Anything & Everything

Budgeting – it is effective kind of financial planning at the company. In general, the budget represents an estimate of revenues and expenses of all business units and functional services of the enterprise. Preparation of financial budgets of the company serves as the basis for operational planning and for the comparison of costs and benefits.

The system of financial planning at the company includes: 1) a system of budgetary planning of departments, and 2) the composite system (integrated) of budget planning of the company. In order to organize the budget planning of the structural subdivisions of the enterprise people usually develop cross-cutting system of budgets that comprise following functional budgets (they cover the base of financial calculations of the enterprise):
- The budget of salary fund, we can project some payments to extra-budgetary funds and some tax deductions;
- The budget of material costs, compiled on the basis of consumption norms of raw materials, components, materials and volume of production program of structural units;
- The budget of energy consumption;
- The budget for depreciation, which includes directions to use it for major repairs, maintenance and renovation;
- Budget of other costs (travel, transportation, etc.);
- Budget for repayment of loans, developed on the basis of the plan-schedule of payments;
- The fiscal budget, which includes all taxes and mandatory payments to the budget and the extra budgetary funds. This budget is planned for the whole enterprise.
Development of budgets, departments and services are based on the principle of decomposition (the budget of the lower level is a detailed budget of a higher level). Enterprises usually develop dummary budgets for each structural unit on monthly basis. In order to ensure company and its units with working capital we should indicate in them the daily routine and actual costs, as well as for a whole month.

We should determine the centers of responsibility – cost centers and revenue centers, because it is an integral part of financial planning. Departments in which the measurement of yield is difficult or which work for domestic consumers, it is advisable to convert them in a cost center (cost). Units that manufactur products reaching to the final consumer should be converted into profit centers, or centers of income.

In the current system of financial planning it is necessary to determine the actual flow of money to the enterprise. To do this it requires data on the proportion of product supply for prepayment, the conditions of supply of commercial loans with deferred payment. Commonly we use two methods for calculating and analyzing cash flows.

The first method is the direct determination of cash flows (flow of revenue, received advances, loans, etc.) and cash outflow (vendor accounts, refund loans, payroll, etc.). In the second method, the starting point is the net profit, which is adjusted for income and expenses that does not mean inflow and outflow of funds.

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In organization financial planning of activities can be divided into three types. They are different depending on the type of drawing up plan and depending on the term during which it should be developed. Financial planning can be: operative, current and prospective (strategic).

Prospective financial planning covers the period from one year to three years. It consists of the development of the financial strategy of the enterprise and financial forecasting.

Financial strategy of enterprise – these are long-term objectives of financial activity of the company and choosing of the most effective ways to achieve them. The financial strategy should also be consistent with the overall strategy of the company, although it also has impact on the overall strategy of the organization.
The formation of the financial strategy of the enterprise consists of the following steps:
• Identification of the implementation period of the strategy;
• Analysis of factors that have some influence on the external environment of the company;
• Formation of strategic objectives of financial activity;
• Developing of financial policies of the company;
• Developing a system of measures to ensure the financial strategy of the company;
• Assessment of financial strategy.
While developing the financial strategy of the company it is very important to understand clearly and honestly and to determine the period of the strategy correctly.

Much attention in the process of forming a financial strategy we should pay to the analysis of environmental factors, the study of economic and legal conditions for financial firms. It is also important to pay particular attention to the study of risk of factors and trends that take place in the market segment of enterprise, to record and to take into account currency fluctuations and direction of economic policy of the country.

The next stage of the financial strategy of the company is a formation some strategic objectives of financial activity. The main objective should be connected with maximizing the market value of the enterprise. All goals should be formulated more clearly and concisely. The objectives should be reflected in concrete indicators-regulators. Usually, as the strategic we use such indicators as:
• Average annual growth rate of its own financial resources;
• Internal rate of return of the company;
• Ratio of working capital and fixed assets of the company, etc.
On the basis of the financial strategy of the company we can form financial policies of the company on specific areas of financial activity: tax, depreciation, dividend, emission, etc.

Next we should develop system of measures ensuring the implementation of financial strategy, we should define the rights, obligations and liabilities of heads of departments and divisions of the company for the results of the financial strategy of the company.

On the final stage of the development of the financial strategy of the company we should evaluate the effectiveness of this strategy.

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Financial planning – it is preparation of budgets based on projected sales revenue (income) and financial ratios (or financial regulations). For example, expenses or their individual components are determined as a percentage of revenues; for the construction of balance and cash flow forecast we use indicators of turnover, etc. With it we should set targets to improve standards of financial indicators: growth in turnover, reducing the proportion of overhead costs, revenue growth, etc.

