Enterprise Financial Surplus Management System Innovation

Financial surplus management means that the accounting statements show the desired results through the rational arrangement of financial activities (financing, investment, distribution, etc.).

Unlike accounting earnings management, the key to financial earnings management is not the choice of accounting policy (or even the question of accounting policy choice), but by the effective arrangement of financial activities to influence accounting statements.

Through the choice of financing channels and the arrangement of financing methods, it will affect the financial structure, and then affect EPS (earnings per share) and return on net assets, which is also an effective means of financial surplus management.

When the total assets return rate is constant, the ratio of liabilities to total assets is different. Due to the leverage effect of liabilities, EPS and roe will show different results.

Therefore, the company's financial executives can set down the expected debt ratio based on the company's EPS and net asset yield target and general return on assets, and then organize corresponding financing activities accordingly.

The operation surplus management refers to the reasonable result of the operation mode, including paction mode, pricing, enterprise merger, etc., so that the accounting statements will show the desired results.

The usual means of operation surplus management include entrusted operation, cooperative operation, related paction, and asset pfer. However, these four means are often based on non fair paction price (or contract terms) to achieve the purpose of affecting accounting statements, often slipping into the abyss of "operating profit", which is also the focus of supervision departments.

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Enterprise merger is one of the effective means of operating surplus management in the bottom line of policy.

According to the "new accounting standards", enterprise merger is divided into two types: "merger under the same control side" and "merger of enterprises under the same control side".

The consolidated income statement and consolidated cash flow statement include the profit and cash flow realized before the merger of the merged enterprise under the merger of the same control party.

In this way, it is possible to merge the profits into the company's financial statements and to increase the company's performance if the merger of the same year's business performance is better.

In addition, when the same control party is merged, because the value of purchased assets is not reassessed on the books, the assets that are undervalued by the combined assets value can be disposed of after the merger.

The merger of enterprises under the same control side is suitable for the leading enterprises with lucrative and advanced management. They choose enterprises that are temporarily operating because of the mechanism problems, but have certain "activation" potential enterprises, and implement mergers at low cost or without cost. On the one hand, they can make use of the diminishing income tax of the annexed enterprises at the beginning of the merger to play a tax saving role; on the other hand, through the straightening out and "activating" of the merged enterprises, the merged enterprises will eventually return to life and generate profits.

In addition, by increasing the current production rate, the fixed cost of unit products can be effectively diluted, thereby reducing the unit product cost (i.e. scale effect), increasing gross margin and profit margin, and achieving the purpose of earnings management.

Of course, if there is no corresponding growth in the market, this kind of earnings management will lead to inventory increase and capital pressure. Management needs systematic consideration.

The relaxation of credit policy and the increase of sales discount standards, as well as the large-scale reduction of prices, can promote the significant growth of current sales and to some extent affect the accounting statements.

But this way, like increasing production, has many effects on earnings management, which leads to bad debts and losses.

Compared with accounting earnings management and financial surplus management, operation surplus management is more difficult to implement, and it also surpasses the terms of reference of corporate financial executives. It requires company operation departments and financial departments to plan jointly, and earnings management will not touch the bottom line of policy. However, improper planning may have a negative impact on the operation and development of enterprises.