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。
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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。