会计专业毕业论文外文翻译-战略财务管理在中小企业
外文文献翻译---中小型企业财务管理中存在的问题及其对策
广东工业大学华立学院本科毕业设计（论文）外文参考文献译文及原文系部会计学系专业会计学年级 08级班级名称 2008级会计（7）班学号 14010807030学生姓名吴智聪2012年 2 月 9 日目录1. 外文译文 (1)2. 外文原文 (5)中小型企业财务管理中存在的问题及其对策中小型企业在中国经济发展中发挥着重要的作用。
统计数据表明，在工商行政管理局登记在册的企业中，中小型企业占了99%，产值和利润分别占总额的60%和40%。
此外，中小型企业所提供了75％的城镇就业机会。
可见其为中国的稳定和经济繁荣作出了重要贡献。
虽然中小型企业在国民经济中占有重要地位，对中国经济发展与社会稳定具有很重大的意义。
但是，中小型企业发展的主要障碍是缺乏有效的财务管理。
本文分析了当前中小型企业财务管理中存在的问题，并就改善中小型企业财务管理提出了相应对策。
1.1 中小型企业的财务管理现状自从21世纪以来，中国的中小型企业的蓬勃发展，在经济增长和社会发展中发挥着非常重要的作用。
据财政部统计数据，直到2005年底，中小型企业总数已超过1000万，占中国企业总数的99%。
中小型企业提供了75％的城镇就业机会，工业企业的总产值、销售收入、实现的利得税和出口额分别占总数的60%、57%、40%和60%，上缴的税收已经接近了国家税收总额的一半。
中小型企业承载着超过75%的技术革新和超过65％的专利发明，他们以其灵活的经营机制和积极创新活动，为经济发展提供了增长的最根本动力。
近年来，中国中小企业的消亡率将近70%，大约有30%的中小型企业存在赤字。
中小型企业应该如何建立现代企业制度，加强财务管理，并科学地进行资本运作以谋求自身的健康发展，是我们密切关注的一个问题。
1.2 中小型企业财务管理中存在的问题⑴财务管理理念滞后，而且方法保守中小型企业由于管理者自身知识水平的限制，使得企业的管理能力和管理质量较低。
他们的管理思想已经不适合现代企业，并且大多数企业领导人缺乏财务管理的理论和方法，忽视了企业资本运作的作用。
中英文外文文献翻译中小企业财务风险管理研究
本科毕业设计（论文）中英文对照翻译(此文档为word格式,下载后您可任意修改编辑!)作者：Bernard G期刊：International Journal of Information Business and Management 第5卷，第3期，pp：41-51.原文The research of financial Risk Management in SMESBernard GINTRUDUCTIONSmall and medium sized enterprises (SME) differ from large corporations among other aspects first of all in their size. Theirimportance in the economy however is large . SME sector of India is considered as the backbone of economy contributing to 45% of the industrial output, 40% of India’s exports, employing 60 million people, create 1.3 million jobs every year and produce more than 8000 quality products for the Indian and international markets. With approximately 30 million SMEs in India, 12 million people expected to join the workforce in next 3 years and the sector growing at a rate of 8% per year, Government of India is taking different measures so as to increase their competitiveness in the international market. There are several factors that have contributed towards the growth of Indian SMEs. Few of these include; funding of SMEs by local and foreign investors, the new technology that is used in the market is assisting SMEs add considerable value to their business, various trade directories and trade portals help facilitate trade between buyer and supplier and thus reducing the barrier to trade With this huge potential, backed up by strong government support; Indian SMEs continue to post their growth stories. Despite of this strong growth, there is huge potential amongst Indian SMEs that still remains untapped. Once this untapped potential becomes the source for growth of these units, there would be no stopping to India posting a GDP higher than that of US and China and becoming the world’s economic powerhouse. RESEARCH QUESTIONRisk and economic activity are inseparable. Every business decisionand entrepreneurial act is connected with risk. This applies also to business of small and medium sized enterprises as they are also facing several and often the same risks as bigger companies. In a real business environment with market imperfections they need to manage those risks in order to secure their business continuity and add additional value by avoiding or reducing transaction costs and cost of financial distress or bankruptcy. However, risk management is a challenge for most SME. In contrast to larger companies they often lack the necessary resources, with regard to manpower, databases and specialty of knowledge to perform a standardized and structured risk management. The result is that many smaller companies do not perform sufficient analysis to identify their risk. This aspect is exacerbated due to a lack in literature about methods for risk management in SME, as stated by Henschel: The two challenging aspects with regard to risk management in SME are therefore: 1. SME differ from large corporations in many characteristics 2. The existing research lacks a focus on risk management in SME The following research question will be central to this work: 1.how can SME manage their internal financial risk? 2.Which aspects, based on their characteristics, have to be taken into account for this? 3.Which mean fulfils the requirements and can be applied to SME? LITERA TURE REVIEWIn contrast to larger corporations, in SME one of the owners is oftenpart of the management team. His intuition and experience are important for managing the company. Therefore, in small companies, the (owner-) manager is often responsible for many different tasks and important decisions. Most SME do not have the necessary resources to employ specialists on every position in the company. They focus on their core business and have generalists for the administrative functions. Behr and Guttler find that SME on average have equity ratios lower than 20%. The different characteristics of management, position on procurement and capital markets and the legal framework need to be taken into account when applying management instruments like risk management. Therefore the risk management techniques of larger corporations cannot easily be applied to SME. In practice it can therefore be observed that although SME are not facing less risks and uncertainties than large companies, their risk management differs from the practices in larger companies. The latter have the resources to employ a risk manager and a professional, structured and standardized risk management system. In contrast to that, risk management in SME differs in the degree of implementation and the techniques applied. Jonen & Simgen-Weber With regard to firm size and the use of risk management. Beyer, Hachmeister & Lampenius observe in a study from 2010 that increasing firm size among SME enhances the use of risk management. This observation matches with the opinion of nearly 10% of SME, which are of the opinion, that risk management is onlyreasonable in larger corporations. Beyer, Hachmeister & Lampenius find that most of the surveyed SME identify risks with help of statistics, checklists, creativity and scenario analyses. reveals similar findings and state that most companies rely on key figure systems for identifying and evaluating the urgency of business risks. That small firms face higher costs of hedging than larger corporations. This fact is reducing the benefits from hedging and therefore he advises to evaluate the usage of hedging for each firm individually. The lacking expertise to decide about hedges in SME is also identified by Eckbo, According to his findings, smaller companies often lack the understanding and management capacities needed to use those instruments. METHODOLOGY USE OF FINANCIAL ANAL YSIS IN SME RISK MANAGEMENT How financial analysis can be used in SME risk management? Development of financial risk overview for SME The following sections show the development of the financial risk overview. After presenting the framework, the different ratios will be discussed to finally present a selection of suitable ratios and choose appropriate comparison data. Framework for financial risk overviewThe idea is to use a set of ratios in an overview as the basis for the financial risk management.This provides even more information than the analysis of historicaldata and allows reacting fast on critical developments and managing the identified risks. However not only the internal data can be used for the risk management. In addition to that also the information available in the papers can be used. Some of them state average values for the defaulted or bankrupt companies one year prior bankruptcy -and few papers also for a longer time horizon. Those values can be used as a comparison value to evaluate the risk situation of the company. For this an appropriate set of ratios has to be chosen. The ratios, which will be included in the overview and analysis sheet, should fulfill two main requirements. First of all they should match the main financial risks of the company in order to deliver significant information and not miss an important risk factor. Secondly the ratios need to be relevant in two different ways. On the one hand they should be applicable independently of other ratios. This means that they also deliver useful information when not used in a regression, as it is applied in many of the papers. On the other hand to be appropriate to use them, the ratios need to show a different development for healthy companies than for those under financial distress. The difference between the values of the two groups should be large enough to see into which the observed company belongs. Evaluation of ratios for financial risk overview When choosing ratios from the different categories, it needs to be evaluated which ones are the most appropriate ones. For this some comparison values are needed inorder to see whether the ratios show different values and developments for the two groups of companies. The most convenient source for the comparison values are the research papers as their values are based on large samples of annual reports and by providing average values outweigh outliers in the data. Altman shows a table with the values for 8 different ratios for the five years prior bankruptcy of which he uses 5, while Porporato & Sandin use 13 ratios in their model and Ohlson bases his evaluation on 9 figures and ratios [10]. Khong, Ong & Y ap and Cerovac & Ivicic also show the difference in ratios between the two groups, however only directly before bankruptcy and not as a development over time [9]. Therefore this information is not as valuable as the others ([4][15]).In summary, the main internal financial risks in a SME should be covered by financial structure, liquidity and profitability ratios, which are the main categories of ratios applied in the research papers.Financial structureA ratio used in many of the papers is the total debt to total assets ratio, analyzing the financial structure of the company. Next to the papers of Altman, Ohlson and Porporato & Sandin also Khong, Ong & Y ap and Cerovac & Ivicic show comparison values for this ratio. Those demonstrate a huge difference in size between the bankrupt andnon-bankrupt groups.Therefore the information of total debt/total assets is more reliable and should rather be used for the overview. The other ratios analyzing the financial structure are only used in one of the papers and except for one the reference data only covers the last year before bankruptcy. Therefore a time trend cannot be detected and their relevance cannot be approved.译文中小企业财务风险管理研究博纳德引言除了其他方面，中小型企业(SME)与大型企业的不同之处首先在于他们的规模不同，但是，他们在国民经济中同样具有重要的作用。
中小企业代理记账外文文献翻译2014年译文3100字
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企业战略管理外文翻译文献
企业战略管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)企业战略管理与战略管理会计探析中英文翻译Strategic management and strategic management accounting literature translation in both Chinese and English[论文关键词]战略管理会计企业战略内容方法[key words] strategic management accounting strategy content method [论文摘要]战略管理会计是当今企业经营环境更加复杂多变、全球性市场竞争空前广泛激烈的情况下，为满足现代企业实施战略管理的特定信息需要而建立的新的管理会计信息系统。
本文从战略管理会计的内涵、目标及特点阐述到战略管理会计的主要内容和方法对战略管理会计进行论述。
/ paper pick to strategic management accounting is the enterprise management environment is more complex, an unprecedented high competitive global market, to meet the modern enterprise to implement strategic management specific information need and establish a new management accounting information system. This article from connotation, goals and characteristics of strategic management accounting to the main content of strategic management accounting and methods of strategic management accounting in this paper.一、从企业战略的高度来看战略管理会计One, from the perspective of the height of business strategy, strategic management accounting1981年，英国学者西蒙斯最早将管理会计与战略管理相结合，提出战略管理会计之说。
中小企业的财务风险管理外文文献翻译2014年译文3000字
中小企业的财务风险管理外文文献翻译2014年译文3000字Financial Risk Management for Small and Medium-Sized Enterprises (SMEs)Financial risk management is an essential aspect of business management。
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财务管理和中小型企业的盈利能力【外文翻译】
原文Financial management and profitability of small and medium enterprisesMaterial Source:Southern Cross University Author:Kieu Minh Nguyen1. Objectives of financial managementLike many other management sciences, financial management, firstly, establishes its goal and objectives. Objectives of financial management are foundations or bases for comparing and evaluating the efficiency and effectiveness of financial management. The final goal of financial management is to maximize the financial wealth of the business owner (McMahon, 1995). This general goal can be viewed in terms of two much more specific objectives: profitability and liquidity.* Profitability management is concerned with maintaining or increasing a business’s earnings through a ttention to cost control, pricing policy, sales volume, stock management, and capital expenditures. This objective is also consistent with the goal of most businesses.* Liquidity management, on one hand, ensures that the business’s obligations (wages, bills, loan repayments, tax payments, etc.) are paid. The owner wants to avoid any damage at all to a business’s credit rating, due to a temporary inability to meet obligation by: anticipating cash shortages, maintaining the confidence of creditors, bank managers, pre-arranging finance to cover cash shortages. On the other hand, liquidity management minimizes idle cash balances, which could be profitable if they are invested (McMahon, 1995).While discussing the objective function of a privately held small firm, Ang (1992) indicated that its objective function is to maximize three components. The first is to maximize its current market price, to avoid unwanted mergers and to obtain outside financing in the securities market. The second is to maximize long term or intrinsic value, if the two values diverge. The last is to maximize non-owner manager’s own pecuniary and non-pecuniary incomes by avoiding control rights. Whether the absence of marketable securities means that small firms need not be concerned with current performance and can concentrate on long-term values, depends on the organizational types and circumstances. Profitable firms, whereoutside funding is not a major concern, can afford to maximize long-term value whereas for those small businesses, which need outside financing, current performance may be very important. Thus, a number of small businesses would have a weighted average objective function consisting of both current profit and long-term value. Weight for current profit is expected to be higher for small businesses approaching loan re-negotiation, initial public offering, potential sale to an acquirer, signing long-term contracts with supplier or customers and possible dissolution of a partnership. On the other hand, its weight will be smaller when the business is due to pay estate taxes, renegotiate employee contracts, discourage a non-managing family member from their shares, and avoid tax on excess accumulation.In making decisions related to financial management, the owner-manager or the financial manager should remember objectives of financial management and balance between liquidity and profitability objectives, and between current and long-term (growth) objectives.2.Major decisions of financial managementGenerally, previous authors had no differences in opinions of major decisions in financial management. Ross, Westerfield and Jaffe (1999, p.1) indicated three kinds of decisions the financial manager of a firm must make in business: (1) the budgeting decision, (2) the financing decision, and (3) decisions involving short-term finance and concerned with the net working capital. Similarly, Ang (1992) also indicated three main financial decisions including the investment decisions, financing decisions and dividend decisions. McMahon (1995) suggested another way of identifying the major decisions of financial management is to look at the balance sheet of a business. There are many decisions regarding items on the balance sheet. However, they are classified into three main types: investment decisions, financing decisions and profit distribution decisions (McMahon, 1995).* Investment decisions: (1) relate to the amount and composition of a business’s investment in short-term assets (cash, stock, debtors, etc.) and fixed assets (equipment, premises, facilities, etc.), and (2) relate to the achievement of an appropriate balance between the two classes of assets.* Financing decisions: (1) relate to the types of finance used to acquire assets, and (2) relate to the achievement of an appropriate balance between short-term and long-term sources, and between debt and equity sources.