Stages of management analysis at various enterprises. Management analysis Stages of management analysis
The analytical function is presented in management accounting along with the accounting function, planning and control functions. Its implementation is entrusted to management analysis, which is one of the types economic analysis.
Question about content management analysis , its place in the system of economic analysis remains little studied to date. In the specialized literature, economic analysis is classified according to a number of criteria.
One of them is managerial attribute, according to which the stage of preliminary management (planning) corresponds to a prospective (forecast) analysis, the stage of operational management - operational analysis and the final (control) stage of management - current (retrospective) analysis. At the same time, the essence, goals, and tasks of prospective analysis are considered in detail, and it is noted that “a developed market economy creates a need to differentiate analysis into internal managerial and external financial”.
In other cases, management analysis stands out as a type of economic analysis when used as a classification feature of the type of information used. The content and tasks of managerial analysis are not specified in either case.
It is obvious that the division accounting into financial (forming information for external users) and managerial (whose data are intended mainly for managers of the organization) gives reason to apply a similar approach to the classification of economic analysis.
The main objective of external (financial) analysis is to assess financial condition and identifying ways to improve the efficiency of the company as a whole. Despite the importance of this type of analysis, its main drawback is the lack of efficiency. It does not allow managers to immediately assess the results achieved, calculate the effectiveness of individual structural divisions, promptly use the information received for management purposes. These tasks are not the prerogative of external (financial) analysis, they are the goal of internal analysis.
However, the focus of economic analysis on "domestic consumption" is a necessary but not sufficient condition for defining it as managerial.
Today, when enterprises conduct their activities at their own peril and risk, internal economic analysis should be supplemented with one more qualitative characteristic. It's about about changing its orientation over time. The management of companies needs economic analysis not only to select the best management decisions in the present, but also to develop scenarios for future economic development.
About the formation management accounting how systems capable of fully realizing the tasks facing it, one can speak only when accounting is transformed from a contemplative, “looking back” accounting into an effective, “looking to the future”, and the calculation of the results of the enterprise’s activities will move from the realm of actual to the realm of predicted, expected indicators.
Economic analysis, like accounting, in modern conditions can no longer be directed only to the past, it must also have a perspective character. It is interesting that accounting and analysis were endowed with this property back in the 1930s. the last century. Thus, the famous scientist Johann Scher pointed out that cost accounting should pay attention “... not only to questions relating to the current state of the enterprise, but also to numerical data to resolve the issue of certain economic changes and reforms. For example: is it appropriate for a given industrial enterprise to switch from selling to wholesalers within the country to direct export, or is it advisable to replace the motive steam power with electric power, gas lighting with electric power, horse-drawn carts with cars? Is it profitable to introduce this or that new article of trade, replace one working machine with another, expand the enterprise, open a branch, hire salesmen, spend large amounts of money on advertising?
At present, such tasks can be implemented in the system of management analysis - internal economic analysis aimed at assessing both past and future results of managing the structural divisions of the organization.
Management analysis integrates three types of internal analysis - retrospective, operational and prospective, each of which has its own solution own tasks. The content of management analysis is presented in the diagram below.
Scheme 1. The content of management analysis
The first two directions (retrospective and operational analysis) were characteristic of internal analysis in a planned economy. The need to conduct a prospective analysis, which arose with the transition of Russian companies to market conditions management, translates internal analysis into a new quality, bringing it to the level of managerial analysis. While retrospective analysis answers the question "how was it?", the prerogative of prospective management analysis is to find an answer to the question "what if?". As part of a prospective analysis, it is necessary to single out short-term and strategic subspecies, which have their own goals and methods.
As noted above, management analysis is not only a type of economic analysis, but also one of the elements of management accounting. The object of the last, and therefore the management analysis itself, is the past and future results of the functioning of the segments. entrepreneurial activity.
The segment is the main information unit of management accounting, allocated to receive reporting and forecast information. Consequently, the subsequent functioning of the entire management accounting system, including the success of management analysis, depends on how the issue of business segmentation is resolved. In other words, the approach chosen by the organization to business segmentation will affect how high-quality and suitable for management purposes the information collected in the management analysis system will be. In this regard, the issue of the essence of segments, the order of their formation and classification for the purposes of management analysis deserves special attention.
Business segmentation, first of all, should create the prerequisites for the implementation of two most important functions in the organization's management system - planning and analytical and control and motivational. This, in our opinion, requires the positioning of individual components of entrepreneurial activity in two coordinates - as information and organizational business segments. Information segments are extremely diverse, their nature is determined by individual characteristics, the strategy of the organization. Table 1 shows just some of the possible approaches to dividing a business into information segments.
