What is specific in the analysis of fin. The most common methods of financial analysis of an enterprise

Let's analyze the 12 main coefficients of the financial analysis of the enterprise. Due to their great diversity, it is often impossible to understand which of them are the main ones and which are not. Therefore, I tried to highlight the main indicators that fully describe the financial and economic activities of the enterprise.

In activity, an enterprise always faces its two properties: its solvency and its efficiency. If the solvency of the enterprise increases, then the efficiency decreases. An inverse relationship can be observed between them. Both solvency and performance can be described by coefficients. You can dwell on these two groups of coefficients, however, it is better to split them in half. So the Solvency group is divided into Liquidity and Financial stability, and the Enterprise Efficiency group is divided into Profitability and Business activity.

Divide all coefficients of financial analysis by four large groups indicators.

1. Liquidity ( short-term solvency),
2. Financial stability ( long-term solvency),
3. Profitability ( financial efficiency),
4. Business activity ( non-financial efficiency).

The table below shows the division into groups.

In each of the groups, we will select only the top 3 coefficients, as a result, we will have only 12 coefficients. These will be the most important and main coefficients, because, in my experience, they most fully describe the activities of the enterprise. The rest of the coefficients that are not included in the top, as a rule, are a consequence of these. Let's get down to business!

Top 3 Liquidity Ratios

Let's start with the golden trio of liquidity ratios. These three ratios give a complete understanding of the company's liquidity. This includes three ratios:

1. current liquidity ratio,
2. absolute liquidity ratio,
3. Quick liquidity ratio.

Who uses liquidity ratios?

The most popular among all coefficients - it is used mainly by investors in assessing the liquidity of an enterprise.

interesting for suppliers. It shows the ability of the enterprise to pay off contractors-suppliers.

Calculated by lenders to assess the quick solvency of the enterprise when issuing loans.

The table below shows the formula for calculating the three most important liquidity ratios and their normative values.

Top 3 Financial Strength Ratios

Let's pass to consideration of three basic factors of financial stability. The key difference between liquidity ratios and financial stability ratios is that the first group (liquidity) reflects short-term solvency, and the last (financial stability) - long-term. But in fact, both liquidity ratios and financial stability ratios reflect the solvency of the enterprise and how it can pay off its debts.

1. autonomy coefficient,
2. Capitalization ratio,
3. The coefficient of security with own working capital.

Autonomy coefficient(financial independence) is used by financial analysts for their own diagnostics of their enterprise for financial stability, as well as arbitration managers (according to the Decree of the Government of the Russian Federation of June 25, 2003 No. 367 “On approval of the rules for conducting financial analysis by arbitration managers”).

Capitalization ratio important for investors who analyze it to evaluate investments in a particular company. A company with a large capitalization ratio will be more preferable for investment. Too high values ​​of the coefficient are not very good for the investor, as the profitability of the enterprise and thus the income of the investor decreases. In addition, the coefficient is calculated by lenders, the lower the value, the more preferable is the provision of a loan.

recommendatory(according to Decree of the Government of the Russian Federation of May 20, 1994 No. 498 “On certain measures to implement the legislation on insolvency (bankruptcy) of an enterprise”, which became invalid in accordance with Decree 218 of April 15, 2003) is used by arbitration managers. This coefficient can also be attributed to the Liquidity group, but here we will attribute it to the Financial stability group.

The table below shows the formula for calculating the three most important financial stability ratios and their standard values.

Top 3 profitability ratios

Let's move on to the three most important profitability ratios. These ratios show the effectiveness of cash management in the enterprise.

This group of indicators includes three coefficients:

1. Return on assets (ROA),
2. Return on equity (ROE),
3. Return on sales (ROS).

Who uses financial stability ratios?

Return on assets ratio(ROA) is used by financial analysts to diagnose the performance of an enterprise in terms of profitability. The coefficient shows the financial return from the use of the company's assets.

Return on equity ratio(ROE) is of interest to business owners and investors. It shows how effectively the money invested (invested) in the enterprise was used.

Return on sales ratio(ROS) is used by the head of the sales department, investors and the owner of the enterprise. The coefficient shows the effectiveness of the sale of the main products of the enterprise, plus it allows you to determine the share of the cost in sales. It should be noted that it is important not how many products the company sold, but how much net profit it earned. clean money from these sales.

The table below shows the formula for calculating the three most important profitability ratios and their standard values.

Top 3 business activity ratios

We turn to the consideration of the three most important coefficients of business activity (turnover). The difference between this group of coefficients and the group of profitability coefficients lies in the fact that they show the non-financial efficiency of the enterprise.