* Profit distribution decisions: (1) relate to the proportion of profit earned that should be retained in a business to finance development and growth, (2) and the proportion, which may be distributed to the owner (McMahon, 1995).3.The specific areas of financial managementMost authors and researchers approach the specific areas of financial management in different ways depending upon their emphasis. This section reviews the specific areas of financial management, which have regularly been raised and discussed by the recent authors and researchers such as Walker and Petty (1978), Barrow (1984), Meredith (1986), Cohen (1989), English (1990) and McMahon (1995).Meredith (1986) emphasizes information systems as a base for financial management including financial management records and reports. This is considered very important because the owner-managers or financial managers find it is difficult, if not impossible, to make decisions if they lack finance information. Cohen (1989) focuses on working capital management and tools of financial management such as ratio analysis, profitability measures and bread-even analysis. English (1990) emphasizes objectives of financial management including liquidity, profitability and growth. Therefore, the specific areas that financial management should be concerned with are liquidity management (cash flow budgeting, working capital management), profitability management (profit analysis, profit planning), and growth management (capital resource planning and decisions).McMahon (1995) examines specific areas of financial management including all areas that relate to items on the balance sheet of the business. The specific areas financial management covers consist of managing working capital, managing long-lived assets, managing sources of finance, planning financial structure, and planning and evaluating profitability.In summary, financial management is concerned with many specific areas. Probably the balance sheet of a business may demonstrate how to recognize these areas including:* current asset or working capital management,* fixed asset or long-lived asset management,* funding management,* financial budgeting and planning,* leverage and capital structure,* financial analysis and evaluating performance of the business, and* profit distribution (dividends and retained earnings policy).This study examines financial management practices in relation with objectives, decisions and specific areas of financial management. Objectives, decisions and areas of financial management are relevant to financial management practices. The specific areas of financial management are viewed as a theoretical framework for financial management practices while objectives and decisions of financial management are viewed as factors influencing financial management practices.4. FINANCIAL CHARACTERISTICS OF SMEsThis subsection mainly discusses the concept of financial characteristics of SMEs. It reviews definitions of financial characteristics that were mentioned and used by previous researchers. Stevens (1973), Burns (1985), Hutchinson, Meric and Meric (1988), Jaggi and Considine (1990), Davidson and Dutia (1991), Laitinen (1992), Hutchinson and Mengersen (1993), McMahon et al. (1993), and Meric et al. (1997) are viewed as the key researchers who study financial characteristics. In defining financial characteristics, McMahon et al. (1993, p. 177) states: Financial characteristics of enterprise, often in the form of accounting ratios, derived from financial statements provide useful information for numerous purposes. This information can be used to quantify the position of small business in terms of their profitability, liquidity, and leverage and to compare them with other or large enterprises.Stevens (1973), who studied financial characteristics of acquired firms, conducted factor analysis on several ratios and reduced the number of ratios into the following six factors: leverage, profitability, activity, liquidity, dividend policy and earning ratio identifying financial characteristics. Burns (1985) analyzed financial characteristics and profitability of small companies in the UK. He used the following ratios: quick ratio, current ratio, gearing, long-term debt ratio, and interest cover ratio to define financial characteristics of the companies.Hutchinson, Meric and Meric (1988) studied financial characteristics of small firms, which achieved quotation on the United Kingdom Unlisted Securities Market. They used financial ratios including liquidity ratios, leverage ratios, activity ratios, profitability ratios and growth ratios to identify financial characteristics of the firm. In another study, Hutchinson and Mengersen (1993) examined the effect of growth on financial characteristics. The variables used to define financial characteristics were profitability, liquidity, and leverage.Jaggi and Considine (1990) examined whether financial characteristics ofowner-controlled acquired firms differ from those of the non-owner-controlled acquired firms. Four variables: profitability, liquidity, leverage, and dividend payment capability were used to identify financial characteristics of the firm. To reduce the large number of ratios produced, some researchers such as Stevens (1973), Laitinen (1992) used factor analysis. According to Laitinen (1992) factor analysis is a useful statistical tool reducing a large set of correlated variables to fewer unrelated dimensions and identifying a typology. Laitinen (1992) studied financial characteristics of newly-founded firms and used the following variables: profitability, dynamic liquidity, quick ratio, indebtedness or static solidity, dynamic solidity, logarithmic net sales, and capital intensiveness to identify financial characteristics.Davidson and Dutia (1991) explored whether small firms have distinctively different financial characteristics from larger firms and determined the extent of the under-capitalization problem. In their study, four variables: liquidity, profitability, debt and solvency, and turnover are viewed as the variables to determine financial characteristics of SMEs. Meric et al. (1997) conducted a comparative study on financial characteristics of 87 Japanese and 87 USA chemical firms. In their study, they compared financial characteristics between the USA and Japanese chemical firms by using ten financial ratios. Financial ratios used to define financial characteristics in their study included: (1) operating profit margin, (2) total asset turnover, (3) return on assets, (4) return on equity, (5) fixed charge coverage, (6) common equity ratio, (7) long-term debt ratio, (8) current ratio, (9) quick ratio and (10) inventory turnover.As indicated in the introduction, the objectives of this chapter were to review the literature, find gaps and build a model of the impact of financial management on SME profitability based on this review. These objectives could not be separated as different activities, and all are fulfilled when a model of the impact of financial management on SME profitability was created.Generally, previous researchers provided valuable and detailed insights into financial management, financial management practices and financial characteristics. However, it appears that no investigation has been undertaken of the relationship between financial management including financial management practices and financial characteristics, especially the simultaneous impact of many variables such as accounting information system, financial reporting and analysis, working capital management, fixed asset management, financial planning practices, liquidity,financial leverage and activity ratios on SME profitability.译文财务管理和中小型企业的盈利能力资料来源：南十字星大学作者：Kieu Minh Nguyen1.财务管理目标财务管理像其他许多管理科学一样，首先要建立其目的和目标。
中小企业财务战略选择研究外文文献及翻译
中小企业的企业财务战略【外文翻译】
外文翻译原文Corporate Financial Strategy in SMEsMaterialSource:Zhe jiang Wan li University Foreign Language Database Springer LinkAuthor: Jaroslau PaulCompany strategy expresses a basic idea of how to reach company objectives.A whole range of models of strategic management are used in practice. The financial strategy plays an important role in corporate strategy. The paper develops a methodology of strategic model implementing into the category of micro, small and medium-sized enterprises (SMEs).Furthermore, the methodology recommends procedures while solving an up-to-date worldwide task of the definition of thefinancial strategy.I. INTRODUCTIONThis paper has been prepared for a Czech engineering company. The company was incorporated six years ago. Its customers are international legal entities. None of the customers has more than a seven percent share in the turnover of the company for reasons of risk distribution.II. PROBLEM SOLVEDThe company has no strategic financial management, and its turnover is decreasing. The definition of the financial strategy should help the company to improve its position within the market. The company intends to invest into suitable properties to secure its expansion. In order to do so it is essential to prepare financial strategy that would verify objectivity of the specific investment.III. THEORETICAL CONCEPTS USEDProfessional literature shows many various concepts,approaches and attitudes to strategic management [1]-[12].The inability to define one single concept of strategic management which would be ideal for all strategic decisions is based primarily on the fact that decisions are usually non-recurring, and what’s more they are often badly structured, and therefore they do not allow the evaluation of all relevant information.The basic strategic management conception applied in thepaper was that by Miloslav Ke kovsky and Old ich Vykypěl[5], based on the existence of a hierarchical system of mutually connected strategies. This clearly structures the complex issue of strategy formation. Theconcept defines basic terms, types and limitations ofindividual strategies and strategic levels, and outlines methodology for a specific type of enterprise including several specific examples. This fulfils the aspect of practicality of the concept.The definition of the financial strategy runs from top to bottom so that the superior level determines the basic strategic objectives for its subordinate levels. The subordinate levels then develop objectives into particular details on their level. This also secures feedback from bottom to top and verifies the objectivity of the strategic objectives determined on superior levels.IV. DEFINITION OF THE FINANCIAL STRATEGYThe main company objective listed for the field of finance supports the selected corporate expansion and differentiation strategies. The external company environment must be analysed using SLEPT analysis with its outputs of potential threats and opportunities which might influence decisions about the defined financial strategy. To evaluate competitive advantages of the company in the financial field, we will use modified.Porter analysis of the company field environment,which is commonly used to define corporate-business strategies. Processing Porter analysis for the need of financial strategy will be specifically focused on the identification of strategic measures which, after its application in the financial field, will improve the position of the company in this field.The importance, power and effect of the relevant factors of the environment identified in this chapter will be arranged and evaluated. ETOP (Environmental Threat and Opportunity Profile) will be used to process the results. Tab. II defines power of the individual stakeholders.The proposed strategy must accommodate the interests and needs of company owners, management and customers as much as possible. The annual dividend growth is a positive signal for the investors. Later, when deciding about accepting the financial strategy, these stakeholders can be more easily persuaded that the proposed strategy is in their interest.In the internal analysis we will identify and analyse those financial components that will be subsequently included in the content framework of the proposed financial strategy.All relevant factors which were identified during the previous analysis will now be arranged according to their impact. In order to make a rational conclusion basedon the analysis, we will have to carry out synthesis of the most important factors in a final SWOT table considering the fact that some of the factors have similar consequences, and some are less important within the group than factors with the same effects. The result will not be overwhelmed by too many factors with similar effects or less importance than several dominant factors. Too many factors also make it more difficult to propose measures which would improve the situation in the company.Defined objectives will be focused on the more distant future, and cover the time horizon of 5-10 years. Each objective will be defined in consideration of the superior strategy and the results of SWOT analysis, e.g. which strong points/opportunities are used and which weak points/threats are eliminated. At the same time it is important to state the provision of each of the defined objectives (financial budget,personnel provision etc.), and each objective must be allocated a person accountable for the fulfilment of the objective, and a person checking the fulfilment.SWOT analysis defines the strong and weak points, threats and opportunities which include all outcomes of the previous analysis. When drawing up the proposal part all analytical outcomes and definitions of the financial strategy were used so that strong company points and its potential opportunities were used whilst the weak points and actors representing future threats for the company were eliminated.V. IMPLEMENTATION PROCESSThe proposed solution will help the company to implement its objectives in the field of financial strategy.The implementation process can be divided into two parts.The first, managerial part is based on the abilities of the implementation manager and his/her vision, company activation and support of the prepared proposals. The second,administrative part is based on the abilities of the company to adopt and further develop the started process. The Implementation Manager will be the Company Manager, the Implementation Sponsor will be the Finance Manager and the Implementation Agent will be individual Heads of Departments and their subordinates will become the Implementation Target.The control mechanism is an integral part of the implementation process of the strategy and it aims to achieve optimal results for the available resources within thecompany.VI. CONCLUSIONThe proposed solution will help the company achieve itsobjectives in the financial strategy field with respect to the objectives determined by the corporatestrategy.译文中小企业的企业财务战略资料来源:浙江万里学院外文数据库Springer Link作者：Jaroslau Paul公司战略表达了对如何达到公司目标的基本思路。
财务管理或会计专业论文外文文献
原文：Introduction to Financial ManagementSourse:Ryan Allis.Zero to one million.February 2008Business financial management in the small firm is characterized, in many different cases, by the need to confront a somewhat different set of problems and opportunities than those confronted by a large corporation. One immediate and obvious difference is that a majority of smaller firms do not normally have the opportunity to publicly sell issues of stocks or bonds in order to raise funds. The owner-manager of a smaller firm must rely primarily on trade credit, bank financing, lease financing, and personal equity to finance the business. One, therefore faces a much more severely restricted set of financing alternatives than those faced by the financial vice president or treasurer of a large corporation.On the other hand, when small business financial management is concern, many financial problems facing the small firm are very similar to those of larger corporations. For example, the analysis required for a long-term investment decision such as the purchase of heavy machinery or the evaluation of lease-buy alternatives, is essentially the same regardless of the size of the firm. Once the decision is made, the financing alternatives available to the firm may be radically different, but the decision process will be generally similar.One area of particular concern for the smaller business owner lies in the effective management of working capital. Net working capital is defined as the difference between current assets and current liabilities and is often thought of as the "circulating capital" of the business. Lack of control in this crucial area is a primary cause of business failure in both small and large firms.The business manager must continually be alert to changes in working capital accounts, the cause of these changes and the implications of these changes for the financial health of the company. One convenient and effective method to highlight the key managerial requirements in this area is to view working capital in terms of its major components:(1) Cash and EquivalentsThis most liquid form of current assets, cash and cash equivalents (usually marketable securities or short-term certificate of deposit) requires constant supervision. A well planned and maintained cash budgeting system is essential to answer key questions such as: Is the cash level adequate to meet current expenses as they come due? What are the timing relationships between cash inflows and outflows? When will peak cash needs occur? What will be the magnitude of bank borrowing required to meet any cash shortfalls? When will this borrowing be necessary and when may repayment be expected?(2) Accounts ReceivableAlmost all businesses are required to extend credit to their customers. Key issues in this area include: Is the amount of accounts receivable reasonable in relation to sales? On the average, how rapidly are accounts receivable being collected? Which customers are "slow payers?" What action should be taken to speed collections where needed?