Such calculations always are useful: an analysis of the dynamics (including forecast) of indicators that reflect the financial performance and efficiency, improves the quality of planning. This method of financial planning is preferred and well-established when the budget is set for the head, fully responsible for the financial results and with who has necessary powers to do it. Typically, in this case, the formation and adoption of the production plans under the relevant budget is either impossible or even can be harmful, since constrains the initiative of leader. For example, to the director of restaurant it is impossible to establish for plan-period the plan about the range of dishes to calculate the budget (it is also harmful). Such manager must have independent authority, to change the menu for several times a day, depending on changes in preferences of visitors, which will allow him to achieve better financial results.

Of course, the use of financial techniques for the formation of the budget does not mean abandoning the use of more accurate methods for monitoring the actual costs. The same restaurant manager will monitor compliance of actual spending on products for dishes making.

What is the financial model?
The term “financial model” may refer to the company or project. Financial Model is a tool for modelling the finances of the business or project.
The financial model is a simplified description of the financial processes and outcomes in the form of a mathematical model to simulate financial results based on different input data for simulation (constraints and assumptions). It is considered an objective function of finance and the formation of financial, i.e. essential relationships between input parameters and financial results, based on we set laws as values of financial ratios. For example, we define cost structure and behaviour of the different costs, depending on various factors. In physical terms the financial model is a program that requires a baseline data on which the financial model generates results (for the implemented algorithms). For example, it considers the project risks with Monte Carlo method; it shapes projected reporting forms, etc.

Financial modelling is used for planning and budgeting from top – to down, it is method, without which it is impossible to imagine a modern financial management of enterprises. For example, is the financial model will determine the ultimate am
ount of financial resources that a company can use for repair equipment before planning list of refurbishment projects. This volume can be adjusted, but the financial model initially sets the baseline for planning.

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Let’s start our article from the definition of financial planning. Financial planning of business is closely linked with the final results of production, the most important of which in market conditions is the total profit or total income, which requires strengthening the role of finance in achieving these targets.
In financial terms, each company has two main functions: it consumes economic resources and it makes possible the consumption of finished products.

Income or profits of the enterprise is self-financing of all types of industrial and economic activities and social and labor relations of staff. Therefore, maximization of profit or income is the determining ultimate goal of all types of planning at the enterprise.

If we talk about profit and income, we should say that profit or income arises only with the interaction of labor and capital and with saving by the main factors of production and capital their original cost, which implies a clear distinction between gross and net profit.

Gross profit determines the value of total aggregate income of the enterprise without regard to depreciated capital.
Net income is gross income minus the costs incurred, including deferred money spent on the restoration of production.
Gross income at any level of sales is determined by multiplying the price on appropriate number of products planned for implementation.
Marginal revenue is the extra or additional income, which is the result of product sales over the plan.

With a fixed market price each competitive industry has three interrelated planning and management issues:
1) Should they plan the production of this product for the coming period?
2) What quantity of production must be planned for release?
3) What profit or loss will be obtained after the work will be done?
In the process of planning of income in each enterprise there should be found economically answers to all above mentioned questions.

And now let’s discuss developed rules in a market economy in the planning of profit from sales of products. So, they are next:
1. The company makes a profit so long as price exceeds average total cost;
2. The maximum profit is achieved if the price is more than the minimum average total cost of the enterprise;
3. Zero-profit corresponds to the point of equilibrium of price of production to the marginal costs of its production;
4. The company will have a loss, if the average total cost is higher than the price of products;

Projected annual profits of the enterprise is the end result of industrial and economic activities, including proceeds from the sale of goods, works and services, fixed and other assets, and income from non-sales operations, reducing on the amount of expenditure on them.
And in conclusion we should say that financial planning is very important part of company`s activity and without it we can’t talk about profitableness of the company.

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The sense of it lies in fact that in addition to the plans of UB and PT we introduce specialized plans for sales of banking products, costs in the conduct of business, project plans, etc. These plans, in contrast with the UB and PT, contain, along with the financial, non-financial indicators, such as volume of investment and borrowing funds, the number of purchased computers, etc. The structure of these plans are more difficult than UB and PT: this is no longer a hierarchy of articles, but a number of specialized tables, cards, lists etc.

Planning of business activity of the bank with the budgets of sales of banking products can provide the required detail and accuracy of planning. This is achieved by the fact that the planner uses operates with not the values of budget items but with indicators of banking products and their characteristics. Among them we can identify quantitative indicators of sales of banking products, resource indicators, income and expenditure figures.

