Analysis model of financial management consulting
The analysis model of financial management consulting consists of three parts.
1. Strategic analysis. Pay attention to the external environment of the enterprise, the purpose is to master the following contents:
(1) Characteristics of the industry in which the enterprise is located;
(2) the characteristics of the enterprise;
(3) What is the key to the success of various strategic business areas that enterprises are engaged in and may engage in, what is the speed of development, what is the profit rate of funds, what is the best economic scale needed to establish strategic advantages, and what is the average investment;
(4) What is the strategic position of cost and the average and advanced level of the industry in all strategic business areas that the enterprise is engaged in and may be engaged in;
(5) The characteristics of enterprise financing environment, including supply and demand, financing conditions, the general relationship between industry and financing institutions, the financing ability and financial strength of competitors in the same industry;
(6) The fund raising and application effect of competitors in the same industry, including fund efficiency, fund liquidity and fund security.
The task of strategic analysis is to grasp the risk degree, key factors, opportunities and threats of the overall environment, industry environment and financial environment of the enterprise, and provide objective reference standards for the financial management system of the enterprise from the aspects of financing, investment and cost management.
2. Perform the analysis. It focuses on the enterprise financial system, the purpose is to grasp the following points:
(1) Current situation of enterprise financial management system;
(2) The present situation of enterprise capital flow and its function (efficiency, liquidity and security);
(3) The present situation of enterprise investment and financing and its management;
(4) The present situation of enterprise cost and cost management;
(5) Conditions for improving the present situation of enterprise financial management.
The task of performing analysis is to master the characteristics, maturity, advantages and disadvantages of enterprise financial system, the key problems in fund management and cost management, and the feasible factors to improve the function of financial system.
3. Design improvement scheme. The improvement scheme described here is a comprehensive improvement scheme for the whole financial system of the enterprise.
The improvement plan includes two parts: financial strategic policy and financial tactical management system.
The financial policy of an enterprise is a part of its overall strategy. The following issues should be clarified:
(1) What are the general functional requirements of enterprise capital flow in the strategic period? What's the point?
(2) What are the functional requirements of capital flow in various strategic business areas? What's the point?
(3) What is the financing policy of an enterprise, that is, the main source of financing, the basic conditions of financing, and the basic countermeasures to improve the financing relationship and status.
(4) What is the investment policy of the enterprise, that is, the focus, intensity and speed of strategic investment; The minimum of investment income and the maximum of investment risk.
(5) Key business areas, key cost items, key products and approximate cost targets of enterprise cost management.
The financial management system should be solved in the following ways
Next question:
(1) Establish financial management system (including organization, rules and regulations, etc. ) to adapt to the complexity of the business field and the degree of financial risk.
(2) Starting from key issues, strengthen the business ability and planning control ability of fund raising and use.
(3) From the key issues, strengthen the specific improvement suggestions of cost management ability.
Procedures and methods of financial management consultation
The work of financial consultation is different in the preparatory consultation stage, formal consultation stage and program implementation stage, so the methods adopted are also different.
1. Preparatory consultation stage. The tasks of this stage are:
(1) Conduct a preliminary strategic analysis and implementation analysis, analyze various indicators reflecting the operation and functional status of capital flow from the main financial statements, understand the basic situation of financial work, and thus judge key issues and provide a basis for determining financial consulting topics.
(2) Understand the financial personnel's views on the enterprise's economic and financial situation and financial management system, as well as their attitudes towards financial consultation, so as to take corresponding measures in formal consultation and strive for customers' understanding, support and cooperation.
(3) Understand the integrity of enterprise financial information, so as to make full use of the original information and supplement the missing information in formal consultation.
(4) Design a questionnaire. The questionnaire mainly lists the questions that need to be understood before formal consultation. Such as customer personnel, products, distribution channels, cooperative manufacturers and other basic information; The status of the customer's industry, especially the operating status, financial strength and cost level of competitors in the same industry; Various indicators related to the economic benefits of enterprises, the raising and occupation of various funds, etc. In this questionnaire, we should also put forward how to find these problems, especially how to deeply grasp the external situation of enterprises.