(3) InventoriesInventories often make up 50 percent or more of a firm's current assets and therefore, are deserving of close scrutiny. Key questions which must be considered in this area include: Is the level of inventory reasonable in relation to sales and the operating characteristics of the business?How rapidly is inventory turned over in relation to other companies in the same industry? Is any capital invested in dead or slow moving stock? Are sales being lost due to inadequate inventory levels? If appropriate, what action should be taken to increase or decrease inventory?(4) Accounts Payable and Trade Notes PayableIn a business, trade credit often provides a major source of financing for the firm. Key issues to investigate in this category include: Is the amount of money owed to suppliers reasonable in relation to purchases? Is the firm's payment policy such that it will enhance or detract from the firm's credit rating? If available, are discounts being taken? What are the timing relationships between payments on accounts payable and collection on accounts receivable?(5) Notes PayableNotes payable to banks or other lenders are a second major source of financing for the business. Important questions in this class include: What is the amount of bank borrowing employed? Is this debt amount reasonable in relation to the equity financing of the firm? When will principal and interest payments fall due? Will funds be available to meet these payments on time?(6) Accrued Expenses and Taxes PayableAccrued expenses and taxes payable represent obligations of the firm as of the date of balance sheet preparation. Accrued expenses represent such items as salaries payable, interest payable on bank notes, insurance premiums payable, and similar items. Of primary concern in this area, particularly with regard to taxes payable, is the magnitude, timing, and availability of funds for payment. Careful planning is required to insure that these obligations are met on time.When small business financial management is concern, many financial problems facing the small firm are very similar to those of larger corporations. For example, the analysis required for a long-term investment decision such as the purchase of heavy machinery or the evaluation of lease-buy alternatives, is essentially the same regardless of the size of the firm. Once the decision is made, the financing alternatives available to the firm may be radically different. Manager must continually be alert to changes in working capital accounts, the cause of these changes and the implications of these changes for the financial health of the company.As a final note, it is important to recognize that although the working capital accounts above are listed separately, they must also be viewed in total and from the point of view of their relationship to one another: What is the overall trend in net working capital? Is this a healthy trend? Which individual accounts are responsible for the trend? How does the firm's working capital position relate to similar sized firms in the industry? What can be done to correct the trend, if necessary?Of course, the questions posed are much easier to ask than to answer and there are few "general" answers to the issues raised. The guides which follow provide suggestions, techniques, and guidelines for successful management which, when tempered with the experience of the individual owner-manager and the unique requirements of the particular industry, may be expected to enhance one's ability to manage effectively the financial resources of a business enterprise.企业财务管理在中小企业的特点是，在许多不同的情况下，需要面对有所不同的一系列问题和机会比那些面临一个大公司。
外文翻译--制定财务战略
本科毕业论文（设计）外文翻译原文一：Setting Financial StrategyIn a capitalistic society, the decisions about investing capital in productive resources are made primarily by private enterprise. The long-term economic successes of individual corporations and of the society as a whole are largely determined by the quality of such decision. Therefore, dealing with questions about raising, investing, and managing capital is among the most important responsibilities of a board of directors.Actually, boards routinely participate in decisions about raising or investing significant amounts of capital. Typically, management is required to forecast the result of investment proposals before the directors approve them. Similarly, the board is normally intimately involved in decisions about raising capital and about how much of earnings should be reinvested in the business.Where many boards fall seriously short of discharging their responsibility for financial decision making is in failing to establish a coherent long-range financial strategy. Investments are often based on which one of several competing executives can make the most persuasive case for his current project rather than on the board’s broad judgment as to what investing areas are likely to pay off best in the long run. Look at Source and Cost of CapitalMoreover, capital investments are frequently approved with no more attention to capital sources and costs than being reasonably certain that funds will be available for approved projects. Consider these typical examples:Company A was in a mature industry. Over a period of many years, its returns on invested capital, like that of most of its competitors, was far lower than average for all industries. Nevertheless, the board of directors continued to approve continuinginvestments in the business without demanding an answer to the basic question of whether Company A had a reasonable expectation of an attractive return.Company B, on the other hand, was a high-technology growth company with apparently limitless opportunities to invest at returns of 25 percent or more on equity. Moreover, maintaining its leadership position in its field appeared to require continuing investments in facilities and working capital as well as research and development. Based on the company’s remarkable record of rapid increases in earnings, the board approved the president’s recommendation to pay cash dividends of over 30 percent of earnings. Even if they received the dividends tax-free, few of the shareholders had available to them other investment opportunities comparable to reinvesting in expanding operations of Company B.Integrate Financial Plan with StrategyThe existence of a long-range financial plan is no guarantee that management or the board has a reasonable financial strategy. Such plans are often little more than compilations of projections made by operating managers with sources of funds suggested by the chief financial officer, but without any in-depth consideration by the directors. The following example is illustrative:Company C, a successful New York Stock Exchange corporation, had developed a new operation based on proprietary technology. Its early success was so outstanding that top management announced publicly that the new business would be its major growth area and would receive a disproportionately high share of the company’s capital investment over the foreseeable future. Yet because management had difficulty seeing what specific investments might be appropriate for the new business after the first two years, the five-year plan allocated almost noting to it in years three to five and consequently developed plans to invest all of its available funds in other directions.In previous issues of The Journal of Business Strategy, I have dealt with the need for a basic concept of what the enterprise is trying to do and the need to focus on developing the key resources on which the firm’s performance will depend. The financial strategy will be effective only if integrated and consistent with these otherelements of the overall corporate strategy.To deal effectively with questions of financial strategy, a board of directors must apply its judgment to the basis issues of:·The rate at which to invest;·Which segments of the business merit increased(or decreased)capital commitments;·How best to raise needed funds; and·How to control the financial operations to conform to the strategy.This is the kind of area in which the broad experience and objectivity of a strong board can be of enormous help to operating management.How Much to Invest?According to elementary economics courses taught in the universities, the firm should invest in all of those projects which promise to return more than the cost of capital. Unfortunately, for the board of directors with decisions in front of them, following this principle is not simple. To begin with, developing a meaningful figure for the cost of capital is difficult in a world of fluctuating interest rates, differing opinions about what is an acceptable debt/equity ratio, and rapidly varying conditions in the equity markets. Moreover, not only is it difficult to calculate with confidence the return on investment which may be expected from a project, but the return on the specific project may be quite different from the return which can be expected from that business segment as a whole.A simpler alternative to computing cost of capital is to observe what level of return on equity and on total capital is being earned by other companies with a comparable degree of risk. Extensive data on return on investment is readily available from the Department of Commerce as well as in business periodicals such as Fortune and Forbes. To the extent that opportunities are available which promise to provide greater return than is typically being earned elsewhere, a board of directors can be fairly confident that such investment is justified. On the other hand, business which earn less than is typical for industry probably should receive little, if any, new money.Gauging the ReturnIn any case, the board cannot properly discharge its responsibilities without forming some general opinions about the kind of return which can be expected from each segment of its business. In order to make an informed judgment, the board of directors needs to know about the markets in which the firm is, or intends to be, active and their competitive positioning in each. The essence of the issue is whether the firm is, or can reasonably expect to become, better qualified to serve certain groups of customers than other firms. If it can, it should expect a superior return on capital invested in that business. If it cannot, it has no reason to expect an attractive return on money invested there.Where a company has an opportunity to build a profitable leadership position in a substantial market, competitive strategy often dictates that the firm should invest as rapidly in that business as it is able .The gating factor determining how rapidly it can invest can be either operational or financial.Limits to GrowthThere is a limit to how fast a company can hire and organize new people, build plants, expand distribution, and enlarge operations without chaos. More over, when money is plentiful, an organization may adopt wasteful spending habits which are difficult to change later on and which are not compatible with attractive earnings. Even if financing is readily available, the board must assure itself that the proposed rate of investment is manageable.That financial capacity can limit growth is obvious. The board must assure itself that what is undertaken by the company is within its financial means, or serious problems may result:Company D, after an arduous technical development program, perfected a unique medical device for which there appeared to be a large market. As orders started to flow in, management quickly hired a sizable sales force, expanded the plant, and greatly increased its inventory of raw materials. The company’s cash was quickly exhausted, and it had suddenly to lay off many of its new employees. Its financial ratios went out of control and operational chaos ensued. The bank became alarmedand withdrew its support. As the company teetered on the brink of bankruptcy, new ownership and new management had to be brought in to salvage what could have been a great success story.Profitability and FlexibilitySuccessful rapid investment seems usually to be associated with two conditions. The first is that the firm needs to demonstrate the ability to earn attractive profits while it is growing. The financial community sometimes will provide money for a company before it has demonstrated profitability, but patience in this field tends to be rather short and companies which continue to expand without profits soon find new money quite hard to get.The second condition is financial flexibility. The future is hard to predict and prudence requires that the firm maintain enough liquidity to withstand any adverse developments which are at all likely to happen. Thus, a growing company should invest only to the extent that it can continue to maintain enough flexibility and liquidity to remain financially viable even in face of unexpected problems.There are many factors which properly influence the rate at which a company invests. What is critically important is that the board consider those factors which are relevant and develop a policy with respect to rate of investment which will represent a key element in the firm’s overall financial strategy. Among the factors which must usually be considered are the quality and quantity of investment opportunities available to the company and the financial and management capacity to expand. Where to Invest (and Disinvest)?Too often, top management, in a misguided effort to be even-minded, expects growth from all of the corporation’s business and expresses a willingness to invest in each depending on the quality of the case which can be made by the responsible executive. When the only path to recognition and advancement is expansion, executives have a powerful incentive to go to great lengths to put together a plausible reason for major investment in their operation. In such a climate, which is common, top management is often reluctant to play favorites or to starve some division. The result is frequently grossly inadequate discrimination as to where to invest and wherenot to invest. Such a condition represents an absence of investment strategy and should not be permitted by a board of directors.The basis for deciding where to channel capital investment is the relative attractiveness of various alternative opportunities. Two types of information which are of specific importance for a board to have available in considering expansion of an existing operation, but which is often not adequately provided, are:·What is the size and nature of the market and what competitive advantages and disadvantages does the company have?·What does the record say about the kind of return the company can expect in this area?Unless a firm has some sort of meaningful and defensible element of superiority over competition, it has no basis for expecting an attractive return over the long haul. Often operating managers base requests for capital funds on what, in essence, is no more than optimism and determination to succeed. While these may be admirable qualities, they are clearly not an adequate basis on which to commit major long-term investment. A responsible board will insist on enough information on the market place and competition so that it can independently form a positive conclusion about the prospects for the company in the given business segment. Once having formed such a conclusion and adjusted corporate strategy accordingly, the board should not change its course lightly.Because of problems of shared costs, many companies make no attempt to calculate return on capital for various segments and sub segments of its business. Without such data, management is forced to make decisions with out what may be most meaningful information relative to investment decisions.Calculating return on capital for specific product lines and/or market segments frequently requires making estimates in allocating manufacturing, marketing, management, or other cost elements. The difficulty of attaining great accuracy in such calculations should not deter a board from insisting on at least a first approximation: Often differences in profitability are so great that where first to invest is obvious once even rough estimates are made.Even when meaningful calculations are not available, the board of directors is not totally without resources with which to gain information about relative profitability of different business segments, as is illustrated in this case: Company E manufactured products of two basic types. One was quite old and showed little growth. The other was newer and was showing healthy increases in volume. The directors, however, did not have adequate information on the basis of which to judge the relative profitability of the two lines.In this case, the board took an unusual and extreme step. It split the company in two. To ensure complete separation, it took steps to have the ownership of the two entities slightly different.Once the operations were separated, a dramatic difference in profitability was apparent. The older business was incurring large losses and needed major surgery. The newer segment was more profitable than had been imagined. The assets of the older unit were sold and shell was reunited with the newer one so that the proceeds of the sale could be invested in the more attractive operation. Out from under the older operation, the new company has prospered beyond what anyone had believed possible, to the enormous benefit of the shareholders.In considering investing in a new field, the board has less to go on. But in considering any major investment, the board should determine whether it is consistent with a financial strategy based on sound reasons for expecting competitive success in a market of adequate size.How to Finance Expansion?The most readily available and usually the least expensive source of capital is cash flow from operations. Normally, there is an economic advantage to shareholders for the company to reinvest as much of this cash in the business as will generate an above-average return. For mature firms with limited investment opportunities, it is appropriate to return cash to the shareholders. Most often, this is done in the form of cash dividends, although more frequently these in the open market, thus giving share-holders the option of cashing in or holding the shares.Source: Milton Lauenstein,1981.“Setting Financial Strategy” .Journal of Business Strategy,vol.1,no.4, pp.66-71.译文：制定财务战略在资本主义社会中，关于生产资源的投资资本的决定主要由私人企业做出。
