The Ten Idea Is Whether You Can Become A Qualified Financial Controller.

< p > < strong > 1. It is only a basic skill to get the numbers right. < /strong > < /p >

< p > modern a href= "http://www.91se91.com/news/index_c.asp" > Financial Management > /a > must not be numeric and numeric, because the use of accounting to collect and calculate data has become a history. In-depth analysis and strategic recommendations are becoming more and more important. The standard assets debt statement, profit and loss statement and so on can not reflect the real business situation. A set of statements reflecting the overall picture of the enterprise should contain at least some of these parts, < /p >

< p > < < a href= > http://www.91se91.com/news/index_c.asp > accounting statement < /a > (balance sheet and month by month comparison, profit statement and profit and loss analysis, important production and operation index completion table, cash flow statement, gross margin analysis table), < /p >

"P >" - four cost analysis reports (the monthly division cost center is listed, and compared with the budget, assessment, the same period of the previous year), < /p >

< p > - inventory & cost report (total cost table, unit costing, marginal contribution analysis, inventory turnover analysis table), < /p >

< p > - account age analysis report (receivable, payable, monthly sub regional), < /p >

< p > - financial statement (bank credit schedule, source and utilization of funds, and financial ratio analysis), < /p >

< p > - an important current account statement.

< /p >

< p > not only that, but as an excellent a href= "http://www.91se91.com/news/index_c.asp" > CFO < /a > the most important thing is to focus on cash flow, operational efficiency, operational risk and potential crisis through these reports!

< p > < strong > two, high sensitivity to numbers < /strong > < /p >

< p > attention to details is not only CFO but a basic quality and requirement of all financial practitioners. Only in this way can the accuracy of digital accounting be paid attention to and the deepening of details is not purely divided into money and money, but rather with high numerical sensitivity. Only with sensitivity to numbers can we catch and sniff out the dissonant notes in operation in a dull number. < /p >

< p > on the sensitivity of numbers, I have two views: < /p >

< p > first, it is very easy to distinguish the authenticity and the high and low of this number. This requires that you contact and understand the numeric data is quite many, such as the budget, the examination, the previous year, the previous stage, the profession level, the brother company!! < /p >

< p > Second, it is necessary to use conventional logic to carry out digital verification. It is precisely because all figures and results of financial accounting are summarized gradually according to certain norms and procedures. Therefore, financial personnel are easy to believe that the results of their calculation are not known, because the most basic data sources are wrong or incomplete. No matter how well your accounting methods or check the accounting methods, the results are often inappropriate. If you use a common logic and common sense of common people, you can often feel the credibility of the data! < /p >

< p > on these two points, CFO should be a necessary management skill! < /p >

< p > < strong > three, modesty shows CFO intrinsic quality < /strong > /p >

< p > financial management acts as the boss's "housekeeper". It has some privileges in some aspects or more resources or care than others in other departments. This is very easy to let people drift, but it can not be arrogant, unscrupulously stuck, pressed, cut, and forgotten. Special power is only for the completion of a certain job, rather than the support of personal desire! < /p >

< p > modesty requires you to listen more to the opinions of others and other departments, or even to accuse and complain about the financial accounting department! < /p >

< p > modesty, you need to be strict with yourself. Otherwise, how to stick to principles and others can deal with expenses flexibly, you may have to be especially careful! < /p >

< p > modesty, but not to listen blindly, to humble oneself, but to pay more attention to ways and means, and reasonable grounds! < /p >

< p > strong > four, flexible and principled, but the principle must not be flexible < /strong > < /p >.

< p > between professional ethics and realistic pressure, it is very difficult to grasp and balance between adhering to principles and flexible handling. Especially, CFO is always facing such challenges. On the one hand, it may face the temptation of colleagues and the outside world. On the other hand, it must adhere to and abide by the state's legal regulation. On the one hand, the boss has direct pressure and invisible hints, on the other hand, his financial personnel are staring at you how to deal with it.

< /p >

< p > too insisting on principles, it is estimated that even friends do not have to do so. It becomes a rigid and competitive person in our eyes. It is too flexible to ignore some jurisprudence and damage the interests of shareholders. My view is flexible and principled, but the principle must not be flexible! < /p >

< p > for flexible management techniques such as sales and R & D technologies, there should be flexible skills in form and method, but there should be no bottom line, such as accounts receivable.

< /p >

< p > in the internal management and cost control, we must adhere to the principles, emphasize norms, and even sacrifice efficiency at the expense, such as telephone, entertainment, office and other daily cost control, such as the purchase and verification process of materials and fixed assets.