For each banking product people develop its own model of planning that consists of a set of interrelated indicators. Each indicator we set method of planning and a link to the budget.

An alternative way of sales planning – is planning the volume of business in the context of clients and client groups. In this approach, we use resource and income-expenditure indicators, with possible detailing of bank products. The choice of planning of sales – by product or customer – depends on the orientation of the bank toward the retail or corporate business.

When planning operating expenses and investments it is necessary to ensure the coordinated work of centres of financial responsibility (CFA) of various types: subsidiaries, business units and investment centres. The difficulty is that the results of planning of CFA are some background information for planning budgets of other or affect their plans significantly. In order to establish simple and effective rules of interaction, the diversity of the operational budget is usually limited to three types, depending on the purpose of execution costs:

Constant current expenses – Passport of fixed costs;
Time cost for upgrading – Estimated development;
Investments in new business projects – estimates of earmarked projects.

The process of obtaining the consolidated budget for planning model for the volume of business usually can be done in three steps. First we calculate volume and quantity indices of bank business, then UB and PT in the context of CFA on the basis of sales plans and cost estimates, and at the end we carry their consolidation by the bank. During consolidation we can apply transfers – to assess the income and expenditure of attracting and placing units.

Calculation of volume and quantity indicators usually runs from achieved. Information about the fact and terms of the previous period under UB and PT should be accessible for planners. Indicators themselves can be planned in several ways: set manually, calculated on the basis of standards, or defined using the mechanisms of linear and incremental trend and interpolation.

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Regional financial crises that shock world economy have their positive side. For example, they are at the level of national economies demonstrate the importance of a balanced budget; risk (risk-taking) of the emergence of a large number of “short debt,” etc.

A separate company, in this sense is a “state in miniature”, with the only difference that the decrease in size entails increase in risks. Russian financial crisis has confirmed this very clearly.

The main purpose of financial management and financial planning is:

To achieve a reasonable balance of assets and liabilities of the company. In other words, to ensure sustainable and appropriate cost sources to funding assets;

To ensure the adequacy of funds for all obligations of the enterprise as in terms as in magnitude.

Current and capital intensive operations [supply-related activities, investment and others] form needs in volume and nature of the financing [the structure and nature of the sources]. The task of financial management is to ensure these active operations with funding sources that corresponds to them by nature and structure. The second of the above problems are closely connected with the first. From the point of view of current activities (current operations), in the focus of finance controller there is a balance of payments, but basically it – the equivalence of assets of his business with commitments. It is impossible properly to generate payment transactions without the balance of assets and liabilities and first of all, current of assets and current of liabilities, and mainly for accounts to receive and accounts to pay.

The “double” content of financial planning (planning of assets and liabilities and receipts and payments) reflects the fact that there are two objects of financing: assets and operations.

Sources of financing of assets are liabilities, i.e. liabilities incurred in the company as the subject of civil rights to the owners of resources used by the company in its activities. These obligations can be debt [i.e. borrowed], can be returned upon the expiration of their provision, and equity [indefinitely] that form the obligations of the enterprise to its legal owners [shareholders. participants]).

The sources of finance operations are liquid assets that can be used as a means of payment (in the normal economic system, sources of financing are the funds and commercial paper).

Financial stability

The purpose of the financial management of the enterprise is ultimately achieving and maintaining its financial stability in the long term. The financial strength of companies in a broad sense is its ability to function, getting enough profit for their own production and timely performing of all payment obligations. In this sense, financially stable company is a company which activities provide:

Return on assets, not lower than rates on bank loans;

Return on equity, not lower than return on assets;

Balance of receipts and payments (incoming and outgoing financial flows) or a positive net cash flow in the medium term;

Sufficient mass of net income and amortization (including part of the social welfare and workforce development) to ensure the reproduction of the productive capacity of the enterprise.

Financial sustainability is an integral, general indicator, reflecting the status and business results.

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One of the most important element of financial management is financial planning. Financial planning, like and any other of its kind. – This is, firstly, definition of the future of the enterprise and its subdivisions, secondly, designing of the desired results of the company and, thirdly, the choice of methods and means (resources) and determining of the sequence of actions to achieve the desired results.

The sequence of planning is:

Identification of purposes;

Modelling the future state of the enterprise;

Identifying ways to achieve it;

Decomposition of the given (desired) results in the goals and tasks to performers who themselves identify ways to achieve them.