中小企业财务战略研究本科毕业论文
中小企业财务战略内容摘要改革开放以来，我国企业的发展、成长取得举世瞩目的成绩，综合国力明显增强，人民生活明显改善，国际地位明显提高, 中小企业为此做出了应有的贡献。
我国中小企业在获得飞速发展的同时也暴露出了一些问题值得我们注意、研究和解决，特别应引起重视的是中小企业的财务战略问题。
中小企业的财务战略的实施不仅关系到企业的财务战略的成功与否，同时也影响企业的生存发展。
本文将对中小企业的财务战略的实施进行论述。
所以本文主要对对这些问题进行深入分析，并提出具体的对策。
关键词：中小企业财务战略实施战略SME financial strategyAbstractSince reform and opening up, China's enterprises development, growth has mader emarkable achievements, overall national strength increased, significant improvement in the lives of the people, and improved international status, SMEs have made due contributions. SMEsi n obtaining rapid development in China, but also revealed a number of problem worthy of our attention, research and solutions, particular attention is the SME financial strategy. SME financial strategy is not only related to the implementation of enterprise's financial strategy of success, but also affect the survival and development of enterprises. This article will discuss the implementation of financial strategies for SMEs. This paper mainly focuses on in-depth analysis of the issues and countermeasures of concrete.Key words: SME financial strategy implementation strategy目录序言 ....................... 错误！未定义书签一、企业财务战略的意义 (1)（一）财务战略的定义. (1)（二）财务战略实施的作用. (1)1、财务战略的实施是财务战略制定的延续. (1)2、财务战略的实施是财务战略控制与评价的对象. (1)3、财务战略的实施实施操作性强，将增加难度. (2)二、中小企业财务战略实施过程中存在的问题 (2)（一）财务工作还处于初级阶段. (2)（二）财务管理的重视程度不够. (2)（三）资金短缺现象十分严重. (3)1.企业的信用障碍问题. (3)2.我国的中小企业存在一定的产权障碍. (3)（四）财务意识薄弱，财务结构失衡. (4)（五）缺乏完善的财务管理制度. (4)（六）经营模式僵化, 管理观念陈旧. (5)三、中小企业财务战略实施的环境因素 (5)（一）金融市场环境变化的影响. (5)（二）产业结构变化的影响. (6)四、促进中小企业财务战略有效实施的途径 (6)（一）树立战略思想，更新企业财务观念. (6)（二）深化财务管理内容，实施企业财务战略. (6)（三）改良财务管理手段，为财务战略的实施提供保障. (7)五、解决财务管理问题的对策分析 (7)（一）努力实现中小出口企业财务管理的制度化、预算化和信息化. 71.建立健全符合企业发展要求的内部财务管理制度. (7)2.在考虑多种因素的基础上构建完整的财务指标体系. (7)3.实现财务信息系统对经营管理的数字化. (8)（二）加强财务管理意识，重视财务管理 (8)1. 企业领导者首先要具有创新精神，积极转变观念2. 努力提高企业财务人员的专业素质 . (8)3. ....................................................................................... 中小企业可以选择适合自己的财务管理方式 . .. (8)（三）扩大资金来源 . (8)1. .................................................................................... 提高企业自身素质，积极解决贷款难题 . (8)2. ........................................................................... 争取从社会多方面筹集资金 . (9)（四）优化财务结构 . (10)1.建立最佳资本结构 . (10)2.优化资产结构 . (10)（五）完善中小企业财务制度 . ................ 10 1.树立财务管理制度的意识，并使制度具有约束力 . .......2.建立各种具体的财务制度 . (11)3. .................................................................................... 规范会计核算，提高会计基础工作的水平 . (11)（六）投资管理要科学化 . (11)1.提高投资能力 . (11)2.以对内投资为主 . (11)3. ..................................................................... 避免盲目扩大规模 . (12)4. ..................................................................... 规范项目投资程序 . 12六、结语 (13)参考文献： .................... 错误！10未定义书签序言中小企业是国民经济的重要组成部分。
战略财务管理在中小企业—会计专业毕业论文外文翻译(可编辑)
战略财务管理在中小企业—会计专业毕业论文外文翻译（可编辑）附件1:外文翻译译文战略财务管理在中小企业摘要:随着社会经济的发展和科学技术的进步,中国的企业在一个充满机会和危险的阶段。
介绍了安全管理的含义和意义战略财务管理中存在的问题,阐述了财务策略进行小中型企业一起,最后提出了一些对策和原因。
关键词:中小企业的战略财务管理、问题、对策一个企业的不确定性的金融环境其财务活动充满风险。
除了机会,有许多的危险从时间,以时间,其财务管理。
因此,它已经成为了成功的关键一个企业的财务管理是否能跟踪的趋势变化什么是有用的吸收。
应当拒绝接受什么是有害的。
战略管理思想是非常重要的在企业的财务管理,因为我们必须努力去分析和把握一般环境和发展一个企业的发展趋势,从而提高适应能力、可变性和适用性的金融中心管理不确定环境。
目前,中小企业在100年通过了工商登记、以企业总数的90%。
因此,其战略财务管理是特别重要的,这也是本论文的主题。
1 简介战略性的财务管理是财务管理理论,根据该融资应该的在最适当的方式进行,采集到的资本必须利用和管理的最有效的方式虽然企业和决策和利润分配应该最合理。
根据其内涵,总结三个主要内容的战略财务管理,包括融资策略,投资战略和利润分配决策策略。
详情如下:融资策略高度发达的现代企业具有的销售急剧增长。
当面对这样一种局势,企业倾向于有很大的要求从股票和应收账款是资本的提升。
更大的为销售增长的张力,但更大的资本要求。
因此,在融资策略都具有十分重要的意义战略管理财务。
融资策略的功能在于明确的指导方针融资、铺设融资目标下,建立整体规模、融资渠道和方法,安排战略资本结构优化方案,从各方面对此作了相应的对策,以达到融资目标,最后预测和收集的大量资金的企业的需要。
投资策略为核心的战略财务管理,这种策略决定一个企业只能分配它的首都资源合理而有效的方法。
投资策略包括确认投资固定资产的方向、公司规模和资本规模、投资选择相关的外部扩张或内部扩张,改革旧的产品或开发新的、独立或联合操作,自有资金投资决定或贷款之间的百分比固定资产、流动资产、投资策略和风险和那些在通货膨胀。
中小企业财务管理对策与问题外文资料翻译
附件1：外文资料翻译译文财务管理问题研究在市场经济中，管理是决定企业生存和发展的重要性。
近年来，由于意识形态偏见在认识和历史原因，许多的内部财务管理制度不健全给财务管理带来混乱的客观理由，导致一些缺乏内部监督机制、发生假帐或者账户外设的帐户直接导致的混乱及财务管理效率低下的企业。
这是来自经验的证明。
因此，加强财务管理，建立健全内部财务管理制度已经成为企业不可或缺的条件。
首先，企业应当建立健全内部财务管理制度。
(一)建立内部财务管理系统是为适应社会主义市场经济体制的客观要求，企业在市场竞争中生存、发展，就必须遵循市场经济的要求规范金融行为；必须按照市场经济的要求融资、经费使用和利益分配，提高生产和操作，提高企业的经济效益，从而增强自己的竞争力以实现经济增长，改变公司经营方式以适应市场经济的客观要求。
(二)建立健全内部财务管理系统是企业管理的内在要求1、财务管理是企业管理的基础，是一切企业管理活动的中心环节。
内部财务管理公司的资金管理活动与形式的价值，主要基于成本管理和资金管理为中心，通过一种价值管理为物理形式的管理。
因此，财务管理是企业管理活动的基础，是企业管理的中心环节。
2、财务管理在各方面的生产经营和整个过程，根据它的意义，我们可以总结四大要素的财务管理，包括筹资管理、投资管理、营运资本管理、利润分配管理。
(三)财务管理和企业管理有广泛的联系在商务活动、财务管理的触角延伸到每一个角落，每一个部门的业务将获得服务的资金通过使用接触到金融部门，每个部门应合理使用资金，为了省钱，所以接受部门的指导，受金融系统的约束，以确保提高企业经济效益。
(四)公司财务管理迅速体现公司的生产工作。
所有生产及企业经营活动都最终反映在其财务结果通过会计、分析、比较，你可以检查实施企业生产经营活动的方式，发现问题，找出解决问题的办法。
在特定的财务结果反映的数目和情况的权威。
在商业管理，无论是否适当的决策水平的技术，生产和销售是平稳的，并且能从财务指标迅速反映。
中小企业财务管理外文翻译文献
文献信息：文献标题：Strengths and Weaknesses among Malaysian SMEs: Financial Management Perspectives（马来西亚中小企业的优势和劣势：财务管理视角）国外作者：Norasikin Salikin，Norailis Ab Wahab，Izlawanie Muhammad 文献出处：《Procedia - Social and Behavioral Sciences》,2014, 129:334-340字数统计：英文1918单词，10677字符；中文3291汉字外文文献：Strengths and Weaknesses among Malaysian SMEs:Financial Management PerspectivesAbstract In Malaysia, 97.3% of business establishments are comprised of small and medium enterprises (SMEs) which account for about 52.7% of total employment that is generated in the country. Malaysian government through the Ministry of International Trade and Industry (MITI) and its agencies works hard on assisting SMEs through various activities to promote exposures on prudent financial management. This paper aims to identify the financial strengths and weaknesses face by SMEs in helping those entities to plan appropriate financial management programme. Semi- structured interviews were conducted among thirty five SMEs that are willing to participate voluntarily. This study found that capital is the key elements in both strengths and weakness among SMEs. Running the business without any external capital (loan) reducing the financial risk of the business. It will be easier for the managers to make business decisions without any constraint as there is no limitation set by fund provider. The study also revealed capital insufficiency is the crucial problems among SMEs which might due to the difficulties to obtain external fund. Although the results should be taken with caution, nevertheless financialmanagement is vital in order to face new business challenges as well as for the survival of the business in the future.Keywords: Small Medium Enterprises; SMEs; Financial Management1.IntroductionSmall and medium enterprises (SMEs) play important roles in Malaysian economy. Report of Malaysia Economic Census 2011 showed that there were 645,136 SMEs operating in Malaysia, representing 97.3 per cent of total business establishments. Furthermore, SMEs employed about 3.7 million out of a total of 7.0 million workers amounting 52.7 per cent of total employment in the country. With a total share of gross output reached 28.5 per cent in year 2011 as compared to only22.2 per cent in year 2000 it shows that the roles are getting significant.A considerable amount of literature has been published on the management issues of SMEs. On the other hand only few studies were focusing on the financial management, especially in developing countries although it has been known that, financial management plays crucial function in business management. Report on case study conducted by Bank Negara Malaysia (2003) on SMEs, suggested that one of the key elements SMEs should adopt to survive for a long term, in a global environment is prudent financial management. It will ensure that all the available business resources are used efficiently and effectively to provide optimum return (SME Corporation Malaysia, 2011).The aim of this paper is to identify the strengths and weaknesses face by Malaysian SMEs in term of financial management.2.SMEs Definition in MalaysiaThere is no solid meaning of SMEs as different countries are using different definition due to several demographic factors and characteristics including size, location, structure, age, number of employees, sales volume, ownership through innovation and technology (Zeinalnezhad et. al, 2011). Based on employees number and total turnover, Malaysia adopts slightly similar definition as being use by UnitedKingdom, United States of America, Japan, China and Korea (Norailis, 2013).Previously Malaysian SMEs were defined as firms with sales turnover not exceeding RM25 million or employment not exceeding 150 workers for manufacturing and sales turnover not exceeding RM5 million or employment not exceeding 50 workers for services and other sectors. As the economy has change and the business trends are moving abroad. On 11th July 2013, Malaysian Prime Minister Datuk Seri Najib Tun Razak announced the new criteria of SMEs which will be effective on 1st January 2014. Table 1 shows the new classification of SMEs.The new definition is more comprehensive, covering all sectors of the economy including construction, as well as mining and quarrying sectors. It is expected to result in more firms being classified as SMEs to 98.5 per cent (currently: 97.3 per cent), particularly from the services sector to facilitate the country’s transformation to a high income nation through the initiatives under the SME Masterplan. In year 2013, a total of 155 programmes have been planned for the implementation with a financial commitment of RM18.4 billion, expecting to benefit 467,838 SMEs.With all the facilities provided by the government, SMEs should grab these opportunities to expand the businesses. However, the managers need to be equipped with latest knowledge and management skills to successfully manage their businesses in current business environment and stiff competition (Mohd. Amy Azhar, Harizal, & Hoe, 2010). In view of the fact that many entrepreneurs in Malaysia manage their business themselves without formal education background it lead to various management problems (Mohd Amy Azhar et al., 2010). One of the most common problems face by SMEs is financial management problem (Hashim & Wafa, 2002).3.Financial Management of SMEsFinancial management is concerning with the creation and maintenance of economic value or wealth (Titman et.al, 2011). It involves decisions to accumulate and preserve wealth of the business. Generally it covers the decision making process in several areas such as determining the source of finance and dividend policy, investment decisions and working capital management. There is no big different between managing financial functions of big businesses or small businesses except that SMEs only deal with capital budgeting and working capital decision, given that SMEs are not paying dividends (Agyei- Mensah, 2011).Comparative review on previous studies by Mohd Amy Azhar et al. (2010) suggested that financial management consist of six components; financial planning and control, financial accounting, financial analysis, management accounting, capital budgeting and working capital management. The study also highlighted that the adoption of financial management tools among Malaysian SMEs were very low. Seeing that most SMEs practicing proper financial planning and control, financial accounting and working capital management, these components were labeled as core components of financial management. Yet the other three components which were mostly neglected were labeled as supplement components of financial management.A small scale study by Agyei-Mensah (2011) concluded that the influence of fund providers and external accountants are the most dominant factors stimulate SMEs to adopt reasonable financial management. On the other hand, due to lack of internal accounting staff and high cost to hire qualified accountant, SMEs face difficulties to understand accounting record and practice sound financial management.4.MethodologySemi-structured interviews were conducted among thirty five SMEs that were willing to participate in this study. The process of data collection took almost two months, due to the process of getting responses from the SMEs that were willing to participate in the study. The interview sessions were divided into two main sections. Section A was on demographic profile of the interviewees made up of various types ofindustries. This part asked for background information, which includes type of ownership, age of business, initial capital, source of capital, time spent to manage business, number of employees and owners’ education background. The SMEs crossed the range of firm size, geographic location within Malaysia. Meanwhile, Section B focused on the financial management activities and related questions on the practices. Initially, to understand the behaviour of respondents, the data are first described using appropriate tables. Further analysis is conducted by categorizing the responses regarding strengths and weaknesses among participated SMEs and quantifying the results.5.Results and DiscussionsThere were thirty five SMEs that participated in the study and their profile as presented can be categorized as sole proprietorship, partnership and company which consisted several type of businesses as viewed in Table 2.As for age of SMEs, more than half of the participated SMEs were between 0 to 3 years (19.5%) and followed by 4 to 6 years (24.1%), 7 to 9 years (13.8%) and finally more than forty percent of the SMEs aged 10 years and above. A total of 74% were bootstrapped from their own savings or borrowing from friends and relatives for initial capital. From the total, 25.88% dared to bootstrapped for the amount less thanRM5,000; RM20,001 and above (43.5%). However, merely seven per cent had their initial capital from commercial banks and government grants where the amount was more than RM50,000. Surprisingly, nearly half (49.5%) of the business owners spent their time between 9 to 12 hours every day to manage their businesses.It is important to know the educational background of the business owners because it showed the extent of their willingness in accepting new knowledge through training, seminars and workshops. These events were managed mostly by agencies under Ministry of International Trade and Industry (MITI) such as Pocket Talks by SME Corp., Domestic Investment activities by Malaysian Investment Development Authority (MIDA) and Innovative and Creative Circle (ICC) Convention by Malaysia Productivity Corporation (MPC). The government urges the SMEs to utilize the skills and knowledge gained from these events so that they could adopt prudent financial management.5.1.Financial Strengths of SMEsThe overall response on the financial strengths of the business can be classified into several main aspects. The detail of the classification is summarise in Table 3. Of the thirty five respondents, only 28 per cent of the participants pinpointed their financial strengths. Perhaps the other 72 per cent of the participants did not have any financial strengths or unable to identify their financial strengths due to lack of knowledge or education background.The result showed 26 per cent of the responses indicated that running the business using their own capital as their main financial strength. However SMEs need to bear in mind that in order to expand their business in the future, more capital is needed. Therefore it is advisable for them to use financing facilities provided by the financial institutions or government entities in helping them to have stronger financial capabilities to run the business in more competitive world. Another 17 per cent of the responses indicate that financial stability as the financial strengths of their businesses, followed by support from government entities (11%), doing business on cash basis (11%) and other aspects as shown in.5.2.Financial Weaknesses of SMEsIn response to the financial weakness, more participants (33%) were able to identify their weakness, compared to their financial strengths (28%). 40 per cent of the responses stressed that the main aspect of financial weaknesses in running their businesses is capital insufficiency and followed by incomplete accounting record (16%). Deterioration in financial performance is listed as the third aspects, with the response rate of 13 per cent and the difficulties in obtaining loan from financial institutions and government agencies listed as the following aspects with 11 per cent response rate. A possible explanation for this might be that due to the problem in financial performance plus incomplete financial record, it might be difficult for the SMEs to obtain loan from any entities, causing them to face a problem of capitalinsufficiency to run their business efficiently. Among other responses revealed in the study as detailed in Table 4 are high operating costs and collection problems.6.ConclusionThis study outlines the financial strengths and weaknesses of Malaysian SMEs. One of the most significant findings to emerge from this study is that, capital is the most critical financial component among SMEs. Running a business without any external capital (financing) shows the business is in a good financial condition. External financing may increase the risk of bankruptcy due to inability to settle the debt within agreed period. However, as the business keep growing, it is advisable for the SMEs to inject more capital to accommodate the expansion. Hiring appropriate staff may help SMEs in overcoming the constraints in applying for external financing through the preparation of proper accounting record and practicing prudent financial management.中文译文：马来西亚中小企业的优势和劣势：财务管理视角摘要在马来西亚，97.3％的商业机构由中小型企业（SMEs）组成，占全国总就业人数的52.7%左右。
