財務(wù)管理外文文獻(xiàn) 英文翻譯(金融危機(jī)下的企業(yè)財務(wù)管理研究)

金融危機(jī)下的企業(yè)財務(wù)管理研究摘要：爆發(fā)于2008年的金融危機(jī)，雖起源于美國，卻影響著全球的經(jīng)濟(jì)。自2008年以來，無數(shù)企業(yè)破產(chǎn)，包括很多百年知名企業(yè)和銀行、投行。所以在目前這種經(jīng)濟(jì)蕭條時期，任何一個企業(yè)應(yīng)該認(rèn)識到財務(wù)管理對企業(yè)的作用，積極做好財務(wù)管理以應(yīng)對金融危機(jī)的沖擊，是企業(yè)獲得長久發(fā)展的關(guān)鍵。關(guān)鍵詞：金融危機(jī)；財務(wù)管理；企業(yè)；管理策略財務(wù)管理掌持著企業(yè)的經(jīng)濟(jì)命脈，對企業(yè)的健康發(fā)展有著重要意義。但目前，我國許多企業(yè)財務(wù)管理仍處于低效率低水平狀態(tài)，與其日益發(fā)展壯大的要求和外部不斷變化的環(huán)境不相適應(yīng)。多數(shù)企業(yè)的領(lǐng)導(dǎo)層特別是中小企業(yè)的領(lǐng)導(dǎo)層尚未建立起諸如時間價值、風(fēng)險價值、邊際成本、機(jī)會成本等科學(xué)管理的理念。普遍存在財務(wù)管理機(jī)構(gòu)簡單、專業(yè)性不強、職位不分、內(nèi)部控制弱、資金周轉(zhuǎn)緩慢等財務(wù)管理問題。面對目前席卷全球的金融危機(jī)，各國企業(yè)尤其是我國企業(yè)更應(yīng)該認(rèn)識到財務(wù)管理的不足，進(jìn)而采取相應(yīng)的策略，以應(yīng)對環(huán)境的變化。一、金融危機(jī)對國內(nèi)企業(yè)的影響由于受全球金融危機(jī)和世界經(jīng)濟(jì)增長明顯減速的影響，中國經(jīng)濟(jì)運行困難明顯增加，出口額降低、失業(yè)率升高、工業(yè)生產(chǎn)放緩、部分企業(yè)生產(chǎn)經(jīng)營困難甚至破產(chǎn)等等。受影響最大的當(dāng)屬沿海、南方一些主要對外出口的制造企業(yè)。金融危機(jī)使得西方人的消費能力大大下降，人們減少了使用信用卡提前消費的習(xí)慣，開始進(jìn)入節(jié)儉生活的時代。國外的消費力下降，直接影響著我國企業(yè)的出口額，一些企業(yè)失去了大額訂單，資金問題困擾著企業(yè)的生存。服務(wù)業(yè)特別是旅游業(yè)也受到了一定影響，雖然人們工作不再繁忙甚至失去了工作，從而有了充裕的閑暇時間，但金錢的匱乏使得人們寧愿呆在家中，從而使得國內(nèi)旅游業(yè)失去了大批的國外游客。當(dāng)然，原本主攻國內(nèi)市場的一些企業(yè)受到金融危機(jī)的沖擊還是比較小的，目前國家政策的主方向就是啟動內(nèi)需、擴(kuò)大內(nèi)需，盡量把國民的消費欲望調(diào)動起來，這在很大程度上幫助了這部分企業(yè)。二、我國企業(yè)財務(wù)管理現(xiàn)狀1.管理層財務(wù)管理意識不強，尤其缺少財務(wù)預(yù)算意識，面對風(fēng)險信心不足。金融危機(jī)的沖擊要求各企業(yè)尤其應(yīng)做好財務(wù)管理，這對于國內(nèi)企業(yè)來說是一種挑戰(zhàn)。相對于西方國家來說，我國的市場經(jīng)濟(jì)起步較晚，發(fā)展的還不是很完善，再加上受傳統(tǒng)思想的影響，國內(nèi)的企業(yè)領(lǐng)導(dǎo)層不太重視財務(wù)管理，尤其是預(yù)算管理。以收定支是各企業(yè)特別是中小企業(yè)的一貫?zāi)Ｊ?。金融危機(jī)的爆發(fā)使得對外出口企業(yè)的收入急劇下滑，賬款收不回來，現(xiàn)金流斷裂，面對這些問題，大多數(shù)企業(yè)采取的是裁員甚至關(guān)門，而對于如何拯救企業(yè)信心不足。2.多數(shù)企業(yè)沒有風(fēng)險預(yù)警系統(tǒng)。正由于財務(wù)預(yù)算做的不到位，風(fēng)險預(yù)警就更談不上了。企業(yè)的經(jīng)營過程中會面臨很多風(fēng)險，比如政策風(fēng)險、環(huán)境風(fēng)險、市場風(fēng)險、安全風(fēng)險和財務(wù)風(fēng)險等，完善的風(fēng)險預(yù)警系統(tǒng)能夠及時發(fā)現(xiàn)風(fēng)險，并反饋給管理層以作出決策，避免或減少不必要的損失。對于財務(wù)風(fēng)險，財務(wù)人員可根據(jù)預(yù)警模型利用搜索的數(shù)據(jù)，檢測到可能面臨的現(xiàn)金流方面的風(fēng)險，就應(yīng)把信息及時傳遞給管理層，以作出改變營銷策略、加速回收賬款等策略。金融危機(jī)的爆發(fā)雖然危害多多，但也起到了一定的檢測作用，對于那些迅速破產(chǎn)消失的企業(yè)，財務(wù)管理不善是主要原因之一。3.融資渠道狹窄，投資盲目、不科學(xué)。我國資本市場還不夠發(fā)達(dá)，企業(yè)籌資手段比較單一，大型企業(yè)主要靠發(fā)行股票募集資金，而股票上市要經(jīng)過政府批準(zhǔn)，要經(jīng)過地方政府、中央主管部門、證監(jiān)委、證券委和證交所上市委員會等層層審批，關(guān)卡較多，使得融資不及時。所以，很多企業(yè)特別是中小企業(yè)首選金融機(jī)構(gòu)的貸款，有的不惜從地下錢莊貸高利貸，100萬的貸款一年就有60多萬的利息，成本高，風(fēng)險也大。在籌資時較少考慮資本結(jié)構(gòu)和財務(wù)風(fēng)險等，也是目前很多企業(yè)的通病。有些上市公司無視很高的負(fù)債比率，甚至更有些上市公司純粹是為了圈錢而籌資，籌到的資金進(jìn)行衍生金融工具的投機(jī)行為，賺了是公司的，賠了是股東的，很少考慮企業(yè)價值或股東價值最大化。