Financial Future

The financial plan includes a purely financial, technological and production parts. For commercial enterprises, which lack with the production process chain (associated with the transformation of materials into finished products), the overall planning scheme is somewhat simpler.

1. Sales plan. Financial planning should begin with the planning of sales. Sales plan should be prepared by a marketing (sales) office.
Sales plan consists of the revenue plan and shipment plan. Actually the sale is related with shipments of finished goods from the warehouse. Sales plan includes sales of goods in natural kind (average prices are assumed) and it shows how much, what and when products are shipped to the consumer.

2. Plan of production. The production plan is drawn up based on the sales plan in the light of the expected residues of finished products in stock. The cost of the finished product falls into the planned balance separately.

3. Procurement plan. In accordance with the plans for a production, office expects demand for raw materials, basic and auxiliary materials and components. Plan of use of materials is calculated by the standards of material consumption per unit of output with respect to time of use in the production process according to the technological scheme.

4. Plan of work. The plan of work should be formed in accordance with the rules of spent time on the qualifying groups of workers and their rates of payment.
5. Overhead. By the nature, overhead costs are accounted as a whole. For-profit enterprise must “cover” the value of the overhead difference between sales and costs of actual production and sales (margin profit). Hence, the overheads are planned by type of expenditure and units.

Budget of overhead costs should be divided into several fairly autonomous budgets:
Budget of business expenses directly related to the budget of sales;
Budget of overhead cost associated with production;
Administrative budget;
Budget of financing costs;
Budget for social spending.
The criterion for inclusion of an expenditure to a certain budget is in the grouping of expenditures by the relevant department (unit) that responsible for ensuring (realization) of this article.

6. Budget for capital investments. Unlike the other plans (budgets), budget for capital investment is not tied to ongoing activities and current income, and it is focused on future earnings. Typically, the process of capital construction is slower than the main activities in connection with which this budget is reviewed and adjusted less frequently than others.
Budget for capital investment affects on the increase of fixed assets and it requires payment in cash (or other) means.

7. Income. The plan shows how many revenues, when and in what form the company will receive for the sale of products. Plan of incomes in the current conditions is the most complex element.

8. Payments. From the procurement plan, from a plan for labor and overhead
plan we can form payables. Accounts of payable are fixed in terms of cash flow as payment. The value of payables is fixed in the planning balance.

9. Consolidated Plan. The planning results on a large scale are presented by financial service in a consolidated plan that includes balance, the plan for profits and losses and plan for cash flow.

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First of all, we have to determine what in the further will be understood under the term financial planning. It is obvious, that it will be any economic activity, since it is controlled on the conscious level and it implies the existence of a plan. However, actions about planning can be regular (they can be implemented as a sequence of formalized business processes), or they can represent a vague suggestions that arise under the influence of the current situation.

Is it possible to successfully operate the business without regular planning? Practice shows that it is possible. Many of the newly enterprises emerged in the market environment do not have functional units that are responsible for planning. Their management is situational, based on personal intuition of the master. Many of the former Soviet enterprises have planning departments only because they have them before.

Nevertheless, these companies exist, and occasionally their current situation is sufficiently stable.
Is the long-term successful management of the business with regular planning possible? It seems that it is not so – and this is the main reason; the activities of any company (if this is not a natural monopoly) is carried out in a competitive environment. If one company provides a full-fledged regular planning, and the other tries only to respond to the situation, winning in the competition will be on the side of the first one.

These are ways to achieve such benefits:
Managing with cash flows.
The company, which plans its activities, has rare facts of cash gaps. As a consequence, there is no need to hold urgent unplanned loans.
Cost management.

Significant deviations of the planned cost from actual, pose problems of imbalance, as well as the question: who is blame in this rejection?
Business management.