中小企业会计准则的应用外文文献翻译中英文
中小企业会计准则的应用外文文献翻译(含：英文原文及中文译文)文献出处：Nerudova D, Bohusova H. The application of an accounting standard for SMEs[J]. International Journal of Liability & Scientific Enquiry, 2009, 2(2):233-246.英文原文The application of an accounting standard for SMEsDanuse Nerudova and Hana BohusovaAbstractSmall and medium-sized companies have a very important position in the European Union (EU) economy, mainly in the area of employment. Their activities in the internal market are limited by a great deal of obstacles. The most important obstacles are the different national accounting and tax systems. At present, it is obvious that a certain degree of accounting and tax harmonization has to take place. International Financial Reporting Standards (IFRS) for Small- and Medium-sized Enterprises (SMEs) is designed to apply to the general-purpose harmonized financial statements of all profit-oriented SMEs. General-purpose financial statements are directed toward the common information needs (an entity’s financial position, performance, cash flow) of a wide range of users (shareholders, creditors,employees). Determining taxable income requires special-purpose financial statements designed to comply with the tax laws and regulations in a particular jurisdiction. An entity taxable income is defined by the laws and regulations of the country or other jurisdictions in which it is domiciled. Tax authorities are also important external users of the financial statements of SMEs. Profit or loss recognized under IFRS for SMEs could be a starting point for determining taxable income. Keywords: small- and medium-sized enterprises; SMEs; taxable income; International Financial Reporting Standards; IFRS; cash flow; tax; accounting.1 IntroductionSmall- and Medium-sized Enterprises (SMEs) comprise a substantial part of thecompanies operating in the European Union (EU) member states. Based on the latest statistics, there are 25 million SMEsoperating in 27 member states, which represent 234 D. Nerudováand H. Bohušov á99% of all business. These companies create more than 100 million jobs in the EU (Eurostat, 2003). In some industry sectors, such as textiles or construction, they even create more than 75% of the jobs. SMEs are considered the key factor of economic growth and employment in the EU. Therefore, they have received a great deal of attention in the EU in the last ten years. The structure of the EU 25 businesseconomy by the number of persons employed is shown in Table.There are 988 787 SMEs (with less than 250 employees), which represent 99.81% of all the enterprises operating in the Czech market (Czech Statistical Office, 2003). SMEs employ 1 961 000 people, which represent a 62.21% share of the total employment in the Czech Republic. The share is even 80% higher than the other sectors of the national economy –agriculture 85% and restaurant services 89.34%. For this reason, SMEs also play a very important role in the Czech Republic not only in the area of employment, but also in the economy as a whole.The increase in the importance of SMEs in the EU economy has propelled the European Commission to commission several studies, such as COM (2001)582 final and COM (2005)532 final in this area. These studies have dealt with the SMEs’position in the internal market and have identified the obstacles which these types of enterprises face while operating in the internal market. The existence of obstacles mainly in the form of 25 different accounting and tax systems, which generate disproportionate high compliance costs for SMEs (in comparison with large enterprises), is the reason why SMEs are less involved in cross-border activities and operate less in the internal market in comparison with large enterprises. The studies have revealed that SMEs operate mainly in the domestic (national) markets. It seems that in today’s globalised world, a higher involvement of SMEs in cross-borderactivities and its higher operation on the internal market could bring an increase in their competitiveness and performance, which would remarkably influence the economy and growth of the EU as a whole.The aims of the paper are to evaluate the Exposure Draft (ED) of International Financial Reporting Standards (IFRS) for SMEs and design some modifications of SME financial reporting harmonization. The theoretical background of the paper presents the objectives of SME financial reporting harmonization and the efforts of the European Commission to harmonies the area of corporate taxation and introduce the recommended taxation models of EU companies. This paper contains a research on the implementation used in harmonising SME financial reporting. The full IFRS is transformed for SMEs by the simplification of some standards and by the omission of irrelevant standards. Finally, the paper summarises the results of the research and suggests alternative solutions.2 The characteristics of SMEsThe application of an accounting standard for SMEs 235 At present, various definitions which have been developed for application in different countries can be found. The criteria often used for classifying enterprises are turnover, the number of employees, capital base, profits, etc. Whether an enterprise appears to be large, medium or small differs widely across the countries and depends on their degree of development and the generalscale of economic activity.1 According to the Organization for Economic Cooperation and Development (OECD) (2005), the characteristics of SMEs reflect not only economic, but also the cultural and social dimensions of a country. The paper uses the definition of SMEs which has been introduced in the EU by the adoption of the Commission There is at present relatively little cross-country experience with generalised approaches to SMEs’taxation and accounting. On the other hand, there are available literature on the challenges faced in designing tax regimes for SMEs. Different accounting and tax systems which trigger high compliance costs represent the barrier for SMEs wishing to take part in cross-border activities in the EU.The efforts to unify the accounting systems of the EU member states are connected with the establishment of the European Economic Community (EEC) –the harmonisation of accounting and taxes is confirmed in the Treaty of Rome signed in 1957. The aim was to coordinate the protective rules of companies not only in the interest of shareholders and third parties (creditors, employees), but also in the interest of equal competitive conditions and equal business relations in the member states.The first harmonisation efforts in the area of accounting were accomplished by the adoption of directives (Fourth Directive No. 78/660/EEC, Seventh Directive No. 83/349/EEC and Eighth Directive No.84/253/EEC). They create the code of EU accounting legislation and represent the basic harmonisation tool of the European Commission. These directives comprise elements from the continental legal system typified by Germany or France, as well as the elements from the Anglo-Saxon system. Both approaches differ mainly in the area of financial statements’arrangements.The most important directive in the area of accounting is represented by the fourth directive, which concerns the financial statements of large and medium-sized capital companies. The directive reflects the compromises between the continental and Anglo-Saxon approaches –the structure and form of financial statements are variable and its final form is left to national competence.Since the 1970s, the International Accounting Standards Committee (IASC) has played a very important role in the area of accounting harmonisation. The IASC was followed in 2001 by the International Accounting Standards Board (IASB), which was asked to create unified International Accounting Standards (IAS) and later, the IFRS.The efforts to harmonise taxation systems for SMEs within the EU have started mainly in 2001, when the European Commission introduced the green paper which surveyed the tax obstacles for the companies in the internal market. Until that time, the European Commission was always trying to harmonise or coordinate the system of direct taxation in generalwithout any special emphasis on SMEs. After the publication of the abovementioned study in 2001, the European Commission suggested four possible models of corporate tax harmonisation.2 One of them –Home State Taxation (HST) –was aimed at SMEs. Under that system, the companies will use for the taxation of their European activities the rules which are valid in the country where the company has a seat or headquarters. HST is voluntary –companies could opt to use domestic taxation rules or not.The model does not represent harmonisation, for under this system, 27 different national taxation systems, would still exist. The application of the model could also increase tax competition in order to attract the companies that would tax their profits from the European activities in the country. The European Commission has prepared the pilot project, under which the model should be tested for five years in selected countries. However, no member state applied to participate; therefore, the Commission turned its attention to a second model –the Common Consolidated Corporate Tax Base (CCCTB). At present, the CCCTB represents the priority of the European Commission –the draft of the CCCTB directive should be finished by the end of 2008. The problem is that the model is mainly aimed at large companies and will probably not be reachable for SMEs (for details, see Nerudová, 2007).At present, the directives connected with accounting are undergoingthe revision. The aims are to adopt the directives to the requirements connected with the internalisation of the business environment and harmonise the directives with IFRS. In 2003, Directive No. 2003/51/EC was adopted, which enables the member states which do not apply IAS/IFRS on all companies to use the similar financial reporting systems.The situation in the area of accounting harmonisation is solved for large companies listed on the world stock markets. SMEs have a legal obligation to prepare financial statements in accordance with a set of accounting principles accepted in their country. Those statements are available to creditors, suppliers and the government in their country, but they could be difficult to understand for creditors, suppliers and those in other countries.The financial statements of SMEs that are comparable from one country to the next are needed for the following reasons. Firstly, financial institutions make loans across borders and operate on a multinational level. Secondly, vendors want to evaluate the financial health of buzzers in other countries before they sell goods or services on credit. Credit rating agencies try to develop ratings uniformly across borders. Furthermore, many SMEs have overseas suppliers and use a supplier’s financial statement to assess the prospects of a viable long-term business relationship. V enture capital firms also provide funding to SMEs across borders.Many SMEs have external investors who are not involved in the day-to-day management of the entity. Global accounting standards for general-purpose financial statements and the resulting comparability are especially important when those external investors are located in a different jurisdiction from the entity and when they have interests in other SMEs. Moreover, global standards also improve the consistency in audit quality and facilitate education and training. On the other hand, good accounting and more disclosures add to SMEs’burdens rather than reduce them; SMEs are also often concerned about the competitive harmfulness of greater transparency.The benefit of global financial reporting standards is not limited to enterprises whose securities are traded in public capital markets. SMEs –and those who use their financial statements –can benefit from a common set of accounting standards different from full IFRS. Users may have less interest in some information in general-purpose financial statements prepared in accordance with full IFRS than the users of financial statements of publicly traded entities (users of the financial statements of SMEs may have greater interest in short-term cash flows, liquidity, balance sheet strength and interest coverage or they may need some information that is not ordinarily presented in the financial statement of publicly traded companies).The differences between full IFRS and IFRS for SMEs must bedetermined on the basis of users’needs and cost-benefit analyses as quotes (Bohušová, 2007). There can be found different attitudes to the introduction of standards for SMEs in accounting theory. As stated by Březinová(2004), it is very important to consider who the users of financial statements are while making the decision about the application of accounting standards for SMEs. Also, V eerle (2005) and Street and Larson (2004) were in opposition to SMEs’accounting harmonisation based on full IFRS, which is applied in Malta, Cyprus or Croatia (mainly because of the different needs of users of the information from the financial statements). With quotes (Březinová, 2004), the basic problem is the approaches to the valuation methods used by IFRS for companies which are not the subjects of public interest. The philosophy of IFRS is primarily to provide the information for financial investors and supervising institutions while the standards for SMEs (which are not the subjects of public interest) should reflect the needs of different accounting information users (owners, managers, state, tax authorities, insurance companies, creditors, etc.). On the contrary, Haller (2002) asked whether the size of the enterprise is the reason for the application of different methodical approaches to financial statements. Furthermore, Oberreiter (2005) expressed doubt about the harmonisation of the standards for SMEs mainly because of its local character. According to the author, SMEs lack the ambition to become large or listed companies.He suggested different approaches to the individual SMEs.3 BackgroundSince 2004, the IASB has been working on a project to develop accounting standards suitable for enterprises that are not obliged to prepare financial statements in accordance with IAS/IFRS. In June 2004, the discussion paper Preliminary Views on Accounting Standards for SMEs was published. The responses (120 responses) to the discussion paper showed a clear demand for an IFRS for SMEs and the preference to adopt the IFRS for SMEs rather than locally or regionally developed standards. Based on the responses to the discussion paper, the enterprises which should prepare their financial statements in accordance with IFRS for SMEs were defined. They were defined by the IASB as enterprises that either do not have public accountability or publish general-purpose financial statements for external users.The IASB definition of SMEs does not include quantified size criteria for determining what a small or medium-sized entity is because those standards could be used in over 100 countries (from the reasons already mentioned). It is not feasible to develop a quantified test that would be applicable and long-lasting in all of those countries. In deciding which entities should be required or permitted to use the IFRS for SMEs, jurisdiction may prescribe the quantified size criteria in a particular country. Despite this fact, the IASB approach focuses on ‘the typicalSME’with about 50 employees. It is a quantified size test for defining SMEs, but rather, for helping it decide the kind of transactions, events and conditions that should be explicitly addressed in the IFRS for SMEs.中文译文中小企业会计准则的应用Danuse Nerudova和Hana Bohusova摘要中小企业在欧盟经济中占有非常重要的地位，主要集中在就业领域。
财务管理实践外文翻译文献