This group of indicators includes three coefficients:

1. Accounts receivable turnover ratio,
2. Accounts payable turnover ratio,
3. Inventory turnover ratio.

Who uses business activity ratios?

used CEO, commercial director, head of sales department, sales managers, financial director and financial managers. The coefficient shows how effectively the interaction between our company and our counterparties is built.

It is used primarily to determine ways to increase the liquidity of the enterprise and is of interest to the owners and creditors of the enterprise. It shows how many times in the reporting period (usually a year, but maybe a month, quarter) the company repaid its debts to creditors.

Can be used by commercial director, sales manager and sales managers. It determines the effectiveness of inventory management in the enterprise.

The table below shows the formula for calculating the three most important business activity ratios and their standard values. There is a small point in the calculation formula. The data in the denominator, as a rule, are taken as averages, i.e. the value of the indicator at the beginning of the reporting period is added to the end and divided by 2. Therefore, in the formulas, everywhere in the denominator is 0.5.

Summary

Let's sum up the top 12 coefficients for the financial analysis of the enterprise. Conventionally, we have identified 4 groups of performance indicators of the enterprise: Liquidity, Financial stability, Profitability, Business activity. In each group, we have identified the top 3 most important financial ratios. The obtained 12 indicators fully reflect the entire financial and economic activity of the enterprise. It is with the calculation of them that it is worth starting a financial analysis. For each coefficient, a calculation formula is given, so it will not be difficult for you to calculate it for your enterprise.

The financial analysis is an important element of financial management. To ensure the effectiveness of the organization's activities in modern conditions, management needs to be able to realistically assess the financial condition of their organization, as well as the financial condition of partners and competitors.

Financial condition- a complex concept, which is characterized by a system of indicators that reflect the availability, placement and use of financial resources of the organization.

In practice, it often happens that even a well-functioning organization experiences financial difficulties associated with insufficiently rational allocation and use of available financial resources. Therefore, financial activity should be aimed at ensuring the systematic receipt and efficient use of financial resources, compliance with settlement and credit discipline, achieving a rational ratio of own and borrowed funds, financial stability for the effective functioning of the organization. An essential role in achieving a stable financial position belongs to the analysis.

With the help of financial analysis, decisions are made on:

short-term financing of the organization (replenishment of current assets);

long-term financing (capital investment in effective investment projects and issuance securities);

payment of dividends to shareholders;

mobilization of reserves for economic growth (growth in sales and profits).

The main goal of financial analysis is to obtain a certain number of key parameters that give an objective and reasonable description financial condition organizations. These are, first of all, changes in the structure of assets and liabilities, in settlements with debtors and creditors, in profit and loss.

The main objectives of financial analysis:

determination of the financial condition of the organization;

identification of changes in the financial condition in the spatio-temporal context;

establishing the main factors causing changes in the financial condition;

forecast of the main trends in financial condition.

The alternativeness of the goals of financial analysis depends on its time limits, as well as on the goals set by users of financial information.

The objectives of the study are achieved as a result of solving a number of tasks:

Preliminary review of financial statements.

Characteristics of the property of the organization: non-current and current assets.

Assessment of financial stability.

Characteristics of sources of funds (own and borrowed).

Analysis of profit and profitability.

Development of measures to improve the financial economic activity organizations.

These tasks express specific goals analysis, taking into account the organizational, technical and methodological possibilities of its implementation. The main factors in the end are the volume and quality of analytical information.

The basic principle of studying analytical indicators is the deductive method (from general to particular).

Financial analysis is part of a general, complete analysis of economic activity, which consists of two closely related sections:

The financial analysis.

Management (production) analysis.

The division of analysis into financial and managerial is due to the division of the system that has developed in practice accounting for financial and management accounting. The main feature of the separation of analysis into external and internal is the nature of the information used.

External Analysis is based on published reporting data, i.e. on a very limited part of the information about the activities of the organization, which is the property of the whole society. The main source of information for external analysis is the balance sheet and its appendices.

Internal analysis uses all information about the state of affairs in the organization, including information available only to a limited circle of people who manage the organization's activities.

Scheme of business analysisorganizations

The division of analysis into internal and external is also associated with the goals and objectives facing each of them. Tasks of external analysis determined by the interests of users of analytical material.

Internal financial analysis aims a deeper study of the causes of the current financial condition, the efficiency of the use of fixed and working capital, the relationship between indicators of production volume (sales), cost and profit. To do this, additional financial accounting data (normative and planned information) is used as sources of information.

Exclusively internal is managerial analysis. It uses the whole range of economic information, is operational in nature and is completely subordinate to the will of the organization's management. Only such an analysis makes it possible to realistically assess the state of affairs in the organization, explore the cost structure not only of all manufactured and sold products, but also of its individual types, the composition of commercial and administrative expenses, and especially carefully study the nature of the responsibility of officials for the implementation of the business plan.