Table number 1. Possible approaches to business segmentation
| Information aspect* | Segments allocated by information feature | Organizational aspect** |
|---|---|---|
| Peculiarities technological process | Repartition 1, repartition 2, etc. Order 1, order 2, etc. Project 1, project 2, etc. Type of activity 1, type of activity 2, etc. | cost centers. income centers. profit centers. investment centers. |
| Buyer class | Poor, average, rich | |
| Implementation channels | Wholesale, retail, distribution network etc. | |
| Sales markets (regional characteristic) | Eastern regions of Russia, central regions of Russia, CIS countries, Europe, etc. | |
| Buyer groups | population, private entrepreneurs, legal entities etc. |
** The sign of segment allocation is determined by the degree of its financial responsibility and the tasks of motivation solved in relation to it by the organization's management.
So, in industries with mass production redistribution can become information segments (for example, in the textile industry, this is weaving, spinning, finishing; in metallurgical production, the production of iron, steel, rolled products, etc.). Orders can act as information segments at industrial enterprises with serial production (in the printing, footwear, clothing industries, etc.), in construction, and research organizations. For design institutions, information segments are individual projects. Segmentation by type of activity is primarily characteristic of organizations in the service sector. For example, in an audit firm, the restoration of accounting can be considered as activity 1, the conduct of audits - activity 2, the provision of consulting services - activity 3, etc. Thus, in all the above examples, approaches to business segmentation depend on the technological features of the production process.
Any production of consumer goods can be an example of highlighting products intended for certain classes of buyers as information segments. Suppose one type of product is intended for the least solvent part of the population (and then this is segment 1), the other is for the lower and middle levels of the middle class (segments 2 and 3, respectively), etc. Speaking about business segmentation by sales channels, we can single out wholesale trade (segment 1), retail(segment 2), distribution network (segment 3), etc. An organization can simultaneously use several of these approaches, performing segmentation in various combinations. For example, the same business may be segmented by orders, customer groups, and distribution channels; by types of activity, class of buyers and sales markets.
The division of entrepreneurial activity into information segments allows you to organize the budgeting process, monitor the progress of the plan by each information segment, analyze the deviations that have arisen, i.e. implement the planning and analytical function of management. Its other function - control and motivational - is performed by highlighting the organizational segments of the organization's segmentation by responsibility centers (costs, income, profits, investments). Thus, in any business activity, a segment can be positioned on at least two grounds - functional and organizational. Various combinations are also possible here. For example, a branch of a distance learning university can be simultaneously considered on the basis of information as a geographical segment and on an organizational basis - as a center of profit or investment. Weaving division, which is an information segment of a textile enterprise, taking into account the organizational aspect, can be positioned as a cost center. Separate types of audit services (information segments) in the event of a significant excess of their revenue over cost, taking into account the organizational aspect of segmentation, can be identified in the management accounting system as centers of income (revenue), etc.
The third sign of segmentation determines the place of the structural unit in the organization's segment reporting system. According to this feature, segments can be divided into external (for which the organization is required to submit external reporting) and internal.
Management analysis can be seen as an intermediate stage in the management of an organization. The object of analysis is the past and future activities of business segments, the information base is data collected in the management accounting system. Among them - the data accumulated in other blocks of management accounting - segmental accounting, planning and internal reporting. With this information, it is possible to assess the degree of use of material, labor and financial resources, to build short-term forecasts of the behavior of costs at different volumes of production. Predictive economic analysis is based on the dependence of cost behavior on changes business activity organizations. This information is drawn from segment accounting data.
Management analysis is designed to accumulate not only quantitative but also qualitative information. When there is a need for extra-accounting information (data on the price of products of competing organizations; expected demand for products at alternative prices, etc.), the results of marketing research, sociological surveys, etc. are used.
Methods of management analysis are extremely diverse, which is explained by a wide range of tasks facing it. A retrospective analysis is carried out by comparing the actual results with the budget and identifying the causes of deviations.
The foregoing allows us to define management analysis as a section of economic analysis and an integral part of management accounting, the main purpose of which is to study the past, current, and most importantly, future activities of business segments based on forecasting their income, expenses and financial results when the segments choose one or another economic tactic. Management analysis as an independent element of management accounting optimizes the cost-income ratio at the stage of preliminary management of business segments.
The process of business management involves the development of not only short-term, but also long-term strategic decisions. A variety of strategic (perspective) analysis is investment analysis.
The results of strategic analysis have a serious impact on the future position of the organization, and therefore a deep preliminary study of the prospects for the organization's activities in the relevant economic environment is necessary.
