會計專業畢業論文外文翻譯--戰略財務會計在中小企業-會計審計(完整版)

　　

【正文】 ploy highly unification of ownership and accountant rights in which the investor is the manager whose power can not be restricted in any case. Having no clear division of duties and strict regulations, these managers don’t embody financial accountant into an effective corporate accountant system, not to mention regarding financial strategies as a significant part of the enterprise’s overall strategies, hence lessening their significance and function. These managers don’t believe in strategy but good luck, not system but ties of blood, not procedures but tackling key points, not accountant but technology and market. Especially for those enterprises venturing out of niches, unfavorable environment is the chief offender. In addition, managers’ poor quality is also an important cause for the failure of financial strategies. It is well known that most managers in small and medium Chinese enterprises have poor prehensive quality, insufficient accountant experiences and low efficiency because they haven’t gone through any systematic learning of accountant theories and special professional training. Therefore, they are not able to have reasonable predictions, decisions, budgets, control, analysis and evaluation based on their own characteristics and the market, to have analysis on financial environment and lay down applicable and feasible strategies for financing, investment as well as profit distribution or to fully realize the importance of financial budgeting and therefore to have effective control over its implementation in order to serve the overall goals of their enterprises’ development strategies in a better way. Lacking Independent Financing System with Diversified Channels With changeable market, operation risks are greater, so are financial ones caused by a large amount of debt and high financing cost, hence resulting in enterprises’ low credit. Besides, their credit is also affected by their nontransparent operation process, nonstandardized financial reports as well as asymmetrical information, hence leading to the difficulty in achieving financing goals. Seen from the perspective of financing system, these enterprises’ lack of independent financing system with diversified channels has greatly restricted their financing strategies. First, there is no national institution or preferential policies to assist small and medium enterprises with their accountant, causing their unfavorable financing situation. Second, due to these enterprises’ private nature, some banks set rigid requirements for loans because of some traditional ideas and administrative interferences. Third, there are no enough financial agencies and loan guarantee institutions specially serving for small and medium enterprises. Fourth, most small and medium enterprises have no direct financing rights and cannot issue stocks or bonds. The main board market is inaccessible and the second board one is to risky. Poor Investment Ability and Lacking Feasibility Researches Small and medium enterprises suffer from insufficient registered capital, limited operation capital, hence poor investment ability. Focusing on shortterm goals to recover investment, they have to rely on simple reproduction instead of expanded one. In addition, without any special institution for market analysis, their investment activities tend to be based on their perception and therefore blindness. These decision makers usually fail to have an overall grasp of the characteristics or principles of market economy or to pursue reasonable economic profits with their proper operation at the capital market. Their poor abilities are also reflected in the shortage of some feasibility researches on their shrink and expansion strategies, how to choose financing channels and structures, how to establish new investment directions and so on. All these greatly affect the establishment and implementation of an enterprise’s strategic financial goals. Inplete Internal Control System Leading to Ineffective Control Inplete internal control system monly exist in small and medium enterprises, which is profoundly manifested in having no or just inplete internal control system, hence failing to effectively restrain their own economic behavior institutionally. A lot of enterprises have no department for internal audit to guarantee the strict implementation of their financial system. Even if some establish such a department, its lack of independence may lead to ineffective internal control. As a result, financial accountant as well as financial strategies will be greatly affected. 4 Countermeasures for Small and MediumSized Enterprises in China Seen from the above, the problems in present small and medium Chinese enterprises are mainly attributed to their internal causes and external environment. Therefore, some effective countermeasures should be taken from the following aspects. Establishing Right Financial Goals and Firm Strategic Sense An enterprise’s financial goals are not only the direction of its efforts but an effective standard to measure whether its financial decisions are right or wrong. Proper goals are beneficial for an enterprise’s overall strategic goals. With survival, profit and development as any enterprise’s basic goals, maximized corporate value should be regarded as the financial goal. Guided with this goal, enterprises are expected to establish the central status of financial accountant in the overall corporate accountant first of all, to put emphasis on the accountant of financing, investment and profit ea