Fundamentals of Financial Planning (its “starting point”) are the interests and expectations of those who gave and gives to the company the resources. Ignoring of this simple fact leads to the fact that resources eventually cease to be provided. To prevent this requires a consistent and efficient financial management and, in particular, financial planning, as an essential tool for maintaining the viability of the enterprise. In the end, the activity of any enterprise can be considered as processing of resources (material, labor, etc.).

Usually one of the objectives of financial management is considered to be the expectations of legal owners of the company (shareholders, “masters”) about future returns on their capital (and resources): in this case economic theory reasonably argues that resource owners try to invest them that way: with an acceptable level of risk, the profit per unit of embedded resources should be the greatest. In this approach, the basic guide for financial planning is the rate of return (profitability) of the enterprise, more accurately – a profitableness of investment, more precisely – the level of net profit from this capital: it is expected that this level should correspond to the level of net profitability of alternative investments and thus it should meet the expectations of shareholders.

Thus, prudent financial management in financial planning, as well as in financial analysis, necessarily presupposes the interests of all groups of owners of the Enterprise Resources – both shareholders and creditors, which include banks, suppliers and contractors, budget and extra budgetary funds, personnel, etc. It should be noted that all of the owners of the enterprise’s resources (i.e., those who shape liabilities – funding assets.) are interested in maintaining of financial stability of the company. Shareholders are interested in sufficient and sustainable net income on invested capital; banks – in a safe creditworthy borrower; trade creditors (suppliers and contractors) – in the stability and solvency (even with deferred payments), buyers and staff – again in a stable employer; budget and extra budgetary funds – in a solvent taxpayer.

Normal financial condition of the enterprise – is the condition when the interests and expectations of the owners of the company are meet best.

Defining a list of parameters, sufficiently describing the condition of the enterprise, and the quantitative values of these parameters, which can be considered as normal for this company, this is – one of the key objectives of financial management, without which, targeted financial planning and analysis become meaningless.

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Current planning of financial management is an integral part of the long-term plan; it is based on financial strategy and financial policy on selected aspects of financial activity and represents a specification of its parameters. Developing specific types of current financial plans enable the company to determine (for the next period) all sources of funding for its development; to form a structure of revenues and expenditures of the company, to provide permanent financial solvency, to determine the structure of assets and the firm’s capital at the end of the planning period.

Current financial planning means to develop three key documents:
plan for cash flow;
plan of statement the profit and loss;
Plan of the balance sheet.

The main purpose of these documents – is assessment of the financial situation of the company at the end of the planning period. The current financial plan is created for a period of one year.

Annual financial plan is divided quarterly or monthly, depending on the funding needs. A specific plan would more accurately coordinate the movement of funds, to compare income and expenses, eliminate cash gaps.

At the creation of the annual financial plan, the correspondence of enterprise capabilities to produce products, services supply and demand in the market is made.
Current financial plans of the enterprise are developed on the basis of data about:
Financial strategy of the company;
The results of financial analysis in the intervening period;
Planned volume of production and sales;
Other economic indicators of the operating activities of the company.
Also to the plans developing affect the existing legislation, the tax system and other external factors.

For the preparation of financial documents is important to determine the volume of future sales, usually this plan is already made at the stage of long-term financial planning.
On the basis of these data they calculate necessary amount of material and labour resources and other component costs of production are determined. And then on the basis of these data they develop plan account of profit and loss.
Next plan for cash flow. This plan takes into account all receipts and disbursements, costs and expenses, it shows a net cash flow, i.e. an excess or deficit of funds at a particular time. In fact, it shows the cash flows of the current, investment and financial activities. Differentiation of types of activities can improve cash flow management.

Plan cash flow is usually made for a year, quarterly, and includes two main parts: income and expenses. These parts are in turn divided into costs (revenues) by type of activity: the current, investment and finance.
Final Document of the current annual financial plan is a planned balance of assets and liabilities at the end of the planning period. It shows the state of the property and finance companies as a result of the proposed activity.

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Operational financial planning is like a logical continuation of the current financial planning. It is carried out in order to control the flow of actual revenue to the account and the expenditure of available financial resources of the enterprise. Financing of the planned activities are at the expense of the enterprise funds, and this requires effective control over the formation and use of financial resources. The operational plan is needed to ensure the financial success of the enterprise. It includes the preparation and execution of payment calendar, the cash plan and the calculation of the need for short-term loan.