The techniques and methods of short-term predictive analysis, based primarily on the division of costs into fixed and variable, lose their power in the long term. This is due to the fact that the expansion of the planning time period (scale base) introduces significant adjustments to the behavior of costs. Costs that are fixed short term, in a more distant perspective, turn out to be variable, and vice versa, specific variable costs that are unchanged for management analysis are not.
Strategic management analysis is based on other approaches and principles that are different from those discussed earlier: various factors are taken into account due to the state of the external environment (extra-accounting sources of information) - markets for goods and services, interest rates and currency quotes established by government and commercial organizations, economic boom, high level inflation, decline in production, increased competition, etc. A serious place in strategic analysis is given to accounting additional costs on quality improvement and the time factor as sources of additional benefits in competition. From our point of view, the goal of strategic analysis will be achieved only if the long-term management decisions based on it make it possible to achieve adequacy between the requirements of the external environment and the capabilities of the organization.
In modern economic conditions, which are characterized by rapidly changing market conditions, fierce competition, accompanied by an active struggle for the buyer, investment and financial decisions cannot be made without preliminary managerial analysis.
Target
Purpose of analysis
Organization and information support of management analysis
The analysis of any of the issues of the economic activity of the enterprise should be carried out in several stages: 1) development of a plan and methods of analysis, clarification of objects and responsible executors; 2) collection and evaluation of information; 3) refinement of the methodology and methods of analysis; 4) processing of information and solution of set analytical tasks; 5) formulation of conclusions and proposals.
To create an analysis information base, you must:
Set the volume, content, types, frequency of analysis;
Determine the methodology for solving individual problems, a system of indicators, factors;
Clarify on the basis of the adopted methodology the decision methods;
Determine the general need for information on tasks;
Eliminate duplication of information by examining the relationship of analytical tasks;
Determine the volume, content, frequency, sources of information for the formation of an information base for the analysis of economic activity.
For a qualitative management analysis of all the above areas, it must be carried out, observing the following main steps.
1. Setting the goal of the analysis. Development of tasks for its implementation. Formulation and coordination of the task with the customer.
2. Organization of the analysis process. Issues are resolved: coordination of tasks with the customer, determination of the circle of specialists, coordination of work deadlines, drawing up a work schedule, determining the form of presentation of the material.
3. Selection of a system of indicators required for this analysis.
4. Selection of sources of information.
5. Processing and analysis of the received information.
6. Carrying out settlement and analytical procedures:
Assessment of the state of the issue at the time of making a management decision;
Evaluation of the effectiveness of the functioning of the object of analysis;
Detailed analysis;
The study of cause-and-effect relationships within the object, conducting factor analysis, allocation and systematization of the most important factors.
7. Registration of the results of the analysis.
Systematization of positive and negative factors of development economic system;
Proposals for the search, identification and mobilization of reserves to improve the efficiency of the economic system.
9. Tree of options. Development of the largest possible number of management decisions in accordance with the results of the analysis.
10. Analysis of options. Comparative analysis developed options according to the established criterion (system of indicators). Choosing the best option.
11. Implementation of the selected option. Registration of the results of the analysis, transfer of the project to the customer, implementation of the solution.
12. Analysis of the effectiveness of the management decision:
Final analysis based on the results of the implementation of the solution;
Analysis of the implementation of business plan indicators;
Solution correction.
Indicators used in management analysis
Profitability(profitable, useful, profitable), relative indicator economic efficiency. Profitability comprehensively reflects the degree of efficiency in the use of material, labor and financial resources, as well as natural resources.
Indicators of the use of means of production:
return on investment
return on assets
capital intensity
capital-labor ratio
Indicators of the use of objects of labor
Material consumption
Material return
Indicators of production and sales of products
Rhythm factor is calculated as the sum of products included in the implementation of the rhythmicity plan (actual indicator within the plan) for the planned output.
Indicators of the financial condition of the enterprise
Tbd \u003d Ext * Expenses.post / (Vvyr - Expenses.per) in den terms in kind
Solvency
Kpayment \u003d asset / debts of the enterprise (its accounts payable, capital raised)
Coefficient financial stability organizations KFU=(SC+FEFO)/WB
FEFD - long-term financial liabilities
SC - equity
WB - balance sheet currency
Planning and control of distribution costs. Main indicators in the analysis
Distribution costs- these are the costs (costs) associated with the process of bringing goods from the producer to the consumer, expressed in value (cash) form.
The level of distribution costs is the ratio of the sum of distribution costs to the value of turnover, expressed as a percentage. This indicator characterizes the quality of the work of the trade organization. The better the trading organization works, the lower the level of its distribution costs, and vice versa.
