优秀的财务经理必须具备的7项经营思维

思路决定出路，思维的高度决定财富的厚度。

做到一家企业的财务经理，那就已经是这家企业的中层干部了。既然已经是公司管理层，那就不能深陷于细枝末节钻牛角尖了，要有大开大合、高屋建瓴、自上而下的经营思维，为企业的经营发展提供合理化建议和方案。CXO UNION cxo union.cn

一、用考核尽人事

企业间的竞争归根结底是人才的竞争。

在一家企业中，通常都是人力资源部门负责人才的选拔、培育、使用、考核和激励。但是人力资源通常离管理核心太远了，只会纸上谈兵去设置格式化、模板化的管理工具，缺乏了有效的落地实操。

特别是在考核激励这块，如果人事经理不知道企业的战略和发展规划，就没法制定出能够发挥指挥棒作用的考核体系，没法做到“枪往一处指，人往一处打”的作用。

因此，财总在各家公司，都是强烈建议由财务部门来主导考核激励制定的，落实可以交给人力资源部门。CXO UNION cxo union.cn

企业要想充分激发人才的积极性，首先要阐明企业的战略规划和价值主张，然后通过各类形式打造员工对企业战略的认同感和培育共同的价值观念，最后再通过具体的考核标准来引导员工往战略目标的方向奋力奔跑。

每家公司处在不同的发展阶段，其每年的战略目标是不一样的。

举一些例子：

如果战略目标是提升营业额，那就要通过营收增长率、客户新增数量、区域新增数量等考核标准来引导业务提升金额、拓展客户、拓宽区域；

如果战略目标是压降费用，那就要通过成本优化提案奖、采购成本下降率、办公费用节约率等考核标准来提倡全员节约意识；CXO UNION cxo union.cn

如果战略目标是深化研发，那就要通过研发品类增加项、研发新品销售额、研发进度达标率等考核标准来促进研发工作的有效性。

看完上述例子，大家也看得出来，考核标准基本都是财务才能提供得了的，而且财务能看到全盘的数据，才能做出更加全面的分析。

还是要提醒一句，考核只是工具，工具是指挥团队工作重心的过程管控。管控是让人难受的，所以管控结果一定要体现在金钱利益上。要建立相应绩效考核激励机制，对贡献突出的给予表彰奖励，形成“想干事者有机会，干成事者有奖励”的干事创业氛围，充分调动各类人才的积极性和创造性。CXO UNION cxo union.cn

一言以蔽之，做得好的要重奖，做得不好的要重罚，才能使考核工具真正发挥作用。

二、用效率提效益

效益来自效率。

因此，只有企业各个环节的效率都比别人高，才能有机会突围而出。

从根本上来说，效率分为两类：CXO UNION cxo union.cn

（1）成本类效率提升，比方说：哪怕同样的售价，由于你的成本比别人低，也能卷死别人；

（2）市场类效率提升，比方说：哪怕同样的成本，由于你的售价比别人高，也能跑赢别人。

1、成本类效率

公司的采购成本会不会比别人高，对外看看同行业成本数据，对内看看采购成本年度压降比例。

公司的坏账成本会不会比别人高，看看应收账款周转率，看看坏账率。

公司的生产成本会不会比别人高，看看劳动生产率、单位产能、标准成本节约率。

公司的库存成本会不会比别人高，看看库存呆滞率、存货周转率。

公司的人工成本会不会比别人高，看看人均营收、人均利润、人均费用。

公司的税负成本会不会比别人高，看看行业税负率、税筹节约率。CXO UNION cxo union.cn

2、市场类效率

公司的创新能力有没有比别人强，看看研发立项转化率、研发时间达标率、创意提案件数。

公司的品牌能力有没有比别人强，看看品牌市场份额、商标注册件数、营销费用转化率。

公司的市场渠道有没有比别人强，看看市场新增额、区域新增数、客户新增数、转单复购率。

在竞争激烈、行业微利时代，必须以内涵式发展代替外延式发展，以精细化管理代替粗放式管理。

财务经理要具备“一切生产要素产出最大化”的经营思维，关注效率浪费行为，提高企业的运营效率，提高全要素生产率。CXO UNION cxo union.cn

三、用预警防风险

财务经理应将风险管理纳入日常内控工作中，形成完善的风险管理机制。

风险预警和防范机制可从以下方面着手：

1、要善于分析和识别风险

时刻关注市场环境、技术环境、法律环境、政治文化环境等可能孕育外部风险的各类因素，重点审视企业的战略选择、运营控制和财务状况等内部风险的主要来源，对企业面临的潜在风险保持高度警觉，做到心中有数。CXO UNION cxo union.cn

