SMEs short-term; Financial management is greatly influenced by enterprise leaders; Wait a minute. Second, the financial management of small and medium-sized enterprises 1. Financing difficulties and serious shortage of funds At present, China's small and medium-sized enterprises have initially established a relatively independent multi-channel financing system. However, financing and guarantee are still the most prominent problems that restrict the development of small and medium-sized enterprises. The main reasons are: First, excessive debts, high financing costs and high risks lead to low credit rating and relatively poor credit standing of small and medium-sized enterprises. Second, the state has not set up a special organization to support the management of small and medium-sized enterprises, and the preferential policies of the state have not been tilted towards small and medium-sized enterprises, which has put them at a disadvantage for a long time. Third, most small and medium-sized enterprises are non-state-owned enterprises, and some banks are not enthusiastic about their loans because of the influence of traditional ideas and administrative intervention. Fourth, the intermediary institutions are not perfect, and there is a lack of financial intermediary institutions and loan guarantee institutions that provide loans for SMEs. 2. Weak investment ability and lack of scientificity. Banks and other financial institutions are the main sources of funds for SMEs, but it is difficult for SMEs to attract investment or loans from financial institutions. Even if the bank agrees to lend to SMEs, it will raise the loan interest rate because of the high risk, thus increasing the financing cost of SMEs. The second is to pursue short-term goals. Because of their small scale, the proportion of loan investment is much larger than that of large enterprises, and they face greater risks, so they always recover their investment as soon as possible and rarely consider expanding their scale. Third, investment blindness, investment direction is difficult to grasp. 3. Weak financial control. First, lax cash management leads to idle or insufficient funds. Some small and medium-sized enterprises think that the more cash, the better, which leads to idle cash and does not participate in production turnover; Some enterprises lack the planned arrangements for the use of funds, over-purchase real estate, unable to cope with the urgently needed funds for operation, and fall into financial difficulties. Second, the turnover of accounts receivable is slow and it is difficult to recover funds. The reason is that there is no strict credit policy and no effective collection measures, and accounts receivable cannot be cashed or bad debts are formed. Third, the inventory control is weak, resulting in sluggish funds. Many small and medium-sized enterprises often account for more than twice the turnover in the inventory at the end of the month, resulting in sluggish funds and ineffective turnover. Fourth, money is more important than power, and the loss of assets is serious. Many managers of small and medium-sized enterprises are ineffective in managing raw materials, semi-finished products and fixed assets, and no one is held accountable for problems, resulting in serious waste of assets. 4. The management mode is rigid and the management concept is outdated. On the one hand, the typical management mode of small and medium-sized enterprises is a high degree of unity of ownership and management rights, and the investors of enterprises are also operators. This model will inevitably have a negative impact on the financial management of enterprises. A considerable number of small and medium-sized enterprises belong to individual and private nature. In these enterprises, the phenomenon of centralized leadership is serious, and there is a lack of proper understanding and research on the theoretical methods of financial management, which leads to confusion in financial management, lax financial monitoring and distortion of accounting information. Enterprises do not have or cannot establish an internal audit department, and even if they do, it is difficult to guarantee the independence of internal audit. On the other hand, the management ability and quality of enterprise managers are poor, and their management ideas are backward. Due to their own reasons, some enterprise managers failed to bring financial management into the effective mechanism of enterprise management and lacked modern financial management concepts, which made financial management lose its due position and role in enterprise management. Three. Countermeasures to solve the problems in financial management of small and medium-sized enterprises The problems in financial management of small and medium-sized enterprises in China are caused by the macroeconomic environment and the enterprises themselves. Therefore, in order to solve the problem better, we must start with the government, the market and the enterprises themselves. (A) the government should strengthen the construction of relevant laws and regulations, and formulate or improve policies conducive to the development of small and medium-sized enterprises as soon as possible. 1, small and medium-sized enterprises have small business scale, poor ability to resist market risks and poor ability to operate funds, which determines their low credit rating through market financing. This objectively requires the state to give appropriate support through a stable financing mechanism. Many countries in the world have formulated laws, regulations and preferential policies for the development of small and medium-sized enterprises, such as the Basic Law for Small and Medium-sized Enterprises and the Law for Promoting the Modernization of Small and Medium-sized Enterprises in Japan, the Small and Medium-sized Enterprises Law and the Fair Implementation of Small and Medium-sized Enterprises Law in the United States. In this regard, we should learn from international experience. Thankfully, China has already started this work. For example, not long ago, China issued a number of policy opinions to encourage and promote the development of small and medium-sized enterprises. It is reported that the Law on the Promotion of Small and Medium-sized Enterprises drafted by the Financial and Economic Committee of the Ninth National People's Congress will be promulgated soon. 2. Establish a fund for small and medium-sized enterprises. Including special funds, guarantee funds, venture capital funds, mutual funds, etc. The source of funds can be the membership fees of financial institutions of governments at all levels and small and medium-sized enterprises, and the funds are closed and managed to support the development of small and medium-sized enterprises. 