在利潤分配方面，由于我國企業(yè)為了長期穩(wěn)定地發(fā)展，一般較注重積累，而不傾向于導(dǎo)致企業(yè)現(xiàn)金流出的現(xiàn)金股利分配方式，較注重企業(yè)的經(jīng)營成果，即利潤指標(biāo)，而對股價關(guān)心較少，從而在收益分配上與國際慣例差距較大。與國際上廣泛采用的股利政策相比，我國上市公司較少分配現(xiàn)金股利，而以配股或送紅股居多，這不利于私有資金的募集。在投資方面，多數(shù)企業(yè)沒有經(jīng)過嚴(yán)謹(jǐn)?shù)目茖W(xué)分析與判斷，尤其是一些國有企業(yè)不顧自身的能力和發(fā)展目標(biāo)，熱衷于鋪新攤子，盲目投資，造成嚴(yán)重?fù)p失，更有甚者，把大量資金賭注在復(fù)雜衍生金融工具上，最終造成公司的巨額虧損。4.流動資金管理不當(dāng)，創(chuàng)新能力較低。我國企業(yè)在流動資金等方面的管理也存在很多問題，為了獲得大額訂單，增加銷售額，而不顧購買方的信用狀況，進(jìn)行大量賒銷，使得應(yīng)收賬款居高不下。資金回籠慢，降低了資金的流動性，影響了企業(yè)的正常業(yè)務(wù)，使企業(yè)處于被動狀態(tài)。企業(yè)創(chuàng)新能力低主要表現(xiàn)在經(jīng)營策略陳舊、產(chǎn)品種類單一、產(chǎn)品設(shè)計單調(diào)、應(yīng)收賬款回收方式單一（只等著企業(yè)歸還或加緊催收，而不敢輕易賣給銀行）等，從而使得企業(yè)競爭力減弱，陷入財務(wù)困難的境地。三、金融危機(jī)下財務(wù)管理策略1.增強財務(wù)管理意識，備足信心應(yīng)對金融危機(jī)。不斷發(fā)展完善的市場經(jīng)濟(jì)要求企業(yè)的財務(wù)管理跟上步伐，管理層應(yīng)從觀念上改變以收定支的思路，充分認(rèn)識到財務(wù)管理的作用。管理層認(rèn)識到了財務(wù)管理的作用，可以派財務(wù)人員到其他企業(yè)學(xué)習(xí)借鑒寶貴豐富的經(jīng)驗，以減少摸索的時間，減少企業(yè)成本。當(dāng)然，面對金融危機(jī)，作為企業(yè)的決策者還必須要有足夠的信心，去解決困難。領(lǐng)導(dǎo)者堅定的信心才能聚集人氣，提高士氣，共同挺過困難時期。2.加強財務(wù)風(fēng)險預(yù)警系統(tǒng)建設(shè)，提高管理層的決策能力。財務(wù)風(fēng)險分析和預(yù)測是企業(yè)控制未來財務(wù)風(fēng)險的重要方法，也是企業(yè)進(jìn)行經(jīng)營決策的重要依據(jù)。準(zhǔn)確把握宏觀經(jīng)濟(jì)形勢和市場發(fā)展變化，高度關(guān)注宏觀經(jīng)濟(jì)運行信息及重要指標(biāo)，通過分析判斷后，調(diào)整企業(yè)自身各項財務(wù)指標(biāo)及目標(biāo)，對企業(yè)未來財務(wù)活動和財務(wù)成果作出科學(xué)預(yù)測，以避免不恰當(dāng)?shù)耐顿Y實施。加強經(jīng)濟(jì)、財務(wù)、市場、政策等信息體系建設(shè)，強化財務(wù)風(fēng)險分析和預(yù)測與企業(yè)發(fā)展戰(zhàn)略的相互銜接，合理運用財務(wù)風(fēng)險分析和預(yù)測方法，以提高企業(yè)財務(wù)管理水平，提升企業(yè)管理層的決策能力。3.盡量使籌資多樣化，充分利用國家的優(yōu)惠政策，科學(xué)投資，強化管理，降低成本費用。在做籌資決策時，應(yīng)研究對比各方案，充分考慮資本結(jié)構(gòu)和財務(wù)風(fēng)險。在目前上市條件苛刻，審批嚴(yán)格的情況下，大型企業(yè)可以采取私募資金的方式進(jìn)行融資，當(dāng)然，這種方式要求企業(yè)有很高的信譽。對于中小企業(yè)，可以時刻關(guān)注國家的優(yōu)惠政策，盡管4萬億的國家投資主要用在了基礎(chǔ)建設(shè)上，但下一步國家政策會偏向于中小型民企，民營企業(yè)對解決就業(yè)，促進(jìn)經(jīng)濟(jì)發(fā)展有著不可估量的作用。企業(yè)投資應(yīng)充分考察市場發(fā)展變化，對各投資方案進(jìn)行分析，以求投資于有市場潛力的實體經(jīng)濟(jì)或前景良好的股市等。市場需求萎縮，企業(yè)面臨銷售業(yè)績下滑、成本費用上升、盈利能力下降等多重困難，嚴(yán)格控制企業(yè)成本，是企業(yè)應(yīng)對國際金融危機(jī)沖擊的重要舉措。進(jìn)一步優(yōu)化業(yè)務(wù)和管理流程，推行全面預(yù)算管理，強化各項預(yù)算定額和費用標(biāo)準(zhǔn)的約束力。降低成本費用需要在各個環(huán)節(jié)進(jìn)行落實，經(jīng)營環(huán)節(jié)重點在于加強對原材料的采購和使用，妥善處理集中采購與分散采購的關(guān)系，努力把原材料成本控制在預(yù)算范圍內(nèi)；籌資環(huán)節(jié)主要研究資金成本的降低，盡量采用財務(wù)費用較少且風(fēng)險較低的籌資方式；投資階段盡量避免錯誤決策帶來的損失。4.加強現(xiàn)金流管理，提高企業(yè)的創(chuàng)新能力。穩(wěn)定充足的現(xiàn)金流，是企業(yè)應(yīng)對危機(jī)、穩(wěn)健經(jīng)營、健康發(fā)展的重要保證。全面樹立以資金管理為主導(dǎo)的企業(yè)財務(wù)管理理念，強化現(xiàn)金流管理意識，重視企業(yè)現(xiàn)金流管理是非常重要的?？s短資金循環(huán)周期，防范資金風(fēng)險，嚴(yán)格控制現(xiàn)金流出，健全企業(yè)現(xiàn)金流管理制度，建立有效的管理信息系統(tǒng)，進(jìn)一步改進(jìn)和加強對現(xiàn)金流的動態(tài)監(jiān)控，確保企業(yè)資金鏈正常。