Management analysis data play a decisive role in developing the most important issues of the organization's competitive policy: improving technology and organizing production, creating a mechanism for achieving maximum profit. Therefore, the results of management analysis are not subject to publicity, they are used by the organization's management to make management decisions, both operational and long-term.

More clearly, the differences between the characteristics of financial and managerial analysis are presented in Table 1.

Application for assessment of the financial condition of the enterprise

It is one of the key points of its assessment, as it serves as the basis for understanding true position enterprises. Financial analysis is the process of researching and evaluating an enterprise in order to develop the most reasonable decisions on its further development and understanding its current state.Under the financial condition refers to the ability of the company to finance its activities. It is characterized by the availability of financial resources necessary for the normal functioning of the enterprise, the expediency of their placement and efficiency of use, financial relationships with other legal and individuals, solvency and financial stability.The results of financial analysis directly affect the choice of valuation methods, forecasting the income and expenses of the enterprise, determining the discount rate used in the discounted cash flow method, and the value of the multiplier used in the comparative approach.

Analysis of the financial condition of the enterprise includes the analysis of balance sheets and reports on the financial results of the evaluated enterprise for the past periods in order to identify trends in its activities and determine the main financial indicators.

Analysis of the financial condition of the enterprise involves the following steps:

• Analysis of property status
• Analysis of financial results
• Analysis of the financial condition

1. Analysis of property status

In the course of the functioning of the enterprise, the value of assets, their structure undergo constant changes. Most general idea about the qualitative changes that have taken place in the structure of funds and their sources, as well as the dynamics of these changes, can be obtained using vertical and horizontal analysis of reporting.

Vertical analysis shows the structure of enterprise funds and their sources. Vertical analysis allows you to go to relative estimates and make business comparisons economic indicators activities of enterprises that differ in the amount of resources used, to smooth out the impact of inflationary processes that distort the absolute indicators of financial statements.

Horizontal analysis of reporting consists in the construction of one or more analytical tables in which absolute indicators are supplemented by relative growth (decrease) rates. The degree of aggregation of indicators is determined by the analyst. As a rule, basic growth rates are taken for a number of years (contiguous periods), which makes it possible to analyze not only the change individual indicators, but also to predict their values.

Horizontal and vertical analyzes complement each other. Therefore, in practice, it is not uncommon to build analytical tables that characterize both the structure of financial statements and the dynamics of its individual indicators. Both of these types of analysis are especially valuable in inter-farm comparisons, as they allow you to compare the statements of enterprises that differ in type of activity and production volumes.

2. Analysis of financial results

Profitability indicators are relative characteristics of the financial results and performance of the enterprise. They measure the profitability of an enterprise from various positions and are grouped according to the interests of the participants in the economic process, market volume. Profitability indicators are important characteristics of the factor environment for the formation of profits and income of enterprises. The effectiveness and economic feasibility of the operation of an enterprise are measured by absolute and relative indicators: profit, gross income, profitability, etc.

3. Analysis of the financial condition

3.1. Assessment of the dynamics and structure of balance sheet items

The financial condition of the enterprise is characterized by the placement and use of funds and sources of their formation.For a general assessment of the dynamics of the financial condition, balance sheet items should be grouped into separate specific groups on the basis of liquidity and maturity of obligations (aggregate balance sheet). On the basis of the aggregated balance sheet, an analysis of the structure of the enterprise's property is carried out. Directly from the analytical balance sheet, you can get a number of the most important characteristics of the financial condition of the enterprise.Dynamic analysis of these indicators allows you to establish their absolute increments and growth rates, which is important for characterizing the financial condition of the enterprise.

3.2. Analysis of liquidity and solvency of the balance sheet

The financial position of the enterprise can be assessed from the point of view of the short and long term. In the first case, the criteria for assessing the financial position are the liquidity and solvency of the enterprise, i.e. the ability to timely and in full make settlements on short-term obligations.The task of analyzing the liquidity of the balance sheet arises in connection with the need to assess the creditworthiness of the organization, i.e. its ability to timely and fully pay all its obligations.

Balance sheet liquidity is defined as the extent to which an organization's liabilities are covered by its assets, the maturity of which is equal to the maturity of the liabilities. Liquidity of the balance sheet should be distinguished from the liquidity of assets, which is defined as the temporary value necessary to convert them into cash. The less time it takes to this species assets turned into money, the higher their liquidity.

Solvency means that the company has Money and their equivalents sufficient to settle accounts payable requiring immediate repayment. Thus, the main signs of solvency are: a) the presence of sufficient funds in the current account; b) the absence of overdue accounts payable.