3. Accelerate the establishment of a credit guarantee system for SMEs. Credit guarantee institutions for small and medium-sized enterprises are intermediary organizations with the purpose of service, not profit, and charging guarantee fees should not be at the expense of increasing the financing cost of small and medium-sized enterprises. The State Economic and Trade Commission, the State Administration for Industry and Commerce, the Ministry of Finance and other 10 ministries and commissions recently jointly issued "Several Opinions on Strengthening the Credit Management of Small and Medium-sized Enterprises", aiming at guiding small and medium-sized enterprises to enhance their credit concept, improve their credit status, create a good credit environment and accelerate the construction of China's socialized credit system. This marks the beginning of the construction of socialized credit system with small and medium-sized enterprises as the main body in China. It is worth noting that in the process of establishing the credit guarantee system for small and medium-sized enterprises, it is necessary to combine the establishment of the credit guarantee system with the establishment of other social service systems to provide various services for the financing of small and medium-sized enterprises. (2) SMEs should invest in the market, conduct feasibility studies on investment projects, make correct investment decisions, and strive to reduce investment risks, mainly through inward investment. Domestic investment mainly includes the following aspects: First, investment in trial production of new products. The second is the investment in the renovation of technical equipment. The third is the investment in human resources. At present, we should pay special attention to the investment in human resources. From a certain point of view, strengthening the input of human resources and having certain high-quality management and technical talents are the magic weapon for enterprises to win. 2. Decentralize capital investment and reduce investment risks. Small and medium-sized enterprises can diversify their operations after their capital has accumulated to a certain scale, and put their eggs in different baskets to diversify their investment risks. 3. Project investment procedures should be standardized. When small and medium-sized enterprises have certain strength in capital, technical operation and management ability, they can learn from the common practices of large enterprises, standardize project investment procedures, implement investment supervision, and carefully design and implement various stages of investment activities. In addition, we should pay attention to the implementation of follow-up strategies to avoid investment risks. (3) Enterprises should work hard on internal strength, strengthen fund management, strengthen financial control, raise awareness, take strengthening fund management as an important part of implementing modern enterprise system, and implement it in various functional departments within enterprises. Because the use and turnover of funds involve all aspects of the enterprise, enterprise managers should change their concepts and realize that managing, using and controlling funds is not only the responsibility of the financial department, but also a major event related to all departments and production and operation links of the enterprise. Therefore, it should be implemented layer by layer, and * * * will contribute to the management of enterprise funds. 2, efforts to improve the efficiency of the use of funds, so that the use of funds to produce the best results. To this end, we must first effectively coordinate 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 know well, otherwise it will easily lead to imbalance of income and expenditure and orange capital. Finally, the allocation of funds should be reasonable and the occupation of circulating funds and fixed funds should be effectively coordinated. 3. Strengthen property control. Establish and improve the internal control system of property and material management, establish standardized operating procedures in material procurement, requisition, sales and sample management, plug loopholes and maintain safety. Property management and recording must be separated to form a strong internal inspection, and asset management, recording, inspection and verification must never be entrusted to one person. Check the property regularly, and urge the management and recording personnel to be vigilant and not to be negligent. 4. Strengthen the management of inventory and accounts receivable. In recent years, many small and medium-sized enterprises have fallen into the predicament of operating liquidity shortage, and strengthening the management of inventory and accounts receivable is an important measure to solve the problem. Strengthen inventory management, compress expired inventory materials as much as possible, avoid capital stagnation, and ensure the optimal structure of inventory funds by scientific methods. Strengthen the management of accounts receivable, investigate and evaluate the credit of credit customers, regularly check accounts receivable, formulate perfect collection management methods, and strictly control the aging. Dormant accounts and bad debts should be properly handled after obtaining conclusive evidence. (4) Strengthen the construction of accounting team and improve the management quality of all employees. At present, many small and medium-sized enterprises have unclear accounting accounts, distorted information and chaotic financial management; Business leaders often participate in corruption and bribery; Enterprises set up off-balance-sheet accounts and practise fraud, resulting in false profits and real losses or inflated profits; Wait a minute. The reasons are as follows: first, the financial foundation of the enterprise is weak, the quality of accountants is not high, and they are subject to the leadership and cannot exercise their supervisory power; Second, the legal concept of enterprise leaders is weak, ignoring the seriousness and compulsion of financial system and financial discipline. To solve the above problems, we must strengthen the construction of accounting team, carry out professional training and political and ideological education for accounting personnel, and enhance the supervision consciousness of accounting personnel. To strengthen the quality education of all staff, we should start with the leaders of enterprises, constantly improve the legal awareness of all staff and strengthen the legal concept. Only by relying on the joint efforts of all employees can we improve the operating conditions of enterprises, do a good job in financial management and enhance the competitive strength of enterprises.