The company can anticipate what activities will yield the greatest profits and they can send available resources (which are always limited) to the most important parts. As part of every business enterprise can build the best assortment policy and can abandon in from the outdated and unprofitable products.
Management of flows and raw materials.
Lack of planning in procurement of material resources leads to an increase in stocks and it can freeze their financial assets.
Management of flows of finished products.
The freezing of funds in the finished products leads to losses associated with excessive involvement of loans.
Investment management, management of financing and lending.
Its absence leads to a risk for businesses, in particular, because of the possible delay in terms of return from implementation of projects.
Management of Relationship with Customers.
Accounts receivable, in fact, is a free lending of customers. Lack of debt management leads to significant losses.

These methods of the improving of efficiency enable the enterprise to reduce production costs, and to have large reserves in the modernization of production and in choice of pricing policy.
Thus, the company that does not conduct regular planning is doomed to defeat in the competition.

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P.S. And also sign up to the RSS feed on this blog, because we will do the best to keep updating this blog with new publications about the market of financial planning products and services.

The main object of analysis of financial condition of the enterprise is its balance of assets and liabilities.

To identify causes of changes in the financial sustainability of the enterprise for the period, it is necessary to analyze the financial results of the company during this period, as well as major fund flows, associated with current supply-side activities, and operations with current assets, with capital investments and capital-exclusions (i.e. transactions with non-current assets, their purchase and sale) and with financing (i.e. transactions with equity and loan commitments, their involvement and amortization).

The second step in the process of financial planning of the company is designing its desired (“normal” financial condition at the end of the plan period, namely, the construction of a realistic (taking into account the actual financial condition of the enterprise) draft balance sheet for the last reporting date. This project should reflect the future financial condition of the enterprise, appropriate with basic interests and expectations of prospective shareholders and creditors of the company, i.e. holders of provided resources for the company.
The next step of financial planning process is comparing the projected (estimated) financial condition of the enterprise with desired (normal) state (it includes an analysis of possible deviations).

Projected statement of assets and liabilities should be compared with the draft balance sheet of assets and liabilities, built earlier, based on the representations of company’s management about the desired (normal) financial condition of the company to the end of plan period. If the deviation of the basic parameters of prognostic balance of the relevant parameters is recognized as insignificant, then calculations of balances of assets and liabilities, revenues and expenses and receipts and payments should be approved in the financial plan of the enterprise. If the deviation of calculated parameters of the project is significant, then we should accept decision to adjust the initial data, which was calculated on the basis of forecast balance sheet and/or parameters of the desired state.

After reaching (by method of successive approximations) an acceptable conformity of calculated parameters of the balance of assets and liabilities of the company with desired (normal) parameters, defined in the design of balance and possible adjustments to the project, we should approve the financial plan of the enterprise. The principal documents of the financial plan should include (as minimum) the plan of incomes and expenditures, balance sheet of assets and liabilities and the plan of receipts and payments. In these three basic documents we define set of interrelated quantitative targets for revenues and expenditures, assets and liabilities and receipts and payments that must be met in the plan period to achieve the projected financial condition. This set of tasks is the basis for planning and implementing of coordinated and targeted actions in enterprise management.

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And also sign up to the RSS feed on this blog, because we will do the best to keep updating this blog with new publications about the market of financial planning products and services.

The mechanism of financial planning in non-profit organizations can be different depending on their organizational and legal forms. Planning of financial resources of budgetary institutions is carried out in accordance with the principles of the estimated funding. In this case in the estimate of revenues and expenses of budgetary institutions we should note as funds received from the budgets of the appropriate levels and extra-budgetary funds, as income from entrepreneurial and other income-generating activities.

Planning of budget allocations is based on the operational-network performances and cost standards, that are set either by law (e.g., minimum wage, unified social tax rate), or by calculating by financial authorities. These performances vary depending on the type of establishment: bed, bed-day, doctor’s visits – in health care, the student – in schools and institutions of secondary vocational education, students – in universities, etc. Planning for extra-budgetary funds should be made separately, in the context of their types: trust funds and grants received, funds from entrepreneurial and other income-generating activities (including revenue from paid services), the funds derived from state funds, currency funds. Revenue from the provision of services, which are the main type of off-budget funds in the majority of budgetary institutions, are based on predicting the number of billable services, that will be rendered in the planning year, and price (cost) for unit in provided services.

