Key Contents In Financial Strategy Management

The successful implementation of enterprise financial strategy is closely related to the effective management of financial strategy.

Therefore, the enterprise needs to manage the financial strategy effectively in the process of its implementation.

From the point of view of risk, the financial risks contained in the financial strategy of enterprises should be compatible with the operational risks caused by the fluctuation of the economic cycle.

Therefore, enterprises can resist the ups and downs of the economy by formulating and selecting flexible financial strategies.

In the economic recovery stage, we should adopt an expansive financial strategy, actively raise funds, expand production scale, develop new products and increase labor force.

In the stage of economic prosperity, it is advisable to adopt a fast expanding financial strategy and a sound financial strategy.

In the course of enterprise development, it usually has to go through the initial stage.

Four stages of stabilization and recession.

Different stages of development,

Different priorities and business risks should be adapted to different financial strategies.

Enterprises should analyze their development stages and adopt corresponding financial strategies.

For example, the internal restraint mechanism should include leaders' supervision over the implementation of financial strategy, the supervision of financial departments on other departments, and the determination of responsibilities and responsibilities between leaders, financial departments and other departments.

In addition, enterprises can use various management measures to motivate employees, reward and financial strategy for enterprises.

In conjunction with them, they gradually change their values and make them happy to propose proposals that are conducive to strategic development.

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In the enterprise management, the comprehensive budget is composed of a series of budgets, and the budgets are interrelated.

The sales budget is the starting point of the annual budget, and the enterprise establishes the long-term sales budget according to the long-term market forecast and production capacity, and based on this, determines the sales budget of the year, and determines the capital expenditure budget according to the financial resources of the enterprise.

According to the sales budget, the enterprise makes budgets for production budget and sales cost, and builds direct material budget, direct labor budget and manufacturing cost budget according to the production budget, and then obtains the product cost budget; then establishes the management cost budget according to the management department's condition; formulating the financial cost budget according to the annual financing plan; and formulating the capital budget according to the sales budget, the product cost budget, the capital expenditure budget and the cost budget, and finally obtains the expected profit and loss statement, the projected balance sheet and the estimated cash flow statement.

It can be seen that the comprehensive budget is very important in the operation of enterprises.

It is the goal of every department at all levels.

For example, the sales target of the sales department, the production target of the production department, the cost control target of the management department, and the financing target of the finance department will be determined in the budget.

And a comprehensive budget is a coordinating tool for all departments at all levels.

Due to the different responsibilities of enterprises at all levels, there are conflicting objectives.

The enterprise budget is highly comprehensive. It represents the best plan of the enterprise as a whole. It can make the work of all levels of departments coordinate on this basis.

When the operation and development of enterprises are constantly developing and expanding, the comprehensive budget is the control standard of all departments at all levels.

Because the budget is the basis for controlling economic activities and the criterion of reasonableness. When the actual state and budget are quite different, enterprises can find out the causes from the budget so as to take prompt measures and arrange business activities rationally.

When the operation of enterprises has achieved remarkable results, the comprehensive budget has become the basis for the assessment of all departments at all levels.

As long as the budget is used as the basis for assessment, managers are better than the past performance as a basis for examination.

Because the operating conditions of enterprises exceed the previous year or the best level in history, they can only show progress, but can not show that this progress has reached its due level.

It can be seen that the role of a comprehensive budget in the operation of an enterprise is very important. If we want to achieve better economic benefits, we must start with a comprehensive budget.