Planning of distribution costs is carried out independently by each enterprise. The distribution cost plan is integral part calculations to justify the profit plan. In addition, cost planning allows you to organize control over the use of funds, compliance with the savings regime.
The distribution costs plan reflects their total amount, the level as a percentage of turnover, as well as the amounts and levels of expenses by cost items.
The task of distribution cost planning is to determine a reasonable amount of costs that will ensure the implementation of the turnover plan, high quality work, rational use resources and obtaining the necessary profit.
The following information is used to plan distribution costs:
- Materials of the analysis of distribution costs for previous years, materials of audits, checks, allowing to reveal the facts of irrational use of resources.
- Plans developed trading activities(turnover in general and by assortment, inventory and etc.).
- Current norms and standards: depreciation rates, fuel consumption rates, electricity, packaging materials, etc.
- Current tariffs for electricity, fuel prices, tariffs for transport services, utilities, etc.
- The amounts of taxes established by legislative acts, etc.
Distribution costs are characterized by:
- The absolute amount of distribution costs for a certain period (month, quarter, year).
- The level of distribution costs.
- Deviation in distribution costs
- Deviation in the amount of distribution costs
- Index (dynamics) of distribution costs
When comparing the distribution costs of the reporting year with the plan and with the previous year, as well as the developed distribution costs plan with the reporting year, a number of indicators are calculated:
- Deviation in the level of distribution costs (the size of the change in the level of distribution costs)
a) for the reporting year compared to the plan
U.n.o. = U and. about. fact. reporting - U and. about. reporting plan
"-" shows savings in distribution costs.
"+" shows the overrun of distribution costs.
b) for the reporting year compared to the previous year
U.n.o. = U and. about. fact. reporting - U and. about. fact. of the past
"-" shows a decrease in the level of distribution costs.
"+" shows the growth of distribution costs.
- Deviation in the amount of distribution costs.
a) absolute deviation
Actual amount of costs - Actual amount of distribution costs
appeals of the reporting year of the last year
b) Relative deviation (savings or cost overruns)
E(P) = Cost variance Actual sales
- Index (dynamics) of the level of distribution costs.
Wu.o. = U and. about. reporting 100%
U i. about. of the past
- The rate of change in the level of distribution costs
T = U Ui.o. - 100 %
and shows the rate of change in the cost level.
Analysis of the IO structure
Distribution costs
bringing goods from producer to consumer. They include
expenses for the delivery, storage and sale of goods. Distribution costs
can be expressed in absolute amount (AI) and as a percentage of
trade. The last indicator is called the level
distribution costs (CIO). It is calculated by the ratio of the sum
the costs of circulation of goods (TO):
UIO \u003d - x 100%.
The level of distribution costs shows what percentage is occupied by
costs of circulation in the cost of goods sold. According to its size
judge the efficiency of the use of material and labor
trading company resources.
According to the degree of dependence on the volume of trade, costs
appeals are divided into conditionally constant and conditionally variable.
Conditionally variable costs change in proportion to the volume
turnover, and their level remains unchanged. These include:
Fare;
Wage sales staff;
Contributions to the Social Protection Fund;
Costs for storage, side work, sorting, packaging
Financial expenses for servicing borrowed funds;
Container costs;
Losses, shortages and technological waste of goods, etc.
The amount of semi-fixed costs does not depend on the volume
turnover, only their level changes: with an increase in the volume
turnover, the level of distribution costs decreases, and vice versa. To
they include:
Expenses for rent and maintenance of buildings, structures, premises
and inventory;
Depreciation of fixed assets and intangible assets;
Repair costs of fixed assets;
Leasing payments;
Management staff salaries;
Depreciation of overalls, low-value and wearing out
items;
Labor protection expenses;
Expenses for organizing and managing trade, etc.
The relationship between turnover and the amount of distribution costs
can be expressed by the formula:
IO \u003d TO x UPI / 100 + A,
and between the turnover and the level of distribution costs:
UIO \u003d A / TO x 100 + UPI,
where A is the sum of fixed distribution costs;
UPI - level variable costs as a percentage of turnover,
To calculate the influence of these factors on the amount of distribution costs
use the chain substitution method
IOpl \u003d TOpl x UPIpl / 100 + Apl
IOUsl1 \u003d TOf x UPIpl / 100 + Apl
IOUsl2 \u003d TOf x UPIf / 100 + Apl
IOf \u003d TOf x UPIF / 100 + Af
E (p) io \u003d ∆ Uio * TO / 100
Factor analysis of IO
Distribution costs is the cost trade enterprises on
bringing goods from producer to consumer.