文献信息：文献标题：Impact of Financial Management Practices on SMEs Profitability with Moderating Role of Agency Cost（财务管理实践对中小企业盈利能力的影响及代理成本的调节作用）国外作者：Saqib Muneer，Rao Abrar Ahmad，Azhar Ali文献出处：《Information Management and Business Review 》, 2017, 9(1):23-30字数统计：英文2939单词，16394字符；中文5144汉字外文文献：Impact of Financial Management Practices on SMEsProfitability with Moderating Role of Agency Cost Abstract The importance of Small and medium enterprises (SMEs) towards economic development and growth is considerable. Some SMEs are facing difficulties to their development due to the lack of financial resources and management experience. The objective of this study is to check the relationships of financial management practices on profitability of small and medium enterprises and also to check the impact of agency cost on this relationship. This study consists of data analysis of two hundred SMEs from Faisalabad Pakistan. The study used primary data predominantly. SPSS 23 is used for descriptive analysis and Structural Equation Model (SEM) through Partial Least Square (PLS) 3 for hypothesis testing. The findings of this study indicate the presence of positive relationship between financial management practices and SMEs profitability but agency cost as a moderator has no effect on this relationship. The study strongly recommends higher adherence to financial management practices. Policy makers, developments partners, owners, and managers of SMEs may use these findings for sustainability of their business in Pakistan.Keywords: Financial management practices, Agency cost, SMEs, Working Capital1.IntroductionSmall and medium enterprises (SMEs) have significant contribution toward creating employment and also toward the economic development and growth (International Labor Organization, 2013, p. 1; Ratten, 2014; ulHaq, Usman, Hussain, and Anjum, 2014; Karadag, 2015). In Japan, small and medium industries have marked dominance, constituting about 99% of corporations (The Information Dissemination and Policy Promotio n Division of Japan’s Patent Office, 2009). In South Africa, SMEs contribute about 91% of formal business and provide 61% employment opportunities and enhance the GDP of South Africa between 52 to 57% (Abor & Quartey, 2010). In low income countries like Pakistan, the scale of the businesses size is limited to micro to medium. The main question is that how small and medium businesses measure their performance (Ahmad & Harif, Hoe, 2013, p. 87; Benedict & Matsotso, 2014, p. 247) said that failure of SMEs is inappropriate scale of measurement of the performance. The measurement of business is better through financial performance (Gallani, Krishnan & Kajiwara, 2015, p. 6). Effective use of finance much emphasized by modern research (Gitman, 2011). This scholarly effort will help to identify the financial management practices effect on the profitability of SMEs and also identify the agency cost effect. Good corporate governance is necessary for improving the performance and profitability of businesses (Braga-Alves & Shastri, 2011; Price, Rountree & Roman, 2011). In developing countries attention has been given to governance of the firm but still firms are suffering the governance problem (Ekanaakey, Perera & Perera, 2010). Actually corporate governance are rules under which the relationship of manager and owner is over looked and it is make sure that the manager is working for best interest of the owner.The contribution of this study is that financial management practices of SMEs are to improve its financial performance and review the cost that has to bear to the owner of the firm for maintaining the fair behavior of the financial manager in thebest interest of the firm. SMEs are a key source of economic growth (Sadi & Henderson, 2010), whether in developed or developing countries. In Saudi Arabia SMEs represent more than 90% of enterprises providing 51% of jobs in private sector and 22% of GDP (Mohammed, 2015 b). Importance of SMEs is now widely recognized as playing a vital role in creating new jobs (OECD, 2006; Karadag, 2015). Pakistan is also a developing country and the importance of SMEs can’t be ignored. Although Importance of these entities considerable but a high failure rate has found there, which led researchers to question the management practices of these entities (Fatoki, 2014, p. 922). In Pakistan SMEs are not providing required results although when compared with other developing countries because in Pakistan SMEs are facing many problems. From the major problem lack of financial management practices also include. This study is conducted in Faisalabad city so that financial management practices adopted by SMEs and the impact of these practices on firm performance can be viewed. For this study Faisalabad is selectedbecause this city is hub of the industries in Pakistan and due to this characteristic is also known as Manchester of Pakistan.2.Literature ReviewPakistan located in South Asia, with population of 188 million and DGP rate 4.7% (The World Bank, 2015). Trade and commerce played an important role in development of the economy so that the government of Pakistan has established a body for support and promote this sector. This government body is called Small and Medium Enterprises Development Authority (SMEDA) and it has responsibility of policies making related to promotion of SMEs, facilitation of financing is also the responsibility of SMEDA. It also helps in training and educating to the entrepreneurs. Pakistan’s position is lowest if it compared wit h other South Asian countries. The ratio of new firm in Pakistan is very low and close competitors of the firms are India and Bangladesh. Other member countries of Organization for Economic Co-operation and Development (OECD) performing much better. Specifically, United Kingdom (UK) is performing excellent and got the position at top of the ranking table. Thereare many factors which are badly affected performance of Pakistan businesses, and in this regard small businesses can play vital role to improve the Pakistan economy. Now Pakistan has also got memberships of OECD. In Pakistan the entrepreneurs are different from the entrepreneurs in other countries. Ali et al. (2010) has reported the impact of culture of Pakistan on entrepreneurial intentions. By usin g Hofstede’s dimensions about cultural, the results indicate that elements of culture for instance; collectivism and uncertainty avoidance are badly affecting the thinking of entrepreneurial intentions in Pakistan.SMEs stand for small and medium enterprises but State Bank of Pakistan (SBP) define SMEs in this way that SMEs can be classified into these three levels of business form micro enterprises, small enterprises and medium enterprises (SBP 2010). By the definition of State Bank of Pakistan SME means that any entity which is not a public limited co and has not full time employees more than 250 (manufacturing business), not more than 50 (in a trading or service business). Like other management science, financial management also establish its goals first and then its objective to achieve its financial goals. The main goal of financial management it to get maximum profit for the firm because many researchers have argued that SMEs play a significant role in the social and economic development of a country (for example, Benzing, Chu and Kara, 2009; Al-Disi, 2010; Han, Benson, Chen and Zhang, 2012; Shinozaki, 2012). Sometime financial decisions taken by owner of the firm proved wrong or wrong decision taken by the hired manager badly affect the profitability of the firm. Profitability of the firm could be damage due to the inefficient financial management. Mostly small and medium size businesses failed due to the absence of sufficient knowledge about efficient financial management. A sound financial management system has the effective governs system to the incomes, expenses, assets and liabilities to organizational performance (Abanis et al., 2013). The purpose of this study is not to cover all the aspect but only these practices will be included in this study accounting information systems, Financial Information System and working capital management.Accounting information systems consists of bookkeeping, recoding financialactivity transactions, cost accounting and the use of computers to manage these all activity. Small and medium enterprise publications and research have highlighted the importance of management of accounting system for SMEs. For example, in the literature of Lavia Lopez and Hiebl (2015) it was concluded that management of accounting system has a positive effect on performance of SMEs. Many SMEs are lower in their formal planning processes (Pemberton and Stone house, 2002). This makes relevant to examine the planning practices of small and medium businesses. Purpose of this study is to review the relationship of accounting information system toward firm profitably. Financial Information System: the frequency and the purpose of financial reporting, analysis of financial reporting, interpretation and auditing of financial reporting. Financial management expertise: the formal and informal education, relevant qualifications, training in financial management and overall financial management expertise. Working capital includes these content management of cash activity, management of account receivables and inventory management. Larger firm invested larger cash in the working capital and also have larger amounts of short term payables due to the source of financing (Deloof, 2003; Muneer et al., 2013). Both internal and external factors can influence the decision about current assets and current liabilities level. Recent studies, Silva (2011) and Gomes (2013) found positive relationship between working capital (WCM) and profitability, which indicates that firms have optimal working capital level which maximizes their profitability; see also Baños-Caballero et al. (2012) for evidence concerning with SpanishSME. Agency cost problem was raised by (Means and Berle, 1932) and in their research they argued that agency cost might be increased when ownership and control of the business separated. They told the cause of this increasing cost in-consistent interest of stockholders and management. Baker and Powell (2005) in their study define the agency problem as that agency problem create difficulties that are faced by the financiers to ensure the owners or stockholders of firm that their finance or fund is not wasted on any un attractive project. To check the impact of financial management practices on firm growth and role of agency cost as moderator, the following hypothesis are developed:Hypothesis 1:H1: Accounting information system (AIS) is positively related with profitability of SMEs.H1a: Accounting information system (AIS) is not positively related with profitability of SMEs.Hypothesis 2:H2: Financial information system (FIS) is positively related with profitability of SMEs.H2a: Financial information system (FIS) is no positively related with profitability of SMEs.Hypothesis 3:H3: Working capital management (WCM) is positively related with profitability of SMEs.H3a: Working capital management is not positively related with profitability of SMEs.Hypothesis 4:H4: Agency Cost as a moderator is affecting the profitability of SMEs.H4a: Agency Cost as a moderator is not affecting the profitability of SMEsFigure 1: Theoretical Frame Work3.MethodologyThis study occupied primary data to analyze the results fromfinancialmanagement practices adopted by SMEs in Faisalabad. This study is conducted to test hypothesis and to develop a relationship between the dependent variable “Firm Growth” and the independent variables “Accounting information system, Financial information system, Working capital management” with moderating effect of agency cost. Survey questionnaires are used to collect the response from the target population.The sample for this study is comprised of 300 SMEs operating in Faisalabad city.Total three hundred questionnaires were delivered to the SMEs out of which two hundred responses were received back. During data entry, 20 questionnaires were incomplete and considered as redundant. Remaining 180 questionnaires were considered for the analysis. To test the hypothesis, Structural Equation Modeling (SEM) is applied by using partial least square (PLS. 3).4.ResultsFor the assessment of validity and reliability Cronbach’s alpha, composite reliability and average variance extracted (A VE) are used in the present study.According to George and Mallery (2003) “The value ofCronbach’s alpha less than0.50 is not acceptable, 0.50-0.60 is considered as poor but acceptable, while any valueabove 0.70 is considered as good”. Results show that data is valid.Table 1: Convergent validity (Measurement Model Quality Criteria)Cronbach’s Alpha CompositeA VEReliabilityAccounting information system 0.875133 0.906144 0.618016 Financial information system 0.768943 0.831819 0.589577 Working capital management 0.772320 0.828675 0.631078 Agency cost 0.674158 0.7794710.618230 Firm performance 0.552810 0.653952 0.565824 Financial Management Practices and Firm Performance Structural Model: Firm performance (FP) was assessed by using a three items scale. Three parameters (Accounting information system (Q1=.515), Financial information system (Q2=.238) and Working capital management (Q3=.112) were used to determine the firm performance and these parameters defined (Q5=.654) of firm performance overall. Itsmean there were also some other variables effecting firm performance.Figure 2: Predictive Relevance of Structural ModelsNote: Q1: Accounting information system (AIS), Q2: Financial information system (FIS), Q3: Working capital management (WCM), Q4: Agency cost, Q5: Firm performanceTable 2: Model Summery of All Independent VariablesHypothetical relationship Path coefficientAbsolute t-statistical valuesValues of R2 Values of Q2Q1 – Q5 0.515*** 6.402Q2-Q5 0.238*** 2.882Q3-Q5 0.112** 1.979Q5 0.654 0.231 Agency Cost (Moderator) and Firm Performance Structural Model: Agency cost is the moderator in this study. In below model agency cost (Q4) is taken as an independent variable (IV) to check its impact on firm performance and its shows (R2=-.076, 0.191, 0.216) of firm performance which is very low of total firm performance. The value of R2 is not significant because it should be more than 0.5Cronbach’s (1951).Figure 3: Predictive Relevance of StructureTable 3: Model SummeryRelationship Path Coefficient Absolute t-statistic valueValue of R2 ModeratorQ1-Q4 -0.076 0.730Q6 0.643 Not moderator Q2-Q4 0.1910.942Q6 0.623 Not moderator Q3-Q4 0.216 0.937Q6 0.525 Not moderator In the current study 4 hypothesis were tested. At the end results identified that 3 hypothesis (H1, H2, H3) were supported. It means results shown that AIS (accounting information system) FIS (financial information system) and WCM (working capital management) have significant impact on the profitability of SMEs. When one hypothesis was supported (H4a). It means result shown that agency cost is not affecting the relationship of (IV) and (DV) as a moderator in this study held in Faisalabad Pakistan.5.ConclusionThe major objective of this study was to examine the effect of financial management practices on the profitability of small and medium business and to checkthe financial practices adopted by SMEs in Faisalabad city of Pakistan. The data analysis shows that financial management practices have significant impact of SMEsprofitability. Most of the firms in Faisalabad city prepared their financial statement, balance sheet and income statement prepared regularly and frequently. Most of the firms have employed accountant for managing accounts department. Tendency to use computer for accounting information system was low in small size business but in medium size businesses accounting system was strong. 80% of the total firms followed cash management practices which include cash budget, review of cash budget on monthly or weekly basis. Most of the small enterprises prepare cash budget on weekly basis. This research shows that mostly firms are familiar to cash budgeting, cash control and cash flows. 36% firm face cash shortage problem for its expenditurewhile 64% firms face cash surplus. Finding tells that cash surplus is major problem than cash shortage for SMEs. Major issues created form cash surplus is that where surplus should invest for earn profit. Most of the firms have not better option to invest surplus cash in a profitable project. Agency problem may play a significance role in performance of business, for this purpose present study was also examined the agency cost behaviors as a moderate between the relationship of financial management and SME profitability in Faisalabad Pakistan. But it was viewed that agency cost worked as a moderator in any other economy but not worked in Faisalabad Pakistan. This study also explains that agency cost as an independent variable have some effect on profitability of SMEs.Limitations of the Research Study: Major limitation related to this study was financial and non-financial resources; time limitation and due to these limitation and scope of the study research have to limit the number of objectives. There are multiple areas of financial management related to research problem and research question directly or indirectly but due to the limitation of time and fund all the areas of financial management could not be investigated. Because resources were scarce so that all the SMEs in Pakistan could not be studied and selected SMEs in Faisalabad city were taken as a target population. Mostly selected firm were manufacturing concern. In Faisalabad city there are large no of small and medium business units and have different management practices and knowledge if compared with the SMEs situated in other cities of Pakistan. All primary data was collected from personalinterview but failed to collect any documentary prove related provided information by the respondent. This study viewed the internal factor which influence the profitability but not viewed any external factor which may affect the financial management practices.Implications for the Further Research: This study leads to the suggestion that in further research work should supplemented so that other areas could be examined which could not covered by this study. Following are the further suggestion for future research.•Findings or current study can be used in other financial management practices such as management of current assets, management of fixed assets and capital structure management in other cities of Pakistan.•Model of this study can be used in the other cities of Pakistan to check the financial management practices.•Most of the small enterprises in Faisalabad Pakistan are not adopting better financial management practices the reasons can be reviewed.•The financial performance of small enterprises and the medium enterprises can be viewed because there is difference in financial management practices of small enterprises and medium enterprises.•In small enterprises owner himself manage financial activities and in medium enterprises accounts manger manage financial activities so that effect of owner and manager financial management practices can be viewed.Finding can be used for the improvement of financial management practices especially in small enterprises for development of this sector of Pakistan.中文译文：财务管理实践对中小企业盈利能力的影响及代理成本的调节作用摘要中小企业对经济发展和增长的重要性是相当大的。