Obviously, liquidity and solvency are not identical to each other. Thus, liquidity ratios may characterize the financial position as satisfactory, however, in essence, this assessment may be erroneous if a significant proportion of current assets falls on illiquid assets and overdue receivables.

Depending on the degree of liquidity, i.e. the rate of conversion into cash, the Company's assets can be divided into the following groups:

A1. Most liquid assets- these include all items of cash assets of the enterprise and short-term financial investments. This group calculated as follows: (p.260+p.250)

A2. Quick Selling Assets- accounts receivable, payments on which are expected within 12 months after the reporting date: (line 240+line 270).

A3. Slow selling assets- items of section II of the balance sheet asset, including inventories, value added tax, receivables (payments for which are expected more than 12 months after the reporting date) and other current assets:

A4. Difficult-to-sell assets- articles of section I of the balance sheet asset - non-current assets: (line 110 + line 120-line 140)

Liabilities of the balance are grouped according to the degree of urgency of their payment.

P1. Most urgent obligations- these include accounts payable: (line 620 + line 670)

P2. Short-term liabilities- these are short-term borrowed funds, and other short-term liabilities: (line 610 + line 630 + line 640 + line 650 + line 660)

P3. Long-term liabilities- these are balance sheet items related to sections V and VI, i.e. long-term loans and borrowings, as well as debt to participants for the payment of income, deferred income and reserves for future expenses: (line 510 + line 520)

P4. Permanent liabilities or sustainable- these are articles of the IV section of the balance sheet "Capital and reserves". (p. 490-p. 217). If the organization has losses, then they are deducted:

To determine the liquidity of the balance sheet, one should compare the results of the above groups for assets and liabilities.

The balance is considered absolutely liquid if the following ratios take place:

A1 > P1; A2 > P2; A3 > P3; A4

If the first three inequalities are satisfied in this system, then this entails the fulfillment of the fourth inequality, so it is important to compare the results of the first three groups by asset and liability.

In the case when one or more inequalities of the system have the opposite sign from that fixed in the optimal variant, the liquidity of the balance to a greater or lesser extent differs from the absolute one. At the same time, the lack of funds in one group of assets is compensated by their surplus in another group in value, but in a real situation, less liquid assets cannot replace more liquid ones.

Further comparison of liquid funds and liabilities allows us to calculate the following indicators:

Current liquidity of TL, which indicates the solvency (+) or insolvency (-) of the organization for the nearest time period to the moment in question:

TL \u003d (A1 + A2) - (P1 + P2)

Prospective liquidity of PL is a forecast of solvency based on a comparison of future receipts and payments:

PL \u003d A3 - P3

The analysis of financial statements and liquidity of the balance sheet carried out according to the above scheme is approximate. More detailed is the analysis of financial indicators and ratios.

3.3. Analysis of financial independence and capital structure

An assessment of the financial condition of an enterprise will be incomplete without an analysis of financial stability. Financial independence - a certain state of the company's accounts, guaranteeing its constant solvency.

An analysis of financial independence for a particular date allows you to answer the question: how correctly did the organization manage financial resources during the period preceding this date. The essence of financial independence is determined effective formation, distribution and use of financial resources. An important indicator that characterizes the financial condition of the enterprise and its independence is the availability of material working capital from its own sources, i.e. financial independence is the provision of reserves with sources of their formation, and solvency is its external manifestation. It is important not only the ability of the enterprise to return borrowed funds, but also its financial stability, i.e. financial independence of the enterprise, the ability to maneuver with its own funds, sufficient financial security for an uninterrupted process of activity.

The tasks of analyzing the financial stability of an enterprise are to assess the size and structure of assets and liabilities - this is necessary in order to find out:

a) to what extent the enterprise is independent of financial point vision;

b) the level of this independence increases or decreases and whether the state of assets and liabilities meets the objectives of the financial and economic activities of the enterprise.

Financial independence is characterized by a system of absolute and relative indicators. Absolute are used to characterize the financial situation arising within the same enterprise. Relative - to characterize the financial situation in the economy, they are called financial ratios.

The most general indicator of financial independence is the excess or lack of a source of funds for the formation of reserves. The meaning of the analysis of financial independence using an absolute indicator is to check what sources of funds and in what amount are used to cover stocks.

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The financial analysis is a method of assessing and forecasting the financial condition of an enterprise based on its financial statements.

The financial analysis- this is the process of studying the financial condition and the main results of the financial activity of the enterprise in order to identify reserves for further increasing its market value.

This kind of analysis can be performed both by the management personnel of the enterprise and by any external analyst, since it is mainly based on publicly available information.

The basis of information support analysis of the financial condition, as noted above, should be financial statements. Of course, in the analysis can be used Additional Information, mainly of an operational nature, but it is only of an auxiliary nature.