Due to the fact that the growth of turnover must be accompanied by an increase in costs, it is necessary to determine whether the costs change proportionally in relation to the growth in turnover. To evaluate the effectiveness of the change, management needs to determine whether the increase in sales justifies the associated increase in costs, or whether the increase in costs outpaces the increase in turnover and, thus, additional costs do not sufficiently increase sales. Having data on variable and fixed costs, it is possible to identify the amount of relative savings or overspending, the impact of changes in turnover on the amount of costs.
Let us determine the relative cost savings and the impact of changes in turnover on costs.
1) The values of absolute savings are determined by the amount of costs, by their level, by the sum of variables and the sum of fixed costs.
2) Find the value of costs adjusted to the last year (I skorr).
And corr = (Iper pr x T r then / 100) + Hypost pr,
where Iper pr - the sum of variable costs of the previous period;
T p then - the growth rate of trade in percent;
Hypost pr - the amount of fixed costs of the past period
To determine the value of costs adjusted to the previous year, the sum of variable costs of the previous period is multiplied by the growth rate of trade turnover as a percentage. The multiplication of only the variable part of the costs is due to the fact that variable costs change in proportion to the change in turnover. The result obtained is added to the value of fixed costs of the previous period.
The adjusted value of costs shows what the value of costs will be natural for a given change in turnover. Therefore, the excess of the adjusted amount of costs over the actual one means relative savings by the amount of the difference between them, and the excess of the actual amount of costs over the adjusted one indicates a relative overspending.
3) Relative savings (overspending) of distribution costs are determined as the difference between the reported and adjusted amounts of costs:
E ed \u003d And otch - And correct;
A negative sign indicates cost savings, and a positive sign indicates cost overruns.
4) Find the effect of changes in turnover on the value of distribution costs And then:
And then \u003d And korr - And so on,
where Icorr is the adjusted amount of costs,
And so on - the sum of the actual costs of the previous year.
are found by subtracting from the adjusted amount of costs their actual size of the previous year.
5) Determine the adjusted level of distribution costs URI corr:
URI corr = (I corr / TO otch) x 100
for the last year is defined as the ratio of the adjusted amount of costs to the reporting turnover.
6) Determine the relative cost savings by level (E ui):
E ui \u003d URI otch - URI corr
From the reporting level of costs subtract their adjusted level.
7) Find the impact of changes in turnover on the level of distribution costs URI then:
URI then \u003d URI corr - URI pr
The influence of turnover on the level is found as the difference between the adjusted level of costs and the level of the previous period.
In the event of inflation, the reported values of turnover and distribution costs are replaced by the given (comparable) values.
The labor resources include that part of the population that has the necessary physical data, knowledge and skills in the relevant industry. Sufficient provision of enterprises with the necessary labor resources, their rational use, a high level of labor productivity have great importance to increase production volumes and improve production efficiency. In particular, the volume and timeliness of all work, the efficiency of the use of equipment, machines, mechanisms and, as a result, the volume of production, its cost, profit and a number of other economic indicators depend on the security of the enterprise with labor resources and the efficiency of their use.
The analysis of labor indicators is one of the main sections of the analysis of the work of enterprises.
The main tasks of the analysis
effective use workforce are:
-study and assessment of the provision of the enterprise and its structural divisions with labor resources in general, as well as by categories and professions;
-determination and study of staff turnover indicators;
- identification of reserves of labor resources, their fuller and more efficient use.
The efficiency of the use of production resources affects all the qualitative indicators of the activity of a business entity - cost, profit, etc. Therefore, when evaluating business partners, it is necessary to analyze on a par with the indicators of fixed assets and material resources and generalizing indicators of the efficiency of the use of labor resources.
When conducting complex analysis use of labor resources
consider the following indicators:
-security of the enterprise with labor resources;
- movement characteristics work force;
-social security of members labor collective;
-use of working time fund;
- labor productivity;
- personnel profitability;
- labor intensity of products;
- fund analysis wages;
-analysis of the effectiveness of the use of the wage fund;
To characterize the movement of the labor force, the dynamics of the following indicators is calculated and analyzed:
turnover ratio for the reception of workers (Kpr):
disposal turnover ratio (Kv):
staff turnover rate (Km):
the coefficient of constancy of the composition of the personnel of the enterprise (Kp.s):
The reserve for increasing output through the creation of additional jobs is determined by multiplying their growth by the actual average annual output of one worker:
where RVP is a reserve for increasing output; RKR - a reserve for increasing the number of jobs; GVf - the actual average annual output of a worker.
Factor analysis of PD
Factor analysis of gross income
The following factors affect gross income:
Price change;
Change in the volume of trade;
Average gross income.
