AT modern conditions further development Agriculture, increasing the production of agricultural products and improving the financial condition of agricultural enterprises is possible only on the basis of increasing the pace of intensification.

Having studied and carefully analyzed the economic activities of OAO Vinogradnoye, having identified its weak and strengths, potential opportunities and threats, as well as after analyzing its competitive position, we can conclude that this enterprise needs to focus on:

food market and competitive strategy- measures should be taken to reduce production costs and improve product quality, to determine ways to further increase the level of competitiveness of products, which will strengthen the company's position in the market;

innovation and investment strategy - the company should combine the goals of technical policy and investment policy, direct free funds to purchase processing equipment and introduce new technologies;

development strategy - to direct efforts to ensure sustainable development rates by mastering the production of new types of agricultural products for the enterprise, increasing competitiveness and entering foreign markets;

marketing strategy - the company needs to implement a set of measures that will make it possible to flexibly adapt to market conditions, taking into account the position of the product on the market, as well as speed up the sale of agricultural products;

a strategy for managing a set of industries - the management of OAO Vinogradnoye is obliged to keep under constant control all types of activities and the range of products in order to diversify the types of activities and products;

centered diversification strategy - the company must find and use additional production opportunities new products, that is, the production existing in Vinogradnoye OJSC remains central in its activities, and a new one arises based on the opportunities that are contained in the already mastered market;

horizontal diversification strategy - the company should search for new opportunities in the existing market through new products, the production of which requires new technology.

OJSC "Vinogradnoye" must take into account risk factors, which, as you know, are necessarily present in any economic activity Therefore, the enterprise must be prepared for the possible negative consequences of such factors.

The main risk factor that has a decisive influence on the results of economic activity in agricultural production is weather and climatic conditions. They significantly affect the yield and product quality, and, consequently, the financial results of economic activity in general.

Risk factors in agricultural production also include:

decline market prices for produced agricultural products;

increase in prices for fuels and lubricants, especially during the harvest period;

possible changes in tax legislation relating to agricultural producers;

possible breakdowns of equipment, fires, theft, fraudulent actions officials etc.

All of the above leads to the following conclusions:

1. The increase in the production cost of cereals and legumes is caused by an increase in the unit costs of their production, which is explained by a decrease in the yield of these crops due to weather conditions. In this regard, when developing a production program, the enterprise gives preference to the cultivation of other crops (sunflower seeds and sugar beets) and increases their sown areas;

2. In 2007-2009, OJSC "Vinogradnoye"'s income was generated through the sale of products (in 2007 - 97.3%, in 2008 - 76.3%, in 2009 - 85.5%); another operating activities(in 2007 - 2.7%, in 2008 - 23.0%, in 2009 - 7.5%), as well as at the expense of other financial income (in 2007 - 0.0%, in 2008 - 0.7%, in 2009 - 6.9%).

The total income amounted to: in 2007 - UAH 2949.5 thousand; in 2008 - UAH 7021.1 thousand; in 2009 - UAH 6250.9 thousand;

3. Analysis of the values ​​of indicators of financial stability of OJSC "Vinogradnoye" allows us to conclude that:

OJSC "Vinogradnoye" becomes more independent from external financial sources;

the share of own funds in the total capital of OAO Vinogradnoye increases;

the amount of non-current assets prevails over the amount of own funds of the enterprise;

own working capital is invested in the most liquid assets, stocks and costs are reduced, accounts receivable are reduced.

The optimal theoretical value of the Kfs indicator is not less than 0.6.

The optimal theoretical value of the index Kn is not more than 1.0.

The optimal theoretical value of the Ka index is not less than 0.5.

The optimal theoretical value of Km is not less than 0.5.

The optimal theoretical value of Kos is not less than 0.2.

4. Analyzing the indicators of business activity and profitability of OJSC "Vinogradnoye", the following can be noted:

the company as a whole is profitable, the deterioration in the return on assets in 2009 can be explained by the deterioration in the profitability of sales compared to 2008;

the ratio of accounts receivable to accounts payable is significantly lower than the theoretical value (at least 0.8), since accounts receivable is much less than the amount of funds raised. This is due to the fact that the company is at the stage of development.

Suggestions for improving the financial condition of the enterprise:

1. The main direction of improving the financial position of OAO "Vinogradnoye" is to increase the profit received, which can be achieved through:

Increasing the volume of sales of products (works, services);

Reducing the cost of production and sales of products;

· Continuous reduction of non-operating expenses.