As the main sources of information for financial analysis can be used:

1. External data (-the state of the economy, the financial sector, the political and economic state; - exchange rates; - securities rates, returns on securities; - alternative returns; - indicators of the financial condition of other companies;)

2. Internal data (-Accounting reporting; -Management reporting.)

main goal financial analysis is to obtain a small number of key (most informative) parameters that give an objective and accurate picture of the financial condition of the enterprise, its profits and losses, changes in the structure of assets and liabilities, in settlements with debtors and creditors.

As a result of financial analysis, both the current financial condition of the enterprise and the parameters of the financial condition expected in the future are determined.

Thus, financial analysis can be defined as a way of accumulating, transforming and using information of a financial nature, which has goal :

1. assess the current and prospective financial condition of the enterprise;
2. assess the possible and appropriate pace of development of the enterprise from the standpoint of their financial support;
3. identify available sources of funds and assess the possibility and expediency of their mobilization;
4. predict the position of the enterprise in the capital market.

The goals of financial analysis are achieved as a result of solving a certain interconnected set of analytical tasks

Tasks of financial analysis:

1. Analysis of assets (property).2. Analysis of funding sources.3. Analysis of solvency (liquidity) .4. Financial stability analysis.5. Analysis of financial results and profitability.6. Analysis of business activity (turnover) .7. Analysis of cash flows.8. Analysis of investments and capital investments.9. Market value analysis.10. Bankruptcy probability analysis.11. Comprehensive assessment of the financial condition.12. Preparation of financial position forecasts.13. Preparation of conclusions and recommendations.

Types of fin. Analysis:

1) depending. From organizational forms of conduct: internal, external (Internal analysis is carried out by employees of the enterprise. The information base of such an analysis is much wider and includes any information circulating within the enterprise and useful for making management decisions. The possibilities of analysis are expanding accordingly. External financial analysis is carried out by analysts , which are outsiders for the enterprise and therefore do not have access to the internal information base of the enterprise. External analysis is less detailed and more formalized.)

2) depending. From the scope of the study: full, thematic

3) depending. From the scope of the analysis: for the enterprise as a whole, for a division or structural unit, for a separate fin. Operations

4) depending. From the period of the study: preliminary, current, subsequent

To solve specific problems of financial analysis, a whole a number of special methods , allowing you to get quantification individual aspects of the enterprise. In financial practice, depending on the methods used, the following systems of financial analysis conducted at the enterprise are distinguished: trend, structural, comparative and ratio analysis.

1. trendy (horizontal) financial analysis is based on the study of the dynamics of individual financial indicators over time. In the course of this analysis, the growth rates (growth) of individual indicators are calculated and the general trends in their change (or trend) are determined. The most widespread are the following forms of trend (horizontal) analysis:

1) comparison of financial indicators of the reporting period with indicators of the previous period (for example, with indicators of the previous decade, month, quarter);

2) comparison of financial indicators of the reporting period with those of the same period last year (for example, indicators of the second quarter of the reporting year with similar indicators of the second quarter of the previous year). This form of analysis is used in enterprises with pronounced seasonal features economic activity;

3) comparison of financial indicators for a number of previous periods. The purpose of this analysis is to identify trends in individual indicators that characterize the results of the financial activities of the enterprise. The results of such an analysis are usually drawn up graphically in the form of line graphs or a bar chart of changes in the indicator over time.

2. Structural (vertical) financial analysis is based on the structural decomposition of individual indicators. In the process of this analysis, the proportions of individual structural components of financial indicators are calculated. The most widespread are the following forms of structural (vertical) analysis: analysis of assets, capital, cash flows.

3. Comparative financial analysis is based on comparing the values ​​of individual groups of similar financial indicators with each other. In the process of this analysis, the sizes of absolute and relative deviations of the compared indicators are calculated. The following forms are most widely used comparative analysis: analysis of financial indicators of an enterprise and industry average indicators, analysis of financial indicators of a given enterprise and competing enterprises, analysis of financial indicators of individual structural units and divisions of a given enterprise, analysis of reporting and planned (normative) financial indicators:

4. Analysis financial ratios is based on the calculation of the ratio of various absolute indicators to each other. In the process of implementing this analysis, various relative indicators characterizing various aspects of financial activity are determined. The most widespread are the following aspects of such an analysis: financial stability, solvency, asset turnover and profitability.

Instruction

Remember that when analyzing the activities of an enterprise, the principle of economic efficiency is used, which involves achieving the greatest result at the lowest cost. The most general indicator of efficiency is profitability. Its specific features include:
- efficiency of use labor resources(profitability of personnel, labor productivity), fixed production assets (capital intensity, capital productivity), material resources (material consumption, material productivity);
- the effectiveness of the investment activity of the enterprise (payback);
- efficient use of assets (turnover indicators);
- efficiency of capital use.