Influence of turnover = (Tf - Tpl) * UVDpl / 100
due to price changes = (Tf - Ts) * UVDpl / 100
due to a change in the physical volume of trade = (Tc - Tpl) * UVDpl / 100
Change in the level of gross income \u003d (UVDf - UVDpl) * Tf / 100
Where Tf is the actual turnover
Tm - planned turnover
Тс – comparable turnover Тс= Тf/price index price index = Р1/Р0
The concept of managerial analysis of its goals, tasks and features
Management analysis is a comprehensive analysis of internal resources and external capabilities of an enterprise, aimed at assessing the current state of the business, its strengths and weaknesses, identifying strategic issues.
Target management analysis is the provision of information to owners and (or) managers (other stakeholders) for making management decisions, choosing development options, and determining strategic priorities.
Purpose of analysis
The study of the mechanism for achieving maximum profit and increasing the efficiency of management, the development of the most important issues of the enterprise's competitive policy and programs for its development for the future, the rationale for management decisions to achieve specific production goals.
The main tasks of management analysis are:
Assessment of the economic situation;
Identification of positive and negative factors and causes of the current state;
Preparation of accepted management decisions;
Identification and mobilization of reserves to improve the efficiency of economic activity.
features of managerial analysis:
Comprehensive study of all aspects of the enterprise;
Integration of accounting, analysis, planning and decision making;
Use of all available sources of information;
Orientation of results to the management of the enterprise;
Lack of regulation from the outside;
Maximum secrecy of the analysis results in order to preserve commercial secrets.
Users of economic information and subjects of economic analysis
Subjects of analysis both directly interested and indirectly interested in the activities of the enterprise users of information act. The first group of users includes the owners of enterprise funds, lenders, suppliers, buyers, tax authorities, enterprise personnel and administration (management). Each subject of analysis studies information from their positions, based on their interests. It should be noted that only the management of the enterprise can deepen the analysis, using not only reporting data, but also data from the entire economic accounting system as part of the management analysis carried out for management purposes. Second group of users financial reporting- these are the subjects of analysis, which, although not directly interested in the results of the enterprise, must, under the contract, protect the interests of the first group of consumers of information. These are primarily audit firms, as well as consulting firms, stock exchanges, lawyers, the press, associations, trade unions, etc.
So, subjects of internal management analysis are only the management and the auditors and consultants involved by it. Information base management analysis is the entire system of information about the activities of the enterprise - on the technical preparation of production, regulatory and planning information, economic accounting, including operational, accounting and statistical accounting data, external public financial and the entire system of internal economic reporting, other types of information, including surveys of specialists, information from production meetings, the press, etc.
Palette subjects of external financial analysis very varied. But all these subjects of analysis can, as a rule, use only public financial reporting data on the activities of the enterprise. Standardization of financial accounting and public financial reporting is designed to protect the interests of all partners (correspondents) of the enterprise, while at the same time preserving the commercial secret of the enterprise.
Internal management analysis is necessary for the management of the enterprise to make management decisions to improve the efficiency of economic activity, and external financial analysis serves external users acting as independent subjects of economic analysis according to public reporting.
Management analysis includes in its system not only production, but also financial analysis, without which the management of the enterprise cannot implement its financial strategy. Moreover, the possibilities of management in matters of financial analysis are again wider than those of external users of information. In the feasibility studies of any commercial business (business plans), methods of both production and financial analysis are used.
Such an analysis can be called complex management analysis. Management analysis aims to provide analytically made decisions in enterprise management, i.e. essentially boils down to substantiating managerial decisions. The largest corporations in the world and many regions, faced with increased competition in the context of globalization, are switching to modern technologies management accounting and analysis using all economic information (both internal and external) suitable for making business decisions. The bottom line is that financial and commodity flows, property and liabilities (debts) and other indicators of economic activity are taken into account and analyzed not separately, but in a complex and on an automated basis. Modern business requires quick solutions to complex problems. So, a comprehensive management analysis does not allow overstocking, purchases at inflated prices, “freezing” of money in accounts, and, finally, it radically limits the possibility of theft.
The concept of "management analysis" is broader than the concept of "comprehensive management analysis". Management analysis includes both a thematic analysis of individual indicators and aspects of economic activity, and a comprehensive analysis for management purposes. Thematic analysis individual indicators or groups of indicators, individual aspects of economic activity (supply, production, marketing), individual production and financial relations (investment, lending, rent, etc.) are carried out primarily for the purpose of regulating and operational management of economic activity as one of the main management functions. Thematic analysis can be both predictive, prospective, as well as retrospective current analysis. The greatest effect of thematic analysis is obtained when it is carried out as component complex analysis, taking into account its goals and in interconnection with other topics of analysis.