提高創(chuàng)新力是使企業(yè)立于不敗之地的良策，準(zhǔn)確把握產(chǎn)品市場發(fā)展態(tài)勢，加強市場形勢預(yù)測，科學(xué)合理組織生產(chǎn)，適時調(diào)整產(chǎn)品結(jié)構(gòu)，進(jìn)行產(chǎn)品創(chuàng)新，優(yōu)化配置，整合資源，把沒有效率和競爭力差的業(yè)務(wù)去掉，以增強企業(yè)整體競爭力。充分發(fā)揮網(wǎng)絡(luò)營銷優(yōu)勢，拓展國際國內(nèi)營銷區(qū)域，提高營銷速度，不斷提高產(chǎn)品市場占有率。四、結(jié)束語面對全球性的金融危機(jī)，企業(yè)必須認(rèn)識到財務(wù)管理對企業(yè)生存和發(fā)展的重要性，積極采取應(yīng)對措施，調(diào)整發(fā)展戰(zhàn)略，改善經(jīng)營管理，通過加強成本控制、現(xiàn)金流管理、籌資投資管理、財務(wù)風(fēng)險預(yù)測等一系列的管理活動，有效地解決金融危機(jī)環(huán)境中企業(yè)存在的財務(wù)管理問題，以應(yīng)對金融危機(jī)的沖擊，以求企業(yè)更近一步的發(fā)展。FinancialcrisisofenterprisefinancialmanagementresearchAbstract:theoutbreakofthefinancialcrisisin2008,althoughoriginatedintheUnitedStates,butimpactoftheglobaleconomy.Since2008,countlessenterprisebankruptcy,includingmanywell-knownenterprisesand100yearsBanks,investmentBanks.Sointhecurrenteconomicdepression,anyenterpriseshouldrealizetheroleofenterprisefinancialmanagement,completesthefinancialmanagementinordertodealwiththeimpactofthefinancialcrisis,istheenterpriseisthekeytoaccesstolong-termdevelopment.Keywords:financialcrisis;Financialmanagement;Enterprise;ManagementstrategyThefinancialmanagementofenterprisesareholdinghandsofenterprise'seconomiclifeline,thehealthydevelopmenthasimportantsignificance.Butatpresent,ourcountrymanyenterprisefinancialmanagementisstillinlowefficiencylowlevelcondition,insteadofincreasingdevelopmentandexpansionoftherequirementsandexternalconstantlychangingenvironmentdoesnotadapt.Mostenterpriseleadershipespeciallysmesleadershiphasnotyetsetupsuchastimevalueandriskvalue,themarginalcost,opportunitycostandotherscientificmanagementidea.Widespreadfinancialmanagementsimplestructure,professional,notstrongpositionisnotdivided,internalcontrolweak,thecapitalturnoverslowetcfinancialmanagementproblems.Facingthecurrentacrosstheglobalfinancialcrisis,countriesenterpriseespeciallyourcountryenterprisemoreshouldrealizefinancialmanagementinsufficiency,thentakethecorrespondingstrategy,inresponsetochangesintheenvironment.A,financialcrisisondomesticenterpriseinfluenceAffectedbytheglobalfinancialcrisisandworldeconomicgrowthslowssignificantlyinfluence,China'seconomyoperationdifficultysignificantlyincreased,exports,andhighratesofunemployment,lowerpartofindustrialproductionslowdown,productionandoperationofenterprisesdifficultorevenbankruptcy,etc.Themostaffected,whenisthecoastal,somesouthernmainexportsmanufactureenterprise.Financialcrisiswesternersconsumingcapacitydropsgreatly,peopleusecreditcardreducedspendinghabitsinadvance,hasbeguntolivesimplyera.Abroad,thedirectimpactonconsumerspendingdeclineofenterprisesofourcountryexports,someenterpriselostbigorders,moneyproblemsenterprisesurvival.Servicesespeciallytourismalsoreceivedcertaineffect,whilepeopleworknolongerbusyevenlosthisjobandthushaveampleleisuretime,butthelackofmoneythatmakespeoplewouldratherstayathome,sothatthedomestictourismlostlargeNumbersofforeigntourists.Ofcourse,someoftheoriginalattackthedomesticmarketbytheimpactofthefinancialcrisisenterpriseorsmaller,atpresentthestatepolicydirectionofdomesticdemand,theLordisstartingasexpandingdomesticdemandandnationalconsumptiondesirearoused,thisislargelyhelpedthispartoftheenterprise.Second,ourcountryenterprisefinancialmanagementstatus1.Managementconsciousnessnotstrongfinancialmanagement,especiallythelackoffinancialbudgetconsciousness,facingtherisklackofconfidence.Theimpactofthefinancialcrisisaskeachenterpriseshouldmakethefinancialmanagement,especiallyforthedomesticenterprisethatisachallenge.Comparedwithwesterncountries,whereourcountry'smarketeconomyhasalatestartanditsdevelopmentisnotbyveryperfect,plustheinfluenceoftraditionalideas,thedomesticenterpriseleadershipdon'tvaluethefinancialmanagement,especiallythebudgetmanagement.Surelywithclosingaisvariousenterprisesespeciallysmesconsistentpatterns.Financialcrisismakesforeignexportenterpriseincomesharplydeclining,receivable,donotreceivebackcashflowfracture,facetheseproblems,mostenterpriseistakenlayoffs,butforevenclosetosaveenterpriselackofconfidence.2.Mostenterprisenoriskearly-warningsystem.Becauseofthefinancialbudgetdoesnotreachthedesignatedposition,riskearlywarningismuchless.Themanagementoftheenterpriseprocesswillfacemanyrisks,suchaspolicyrisk,environmentalrisk,marketrisk,safetyriskandfinancialrisk,theperfectriskearly-warningsystemcanthetimelydiscoveryrisk,andfeedbacktomanagementfordecisionmaking,avoidorreduceunnecessarylosses.Forfinancialrisk,financialpersonnelcanaccordingtoearlywarningmodelusingsearchdata,detectcouldfacetheriskofthecashflow,shouldtaketheinformationtomanagement,todelivertimelychangemarketingstrategy,acceleratingrecoveryreceivablestrategy.Financialcrisisalthoughharm,butalsomoreplayacertainroleforthedetection,whoquicklybankrupttheenterprise,financialmanagementdisappearisthemainreasonofbad.3.Thefinancingchannelisnarrow,theinvestmentblindly,notscience.China'scapitalmarketenoughdeveloped,enterprisefinancingmeansmoreonefold,largeenterprises,mainlybyissuingstockraisingmoney,andlistedonthestockexchangetosecuregovernmentapproval,shouldpasslocalgovernmentandthecentralcompetentdepartments,ZhengJianWei,ZhengQuanWeiandstockexchangelistingcommitteesuchlayersofapproval,levelsmore,makefinancingnottimely.So,alotofenterprises,especiallysmespreferredfinancialinstitutionsattheloan,somefromunderground,100millionsubprimeusuryloanswithmorethan60millionayearandtheinterest,costishigh,theriskisbigalso.Whenlessconsiderinfinancingcapitalstructureandfinancialrisks,itisalsothemanyenterpriseover-generalization.Somelistedcompaniesignorehighdebtratio,evensomeofthelistedcompaniesispuretoencirclemoneyandfundraising,raisedmoneyforthederivativesspeculation,earnedisthecompany,itsshareholders,lostisrarelyconsiderenterprisevalueormaximizeshareholdervalue.Theprofitdistribution,becauseourcountryenterpriseforalong-termstabledevelopment,isgenerallypayattentiontotheaccumulation,anddonottendtoleadtoenterprisecashoutflowsofcashdividenddistributionmethods,moreattentiontoenterprise'soperatingresults,suchasprofittargets,andtosharepriceisless,thusinthecarewiththeinternationalconventiononincomedifferenceisbigger.Andinternationallywidelyusedcomparedthedividendpolicy,China'slistedcompanieslesscashdividenddistribution,andtomatchorsendbonus,whichhindersprivatefundsinthemajorityofcollect.Ininvestment,mostbusinesseswithouttherigorousscientificanalysisandjudgement,especiallysomestate-ownedenterpriseignoringtheirownabilityanddevelopmentgoals,keentostall,andspreadnewhaphazardinvestmentandheavylossesarecaused,havemoreveryperson,putlotsofmoneybetonincomplexderivatives,resultinginthecompany'shugelosses.4.Liquiditymanagementundeserved,innovationcapacityislow.Ourcountryenterpriseinliquidityaspectsofmanagementtherearealsomanyproblems,inordertogetthebigorders,increasesales,regardlessoftheacquirercreditconditions,lotsofcreditsales,makesaccountsreceivablehigh.Themoneycollectingslow,reducedliquidity,theimpactoftheenterprise'snormalbusiness,makeenterpriseisinpassivestate.Enterpriseinnovationabilitylowmainlydisplaysinbusinessstrategyobsolete,theproductcategorysingle,productdesignmonotonous,accountsreceivablerecoverymethodssingle(onlywaitingforenterprisereturnedorintensifycollection,andcan'teasilysellbank)etc,thusmaketheenterprisecompetitivenessisabate,intofinancialhardship.Third,thefinancialmanagementstrategyunderthefinancialcrisis1.Enhancethefinancialmanagementawareness,stockedupconfidencecopingwithafinancialcrisis.Continuousdevelopmentperfectmarketeconomyrequirementstheenterprise'sfinancialmanagementkeeppace,managementshouldbesetontheconceptofchangetoreapatrainofthought,fullyrealizefinancialmanagementrole.Themanagementoffinancialmanagementrealizedthefunction,cansendfinancialpersonneltootherenterprisetolearnfrompreciousexperience,inordertoreducethetimegroping,reduceenterprisecost.Ofcourse,inthefaceofthefinancialcrisis,asacorporatedecisionmakersalsomusthaveenoughconfidence,tosolvetheirdifficulties.Leaderfirmfaithtogatheredpopularity,improvemorale,commonsurvivethedifficultperiod.2.Strengthenfinancialriskpre-warningsystemconstruction,improvethemanagementdecision-makingability.Financialriskanalysisandpredictionistocontrolthefutureofthefinancialrisksofenterpriseimportantmethod,alsoisenterpriseoperatinganimportantbasisfordecision-making.Accuratelymacroeconomicsituationandmarketdevelopmentchange,concernthemacro-economyinformationandimportantindex,throughtheanalysisjudgment,adjusttheenterpriseitselfafterthefinancialindicatorsandtargets,totheenterprisefinancialactivitiesandfinancialresultsfuturescientificallyforecast,toavoidimproperinvestmentimplementation.Strengtheningeconomic,financial,market,policy,informationsystemconstruction,strengthenthefinancialriskanalysisandforecastandenterprisedevelopmentstrategyofmutualconvergencereasonableuseoffinancialriskanalysisandforecastingmethod,inordertoimproveenterprisefinancialmanagementlevel,thepromotionenterprisemanagementdecision-makingability.3.Trytomakefundraisingdiversification,makefulluseofnationalpreferentialpolicies,scientificinvestment,strengthenmanagement,reducethecost.Doingfundraisingdecisions,shouldstudycomparedeachscheme,fullyconsidercapitalstructureandfinancialrisk.Atpresent,theexaminationandapprovallistedstrictstringentconditions,largeenterprisescantakeprivatecapitalwayfinancing,ofcourse,insuchawaythattheenterprisehasahighreputation.Forsmallandmedium-sizedenterprises,canalwaysfocusonnationalpreferentialpolicies,although4trillioncountrywithamajorinvestmentininfrastructureconstruction,butthenextnationalpolicypreferenceforsmallandmedium-sizedenterprises,privateenterprisesinsolvingtheemployment,promoteeconomicdevelopmenthasaninestimablerole.Enterpriseinvestmentshouldfullyinvestigationandchangesofmarketdevelopmentareanalyzed,theinvestmentplantoinvestinamarketpotentialoftheentityeconomyorthestockmarketprospectisgood.Themarketdemandatrophy,enterprisesarefacingsalesdeclines,costandexpenserise,profitabilitydecliningmultipledifficulties,strictlycontrolthecost,istheenterprisetodealwiththeinternationalfinancialcrisishittheimportantaction.Furtheroptimizationofbusinessandmanagementprocesses,thecomprehensivebudgetmanagement,strengtheningthebudgetrationandexpensesstandardbinding.Lowercostineverytacheneedpractice,managementlinkistostrengthenthekeyforrawmaterialspurchaseanduse,properlyhandlethecentralizedprocurementanddecentralizedprocurementrelationship,tryingtocontroltherawmaterialcostwithinbudget;Financinglinkcostreducingmainresearchfunds,tryusingthefinancialcostslessandthefinancingwayalowerrisk;Toavoiderrorsdecision-makinginvestmentstageslossesfrom.4.Strengthencashflowmanagement,enhancestheenterprisetheinnovationability.Stableenoughcashflow,istheenterprisetodealwithcrises,stableoperationandhealthydevelopmentoftheimportantguarantee.Fullsetupthefundmanagementas