2. Formal consultation stage. The main work in the formal consultation stage is to deeply investigate the main problems and reasons existing in the scope of enterprise financial topics according to the determined topics, put forward reform measures, and form a consultation plan. The investigation at this stage should not be confined to the financial (accounting) department in a narrow sense, because financial issues involve comprehensive management issues such as business analysis, profit and planning.
In order to make the investigation fruitful, we can first design a more detailed investigation list, listing the aspects to be investigated and the main problems in each aspect; And in the process of investigation, according to the actual situation and needs, increase or decrease. At this stage, in order to determine the existing problems, it is often necessary to compare the actual financial data of enterprises with various standards. Some of these standards are the average level of the same industry, some are the level stipulated by the state, and some are the target level of enterprises. Which standard should be adopted should be decided according to the purpose of analysis and evaluation. The formation of the reform plan (consultation report) marks the end of this stage. In the process of forming the plan, we must consult with the relevant personnel of the financial department and management department of the enterprise and listen to their opinions; At the same time, we should exchange views with other consulting groups to coordinate the consulting report with the reform proposals put forward by other consulting groups.
3. The implementation stage of the plan. If the enterprise asks for help in implementation, the consultant should give help and guidance. At this stage, it is mainly to analyze the main obstacles and difficulties in the implementation of measures to improve the financial situation with the personnel of the financial department of the enterprise, and study the countermeasures to eliminate obstacles and implement the plan. In particular, measures that require horizontal cooperation should be given more guidance to the financial department so that they can rely on the support of senior leaders of enterprises to implement the reform plan.
The following is a list of financial consultation questionnaires used by Japanese SME firms for your reference.
Japan Small and Medium-sized Enterprises Office Financial Consultation Questionnaire
1. Accounting Organization, Account Book Organization and Transaction Processing:
(1) Does the accounting organization conform to accounting principles?
(2) Is the account book organization suitable for the actual situation of the enterprise?
Do you do a trial balance every month? What is the timeliness and applicability?
2. Capital structure:
(1) Is the capital structure (the ratio of working capital, self-owned capital and borrowed capital) appropriate?
(2) Compared with its own capital, is there too much borrowed capital?
(3) From the perspective of current assets, are there too many short-term liabilities?
(4) Compared with sales, are there too many accounts receivable?
(5) Does the fixed assets exceed the sum of its own capital and long-term liabilities?
(6) Does the situation of accounts receivable, inventory (raw materials, products in process and finished products) and investment in fixed assets have a negative impact on financing and economic accounting?
3. Capital utilization rate:
(1) Is the limit of receivable goods and total inventory reasonable? Is the use of capital efficient?
(2) Is the collection and management of accounts receivable appropriate?
(3) Is there any problem with the fixed investment of funds and the use of funds based on it?
(4) Is the investment in fixed assets too large?
(5) Is the internal utilization efficiency of working capital deteriorating?
(6) Is the inventory management carried out as required?
(7) Is there a problem with the relationship between security and capital utilization efficiency?
(8) Can the turnaround time of materials, work in process and finished products be balanced?
4. Profit and expense income management:
(1) Can the target capital profit rate be realized? (including total capital profit rate, working capital profit rate and self-owned capital profit rate).
(2) Can the sales profit rate remain at a general level? (including total profit margin and operating profit margin).
(3) Is the sales expense increasing every year?
(4) Does the management fee rate have an increasing trend? Is the ratio of management fees to sales expenses appropriate?
(5) Have you compared the actual situation with the budget?
(6) Have you done cost accounting?
(7) Is the standard cost adopted?
(8) Is the calculation method divided by department adopted?
5. Use of accounting information:
(1) Is the fund-raising table ready?
(2) Do you know the fixed cost and variable cost? More importantly, do you know the break-even point and conduct accounting management?
(3) Do you conduct financial analysis?