2、要善于防范和规避风险

通过有效的内部控制和风险管理策略，可以降低风险冲击的概率，提高经营的稳定性，如重大风险预警管理、安全保卫管理、内控责任制度、法律顾问制度等都可以在识别风险的基础上规避风险，将风险扼杀在萌芽中。

3、要善于应对和解决风险

风险一旦成为现实并冲击企业的正常运营，应临阵不乱，选择诸如风险转移、风险对冲、风险补偿等最有利的风险管理策略，最大限度降低企业损失。

四、用运营保资本

企业经营，本质上是资本运营。资本运营就是使资本在运营中实现保值增值。

企业资本运营要围绕企业发展的战略定位和发展目标，根据流动性、效益性、安全性原则来决定投资和融资策略，来选择从事何种资本运动的方式。

资本运营主要集中在三个领域：企业内部的资本运营、企业之间的资本运营、资本市场上的资本运营。

财务经理要重点关注企业资产结构的优化，提高资本的使用效率，降低成本费用。

在资本运营的过程中，财务经理要特别注意企业现金流的稳定性和连续性，防止发生企业资金链断裂的风险。CXO UNION cxo union.cn

五、用杠杆撬机遇

杠杆具有放大效应，既放大了效益，也放大了风险。

如何取舍撬动多少杠杆，来提升多少效益，需要财务经理有专业的财务知识，结合经营实际情况来做出明确的判断。

每家企业都可以撬动两把杠杆：财务杠杆和经营杠杆。

通俗而言，企业要不要举债，这是财务杠杆；企业要不要增加固定成本降低变动成本，这是经营杠杆。CXO UNION cxo union.cn

1、财务杠杆

公司现有股本100万元，这个资金只能支持企业接100万元的订单，利润是10万元，但是老板有能力接到200万元的订单，如果要接200万元的订单，要求补充100万元资金。

请问你会怎么给老板分析财务杠杆这件事？

如果老板不融资，则股东的投资回报率是10%（=利润10万元/股本100万元）。

如果选择股权融资100万元，接到200万元订单，利润是20万元，股东的投资回报率依然是10%（=利润20万元/股本200万元）。

如果老板选择债权融资100万元，年化利率6%，接到200万元订单，利润是14万元（=原定利润20万元-利息支出6万元），股东的投资回报率是14%（=利润14万元/股本100万元）。

从10%的投资回报率放大到14%，这就是杠杠效应，但是能放大杠杠的前提是利润率要高于借款利率，否则的话，借款利息会加倍侵蚀股东的利润，压缩投资回报率。CXO UNION cxo union.cn

2、经营杠杆

公司的成本以人力劳动为主，每生产一件产品就需要耗费一定人力成本。

老板在考虑是否要上自动化设备，采取机器换人的方式来改变成本模式。

你会怎么给老板提供建议？

假设自动化设备500万元，使用期4年，每年产能100万个产品，则每件产品均摊的设备成本是1.25元/个（=500万元/4年/100万个）。

假设不上自动化设备的话，每件产品纯人工的成本是2元/个。

自动化设备如果无法做到满负荷运作，当产能是62.5万个/年时（=500万元/4年/2），上自动化设备和纯人工组装的成本一致；当预期年产量可以超过62.5万个时，上自动化设备更加节约成本，且产量越高，单位成本月底；当预期年产量小于62.5万个时，纯人工组装更加节约成本。

产生上述临界点的原因是自动化设备以一次性买断固定产能的方式锁定了总成本，而纯人工组装无法锁定总成本，必须按每件产量逐步叠加变动成本。

用固定成本置换变动成本的决策条件是：固定成本均摊后的单位成本低于单位变动成本，就能放大经营杠杆。CXO UNION cxo union.cn

六、用核算做分析

财务核算工作说重要并不重要，因为太简单了，都是标准化动作。

财务核算工作说不重要又很重要，因为一切支撑经营决策的数据都来源于财务核算。

财务核算的价值在于是否足够精细化！

要分析成本构成，能否按照各品类、各工序核算出准确的料、工、费数据。

要分析营收结构，能否按产品类型、客户、区域、销售方式给出准确的数据。

要分析企业状况，能否按发展能力、营运能力、盈利能力、偿债能力给出具体的财务指标。

要分析预算执行，能否根据年度预算做出月度预算执行情况，指出存在的不达标原因和总结超标的先进经验。CXO UNION cxo union.cn

财务经理，要学会利用手头精细化的数据，让数据提供经营决策的参考。

七、用流程做税筹

税务筹划，从来都不仅是财务部门的事情，因为一项业务已经发生了，财务无法通过核算上、报税上的变更来改变一项纳税义务的发生时间和纳税金额。

如果业务流程没发生改变，通过财务的调整动作来实现的税收筹划，财总可以断定这家企业在试图偷税漏税。

但是，税务筹划需要由财务部门来牵头，重新改造业务流程，包括销售流程、采购流程、生产流程、研发流程等，让流程源头的改变来实现税收筹划的效果。CXO UNION cxo union.cn