The information base of management analysis is all information about the activities of the enterprise: technical preparation of production, regulatory and planning documentation, operational accounting and statistical accounting, external financial reporting, etc.
Main tasks management analysis are:
assessment of the economic situation;
identification of positive and negative factors, as well as the causes of the current state;
preparation of accepted management decisions;
identification and mobilization of reserves to improve the efficiency of economic activity.
Management analysis should provide a decision-making cycle, milestones which are:
definition of goals and objectives;
search for alternative courses of action and selection of the best option;
implementation the best option;
comparison of the obtained results and planned indicators;
comprehensive assessment of the effectiveness of decisions made.
Thus, it is possible to designate the following features of managerial analysis:
orientation of its results to the management of the enterprise;
use of all sources of information;
lack of regulation from the outside;
comprehensive study of all aspects of the enterprise;
integration of accounting, analysis, planning and decision making;
maximum secrecy of the analysis results in order to preserve commercial secrets.
Analysis Method for management purposes should include:
definition of goals and objectives of the analysis; a set of analysis indicators;
the scheme, sequence and frequency of the analysis; ways of obtaining information;
a list of organizational stages and the distribution of responsibilities between the services of the enterprise;
the procedure for reporting the results of the analysis.
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1. What are the disadvantages of financial analysis?
allows us to draw a conclusion about the facts of economic and financial activity that have not yet taken place
allows you to draw a conclusion about the already accomplished facts of economic and financial activities
2. What is meant by regional risk?
the likelihood of a negative impact of the specifics of individual administrative or geographical regions associated with the peculiarities of the economic, political and social situation
these are the risks of losses caused by the discrepancy between the maturities of liabilities for assets and liabilities. The same losses should include lost profits associated with the diversion of resources to maintain liquidity
3. The external information of management analysis includes:
acts of tax audits
ratings of competing companies
statistical data
4. What is liquidity risk?
the likelihood of a negative impact of the specifics of individual administrative or geographical regions associated with the peculiarities of the economic, political and social situation
these are the risks of losses caused by the discrepancy between the maturities of liabilities for assets and liabilities. The same losses should include lost profits associated with the diversion of resources to maintain liquidity
is the probability of loss due to changes in economic condition industry and the degree of these changes both within the industry and in comparison with other industries
5. For management analysis, information about the competitiveness of an enterprise is:
information about the consumer, including the ability to consume the product, solvency
number of raw material suppliers
company's marginal income
6. fixed costs are:
piecework wages
insurance payments
feed costs
7. What are the disadvantages of financial analysis?
based on official reporting, i.e. on data contained in accounting and statistical reporting forms
based on official reporting, i.e. on data contained in accounting registers
based on official reporting, i.e. on data contained in tax registers
8. Disadvantages of SWOT analysis:
Can be used for various types of analysis - both operational and strategic
SWOT analysis does not allow you to see the development in dynamics, but only shows a static picture
The method can be applied by a researcher who does not have special knowledge and narrow-profile education
9. The results of financial analysis cannot contain data:
about the marginal income brought certain types products, structural units, market segments, etc.
on the cost of fixed assets of the enterprise
about the cost working capital enterprises
10. What does not apply to the characteristics of managerial analysis?
providing information only to external users
providing information to owners or managers for making managerial decisions
is to provide information to owners or managers to select development options, determine strategic priorities
11. Accounting information for the purposes of management analysis contains data:
explanatory notes of employees of the organization
financial accounting
inventory materials
12. In SWOT analysis weaknesses businesses consider:
maintaining high rates of development of the organization
no extensive sales network
established relationships with corporate clients
13. The results of financial analysis cannot contain data:
about size authorized capital enterprises
on the amount of long-term liabilities
data on the loading of existing capacities,
14. According to the objectivity of reflection, information for management analysis can be classified into:
useful and useless
constant and variable
reliable and unreliable
15. Strengths SWOT analysis:
As part of the SWOT analysis, specific activities are not developed to achieve the set goals, but only general factors are identified
The method can be applied by a researcher who does not have special knowledge and narrow-profile education
Often, in a SWOT analysis, only a listing of factors occurs without identifying the main and secondary factors, without a detailed analysis of the relationships between them.
If we imagine a scheme for organizing management analysis, then its structure will depend on strategic goals and tactical tasks enterprise development (Fig. 1.7).
Management analysis is aimed at identifying the internal resources and capabilities of the enterprise, assessing the current state of the business, and identifying strategic problems. The need for management analysis is determined by several factors:
firstly, it is necessary when developing an enterprise development strategy and in general for the implementation of effective management, since it seems to be an important stage in the management cycle;
secondly, it is necessary to assess the attractiveness of an enterprise from the point of view of an external investor, to determine the position of an enterprise in national and other ratings;
thirdly, management analysis makes it possible to identify the reserves and capabilities of the enterprise, to determine the directions for adapting the internal capabilities of the enterprise to changes in environmental conditions. As a result of the internal analysis of the enterprise, a number of points can be identified:
- - overestimate or underestimate the company,
- - overestimates or underestimates its competitors,
- - what requirements of the market it attaches too much or, conversely, little importance.
Rice. 1.7.
Management analysis differs from other types of analysis not only in goals, objects and tasks, but also in specific features that are unique to it. The features of management analysis include:
- o orientation of results to the management of the enterprise;
- o use of all possible sources of information;
- o lack of regulation from the outside;
- o a comprehensive study of all aspects of the organization's activities;
- o integration of accounting, analysis, planning and decision making;
- o maximum secrecy of the analysis results in order to preserve commercial secrets.
A kind of foundation, on the basis of which a system of views on the phenomenon under study, and subsequently on the organizational and methodological foundations of any research, is formed, are the initial provisions of a particular science or its direction (principles). The principles of management analysis can be considered:
- o objectivity results obtained on the basis of the research;
- o their scientific validity;
- o consistency;
- o complexity analytical activities;
- o optimality to make rational management decisions;
- o principle allocation of the leading link (when selecting the most acceptable options for management decisions);
- o efficiency obtaining output analytical data;
- o quantitative certainty;
- o clarity;
- o comparability (comparability) analysis results;
- o principle taking into account the specifics of the enterprise (industry and regional).
The principles of objectivity and scientific validity are characteristic of any type of research. Management analysis is no exception. The analytical study itself should be carried out on the basis of scientific research and proven methods, and its results must be objective. The analysis must be of a scientific nature, i.e. designed to take into account the requirements economic laws, use achievements scientific and technological progress and excellence. Objectivity is achieved through:
- o use of appropriate methods of analysis, selection of indicators characterizing the object of study;
- o involvement of impartial analysts with appropriate training, level of knowledge, with the necessary experience;
- o selection of the base (standard) of comparison.
The system approach is an approach according to which the enterprise is considered as a complex system operating in an open systems environment and consisting, in turn, of a number of subsystems. Consistency ensures completeness, reality of conclusions. Each object under study is considered as a complex mobile system consisting of a number of elements interconnected and external environment. The study of each object is carried out taking into account all internal and external relations its individual elements. The systematic approach is closely related to the principle of the complexity of analytical activities. Complexity means:
- o the need to analyze all the main elements of a specific financial and economic activity;
- o the obligation to study the financial and economic activities of the organization in conjunction with general economic phenomena and processes;
- o coverage of the entire main group of factors of an internal (in relation to this organization) nature that have an impact on it.
The principle of optimality is typical for conducting management analysis, since it allows you to choose from various options for management decisions exactly the one that in this moment time is optimal for the enterprise. And the choice of this decision depends on the principle of allocation of the leading link. The leading link (ranking factors) involves setting goals and establishing ways to achieve this goal. In this case, the main (leading) link is always singled out, applying the methods of factor analysis and problem structuring. The leading link in management is connected with strategic goal business development and chosen tactics in a particular reporting period.
The principle of efficiency of analysis is aimed at reducing the time of work by implementing the principles rational organization partial processes (proportionality, parallelism, continuity, rhythm, etc.), coding and automation information support, improving the quality of information and methods of analysis.
The principle of quantitative certainty implies a quantitative expression:
- - parameters and conditions for ensuring comparability and optimization of alternative options for management decisions;
- — links between the components of the management system;
- - the degree of uncertainty and risk in decision making. The principle of comparability of analysis options implies the comparability of indicators in terms of volume, quality, timing, methods of obtaining information and the conditions for using the objects of analysis and other conditions.
The principle of taking into account the specifics of the enterprise is a principle that is characteristic of managerial analysis. economic, economic activity enterprises depends on how economic activity the company operates, in which region it is located. Management decision, taken on the basis of the conclusions of management analysis, should take into account these circumstances.
The stages of managerial analysis (Fig. 1.8) generally depend on the goals of the analysis, but the main ones can be distinguished among them.
Rice. 1.8.
- 1. Definition of goals and objectives of the analysis.
- 2. Search for alternative courses of action and selection of the best option.
- 3. Implementation of the optimal option.
- 4. Evaluation of the implementation of the plan.
- 5. Comprehensive assessment the effectiveness of the decisions made.