After calculating the system of coefficients for the financial and economic activity of the enterprise, compare them with planned, normative and industry indicators. This will make it possible to draw a conclusion about the effectiveness of the functioning of the organization and its place in the market.

To draw a general conclusion about the efficiency of the enterprise, calculate the level of profitability, which is the ratio of the profit of the enterprise to the value of fixed and working capital. This indicator combines whole line coefficients (return on capital, sales, goods, etc.). Profitability is an integral indicator. It shows the measure of its attractiveness to investors.

When analyzing the activities of the enterprise, please note that for a more detailed study of its condition, it is necessary to conduct factor analysis the results obtained. After all, each indicator that reflects the use of production resources is influenced by other indicators.

note

The performance of an organization as a whole is influenced by many factors:
- general economic situation in the country and in the market;
- natural and geographical position of the enterprise;
- industry affiliation;
- factors determined by the functioning of the enterprise (price and marketing policy, the degree of use of production resources, the identification and use of on-farm reserves, etc.).

Entrepreneurial activity requires constant planning and analysis of the financial performance of the company. Based on this effective management all stages of production and the development of methods for obtaining the greatest profit.

Instruction

To determine the stability of the financial condition of the enterprise, changes in the structure of capital, sources of its formation and direction of placement, the efficiency and intensity of the use of capital, the solvency and creditworthiness of the organization, the margin of its financial strength.

When conducting a financial analysis, absolute and changes in indicators are determined. The latter enable them to assess the risk of bankruptcy with generally accepted standards, with indicators of other enterprises in order to identify its strengths and weaknesses, place in the market, as well as with similar periods of previous years, in order to identify development trends of the company.

Then the selection of indicators is carried out, which financial enterprise: financial stability (ratio of financial stability, autonomy, share of accounts receivable, ), solvency and liquidity, business activity (turnover ratio of inventories, equity, etc.), profitability.

After that, a general scheme of the system is drawn up, its main components, functions, relationships are distinguished, subordinate elements are determined that give qualitative and quantitative characteristics. Then they receive specific data on the work of the enterprise in numerical terms, evaluate the results of its activities, and identify reserves to improve production efficiency.

One of the objectives of the company is to survive in a competitive environment. From this point of view, under analysis market this refers to the collection and analysis of information that helps develop a survival strategy. To account for competitive threats, you can use the five forces theory of Michael Porter.

Instruction

Analyze the threat of new competitors. It is necessary to assess how easy or difficult it is for them to acquire the necessary equipment, skills, etc., so that they can. If the barriers to entry in an industry are low, competition can intensify. In this case, the company's management must decide in advance whether there is a chance of winning price wars.

Find out the threat of substitute products. If the company is into tinplate packaging, customers can switch to cheap plastic packaging. A decrease in demand for tinplate is possible, then competition between manufacturers will increase in proportion to demand. By analogy, make an analysis of the conditions in which the company.

Analyze rivalry between existing firms. The severity of the rivalry depends on the forces analyzed in the 4 previous steps.

Choose the right development strategy. If the 5 forces in the industry indicate high competition, the company should be ready for the option of low-cost production and providing additional. problem solving clients.

Consider imposing strict rules. A company may lobby for laws that competitors will find difficult to enforce. Then the 5 forces acting in the market will change the degree of influence on each other.

Useful advice

The theory of five forces is described in detail in Stephen Silbiger's book "MBA in 10 days", 2002, in the "Strategy" section. Pay attention to the determinants of the five forces. They allow you to think in the right direction to find opportunities for obtaining competitive advantage.

The main activity of the enterprise is the main source of profit. The nature of the activity is determined by the industry-specific affiliation of the enterprise, the basis of which is the production and commercial activity, but is complemented by investment and financial activities. The profit received from the sale of manufactured products, services and works is determined by the difference between the proceeds and the cost, less taxes and other obligatory payments.

Instruction

Neutral - without benefit to any one group;

Understandable - easily perceived without special training;

Comparable, for example, with information from other organizations;

Rational, the selection of which would be carried out at minimal cost;

Confidential - i.e. did not contain data that could harm the company and its strong positions.

Carry out analytical data processing with the preparation of analytical tables and a balance sheet, where articles are summarized in enlarged groups with the same economic content. Such a balance is convenient for reading and conducting a qualitative economic analysis.

Based on the groups obtained, calculate the main indicators of the financial condition of the enterprise - liquidity, financial stability, turnover, etc. Please note that with this transformation of the balance, the balance is preserved - the equality of the asset and liability.

Conduct vertical and horizontal balance sheet analysis. In a vertical analysis, take the amount of assets and revenue as 100% and divide the interest by item according to the figures presented. In a horizontal analysis, compare the main balance sheet items with previous years by placing them in adjacent columns.