< /p >

< p > < strong > five, communication is not only necessary but also important! < /strong > < /p >

< p > financial accounting and even financial managers may have very skilled professional knowledge, which can provide very specific and accurate financial figures. But it is undeniable that most financial personnel are not good at communicating. As CFO, we must communicate effectively. My understanding of this effective gap is as follows: < /p >

There are two other external groups that are widely connected and communicated. One is the board of directors or investors. The modern CFO double line responsibility system is the report and responsibility of CFO to the board of directors as an important functional responsibility. Two, banks, taxation, finance, accounting, assessment, consulting, insurance, even lawyers, banks, industry and Commerce Bureau, real estate bureau, press and other related industries. This communication should be long-term and continuous, instead of having something to do, because you can not predict when p needs to happen in that area! < /p > A. CEO

< p > B, the most important principle in communication is to express professional and esoteric theories and terms in financial accounting by using non professional, plain language or image figures. The only way to listen is to understand them. Only when you listen, can you get support again, even without support and understanding. It is also very rare! < /p >

< p > C, the way of communication is not emotional catharsis request and complaint, but must be rational. It is very important to speak with numbers and facts. Sometimes you just need to list a few sets of figures, and the conclusion is not needed, because the other party can draw it very clearly! < /p >

< p > < strong > six, you will know more about going out of the office! < /strong > /p >

< p > go out is not only the workshop, factory, and grass roots of enterprises, but it is far from enough. As CFO, you should put more visiting time on external markets and customers. < /p >

< p > - visit the supplier, you can understand the purchase price and the supplier's evaluation of the buyer, and the unavoidable rate of rebate! You should know that purchasing price control is a basic function of CFO.

< /p >

< p > - visiting sales customers, you will know whether the annual advertising, publicity and promotion expenses are effective or not enough. You will know whether the business manager has told the truth to the company in terms of price management, business process and account control. You will understand the difficulties of the sales department and give the necessary support! < /p >

< p > - visiting competitors and brotherhood companies, you will question whether they are offering similar products, why is their cost lower? Why is his operation efficiency higher? Why is his process control better? < /p >

< p > only when you know more, can you have the right to speak in internal objective management and process control, otherwise it is easy for other departments, especially business people, to stand and speak without pain! < /p >

< p > < strong > seven, no CEO! < /strong > /p >

< p > when CEO is implementing reform and increasing staffing, the biggest cost increase is < /p >

< p > when CEO optimistically promotes business and costs increase linearly, (runaway is the root cause of cost increase) < /p >

< p > when CEO seizes market share and rapidly increases sales volume and abandonment of unit profitability (negative profitability leads to more sales volume and larger loss) < /p >

< p > when CEO's words and deeds are inconsistent, the standard management system and order are in disorder. (no business side and too many changes in management mechanism) < /p >

< p > when CEO's personal desire expands and begins to be implemented! (excessive public and private sharing, public funds private use, favoritism) < /p >

< p > at this time, as CFO, we must stand up loud and say "no" to CEO. Note that other executives of the company may pay more attention to their personal and departmental interests, not to say "no", but CFO can not. He must take responsibility for shareholders and investors and be responsible for the future operation of enterprises, and stand up and say "no"!

< p > of course, before you say "no", you must: < /p >

< p > - calm down, think many times, whether it is really time to say "no"! < /p >

< p > - prepare sufficient figures, data, examples, and insist on using numbers and facts instead of sentimentality! < /p >

< p > objective analysis of the pros and cons, at the same time, put forward constructive suggestions or improvement suggestions! < /p >

< p > when we say "no" to CEO, we must grasp the following principles, otherwise we will be fired! < /p >

< p > - can not be said in public, take into account the dignity and face of CEO! < /p >

< p > - can not attack life and always respect CEO. It is only Frank facts and pros and cons! < /p >

< p > - choose an appropriate time to allow CEO to fully listen to and consider it! < /p >

< p > - to CEO, "this is just my opinion and suggestion, and the final decision is still yours. If you decide, I will still carry it out" < /p >

< p > - firmly believe that you (CFO) may be limited to reality and shortsightedness (such as giving up unit profitability and increasing market share), while CEO pays more attention to future development and drive! < /p >

If you say "no" after P, if you expect the result, then you < /p >.

< p > no one can say to anyone, "you see...

It's because they don't listen to me. "

< /p >

< p > - fully support and help CEO rectify the deviation! < /p >

< p > - cautiously use the right to report and report to superiors (board of directors and shareholders)! < /p >

< p > if these are not consistent, then please leave this CEO and estimate that he is not worthy of your follow! < /p >

< p > < strong > eight, if possible, become the CIO of the company! < /strong > /p >

Editor's note: attention to details is not just CFO but a basic quality and requirement of all financial practitioners. Only in this way can the accuracy of digital accounting be paid attention to, and the deepening of details is not purely divided into money and money, but rather with high numerical sensitivity. Only sensitive to numbers can we catch and sniff out disharmony notes in operation in a dull number. < /p > p

The reason why < p > is because: < /p >

< p > 1. many companies can not set up CIO CFO at the same time, especially CIO, which is not very realistic in small and medium-sized enterprises!

< p > 2.. Many companies start their information work from the accounting department. So is China's management software! < /p >

< p > 3., the meaning of the chief information officer is not only the channel of information pmission, but also the effective pmission of information. CFO controls the most information and the most complete Department of data! < /p >

< p > as mentioned above, to provide more comprehensive and detailed figures, to be able to compare more data and information, and to make timely and prompt suggestions for the boss to make decisions, information is the foundation of the foundation. Otherwise, even a few statements will be used to get more than a dozen monthly. Why should we participate in management? < /p >

< p > you should know that the monthly accounting report of my company has nearly 100 copies, which only needs to be processed automatically within 1 hours after the completion of the checkout. If there is no information, it is unthinkable! < /p >

The meaning of "P > information is not just accounting computerization. If an enterprise is only credited to a computer and bookkeeping, then your information is the beginning. Really, you should find CIO. CIO can help you extend the automatic processing of data to the bottom and the terminal of the business. The obvious difference between the two is that your accounting voucher is also generated automatically according to the business. What does accounting do? A. auditing, analysis, reconciliation will be the focus of daily work! B., you need to start considering whether you need so many accountants!

< p > height need and cooperate with CIO, but at the same time, we should pay attention to: < /p >

< p > 1. your department has higher requirements for data security than any other department, because your traditional account book has become a central database record and it is not stored in the place you can see. You should not rely too much on the confidence of IT staff, and insist on checking and tracking their backup mechanism until you see your data burned to the hard disk or CD and stored in the reference room! < /p >

The informatization team led by P > 2.CIO is often a high cost department. The rapid upgrading of hardware needs huge budget support, and the intellectual property rights of software make you basically can not understand and control its price! < /p >

< p > 3. do not expect information construction to be directly evaluated by ROI as other investment projects. The focus should be on the improvement of office efficiency, the optimization of business processes, the streamlining of ordinary managers, and so forth, and the hidden benefits! < /p >

< p > 4. do not neglect accounting books. Computers can not take the place of everything. Some or complex or critical businesses need to record from multiple angles. Standardized computer processing may not be able to solve all problems. They must be managed by traditional accounting books, but the form of checking accounts can be either manual or another account set! < /p >

< p > < strong > nine, management standard also need innovation constantly! < /strong > /p >

< p > ordinary accountants should be an executor of the accounting system and unit system, but CFO is not the same. He must not only work under the framework of the accounting law and the unit system.

In other words, the reform of accounting system and the updating of accounting theory must rely on the practice and innovation of accounting practitioners. CFO is the best candidate to play the role. They are more qualified to innovate than accountants' counterparts.

< /p >

< p > this innovative spirit is embodied in: < /p >

< p > 1. does not satisfy the existing financial management status, and constantly improves the accounting process and methods to adapt to the fast changing business under the severe competition situation of the market! < /p >

< p > 2. is not limited to the financial and professional management and financial management itself, learning and accepting any new and unknown fields, including modern human resources management (CFO should be the chief inspector of corporate accountants), information technology (such as CFO should be the accounting department's information-based promoter), JIT production management JIT (accordingly activity-based costing), and strategic management (CFO must participate in comprehensive budget management and strategic forecasting, planning).

< /p >

< p > 3. innovation is the innovation of tools and methods, rather than changing the accounting system and enterprise rules at will.

National accounting standards, business philosophy and standardized management system can not be changed easily, but they can be perfected or changed according to their requirements and internal intentions rather than text descriptions.

< /p >

< p > < strong > ten, do not want to replace CEO < /strong > /p in this enterprise.

< p > because: < /p >

< p > 1.CFO should be a great "executor", "supervisor" and "controller", but it can not assume the role of CEO "decision maker", "coordinator" and "agglomerator"! That is, its own ability can not!! < /p >

< p > 2., there are three levels of management. The first is the "core people" of any business and decisions. The second is the "marginal people" who are the only ones who take the lead. The third is the "outsiders" who are both authorized and not out of control. The third is the "outsiders" who focus on the development and the future. They are more concerned about the development and future "outsiders". The first is the general manager and the supervisor. The third should be CEO and the chairman. The role of CFO is the second priority. If it is the first, it will be incompetent. If it is third, it will be too empty.

< p > 3.CFO this position requires "stability" and "loyalty" character so that this person should become a follower of CEO and "betrayal" is shameful.

< /p >

< p > 4.. If this idea is sprouting up, you will become involuntary "danger". You will probably lose the principle of impartiality and independence because of overbalance. You may fall into traps that other executives like "intrigue" and "Gang". When CEO is dangerous, it is not terrible. But CFO is beginning to be dangerous. The operation and management of this enterprise will be in crisis! < /p >

< p > 5. if you really have the quality of CEO and solve the problem of sustainable growth from two ways, one is the recognition and excavation of the board of directors within the group, the replacement of the CEO of the enterprise, the original CEO or promotion or replacement, and the pfer of other enterprises in the group as CEO, and two as a departure from its own enterprise as CEO, retaining a very good professional manager's impression in the original enterprise and the original CEO.