1. Research on the Financial Controller System of Enterprise Groups
2. Research on cost management of logistics enterprises.
3. Research on cost management mode of construction enterprises
4. Research on centralized management of internal funds of enterprises
5. The application of responsibility cost accounting in China enterprises.
6. Construction of internal accounting reporting system for SMEs
7. Financial market and enterprise financing
8. Financing channels of enterprises under market economy conditions
9. Comparison of financing structure between Chinese and Western enterprises
10. On financial leasing in China
1 1. Research on enterprise performance evaluation index
12. Research on the optimization of enterprise capital structure
13. Research on profit quality of listed companies
14. Research on related issues of debt management
15. Research on dividend distribution policy
16. Analysis of financial effects of enterprise mergers and acquisitions
17. Research on the independence of independent directors
18. Enterprise financial management in the era of knowledge economy
19. the choice of financial objectives of modern enterprises
20. Problems and countermeasures in financial management of small and medium-sized enterprises
2 1. Research on financing problems of SMEs
22. China private enterprise financing mode-listed company M&A.
23. Debt-to-equity swap research
24. Research on the Company's Financial Strategy
25. Research on the business strategy of financial companies
Enterprise financial management thesis
Enterprise Financial Incentive and Financial Management
In the market economy environment, the success or failure of enterprises depends largely on management, and financial management is the central link of enterprise management, the process of enterprise development and growth, and the process of continuous improvement and strengthening of financial management level. Under the current world economic crisis, enterprise financial management and financial risk management are particularly important. Enterprises should strengthen the awareness of risk prevention of financial managers to prevent and control the possible adverse effects of risks on enterprises.
Keywords: financial management; Awareness of prevention; control risk
China Library Classification Number: F253 Document Identification Number: A
Financial incentive has always been the most widely used incentive method for enterprises, and it has also attracted the attention of enterprise theoretical circles. By expounding the meaning and characteristics of financial incentive, this paper puts forward that financial incentive is a new subject of modern financial management. Then, the incentive function of financial management is analyzed from the financial activities such as enterprise financing, operating asset management, dividend distribution and budget management. Finally, it is pointed out that stakeholders in enterprise financial subjects should be encouraged to give full play to the incentive role of financial management.
1. The main problems existing in current enterprise financial management
1. 1 The budget system lacks hardening constraints.
At present, the budget control of Chinese enterprises is relatively weak, and the budget is often a mere formality. Some enterprises have formulated budgets in time, but they also lack the monitoring of the budget implementation process, and even some enterprises have not set up a special budget management framework. Everything is out of control. As for after-the-fact analysis, we can pay attention to the needs of immediate and year-end assessment, supplemented by relevant accounting materials on the basis of annual profit planning, but its effectiveness is also greatly affected, and the execution of the budget is greatly reduced.
1.2 lacks fund management means and is inefficient in use.
The contradiction between the need of centralized management of enterprise group funds and the decentralized occupation of internal multi-level enterprises' funds has become the most prominent problem in the financial fund management of enterprises at this stage. Many enterprise groups try to centrally manage funds, but due to the lack of information technology and advanced management mode, they can't solve the problem of serious fund precipitation and idleness of member enterprises, and can't concentrate funds on advantageous areas.
1.3 financial personnel are under the administrative leadership, and financial control and financial supervision exist in name only.
At present, the personnel relationship, salary and professional title evaluation of accounting supervisors appointed by many enterprise groups are determined by their units. In the daily accounting work and financial supervision and control, these accounting supervisors often fail to maintain principles and independence, and even integrate with their units. * * * cooperated with the implementation of financial fraud, * * * cooperated with the supervision and inspection of enterprise groups, which led to the failure of financial revenue and expenditure review and supervision.
1.4 ineffective control, supervision and evaluation
Because the internal audit system of group enterprises is not perfect, social audit is easily driven by interests, which makes the financial control of group enterprises generally exist the phenomenon of "weak pre-control and post-audit supervision going through the motions" and lacks feasible assessment methods. In many cases, auditors can only deal with it according to the intention of the leaders, resulting in "financial management follows accounting and accounting follows the intention of the leaders", which leads to financial management out of control, disorder and confusion.
2. Countermeasures to strengthen the management of enterprise groups
2. 1 straighten out the effective authorization between the parent company and its subsidiaries, clarify the rights and responsibilities, and establish a control system for major economic decisions within the group.
The first is capital operation, such as investment, financing, foreign economic guarantee, signing economic contracts, etc. Capital operation management affects the development direction of enterprise groups. The parent company should centralize management, but it should also give appropriate decentralization to its subsidiaries, that is, the parent company can give the subsidiaries certain management rights, which will be decided by the parent company through collective research. At the same time, the parent company should establish and improve the system of project establishment, approval, control and inspection of foreign investment and financing of subsidiaries, attach importance to tracking management, and standardize the behavior of subsidiaries. Secondly, it is the aspect of fund management. In order to reduce the cost of capital, control the debt scale of enterprises, improve the debt structure of enterprises, or use the banking network to implement unified and centralized management of enterprise funds, which is beneficial to the parent company to control its subsidiaries, thus improving the efficiency of capital use and reducing risks.