Compare all metrics against industry benchmarks.

Summarize the results of the economic analysis. Based on the information received, give an objective assessment of the enterprise's activities, make proposals for identifying reserves to improve the efficiency of the enterprise.

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Analysis of product sales will help you identify the most promising products in terms of their implementation. It also allows you to track the trends of decline and growth in sales. With this information, you will be able to manage your sales and plan your business more effectively. professional activity.

You will need

• Sales information, calculator, computer

Instruction

Analyze the dynamics and structure of product sales. To do this, keep track of how many units of products were purchased during the reporting period. Compare the received data with the previous or base period. The result may be a conclusion about the growth, decline or stability of sales. Determine the rate of revenue growth by dividing the data for the current period by the data for the past. Find out how many products were sold on credit.

Determine the critical sales volume. This indicator shows at what quantity of products sold the enterprise will cease to be unprofitable, but will not yet begin to make a profit. For this fixed costs should be divided by the level of marginal income.

Analyze competitors' sales growth rates. This will allow you to identify your position in the market and strengthen the position of the company in the future.

Identify the reasons for the decline in sales, if any. Most often they are the approach of the product life cycle to the end, high competition in this market sector, market glut. Depending on the reason, the company must either launch a new product or strengthen its strengths or enter new market segments. In a timely manner decision can save you from a further downturn in sales.

note

The term "sales analysis" refers to a very wide range of tasks, including those that require the use of non-trivial techniques. However, in most cases, it is enough for an analyst or sales manager to use spreadsheets filled with... information.

Useful advice

At the initial stage, the analysis of sales dynamics, sales structure and profitability of sales is carried out. At this stage, trends that are emerging in relation to sales (growth, stability, decline) are determined, as well as the influence of individual groups and categories of products / services on these trends and the level of this influence.

Sources:

• Sales analysis and management decisions

To identify an uptrend or downtrend sales products of the enterprise must be carried out analysis. It allows you to determine the situation on the market and identify those products, the promotion of which requires some effort. As a result, a plan for future sales and the necessary measures to increase them.

Instruction

Make a report on dynamics and structure sales in general for the enterprise and for individual areas and product groups. Calculate the rate of revenue growth, which is equal to the ratio of profit from sales in the current and past period. Also determine the percentage of revenue from sales products sold on credit in the reporting period. The obtained indicators, calculated in dynamics, will allow assessing the need for lending to customers and development trends sales.

Calculate the coefficient of variation sales. He is equal to the sum squares of the difference in sales in a particular period and the average number sales, in relation to the average percentage sales per analysis period. Based on the obtained values, draw conclusions about the reasons that cause unevenness. sales. Develop interventions to address the identified causes and increase rhythm.

Calculate the level of marginal income, which is equal to the ratio of the difference between revenue and variable costs to revenue from sales. Determine the Critical Volume Index sales, which is equal to the ratio fixed costs on the production and sale of products to the level of marginal income. The resulting value allows you to determine the break-even point of volume sales. Based on the data obtained, determine the margin of safety of the enterprise.

Define profitability in dynamics sales, which is defined as the ratio of profit sales to revenue. The resulting indicator allows you to determine the profitability of the enterprise and evaluate the effectiveness of the functioning and current product policy.

Pro analysis check the obtained indicators sales and identify measures that need to be taken to increase profits. It can be production optimization, work with clients, development of new ones and much more.

Profitability is an indicator of the profitability of the enterprise. Also, it is profitability that implies the use of certain funds in which the organization can cover its own costs with income and make a profit.

Instruction

Spend analysis profitability companies according to its activities for the year, and then by quarters. Compare actual performance profitability(products, property, own funds) for the required period with calculated (planned) indicators and with values ​​for previous periods. At the same time, bring the values ​​for previous periods to a comparable form using the price index.

Examine the impact of internal and external factors of production on performance profitability. Then determine the reserves for the growth of indicators profitability. On the other hand, in order to increase profitability, the rate must be greater than the growth rate of the materials used or the results of activities, that is, income from the sale of goods.

Pro analysis check the stability of the enterprise, which is characterized by many different indicators that reflect the stability of the state of its finances, the optimal level. aim analysis and finance is an assessment of the state of the company in the previous period, an assessment of its state at the moment and an assessment of the future position of the company.

Instruction

Analyze quantitative indicators, this work is usually not difficult, because all the data can be presented visually. The main thing is to highlight the main indicators for analysis but reflecting the efficiency of your business with its specifics. In some businesses, this may be the number of phone calls; in others, it may be the number of buyer partners found. Working with numerical indicators allows you to estimate the amount of resources needed to complete the plan sales. If you increase the number of calls, partners and employees, the indicators sales will definitely grow. However analysis but only quantitative indicators not enough to adequately evaluate the work.