The stable and highly efficient activity of JSC "Vinogradnoye" will also make it possible to solve a number of social problems:

providing employment for workers of former collective agricultural enterprises;

timely payment wages;

payment of rent to owners of land shares, both in cash and in kind;

timely budgeting and off-budget funds that, in the Simferopol region of the Autonomous Republic of Crimea.

2. In order to improve the financial condition of OAO "Vinogradnoye", it is necessary:

determine ways to further increase the level of competitiveness of manufactured products, which will strengthen the position of the enterprise in the market;

· to carry out activities aimed at reducing production costs and improving product quality;

· combine the goals of technical policy and investment policy, allocate free funds for the purchase of processing equipment and the introduction of new technologies;

· to carry out a set of measures that will make it possible to flexibly adapt to market conditions, taking into account the position of the goods on the market, as well as to speed up the sale of agricultural products;

· direct efforts to ensure sustainable development rates by mastering the production of new types of agricultural products for the enterprise and increasing competitiveness.

OJSC "Vinogradnoye" has a number of competitive advantage:

· high quality indicators of products due to the use of highly productive elite seeds of agricultural crops;

use of modern agricultural technologies and equipment;

Use of highly effective plant protection products, mineral and organic fertilizers.

The main factors for reducing the cost of production of OJSC "Vinogradnoye" are: increasing labor productivity, increasing crop yields and livestock productivity, rational use production assets, cost reduction, etc.

3. In order to reduce costs, it is necessary:

draw up technological maps for each crop, taking into account all the requirements of agricultural technology, which will allow the most rational use of material and labor resources;

mechanize as much as possible production operations in plant growing and animal husbandry, to introduce progressive technologies, achievements of science and advanced experience, which will ensure an increase in production volumes and a reduction in the cost of human labor;

to refine the grown crop on their own at the current of OAO Vinogradnoye, which will make it possible to significantly reduce the costs of transporting agricultural products and paying for services of third-party organizations;

to purchase fuels and lubricants, seeds, herbicides, mineral fertilizers and other materials in bulk, which will significantly reduce the cost of their purchase.

Increasing the yield of agricultural crops and the productivity of animal husbandry will allow JSC "Vinogradnoye" not only to reduce the cost of production, but also to significantly increase the volume of its sales, which in turn will serve to increase the profits.

In addition, the company can increase sales volumes by expanding the range of products by introducing capacities for processing agricultural raw materials. It seems promising to continue breeding work in order to grow and sell pedigree livestock.

In conditions market economy the role and importance of timely and qualitative analysis the financial condition of the enterprise and finding ways to strengthen it, increase the financial stability of the enterprise.

Finding ways to improve the financial condition of an enterprise is one of the main tasks facing the management of any company.

One of the main ways to improve the financial condition of the enterprise is reducing the cost of production. The main sources of production cost reduction are:

· saving material costs through the use of resource-saving technologies, replacing expensive materials with less expensive ones, reducing material waste, reducing costs associated with the delivery of materials from supplier enterprises to a consumer enterprise;

· Reducing the labor intensity of products and, on this basis, reducing the cost of wages with accruals. The main source of reducing the cost of production in this case is an increase in labor productivity. With the growth of labor productivity, the cost of wages per unit of output decreases with a simultaneous increase in the wages of the worker;

· reduction of costs for the organization and management of production, which include the wages of administrative and managerial personnel; maintenance of equipment, buildings and structures; depreciation deductions; travel, postal and telegraph and other expenses;

Elimination of unproductive expenses, that is, losses from downtime of equipment and vehicles, product defects, etc. Studying the causes of defects, identifying its culprit, make it possible to carry out measures to eliminate losses from defects, reduce and most rationally use production waste.

The next measure to improve the financial condition of the enterprise is increase in production volume. This measure is one of the factors in increasing profits. Reserves for growth in production volume can be divided into 3 groups:

1. Improving the use of labor. This group includes: creation of additional jobs; elimination of losses of working time; increase in labor productivity; improvement of the personnel structure;

2. Improvement in the use of the means of labor. This group includes: staffing new jobs with equipment; elimination of losses of working time; improving the structure of fixed assets;

3. Improving the use of objects of labor. This group includes: reduction of material standards; introduction of progressive types of raw materials and materials.