中小企业财务管理外文翻译文献
文献信息：文献标题：Strengths and Weaknesses among Malaysian SMEs: Financial Management Perspectives（马来西亚中小企业的优势和劣势：财务管理视角）国外作者：Norasikin Salikin，Norailis Ab Wahab，Izlawanie Muhammad 文献出处：《Procedia - Social and Behavioral Sciences》,2014, 129:334-340字数统计：英文1918单词，10677字符；中文3291汉字外文文献：Strengths and Weaknesses among Malaysian SMEs:Financial Management PerspectivesAbstract In Malaysia, 97.3% of business establishments are comprised of small and medium enterprises (SMEs) which account for about 52.7% of total employment that is generated in the country. Malaysian government through the Ministry of International Trade and Industry (MITI) and its agencies works hard on assisting SMEs through various activities to promote exposures on prudent financial management. This paper aims to identify the financial strengths and weaknesses face by SMEs in helping those entities to plan appropriate financial management programme. Semi- structured interviews were conducted among thirty five SMEs that are willing to participate voluntarily. This study found that capital is the key elements in both strengths and weakness among SMEs. Running the business without any external capital (loan) reducing the financial risk of the business. It will be easier for the managers to make business decisions without any constraint as there is no limitation set by fund provider. The study also revealed capital insufficiency is the crucial problems among SMEs which might due to the difficulties to obtain external fund. Although the results should be taken with caution, nevertheless financialmanagement is vital in order to face new business challenges as well as for the survival of the business in the future.Keywords: Small Medium Enterprises; SMEs; Financial Management1.IntroductionSmall and medium enterprises (SMEs) play important roles in Malaysian economy. Report of Malaysia Economic Census 2011 showed that there were 645,136 SMEs operating in Malaysia, representing 97.3 per cent of total business establishments. Furthermore, SMEs employed about 3.7 million out of a total of 7.0 million workers amounting 52.7 per cent of total employment in the country. With a total share of gross output reached 28.5 per cent in year 2011 as compared to only22.2 per cent in year 2000 it shows that the roles are getting significant.A considerable amount of literature has been published on the management issues of SMEs. On the other hand only few studies were focusing on the financial management, especially in developing countries although it has been known that, financial management plays crucial function in business management. Report on case study conducted by Bank Negara Malaysia (2003) on SMEs, suggested that one of the key elements SMEs should adopt to survive for a long term, in a global environment is prudent financial management. It will ensure that all the available business resources are used efficiently and effectively to provide optimum return (SME Corporation Malaysia, 2011).The aim of this paper is to identify the strengths and weaknesses face by Malaysian SMEs in term of financial management.2.SMEs Definition in MalaysiaThere is no solid meaning of SMEs as different countries are using different definition due to several demographic factors and characteristics including size, location, structure, age, number of employees, sales volume, ownership through innovation and technology (Zeinalnezhad et. al, 2011). Based on employees number and total turnover, Malaysia adopts slightly similar definition as being use by UnitedKingdom, United States of America, Japan, China and Korea (Norailis, 2013).Previously Malaysian SMEs were defined as firms with sales turnover not exceeding RM25 million or employment not exceeding 150 workers for manufacturing and sales turnover not exceeding RM5 million or employment not exceeding 50 workers for services and other sectors. As the economy has change and the business trends are moving abroad. On 11th July 2013, Malaysian Prime Minister Datuk Seri Najib Tun Razak announced the new criteria of SMEs which will be effective on 1st January 2014. Table 1 shows the new classification of SMEs.The new definition is more comprehensive, covering all sectors of the economy including construction, as well as mining and quarrying sectors. It is expected to result in more firms being classified as SMEs to 98.5 per cent (currently: 97.3 per cent), particularly from the services sector to facilitate the country’s transformation to a high income nation through the initiatives under the SME Masterplan. In year 2013, a total of 155 programmes have been planned for the implementation with a financial commitment of RM18.4 billion, expecting to benefit 467,838 SMEs.With all the facilities provided by the government, SMEs should grab these opportunities to expand the businesses. However, the managers need to be equipped with latest knowledge and management skills to successfully manage their businesses in current business environment and stiff competition (Mohd. Amy Azhar, Harizal, & Hoe, 2010). In view of the fact that many entrepreneurs in Malaysia manage their business themselves without formal education background it lead to various management problems (Mohd Amy Azhar et al., 2010). One of the most common problems face by SMEs is financial management problem (Hashim & Wafa, 2002).3.Financial Management of SMEsFinancial management is concerning with the creation and maintenance of economic value or wealth (Titman et.al, 2011). It involves decisions to accumulate and preserve wealth of the business. Generally it covers the decision making process in several areas such as determining the source of finance and dividend policy, investment decisions and working capital management. There is no big different between managing financial functions of big businesses or small businesses except that SMEs only deal with capital budgeting and working capital decision, given that SMEs are not paying dividends (Agyei- Mensah, 2011).Comparative review on previous studies by Mohd Amy Azhar et al. (2010) suggested that financial management consist of six components; financial planning and control, financial accounting, financial analysis, management accounting, capital budgeting and working capital management. The study also highlighted that the adoption of financial management tools among Malaysian SMEs were very low. Seeing that most SMEs practicing proper financial planning and control, financial accounting and working capital management, these components were labeled as core components of financial management. Yet the other three components which were mostly neglected were labeled as supplement components of financial management.A small scale study by Agyei-Mensah (2011) concluded that the influence of fund providers and external accountants are the most dominant factors stimulate SMEs to adopt reasonable financial management. On the other hand, due to lack of internal accounting staff and high cost to hire qualified accountant, SMEs face difficulties to understand accounting record and practice sound financial management.4.MethodologySemi-structured interviews were conducted among thirty five SMEs that were willing to participate in this study. The process of data collection took almost two months, due to the process of getting responses from the SMEs that were willing to participate in the study. The interview sessions were divided into two main sections. Section A was on demographic profile of the interviewees made up of various types ofindustries. This part asked for background information, which includes type of ownership, age of business, initial capital, source of capital, time spent to manage business, number of employees and owners’ education background. The SMEs crossed the range of firm size, geographic location within Malaysia. Meanwhile, Section B focused on the financial management activities and related questions on the practices. Initially, to understand the behaviour of respondents, the data are first described using appropriate tables. Further analysis is conducted by categorizing the responses regarding strengths and weaknesses among participated SMEs and quantifying the results.5.Results and DiscussionsThere were thirty five SMEs that participated in the study and their profile as presented can be categorized as sole proprietorship, partnership and company which consisted several type of businesses as viewed in Table 2.As for age of SMEs, more than half of the participated SMEs were between 0 to 3 years (19.5%) and followed by 4 to 6 years (24.1%), 7 to 9 years (13.8%) and finally more than forty percent of the SMEs aged 10 years and above. A total of 74% were bootstrapped from their own savings or borrowing from friends and relatives for initial capital. From the total, 25.88% dared to bootstrapped for the amount less thanRM5,000; RM20,001 and above (43.5%). However, merely seven per cent had their initial capital from commercial banks and government grants where the amount was more than RM50,000. Surprisingly, nearly half (49.5%) of the business owners spent their time between 9 to 12 hours every day to manage their businesses.It is important to know the educational background of the business owners because it showed the extent of their willingness in accepting new knowledge through training, seminars and workshops. These events were managed mostly by agencies under Ministry of International Trade and Industry (MITI) such as Pocket Talks by SME Corp., Domestic Investment activities by Malaysian Investment Development Authority (MIDA) and Innovative and Creative Circle (ICC) Convention by Malaysia Productivity Corporation (MPC). The government urges the SMEs to utilize the skills and knowledge gained from these events so that they could adopt prudent financial management.5.1.Financial Strengths of SMEsThe overall response on the financial strengths of the business can be classified into several main aspects. The detail of the classification is summarise in Table 3. Of the thirty five respondents, only 28 per cent of the participants pinpointed their financial strengths. Perhaps the other 72 per cent of the participants did not have any financial strengths or unable to identify their financial strengths due to lack of knowledge or education background.The result showed 26 per cent of the responses indicated that running the business using their own capital as their main financial strength. However SMEs need to bear in mind that in order to expand their business in the future, more capital is needed. Therefore it is advisable for them to use financing facilities provided by the financial institutions or government entities in helping them to have stronger financial capabilities to run the business in more competitive world. Another 17 per cent of the responses indicate that financial stability as the financial strengths of their businesses, followed by support from government entities (11%), doing business on cash basis (11%) and other aspects as shown in.5.2.Financial Weaknesses of SMEsIn response to the financial weakness, more participants (33%) were able to identify their weakness, compared to their financial strengths (28%). 40 per cent of the responses stressed that the main aspect of financial weaknesses in running their businesses is capital insufficiency and followed by incomplete accounting record (16%). Deterioration in financial performance is listed as the third aspects, with the response rate of 13 per cent and the difficulties in obtaining loan from financial institutions and government agencies listed as the following aspects with 11 per cent response rate. A possible explanation for this might be that due to the problem in financial performance plus incomplete financial record, it might be difficult for the SMEs to obtain loan from any entities, causing them to face a problem of capitalinsufficiency to run their business efficiently. Among other responses revealed in the study as detailed in Table 4 are high operating costs and collection problems.6.ConclusionThis study outlines the financial strengths and weaknesses of Malaysian SMEs. One of the most significant findings to emerge from this study is that, capital is the most critical financial component among SMEs. Running a business without any external capital (financing) shows the business is in a good financial condition. External financing may increase the risk of bankruptcy due to inability to settle the debt within agreed period. However, as the business keep growing, it is advisable for the SMEs to inject more capital to accommodate the expansion. Hiring appropriate staff may help SMEs in overcoming the constraints in applying for external financing through the preparation of proper accounting record and practicing prudent financial management.中文译文：马来西亚中小企业的优势和劣势：财务管理视角摘要在马来西亚，97.3％的商业机构由中小型企业（SMEs）组成，占全国总就业人数的52.7%左右。
中小企业财务管理 外文文献翻译
文献出处：Kilonzo JM, Ouma D. Financial Management Practices on growth of Small and Medium Enterprises: A case of Manufacturing Enterprises in Nairobi County, Kenya[J]. IOSR Journal of Business and Management, 2015, 17(8): 65-71第一部分为译文，第二部分为原文。
默认格式：中文五号宋体，英文五号Times New Roma，行间距1.5倍。
中小企业财务管理实践：肯尼亚内罗毕县制造业企业案例摘要：中小企业对国内经济社会发展做出了重要贡献。
本研究的目的是确定中小企业采用的财务管理做法及其对增长的影响程度。
本研究的具体目标是确定营运资金管理实践，投资实践，财务计划实践，会计信息系统，财务报告和分析实践对中小企业增长的影响。
内罗毕县记录显示，该县有五万多家小微企业。
肯尼亚制造业协会1999年的基线研究报告（KAM 2009）在肯尼亚记录了745家活跃的制造业中小企业，在内罗毕县有410人。
使用向中小型企业的业主/经理管理的问卷调查，从41家中小企业收集了主要数据。
使用简单的随机抽样技术来选择中小企业。
使用描述性和推论统计分析数据。
研究确定，75％的中小企业出售其产品现金，82％保持现金限额，92％有手动库存登记，35％的企业投资长期资产，45％的企业用内部资金进行商业融资。
55％没有正式的会计制度，74％的会计师没有合格的会计师准备财务报表。
在财务管理实践中，工业化部应引入中小企业能力建设方案。
关键词：中小企业（SME），财务管理实务，内罗毕县中小企业为任何国家的经济和社会发展做出重要贡献。
据国际劳工组织（2008年），日本约有80％的劳动力和德国的50％的工人在中小企业工作。
对于发展中国家，中小企业对乌干达（20％），肯尼亚（19.5％）和尼日利亚（24.5％）的国内生产总值做出了重大贡献。
中小企业财务风险管理外文文献翻译2017