Analyze qualitative indicators such as the professional and personal performance of your employees. Like analysis It is more difficult to compare quantitative indicators, but it allows you to assess the situation at a different level. Why can't it be ignored? Firstly, the sales market has boundaries, it is necessary to work with it constantly, seeking opportunities for the best use of the market situation. Secondly, external conditions that are beyond your control may change. For example, a competitor has a new product in the same price range as yours, but best quality. Now for sales and a unit of goods will have to invest much more resources, for example, instead of 10 calls, you need to make 15. In a situation of intense competition, the advantage is given to a company whose specialists clearly formulate quality indicators and develop methods for monitoring them and working to improve these indicators.

Analyze the work of employees at different stages. This will allow you to identify at what stage a particular seller has difficulties. One finds himself and the company more difficult, the other finds it more difficult to work with objections. Thus, you will have before your eyes an individual profile of each employee. You will be able to work with the difficulties of each of them, improving the qualifications of an employee, forming skills that he does not possess at the time of the assessment.

How to conduct a personnel analysis in a company is a question that almost no one knows how to solve. Meanwhile, conducting a personnel analysis allows you to properly delegate authority to your employees.

Many methods are cumbersome and not universal, and also require a lot of labor for execution. But personnel analysis is carried out daily, including during interviews with candidates for employment in the company. Let's look at a simple method today that you can apply tomorrow.

Motivation/Competence Matrix

I learned this method in a training session by Michael Beng, who is a recognized master in training and motivating sales people. So let's go.

We constantly instruct employees to perform some tasks, but in the end we often do not get a satisfactory result. Most likely, the reason is that we gave this task to an incompetent or unwilling employee, and at the same time we did not control him. But there is a second option: we entrusted the work to a well-trained and independent responsible employee and at the same time constantly monitored him, as a result of which, his motivation decreased.

It is very important that your management style matches the motivation and competence of the person. We can use the Competence/Motivation Matrix to determine the position of an employee and determine the right actions in relation to him.

What do these two qualities depend on?

Competence - depends on the experience, education, training, intelligence of a person.

Motivation - depends on the person's goals, confidence, the attitude of the management towards him, on whether he is satisfied with the working conditions and the amount of payment.

STEP 1. We need to perform a job analysis, take into account the motivation and competence of the person without prejudice and place the person in one of the squares in the figure below.

STEP 2. You need to decide on the management style of each type of employee, the tips are in the corresponding squares of the bottom figure.

Let's take a closer look at the types:

1 are experienced competent employees who are motivated to do their job well. As a rule, these are TOPs and stars of divisions. Such an employee needs confirmation of his qualities in the form of obtaining greater powers within the framework of the project.

2 - these are employees who are eager to fight, but do not have the appropriate skills and experience and therefore constantly mess up. Either these are new employees who have not yet learned to work according to the company's standards, they need help in this. In my opinion, these are the most promising employees, from which you can grow type 1, just by teaching them how to work.

Type 3 is very dangerous. These are employees who have experience and competence, but are underestimated in the literal sense of the word or in their opinion. own opinion. Perhaps this employee was not promoted somewhere in time, or he is underpaid, perhaps you controlled him too much when he was in square 1. These are often presumptuous sales stars who were brought down from heaven to earth during the rotation in the department or the transformation of the sales department.

How to work with such employees?

Well, first of all, don't bring it up. Type 3 employees are the fault of their immediate supervisor. Here, either the employee was promised “mountains of gold” when applying for a job, which are not in this company. Or they did not catch the moment when the employee changed his motivation, and continued to motivate him incorrectly.

What can be done? Often, to motivate such employees, you need a shake-up with the opportunity to earn a reward and return to square 1 again.

If an employee became like this as a result of cheating in hiring and, as a result, inflated expectations, then it is best to say goodbye to him. If you cannot give him the powers or money he needs, he will leave anyway or work half-heartedly.

Advice for this paragraph: never hire an employee for a position if it does not provide for payment of the money that is interesting to him!

4 - it could be new employee, who was brought to the wrong place by fate or an old employee who never developed competencies in himself, plus lost motivation. This is the most difficult type of employee and needs to be transferred to other sectors as quickly as possible, but it is easier to replace them with type 2.

Next, you take a snapshot of the staff on a monthly basis and every time you take on a serious assignment, you analyze a specific employee. You must be sure that as an employee changes as a result of motivation and training, your management style also changes.

Summary

We have discussed with you how to analyze the personnel in the organization and delegate. A constant understanding of the motivation and competence of employees will allow you to find the right approach to each of them and manage them correctly.

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