In the process of compiling a calendar of payments following tasks are solved:
1. Organization of the calculation time coincidence of receipts and future expenses of the company;
2. Formation of information base of cash inflows and outflows;
3. Daily record of all changes in the information base;
4. Analysis of non-payments (the amounts and sources) and organization of measures to overcome them, and prevention;
5. Calculation of needs in the short-term loan in the event of a temporary mismatch of revenue and liabilities, as well as the rapid acquisition of loans;
6. Calculation of temporary free funds of the company, it is performed on sums and timing;
7. Analysis of the financial market from the perspective of the most reliable and profitable investment of temporarily surplus funds.
Payment calendar is made on the quarter, broken down into months, and for shorter periods. In its implementation you should monitor the production and implementation, status of stocks, receivables in order to prevent non-financial liabilities.
The main feature of properly drawn up payment is its balance. This calendar helps to identify financial errors, lack of funds, to understand the reason for such a situation, identify and implement appropriate interventions, and thus avoid financial difficulties.
Payment calendar is made on the basis of the following documents:
Plan of sales;
Estimation of the cost of production;
The plan of capital investments;
Statements of accounts of the company and its annexes;
Contracts;
Internal orders;
Schedule of payment of wages;
Invoices;
As well as deadlines for payment of financial obligations.
Many firms, with a payment calendar drew up the tax calendar, as well as payment calendars for certain types of cash flows.

In addition to payment calendar in the enterprise must be drawn up cash plan – a plan of circulation of cash. This plan reflects the receipt and payment of cash over the counter. It is necessary to monitor the receipt and disbursement of cash.
The Bank Service Company is also required cash plan to draw up a consolidated cash plan to service their clients in a timely manner. Cash plan is developed for the quarter.

The final stage of financial planning is to compile a summary in the analytical report. It describes the main indicators of the annual financial plan, and draws conclusions about the planned provision of enterprise with financial resources and the structure of its formation.

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Search Google and other search engines for financial planning businesses. Visit social networks and have a look on the accounts that are relevant to your topic. Go to the niche forums and join the online discussion. All this will help you to build up a true vision of this market. Thus, giving you a real chance to make a smart and nicely balanced decision.

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Financial planning and financial forecasting denote different in meaning concepts and represent different technologies in performance.

In broad terms, the plan – it is a system of targets for the development and operation of the facility, including the steps, methods of achieving and resource allocation. And prognosis – is a prediction about the development and outcome of events or about phenomena on the basis of available data.
Management of the enterprise can plan, only those parameters and indicators that depend on it and that he can control: as a rule, most of the costs and smaller portion of the proceeds.

Everything related to development (is at risk) is forecasting that is a tool of scientific prediction and variation analysis. To the development zone and risk zone refer the larger portion of business income, its dependence on the balance of supply and demand, the actions of competitors, the economic development of the region of state and many other factors.

In the classical technology of financial planning as a basis for planning of the future activity of the company people use the planned volume of sales, and then under it they compile other parameters. It means that the method of planning itself originally involves a high risk of execution of all plans and budgets of the enterprise. Unrealized plans lead to losses and gains and acquired assets become a burden for the company. Knowledge and use of methods of predicting and accounting for all significant factors can make plans more accurate and can reduce risks.
Methods of financial forecasting can be divided into expert and statistics. Be sure to use both. Comparing and analyzing the results, you can make fairly accurate prediction. As experts you should involve as internal sources – employees, as external sources – industry surveys, studies of investment companies, marketing companies, consulting companies, customers and suppliers. Statistical methods allow us to analyze the dynamics of past periods and adjust, if necessary, the expert forecasts.

Financial forecasting of company should not be limited with one variant for development. It is necessary to draw up several scenarios, each with its own parameters of income and expenditure, and to choose the most appropriate.
As described above, the cost is mainly controlled by management of the organization. Consequently, moving from financial forecasting to financial planning, you must set targets that characterize the ways of achieving the projected income and resources.

Financial planning is an integral part of business planning of company.
Financial planning involves following steps:
Strategic planning – vision of the company in a few years
Tactical planning – the dynamics of key indicators for the planned movement to the target
Budgeting – the development of budgets, assigning of responsibility, fixing of target dates.

Need help with financial planning – then we seriously recommend you to visit this web site with financial planning businesses advice and other useful information.

Plus, one more piece of advice – today the Internet technologies give you a truly unique chance to choose what you require at the best terms which are available on the market. Funny, but most of the people don’t use this opportunity. In real practice it means that you should use all the tools of today to get the information that you need.

Search Google or other search engines for financial planning systems. Visit social networks and check the accounts that are relevant to your topic. Go to the niche forums and join the online discussion. All this will help you to create a true vision of this market. Thus, giving you a real chance to make a smart and nicely balanced decision.

P.S. And also sign up to the RSS on this blog, because we will do the best to keep updating this blog with new publications about the market of financial planning products and services.