比方说：

税务总局出具优惠政策，高新技术企业在2022年第四季度购置设备、器具的，允许一次性税前扣除，且允许加计100%扣除。判断标准是购置发票是否在第四季度，或者分期付款的固定资产是否在第四季度收到。如果采购部门9月底采购了设备，就得改造采购流程：财务部门是否可以请采购部门去跟供应商沟通，发票延迟到10月份再开具，这样就能实现税筹效果。

地产租赁招商部门想节省租赁的房产税，就得改造招商流程：财务部门可以建议在保持总价不变的情况下，压降租金的价格，提高物业管理费的价格，从而房产税在从租计征时，可以降低计税基础。

公司想做大研发费用来加计扣除，就得改造研发流程：把研发样机的试产环节从生产部调整给研发部，由研发部来负责研发样机的试产，全部试产费用计入研发费用。CXO UNION cxo union.cn

企业的发展离不开战略的考量，战略的实现离不开财务的顾问。

因此，财务具备一定的商业思维、管理思维、经营思维等就尤为重要。掌握正确思维的财务团队，才能使企业的航向不偏离轨道。

翻译：

Thinking determines the way out, the height of thinking determines the thickness of wealth.

To be a financial manager of an enterprise, it is already a middle-level cadre of this enterprise. Since it is already the management of the company, it can not be Mired in the details of the drill, to have a broad, lofty, top-down business thinking, for the business development of the enterprise to provide reasonable suggestions and programs. CXO UNION cxo union.cn

First, use assessment to do everything

In the final analysis, the competition between enterprises is the competition of talents.

In an enterprise, the human resources department is usually responsible for the selection, cultivation, use, assessment and incentive of talents. However, human resources are usually too far away from the core of management, only on paper to set up formatted, template-based management tools, the lack of effective practical operation.

Especially in the field of assessment and incentive, if the personnel manager does not know the strategy and development plan of the enterprise, it will not be able to develop an assessment system that can play the role of the baton, and it will not be able to achieve the role of “pointing the gun to a place and beating the people to a place”.

Therefore, in each company, the financial Manager strongly recommends that the financial department should lead the assessment and incentive formulation, and the implementation can be handed over to the human resources department. CXO UNION cxo union.cn

In order to fully stimulate the enthusiasm of talents, enterprises must first clarify the strategic planning and value proposition of the enterprise, and then create employees’ sense of identity and cultivate common values through various forms of enterprise strategy, and finally guide employees to the direction of strategic goals through specific assessment standards.

Every company is at a different stage of development, and its strategic goals are different every year.

Here are some examples:

If the strategic goal is to increase the turnover, it is necessary to guide the business to increase the amount, expand customers and expand the region through the revenue growth rate, the number of new customers, the number of new regions and other assessment criteria;

If the strategic goal is to reduce costs, it is necessary to promote the consciousness of saving all staff through the evaluation criteria such as cost optimization proposal award, procurement cost reduction rate, and office cost saving rate. CXO UNION cxo union.cn

If the strategic goal is to deepen research and development, it is necessary to promote the effectiveness of research and development by increasing the number of research and development categories, research and development new product sales, research and development progress rate and other assessment standards.

After reading the above examples, we can also see that the assessment standards are basically provided by the financial staff, and the financial staff can see the overall data in order to make a more comprehensive analysis.

Still want to remind a word, assessment is only a tool, the tool is the process control of the focus of the command team. Control is uncomfortable, so the result of control must be reflected in the monetary interests. It is necessary to establish a corresponding performance appraisal incentive mechanism, commend and reward those who make outstanding contributions, form an entrepreneurial atmosphere of “those who want to do things have opportunities, and those who do things have rewards”, and fully mobilize the enthusiasm and creativity of all kinds of talents. CXO UNION cxo union.cn

In a word, to do well to reward, do not do well to heavy punishment, in order to make the assessment tool really play a role.

Second, use efficiency to improve efficiency

Benefits come from efficiency.

Therefore, only the efficiency of all aspects of the enterprise is higher than others, in order to have a chance to break out.