外文文献翻译原文及译文文献出处: Sharifi, Omid. International Journal of Information, Business and Management 6.2 (May 2017): 82-94.原文Financial R isk M ana gement for Small and M edium SizedEnter pr ises(SM ES)Omid SharifiMBA, Depa rtment of Commerce and Business Ma nagement,Ka ka tiya University, House No. 2-1-664, Sa ra wa thi nega r,1．ABSTR AC Tmedium sized Enterprises (SME) do also face business risks, Similar to large companies, Small and Mwhich in worst case can cause financial distress and lead to bankruptcy. However, although SME are a major part of the India and also international - economy, research mainly focused on risk management in large corporations. Therefore the aim of this paper is to suggest a possible mean for the risk identification, analysis and monitoring, which can be applied by SME to manage their internal financial risks. For this purpose the financial analysis, which has been used in research to identify indicators for firm bankruptcy, was chosen.The data required for the study was collected from Annual report of the Intec Capital Limited. For the period of five years, from 2008 to 2012.the findings showed the data and the overview can be used in SME risk management.Keywor ds: Annual report, Small and Medium sized Enterprises, Financial Risks, Risk Management.2．INTR UDUC TIONSmall and medium sized enterprises (SME) differ from large corporations among other aspects first of all in their size. Their importance in the economy however is large . SME sector of India is considered as the backbone of economy contributing to 45% of the industrial output, 40% of India’s exports, employing 60 million people, create 1.3 million jobs every year and produce more than 8000 quality products for the Indian and international markets. With approximately 30 million SMEs in India, 12 million people expected to join the workforce in next 3 years and the sector growing at a rate of 8% per year, Government of India is taking different measures so as to increase their competitiveness in the international market. There are several factors that have contributed towards the growth of Indian SMEs.Few of these include; funding of SMEs by local and foreign investors, the new technology that is used in the market is assisting SMEsadd considerable value to their business, various trade directories and trade portals help facilitate trade between buyer and supplier and thus reducing the barrier to trade With this huge potential, backed up by strong government support; Indian SMEs continue to post their growth stories. Despite of this strong growth, there is huge potential amongst Indian SMEs that still remains untapped. Once this untapped potential becomes the source for growth of these units, there would be no stopping to India posting a GDP higher than that of US and China and becoming the world’s economic powerhouse.3. R ESEAR C H QUESTIONRisk and economic activity are inseparable. Every business decision and entrepreneurial act is connected with risk. This applies also to business of small and medium sized enterprises as they are also facing several and often the same risks as bigger companies. In a real businessenvironment with market imperfections they need to manage those risks in order to secure their business continuity and add additional value by avoiding or reducing transaction costs and cost of financial distress or bankruptcy. However, risk management is a challenge for most SME. In contrast to larger companies they often lack the necessary resources, with regard to manpower, databases and specialty of knowledge to perform a standardized and structured risk management. The result is that many smaller companies do not perform sufficient analysis to identify their risk. This aspect is exacerbated due to a lack in literature about methods for risk management in SME, as stated by Henschel: The two challenging aspects with regard to risk management in SME are therefore:1.SME differ from large corporations in many characteristics2.The existing research lacks a focus on risk management in SMEThe following research question will be central to this work:1.h ow can SME manage their internal financial risk?2.W hich aspects, based on their characteristics, have to be taken into account for this?3.W hich mean fulfils the requirements and can be applied to SME?4. L ITER ATUR E R EVIEWIn contrast to larger corporations, in SME one of the owners is often part of the management team. His intuition and experience are important for managing the company. Therefore, in small companies, the (owner-)manager is often responsible for many different tasks and important decisions. Most SME do not have the necessary resources to employ specialists on every position in the company. They focus on their core business and have generalists for the administrative functions. Behr and Guttler find that SME on average have equity ratios lower than 20%. The different characteristics of management, position on procurement and capital markets and the legal framework need to be taken into account when applying management instruments like risk management. Therefore the risk management techniques of larger corporations cannot easily be applied to SME. In practice it can therefore be observed that although SME are not facing less risks and uncertainties than large companies, their risk management differs from the practices in larger companies. The latter have the resources to employ a risk manager and a professional, structured and standardized risk management system. In contrast to that, risk management in SME differs in the degree of implementation and the techniques applied. Jonen & Simgen-Weber With regard to firm size and the use of risk management. Beyer, Hachmeister & Lampenius observe in a study from 2010 that increasing firm size among SME enhances the use of risk management. This observation matches with the opinion of nearly 10% of SME, which are of the opinion, that risk management is only reasonable in larger corporations. Beyer, Hachmeister & Lampenius find that most of the surveyed SME identify risks with help of statistics,checklists, creativity and scenario analyses. reveals similar findings and state that most companies rely on key figure systems for identifying and evaluating the urgency of business risks. That small firms face higher costs of hedging than larger corporations. This fact is reducing the benefits from hedging and therefore he advises to evaluate the usage of hedging for each firm individually. The lacking expertise to decide about hedges in SME is also identified by Eckbo, According to his findings, smaller companies often lack the understanding and management capacities needed to use those instruments.5.M ETHODOL OGYE OF FINANC IAL ANAL YSIS IN SM E R ISK M ANAGEM ENTHow financial analysis can be used in SME risk management?5.1.1 Development of financial r isk over view for SM EThe following sections show the development of the financial risk overview. After presenting the framework, the different ratios will be discussed to finally present a selection of suitable ratios and choose appropriate comparison data.5.1.2.Fr a mewor k for fina ncial r isk over viewThe idea is to use a set of ratios in an overview as the basis for the financial risk management.This provides even more information than the analysis of historicaldata and allows reacting fast on critical developments and managing the identified risks. However not only the internal data can be used for the risk management. In addition to that also the information available in the papers can be used.Some of them state average values for the defaulted or bankrupt companies one year prior bankruptcy -and few papers also for a longer time horizon. Those values can be used as a comparison value to evaluate the risk situation of the company. For this an appropriate set of ratios has to be chosen.The ratios, which will be included in the overview and analysis sheet, should fulfill two main requirements. First of all they should match the main financial risks of the company in order to deliver significant information and not miss an important risk factor. Secondly the ratios need to be relevant in two different ways. On the one hand they should be applicable independently of other ratios. This means that they also deliver useful information when not used in a regression, as it is applied in many of the papers. On the other hand to be appropriate to use them, the ratios need to show a different development for healthy companies than for those under financial distress. The difference between the values of the two groups should be large enough to see into which the observed company belongs.5.1.3.Eva lua tion of r a tios for fina ncia l r isk over v iewWhen choosing ratios from the different categories, it needs to be evaluated which ones are the most appropriate ones. For this some comparison values are needed in order to see whether the ratios show different values and developments for the two groups of companies. The most convenient source for the comparison values are the research papers as their values are based on large samples of annual reports and by providing average values outweigh outliers in the data. Altman shows a table with the values for 8 different ratios for the five years prior bankruptcy of which he uses 5, while Porporato & Sandin use 13 ratios in their model and Ohlson bases his evaluation on 9 figures and ratios [10]. Khong, Ong & Yap and Cerovac & Ivicic also show the difference in ratios between the two groups, however only directly before bankruptcy and not as a development over time [9]. Therefore this information is not as valuable as the others ([4][15]).In summary, the main internal financial risks in a SME should be covered by financial structure, liquidity and profitability ratios, which are the main categories of ratios applied in the research papers.Fina ncial str uctur eA ratio used in many of the papers is the total debt to total assets ratio, analyzing the financial structure of the company. Next to the papers of Altman, Ohlson and Porporato & Sandin also Khong, Ong & Yap and Cerovac & Ivicic show comparison values for this ratio. Thosedemonstrate a huge difference in size between the bankrupt and non-bankrupt groups.Figur e 1: Development of tota l debt/tota l a ssets r a tioData sour ce: Altman (1968), Por por a to & Sandin (2007) and Ohlson (1980), author ’s illustr a tionTherefore the information of total debt/total assets is more reliable and should rather be used for the overview. The other ratios analyzing the financial structure are only used in one of the papers and except for one the reference data only covers the last year before bankruptcy. Therefore a time trend cannot be detected and their relevance cannot be approved.C ost of debtThe costs of debt are another aspect of the financing risk. Porporato & Sandin use the variable interest payments/EB IT for measuring the debt costs. The variable shows how much of the income before tax and interest is spend to finance the debt. This variable also shows a clear trend when firms approach bankruptcy.L iquidityThe ratio used in all five papers to measure liquidity is the current ratio, showing the relation between current liabilities and current assets (with slight differences in the definition). Instead of the current ratio, a liquidity ratio setting the difference between current assets and current liabilities, also defined as working capital, into relation with total assets could be used.Figur e 2: Development of wor king capita l /total assets r a tioData sour ce: Altman (1968) and Ohlson (1980); author ’s illustr a t ioBasically the ratio says whether the firm would be able to pay back all its’current liabilities by using its’current assets. In case it is not able to, which is when the liabilities exceed the assets, there is an insolvency risk.6.C R ITIC AL R EVIEW AND C ONC L USIONWhen doing business, constantly decisions have to be made, whoseoutcome is not certain and thus connected with risk. In order to successfully cope with this uncertainty, corporate risk management is necessary in a business environment, which is influenced by market frictions. Different approaches and methods can be found for applying such a risk management. However, those mainly focus on large corporations, though they are the minority of all companies[13].Furthermore the approaches often require the use of statistical software and expert knowledge, which is most often not available in SME. They and their requirements for risk management have mainly been neglected [17][13].This also includes the internal financial risk management, which was in the focus of this paper. Due to the existing risks in SME and their differences to larger corporations as well as the lack of suitable risk management suggestions in theory, there is a need for a suggestion for a financial risk management in SME. The aim was to find a possible mean for the risk identification, analysis and monitoring, which can be applied by SME to manage their internal financial risks. For this purpose the financial analysis, which has been used in research to identify indicators for firm bankruptcy, was chosen. Based on an examination and analysis of different papers, despite of their different models, many similarities in the applied ratios could be identified. In general the papers focus on three categories of risk, namely liquidity, profitability and solvency, which are in accordance to the maininternal financial risks of SME. From the ratios the most appropriate ones with regard to their effectiveness in identifying risks.译文中小企业财务风险管理研究奥米德沙利菲1、摘要中小型企业( SME) 和大型企业一样，也面临着业务风险，在最糟糕的情况下，可能会导致金融危机，甚至破产。
外文翻译---中小型企业财务管理模式的探析
毕业设计/论文外文文献翻译院系经济管理学院专业班级财务管理0902班姓名刘俊奎原文出处 Economic Research评分指导教师杨捷华中科技大学武昌分校2013年03月日毕业设计/论文外文文献翻译要求：1．外文文献翻译的内容应与毕业设计/论文课题相关。
2．外文文献翻译的字数：非英语专业学生应完成与毕业设计/论文课题内容相关的不少于2000汉字的外文文献翻译任务（其中，汉语言文学专业、艺术类专业不作要求），英语专业学生应完成不少于2000汉字的二外文献翻译任务。
格式按《华中科技大学武昌分校本科毕业设计/论文撰写规范》的要求撰写。
3．外文文献翻译附于开题报告之后：第一部分为译文，第二部分为外文文献原文，译文与原文均需单独编制页码（底端居中）并注明出处。
本附件为封面，封面上不得出现页码。
4．外文文献翻译原文由指导教师指定，同一指导教师指导的学生不得选用相同的外文原文。
中小型企业财务管理模式的探析摘要中小企业作为一个整体的组织.在经济全球化时代的经济发展做出了突出贡献，越来越多的国家重视中小企业.虽然中小企业发挥了重要作用，促进经济发展，但是许多中小企业的作用相当一部分单纯追求销量和市场份额而忽略核心地位的财务管理。
管理意识是刚性的，仅限于生产经营的管理结构和企业管理，企业财务管理和风险控制没有得到充分使用，这对中小型企业的信贷和融资渠道产生了负面影响，原因是缺乏有效的财务管理支持。
所以深化金融改革，探讨了金融的潜力，提高财务管理水平，建立财务管理模式适合中小企业的现状是重中之重。
关键词：中小型企业，财务管理，财务管理模式中小型企业的概念中小型企业被各界人士和政府机构以各种方式定义，正如它在不同的国家以多种方式发挥作用。
微型企业被认为是一个小公司或中型企业。
不管怎样，我们的工作即包括微型企业或小型业务，也包括中等规模业务。
对小型公司进行最全面研究的是在英国，由博尔顿委员会提出（1971）。
委员会定义“小型公司”为“一个不超过200名员工的企业”。
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附件1：外文翻译译文战略财务管理在中小企业摘要：随着社会经济的发展和科学技术的进步,中国的企业在一个充满机会和危险的阶段。
介绍了安全管理的含义和意义战略财务管理中存在的问题,阐述了财务策略进行小中型企业一起,最后提出了一些对策和原因。
关键词：中小企业的战略财务管理、问题、对策一个企业的不确定性的金融环境其财务活动充满风险。
除了机会,有许多的危险从时间,以时间,其财务管理。
因此,它已经成为了成功的关键一个企业的财务管理是否能跟踪的趋势变化什么是有用的吸收。
应当拒绝接受什么是有害的。
战略管理思想是非常重要的在企业的财务管理,因为我们必须努力去分析和把握一般环境和发展一个企业的发展趋势,从而提高适应能力、可变性和适用性的金融中心管理不确定环境。
目前,中小企业在100年通过了工商登记、以企业总数的90%。
因此,其战略财务管理是特别重要的,这也是本论文的主题。
1 简介战略性的财务管理是财务管理理论,根据该融资应该的在最适当的方式进行,采集到的资本必须利用和管理的最有效的方式虽然企业和决策和利润分配应该最合理。
根据其内涵,总结三个主要内容的战略财务管理,包括融资策略,投资战略和利润分配决策策略。
详情如下:融资策略高度发达的现代企业具有的销售急剧增长。
当面对这样一种局势,企业倾向于有很大的要求从股票和应收账款是资本的提升。
更大的为销售增长的张力,但更大的资本要求。
因此,在融资策略都具有十分重要的意义战略管理财务。
融资策略的功能在于明确的指导方针融资、铺设融资目标下,建立整体规模、融资渠道和方法,安排战略资本结构优化方案,从各方面对此作了相应的对策,以达到融资目标,最后预测和收集的大量资金的企业的需要。
投资策略为核心的战略财务管理,这种策略决定一个企业只能分配它的首都资源合理而有效的方法。
投资策略包括确认投资固定资产的方向、公司规模和资本规模、投资选择相关的外部扩张或内部扩张,改革旧的产品或开发新的、独立或联合操作,自有资金投资决定或贷款之间的百分比固定资产、流动资产、投资策略和风险和那些在通货膨胀。
利润分配决策策略这个策略,包括管理资本收益和设立股份奖金分配制度,主要的交易一个企业比例,搁在长期底图在扩大规模、提高员工福利和自身的生活水平。
利润分配决策战略旨在满足需求,对于资产资本的发展和改进企业的核心竞争力根据相关的投资策略和融资策略。
与此同时,在实行这个策略,企业建立以人为本预计分配政策的有效方法,积极探索运用那些重要的要素,如知识、技术、专利、管理利润分配决策课程。
2 我国中小企业战略财务管理的问题目前,一些常见的问题包括：2.1 缺乏科学规范的财务策略不少企业在追求只有一个大的规模,或购买大量的土地而忽略资产结构配置,或没有合理安排其资本。
他们没有财务策略,不要去提到实施。
至于其他的影响,分析了其战略财务管理是很大的影响由于他们的科学和不规则的策略,并具有以下特点:第一,他们的战略企业财务目标的总体离开他们的财务策略;第二,被认为相当于金融计划,因此忽视的综合性金融策略;第三,金融方案不是根据他们的企业的长期目标,因此有很大的随机性。
2.2 忽视战略环境分析,并有不合理的战略性的财务目标战略环境分析既是财务策略的基础和保障实施。
它包括内部和外部环境分析与前者的存在内部基础和实施依据建立的财务策略。
目前,很多中小企业没有实现战略环境的重要性,建立和推行的金融战略和因此未能有适当的分析,特别是其战略金融环境的内部环境。
作为一个结果,它们不现实的和不合理的策略有限制的有效实施他们的财政策略。
2.3 出资的角色战略性的财务预算执行预算中所起的作用主要对战略性的财务执行两个方面。
首先,它进一步阐明指定的战略财务观念,被理解,而所有的人员进行。
预算可以帮助分战略目标企业的每一个部分,甚至每一位员工。
另外,当执行某项任务联合所有部分一个所有的雇员将有更好的合作与交流,与对方。
第二,预算还提供了一个标准,一个企业的日常操作和性能。
与定量金融在预算目标确定、实际实现与预算,以揭示它们之间的目标和现实,采取有效的对策。
现在,大多数中小企业在中国没有系统、完整的预算制度由销售预算、生产成本预算,一般间接成本预算,损失和费用预算及现金预算等等。
即使一些有这样的系统,其缺乏小心预算行,严格执行预算的作用以及财务策略的实施。
2.4 企业的财务管理中存在的问题现在,一些问题,中小企业的财务管理也制约了建立和他们的财务策略的实施。
存在的主要问题的建议如下。
过时的想法,不清楚职责分工和混乱的管理。
企业不知道”的企业管理应以财务管理为基础,并应在财务管理中心资本管理;企业家和财务人员的缺乏科学的、先进的财务观念包括时间值、风险价值,边际成本、机会成本和认识不足有关经济管理的理论和方法导致职责分工不明,混乱的管理,无能的监控、虚假会计信息等。
大量财务计算,包括简化会计程序,保持重开帐户除了授权,采用不规则检查性质和现金,没有定期检查他们的银行存款、债权债务导致他们的账实不符和物品或资金,有前途的奖金和盲目逃税发放奖金在纳税。
融资困难,主要体现在渠道和规模不足融资渠道无序融资的命令。
目前,大多数中小企业面临极大的困难,获得短期贷款,更不用说长远的问题。
81%的企业没有足够的流动资金等)。
时间的贷款的时间越长,他们真的可以利用较少的钱从他们的贷款。
一项调查显示,60.5%的企业没有得到长期的贷款,在那些能真正得到这样的贷款,16%的企业的要求充分履行了,52.7%是部分完成时,31.2%的人不满意。
(黄,2008)糟糕的财务控制。
首先,松散的现金管理往往会造成无效或不足的资金。
为一些企业,更多的现金,越好。
因此,一大笔钞票不是分配到操作,未能发挥作用它的作用;对于一些人,他们的现金是对不动产超支,因此未能处理一些紧急用途。
第二,应收账款周转缓慢造成极大的困难,恢复资本甚至坏帐。
第三,控制在股票很差。
许多企业都有一个股票的周转资金的两倍多,导致失败,在资金周转。
第四,太多的注意力被放在钱而不是性质,造成严重浪费的资产。
事实上,不少小中小企业缺乏有效的管理是他们的原料、半成品、固定资产等等, 资产浪费结果是相当严重的。
3 中小型的中国企业产生这些问题的原因在战略财务管理3.1 僵硬的管理模式、管理理念落后、管理者的质量较差目前,大多数中小企业特别是那些私立学校的高度统一使用所有权的文件管理权利,投资者是经理,他的权力不能只局限于任何情况。
没有职责分工明确和严格的规定,这些管理者不体现成一个有效的财务管理公司管理体系,更不用说财务策略对于企业的一个重要组成部分总体策略,从而减轻其意义和功能。
这些管理者不相信战略但是很好运气,而血脉不系统,解决关键的手续,但是,管理,技术和市场。
特别是那些企业开创市场商机,不宜环境是主要侵犯者。
此外,管理者的质量差也是一个重要的失败原因的财务策略。
众所周知,大多数经营者在中小型中国企业综合素质差、不足的管理经验和效率较低,因为他们没有经历过的任何系统学习管理理论与特殊的专业培训。
因此,他们不能够有合理的预测、决策、预算、控制,分析和评价相结合自身特点和市场,金融环境的分析放下适用、可行的融资策略、投资以及利润分配或完全实现财政预算的重要性,所以实施有效控制以服务他们的总体目标企业的发展战略以一种更好的方式。
3.2 缺乏自主融资多元化渠道系统多变的市场、经营风险较大,所以财务指标造成大量的债务和高融资成本,因此导致企业的较低的信用。
此外,他们的信用也受到他们的选操作过程、非财务报告,以及信息不对称,从而使实现融资困难的目标。
体系的角度,这些企业投融资体制缺乏应有的独立和多样化严重地制约其融资渠道策略。
首先,没有全国性的机构或优惠的政策协助中小型企业的管理,导致它们的融资形势不利。
第二,由于这些企业的私人性质,一些银行贷款的刚性要求设置由于一些传统观念行政交叉干扰。
第三,没有足够的金融机构贷款担保机构和特别为中小企业服务。
第四,大多数中小企业没有直接融资的权利而不能发行股票或债券。
主板市场是不可进入的,二板市场一个是危险的。
3.3 投入不足、缺乏可行性研究能力中小企业注册资本遭受不足,有限的经营资本,于是穷人投资的能力。
关注短期目标收回投资,他们不得不依靠简单再生产来代替扩张的一个。
此外,无任何特殊机构市场分析、投资活动的人根据他们的观念,因此失明。
这些决策者通常不能有一个总体的把握市场经济的特点、原则或继续合理的经济利益与他们的正常工作资本市场。
他们可怜的能力也反映在短缺的一些可行性研究他们的收缩和扩展战略,如何选择融资渠道及结构,如何建立一个新的投资方向等等。
所有这些极大地影响的制定和实施企业战略的财务目标。
3.4 不完整的内部控制制度导致无效的控制内部控制系统中普遍存在的中小企业,深刻地体现没有或者是不完整的内部控制体系,因此未能有效地抑制自己的经济行为制度化。
很多企业没有部门内部审计保证的严格执行金融系统。
即使一些建立这样的一个部门,其缺乏独立可能会导致无效的内部控制。
作为一个结果,财务管理以及财务战略将很大的影响。
4 我国中小企业对策见上述问题,在当前中小型中国企业的主要原因是他们的内部原因和外部环境的影响。
因此,应采取一些有效的措施从以下几个方面。
4.1 正确的理财目标,并建立了牢固的战略意义一个企业的财务目标不仅是它的努力的方向,但有效的标准衡量其财务决策是对还是错。
适当的目标是非常有益的一个企业的总体战略目标的实现。
生存、盈利和发展的基本目标是任何企业,企业价值最大化应被看作是财务目标。
引导实现这个目标,将建立企业财务管理的中心地位,在整个企业管理首先,强调管理的融资、投资和利润赚,把他们的偿债能力、经营、利润收益和发展和指导等方面的生产和资本运营控制他们的资本、成本、利润等。
要求企业必须遵循战略管理的目标和中心竞争优势战略管理的关系处理企业的利益和社会利益的关系、企业与企业之间的总体效益和部门的人以及长远利益和短期之间的重要性,完全实现了战略管理在企业的发展和重要作用进行财务策略。
因此,它是前提的实施财务策略,建立了牢固的战略意义。
此外,一些现代管理理念,必须制定相关等风险,时间价值、现金流量、知识效益与人才的价值。
4.2 采用预算控制,保证财务策略的有效实施预算管理是保障和关键财务目标转换成特定的行动计划和实施。
首先,各式各样的财政预算,包括销售、生产成本、一般间接费用、资本费用、损失及现金,要编制一个科学、合理的基于财务策略和财务预测。
编制预算时,应根据销售预测过程可能在未来销售销售期,然后编预算和一般间接费用的生产成本,创造损失后,根据有关销售预算预算和成本预算以及现金预算按照预算资本费用和损失。
其次,预算指标可以瓦解列入每个部门或个人,他们的责任感和热情可以鼓舞,澄清的责任和义务。