2.2 Establish a complete and unified accounting policy and accounting system.
Formulate internal control system and relevant operating procedure control for the procurement, sales, collection, payment, financial management and other links of business activities, as well as the receipt and delivery of related property and materials, the income and expenditure of monetary funds, and expense standards. These controls mainly include incompatible job separation system, authorization and approval system, property right transaction control system, revenue and expenditure management system, cost management system, creditor's rights and debts management system, income distribution management system, financial inspection and financial internal control system, financial management and accounting basic work. It can make the financial information of the whole enterprise group horizontally comparable and vertically separable on the basis of authenticity and reliability, and expand the suite from the aspects of single consolidated accounting statements, unified tax declaration, unified handling of financial revenue and expenditure, unified foreign economic business dealings and unified profit and loss calculation, laying a solid foundation for centralized management of funds, assets and liabilities, helping the leadership to grasp the overall nature of the company's financial work and give full play to the role of the overall financial resources.
2.3 the implementation of comprehensive budget management, hardening budget constraints
Comprehensive budget management refers to the management activities of an enterprise to control the production and business activities among various units within the enterprise through the preparation of a comprehensive budget in order to achieve its established business objectives. This is an important aspect of internal control. An enterprise group can control its budget according to its own scale and the organizational structure of its subsidiaries. At present, the group's financial budget management should firmly grasp the benefit budget and cash flow budget, constantly broaden the scope of financial budget management, improve budget accuracy, strengthen the assessment of financial budget implementation, and truly make the budget play a rigid role.
3. The incentive function of financial management is mainly reflected in corporate financial activities such as fund-raising, asset management, dividend distribution and budget management.
In financing, financial incentives first focus on the use of incentive financing tools, such as the use of convertible bonds. Convertible bond is a hybrid securities investment tool, which can be used by venture capitalists to effectively control investment risks and obtain higher returns, that is, to ensure the recovery of their investment through the preferential creditor's rights of bonds, or to guide investors to exercise their rights with the good growth of enterprises, thus changing from creditors to shareholders. For another example, ordinary preferred shares and participating preferred shares are also typical financing methods with financial incentive significance, and their special interest protection contract terms make them incentive financing tools to ensure the interests of shareholders and increase the attractiveness of stocks themselves. Secondly, the monetary capital structure generated by financing will have a strong impact on the behavior of enterprise managers, such as the impact of changes in shareholder debt ratio on managers' performance improvement, and the incentive effect of market signals issued by debt financing. All these reflect the financial incentive function of monetary capital financing structure.
In the daily management of operating assets, there are also a large number of strategic financial incentive arrangements. For example, in accounts receivable management and inventory management, credit policy is a kind of financial incentive arrangement based on commercial credit, just as the financial benefit inducement design of giving cash discount during discount period is a typical product of financial incentive. In inventory management, with the help of sufficient and effective financial incentives for business partners and customers in the upstream and downstream of the business chain, the relationship between enterprises and business partners and customers can be lubricated, so that enterprises can obtain good financial relations derived from financial incentives, and can continuously obtain the commercial credit of customers, and improve the speed and quality of capital flow.
In the preparation and implementation of budget, financial budget, as the basis of task, performance evaluation and reward, has a strong financial incentive effect on the behavior and efforts of senior managers and ordinary employees, especially in the implementation of budget, responsibility accounting embodies the financial incentive and restraint function well. The budget system itself is a systematic financial incentive arrangement. In enterprise budget management, the establishment of incentive mechanism based on budget management has played an important role and improved the management efficiency of enterprises.
The dividend policy of enterprises also coordinates the economic interests between enterprises and minority shareholders with the help of financial incentives to a certain extent, and financial incentives are an important means for enterprises to effectively play their dividend policies. In fact, different dividend policies provide different financial benefits incentives, such as fixed or sustained growth dividend policy, low normal dividend plus extra dividend policy and so on. By providing investors with stable or growing financial income and other incentives, we can achieve the incentive goal of inducing investors to agree with the dividend policy and maintaining investors' confidence in the company's investment. For example, the stock dividend method is a financial incentive strategy, which encourages the majority of small and medium shareholders to invest in the future with the increase of shareholders' wealth.
In short: establish an effective risk early warning index system. Carry out financial risk management, comprehensively and systematically analyze the sources of risks, and find out the factors that affect the economic benefits of enterprises for financial analysis. Enterprises can use accounting statements, market research reports and other materials to analyze the profitability, operational ability, solvency and development ability of enterprises in a scientific way, and make judgments and evaluations through horizontal and vertical comparative analysis, so as to find out the problems existing in the business management process and the causes of financial risks, formulate corresponding solutions, resolve financial risks as soon as possible and reduce the degree of harm.
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