Fundamentally, efficiency falls into two categories: cxo union cxo union.cn

(1) Cost efficiency improvement, for example: even if the same price, because your cost is lower than others, you can kill others;

(2) Market efficiency improvement, for example: even if the same cost, because your price is higher than others, you can outperform others.

Cost efficiency

Will the company’s procurement cost be higher than others? Look at the cost data of the same industry externally and look at the annual pressure reduction ratio of procurement cost internally.

Does the company have a higher cost of bad debt than somebody else, look at the accounts receivable turnover, look at the bad debt ratio.

Whether the company’s production costs are higher than others, look at labor productivity, unit capacity, standard cost savings.

The company’s inventory cost will not be higher than others, look at the inventory sluggish rate, inventory turnover rate.

The company’s labor costs will be higher than others, look at per capita revenue, per capita profit, per capita expenses.

The company’s tax burden cost will be higher than others, look at the industry tax burden rate, tax savings rate. CXO UNION cxo union.cn

Market efficiency

Whether the company’s innovation ability is stronger than others, look at the research and development project conversion rate, research and development time to meet the standard rate, the number of creative proposals.

Whether the company’s brand ability is stronger than others, look at the brand market share, the number of trademark registrations, and the conversion rate of marketing expenses.

Whether the company’s market channel is stronger than others, look at the new increase in the market, the number of new regional, the number of new customers, and the repurchase rate.

In the era of fierce competition and small profits in the industry, we must replace the extensive development with the conformal development and the extensive management with the fine management.

Financial managers should have the business thinking of “maximizing the output of all production factors”, pay attention to the efficiency waste behavior, improve the operation efficiency of enterprises and improve the total factor productivity. CXO UNION cxo union.cn

Prevent risks with early warning

Financial managers should incorporate risk management into daily internal control work and form a sound risk management mechanism.

Risk early warning and prevention mechanisms can be implemented in the following aspects:

1. Be good at analyzing and identifying risks

Always pay attention to various factors that may breed external risks, such as market environment, technical environment, legal environment, political and cultural environment, focus on the main sources of internal risks such as strategic choices, operational control and financial status of the enterprise, and maintain a high degree of vigilance to the potential risks faced by the enterprise. CXO UNION cxo union.cn

2, to be good at preventing and avoiding risks

Effective internal control and risk management strategies can reduce the probability of risk impact and improve the stability of operations, such as major risk early warning management, security management, internal control responsibility system, legal counsel system, etc., can avoid risks on the basis of identifying risks and nip risks in the bud.

3. Be good at dealing with and solving risks

Once the risk becomes a reality and impacts the normal operation of the enterprise, it should not be in chaos, and choose the most favorable risk management strategies such as risk transfer, risk hedging, and risk compensation to minimize the loss of the enterprise.

Use operation to protect capital

Enterprise management, in essence, is capital operation. Capital operation is to make capital maintain and increase its value in operation.

Enterprise capital operation should focus on the strategic positioning and development goals of enterprise development, decide the investment and financing strategy according to the principles of liquidity, efficiency and security, and choose the way to engage in capital movement.

Capital operation is mainly concentrated in three areas: capital operation within enterprises, capital operation between enterprises, and capital operation in the capital market.

Financial managers should focus on the optimization of enterprise asset structure, improve the efficiency of capital use, and reduce costs.

In the process of capital operation, financial managers should pay special attention to the stability and continuity of enterprise cash flow to prevent the risk of enterprise capital chain break. CXO UNION cxo union.cn

Leverage opportunities

Leverage has an amplifying effect, which magnifies both benefits and risks.

How to choose how much leverage to leverage, to improve the number of benefits, the financial manager needs to have professional financial knowledge, combined with the actual situation of business to make a clear judgment.

Every business can pull two levers: financial leverage and operational leverage.

In popular terms, whether enterprises need to borrow, this is financial leverage; Enterprises should not increase fixed costs to reduce variable costs, which is operating leverage. CXO UNION cxo union.cn

Financial leverage

The company’s existing share capital of 1 million yuan, this capital can only support the enterprise to receive 1 million yuan of orders, the profit is 100,000 yuan, but the boss has the ability to receive 2 million yuan of orders, if you want to receive 2 million yuan of orders, require to supplement 1 million yuan of funds.

How would you analyze financial leverage for your boss?

If the boss does not raise capital, the return on investment for shareholders is 10% (= profit of 100,000 yuan/equity of 1 million yuan).

If you choose equity financing of 1 million yuan and receive 2 million yuan orders, the profit is 200,000 yuan, and the return on investment of shareholders is still 10% (= profit of 200,000 yuan/equity of 2 million yuan).