Unlike the budgetary institutions? non-profit organizations (with other legal forms of organization), by analogy with commercial organizations reflect the financial resources and directions for their use in financial terms, and its exact form is determined by the statutes of the organization. The financial plan may be submitted in the form of balance of incomes and expenditures or in the form of income and expense estimates, which has, in contrast to the estimates of income and expenditure of budgetary institutions, two additional sections that reflect the relationship with the budget system and payments to lending institutions. Budget allocations in the financial plan of non-profit organization can be recognized as single sum in the form of grants or subsidies received under the federal program or as a means provided by organizations on a state or municipal contracts to pay for goods and services. Planning of the budget is based on applications for participation in the federal target program or in the contest for host the municipal government contract and related calculations. Planning for other types of financial resources should be made in a manner similar to commercial organizations. The financial plan should be adopted by supreme governing body of a non-profit organization.

When we draw up financial plans for non-profit organizations (of all organizational and legal forms) we should use methods for financial planning that we use with commercial organizations: extrapolation, normative, indexed, balance. A special feature of the standard method in financial planning in the budgetary institutions is bound with the use of norms and standards established by law.

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P.S. And also sign up to the RSS feed on this blog, because we will do the best to keep this blog tuned up to the day with new publications about the market of financial planning products and services.

In organization financial planning of activities can be divided into three types. They are different depending on the type of drawing up plan and depending on the term during which it should be developed. Financial planning can be: operative, current and prospective (strategic).

Prospective financial planning covers the period from one year to three years. It consists of the development of the financial strategy of the enterprise and financial forecasting.

Financial strategy of enterprise – these are long-term objectives of financial activity of the company and choosing of the most effective ways to achieve them. The financial strategy should also be consistent with the overall strategy of the company, although it also has impact on the overall strategy of the organization.
The formation of the financial strategy of the enterprise consists of the following steps:
• Identification of the implementation period of the strategy;
• Analysis of factors that have some influence on the external environment of the company;
• Formation of strategic objectives of financial activity;
• Developing of financial policies of the company;
• Developing a system of measures to ensure the financial strategy of the company;
• Assessment of financial strategy.
While developing the financial strategy of the company it is very important to understand clearly and honestly and to determine the period of the strategy correctly.

Much attention in the process of forming a financial strategy we should pay to the analysis of environmental factors, the study of economic and legal conditions for financial firms. It is also important to pay particular attention to the study of risk of factors and trends that take place in the market segment of enterprise, to record and to take into account currency fluctuations and direction of economic policy of the country.

The next stage of the financial strategy of the company is a formation some strategic objectives of financial activity. The main objective should be connected with maximizing the market value of the enterprise. All goals should be formulated more clearly and concisely. The objectives should be reflected in concrete indicators-regulators. Usually, as the strategic we use such indicators as:
• Average annual growth rate of its own financial resources;
• Internal rate of return of the company;
• Ratio of working capital and fixed assets of the company, etc.
On the basis of the financial strategy of the company we can form financial policies of the company on specific areas of financial activity: tax, depreciation, dividend, emission, etc.

Next we should develop system of measures ensuring the implementation of financial strategy, we should define the rights, obligations and liabilities of heads of departments and divisions of the company for the results of the financial strategy of the company.

On the final stage of the development of the financial strategy of the company we should evaluate the effectiveness of this strategy.

Need help with financial planning – then we seriously recommend you to visit this web site with financial planning businesses advice and other useful information.

Plus, some general tips – today the web technologies give you a truly unique chance to choose what you need at the best terms which are available on the market. Funny, but most of the people don’t use this chance. In real practice it means that you should use all the tools of today to get the information that you need.

Search Google and other search engines for financial planning systems. Visit social networks and check the accounts that are relevant to your topic. Go to the niche forums and participate in the discussion. All this will help you to create a true vision of this market. Thus, giving you a real opportunity to make a wise and nicely balanced decision.

And also sign up to the RSS on this blog, because we will do the best to keep updating this blog with new publications about the market of financial planning products and services.