If the boss chooses debt financing of 1 million yuan, the annual interest rate is 6%, receives orders of 2 million yuan, the profit is 140,000 yuan (= original profit of 200,000 yuan – interest expense of 60,000 yuan), and the return on investment of shareholders is 14% (= profit of 140,000 yuan/equity of 1 million yuan).

From 10% of the return on investment to 14%, this is the leverage effect, but can expand the leverage only if the profit rate is higher than the borrowing rate, otherwise, the borrowing interest will double the erosion of shareholders’ profits and compress the return on investment. CXO UNION cxo union.cn

Operating leverage

The cost of the company is mainly human labor, and each product needs to spend a certain amount of human cost.

The boss is considering whether to use automation equipment and adopt the method of machine replacement to change the cost model.

How would you advise your boss?

Assuming that the automation equipment is 5 million yuan, the use period is 4 years, and the annual production capacity is 1 million products, the equipment cost of each product is 1.25 yuan/piece (=5 million yuan /4 years /1 million).

Assuming no automation equipment, the pure labor cost of each product is 2 yuan/piece.

If the automation equipment cannot be operated at full capacity, when the production capacity is 625,000 / year (=5 million yuan /4 years /2), the cost of automation equipment and pure manual assembly is consistent; When the expected annual output can exceed 625,000, the automation equipment is more cost saving, and the higher the output, the unit cost at the end of the month; When the expected annual output is less than 625,000, pure manual assembly is more cost saving.

The reason for the above critical point is that the automation equipment locks the total cost by buying out the fixed capacity at one time, and the pure manual assembly cannot lock the total cost, and the variable cost must be gradually stacked according to the output of each piece.

The decision condition of replacing variable cost with fixed cost is:. The unit cost after amortized fixed cost is lower than the unit variable cost, which can enlarge the operating leverage. CXO UNION cxo union.cn

Use accounting for analysis

Financial accounting work said important is not important, because it is too simple, are standardized actions.

Financial accounting work is not important but very important, because all the data supporting business decisions come from financial accounting.

The value of financial accounting lies in whether it is refined enough!

To analyze the cost composition, whether according to each category, each process accounting accurate material, labor, cost data.

To analyze the revenue structure, can give accurate data by product type, customer, region, and sales method?

It is necessary to analyze the situation of the enterprise and give specific financial indicators according to the development ability, operation ability, profitability and debt paying ability.

To analyze the implementation of the budget, can make monthly budget implementation according to the annual budget, point out the causes of non-compliance and summarize the advanced experience of exceeding the standard. CXO UNION cxo union.cn

Financial managers should learn to use the refined data on hand to provide reference for business decisions.

Seven, use the process to do tax collection

Tax planning has never been only a matter for the financial department, because a business has already happened. And the financial department cannot change the occurrence time and tax amount of a tax obligation through changes in accounting and tax declaration.

If the business process has not changed, through the financial adjustment action to achieve tax planning, financial can always conclude that the enterprise is trying to evade taxes.

However, tax planning needs to be led by the financial department to re-transform the business process. Including the sales process, procurement process, production process, research and development process, etc., so that the process source can be changed to achieve the effect of tax planning. CXO UNION cxo union.cn

Let’s say:

The State Administration of Taxation issued a preferential policy, high-tech enterprises in the fourth quarter of 2022 to purchase equipment, equipment, allow one-time pre-tax deduction, and allowed to add 100% deduction. The criterion is whether the purchase invoice was received in the fourth quarter. Or whether the fixed assets paid for by instalments were received in the fourth quarter. If the purchasing department purchases the equipment at the end of September. It will have to reform the procurement process: Can the financial department ask the purchasing department to communicate with the supplier and issue the invoice in October? In this way, the tax collection effect can be realized.

If the real estate leasing and investment promotion department wants to save the rental property tax, it has to reform the investment promotion process: the financial department can suggest lowering the rent price and raising the property management price while keeping the total price unchanged, so that the tax base can be reduced when the property tax is levied from the rent.

If the company wants to increase and deduct the R&D expenses, it has to reform the R&D process: adjust the trial production of the R&D prototype from the production department to the R&D department, and the R&D department is responsible for the trial production of the R&D prototype, and all the trial production costs are included in the R&D expenses. CXO UNION cxo union.cn

The development of enterprises cannot be separated from strategic considerations, and the realization of strategy cannot be separated from financial advisers.

Therefore, it is particularly important for finance to have certain business thinking, management thinking and business thinking. Grasp the correct thinking of the financial team, so that the course of the enterprise does not deviate from the track.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于CFO养成笔记，作者财总笔记；编辑/翻译：CXO UNIONCXO联盟小C。

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