Another way to improve the financial condition of the enterprise is extension human resources enterprises. This measure can be implemented through:

increase in the number of key production workers;

development training center on training workers of mass professions;

Improving the system of adaptation and retention of young people in production;

· introduction of new forms, methods of motivation (material and non-material) and stimulation of highly productive and high-quality labor. Employees should be stimulated on intermediate achievements, without waiting for the completion of all work, since great successes are difficult to achieve and relatively rare. Therefore, it is desirable to reinforce positive motivation through not too large intervals of time. But for this, the overall task must be divided and planned into stages in such a way that each of them can be given an adequate assessment and due remuneration corresponding to the amount of work actually performed.

attraction of young specialists to participate in improving the management system of the enterprise and modernizing production, mastering new technological processes and manufactured products.

Also, one of the ways to improve the financial condition of the enterprise can be attributed release of new products or providing new services to consumers. The development of an enterprise development strategy, as well as market assessment and the development of proposals for the development of new types of products can be carried out both directly by the company's employees and by specialists from various consulting enterprises. Search for new types of products or increase the competitiveness of existing products. Carrying out the complex marketing activities in order to promote or search for a promising market niche. This includes the following management actions:

development of the marketing service at the enterprise;

identifying their advantages and disadvantages, as well as the advantages and disadvantages of competitors;

Identification of emerging changes in the market, search for ways to respond to the impact external factors;

analysis of internal information about orders and sales, product relevance, product returns, market capacity;

study of buyers in terms of the needs of the population, work with external sources of information;

These management activities make it possible to identify those types of products that are in demand in the market, to notice a decrease in prices or an increase in demand for products in a timely manner. this product, and based on this information, adjust your production program, having found out the reasons for the change in demand, make appropriate changes in products, go, if necessary, to the production of new products.

Another method of improving the financial condition of the enterprise is receivables optimization. Various measures can be taken to optimize it:

Carry out factoring transactions with the bank;

transfer rights under an assignment agreement;

the procedure for controlling invoices;

· if possible, focus on increasing the number of orders in order to reduce the scale of the risk of non-payment, which are significant in the presence of a monopoly customer;

· monitor the status of settlements on overdue debts;

timely identify unacceptable types of receivables, which, first of all, include overdue receivables of buyers for more than three months.

All this contributes to the fact that receivables are reduced and there is a timely receipt of funds.

The next way to improve the financial condition of the enterprise is optimization of accounts payable management. Optimization involves obtaining various concessions from creditors, for example, reducing the amount of debt or reducing the interest rate on a loan in exchange for various assets. It is also necessary to prioritize payments to creditors in order to reduce the outflow of funds, which involves ranking suppliers depending on their degree of importance. Critical suppliers should be the focus; it is advisable to intensify contacts with them in order to strengthen mutual understanding.

Since a positive factor in financial stability is the availability of sources for the formation of reserves, and a negative factor is the amount of reserves, the main way out of a satisfactory financial condition will be: replenishment of sources of formation of reserves and optimization of their structure, as well as a reasonable reduction in the level of reserves.

Another measure to improve the financial condition of the enterprise is sale, lease, collateral for lending and write-off of unused fixed assets. This measure is applied to unused fixed assets (buildings, facilities, machinery, etc.) and should be based on a detailed analysis of the situation. The fact is that by providing a relatively quick receipt of significant amounts of money, part of the fixed assets is irretrievably lost, and therefore there is no possibility to quickly (without new investments) increase the volume of production in case of such a need in the future.

The considered measures to improve the financial condition of the enterprise can form the basis of Chapter 3 of this work.

It will be necessary to correctly choose directions for improving the financial condition, since not only the further functioning of the enterprise depends on this, but also the attractiveness for future potential investors.

Conclusions to Chapter 1

In this chapter, we have considered theoretical basis the chosen topic of the final qualifying work.

In the first paragraph, the essence and types of analysis of the financial condition of the enterprise are disclosed.

In the second paragraph, the system of goals for analyzing the financial condition of the enterprise, from which the tasks follow, is considered. The main stages of the analysis under consideration are also presented, which are presented in the form of a certain sequence.

In the third paragraph, the main methods for analyzing the financial condition of an enterprise are considered. The classification was given and the essence of the methods was revealed, based on the tools used in the analysis of the financial condition of the enterprise.

Based on the described stages and methods, an analysis of the financial condition of the enterprise will be carried out, the information base of which is the financial statements.

3.1 Reserves for increasing the profitability of the capital of an agricultural enterprise PC skha (collective farm) "dawn"

Profitability indicators characterize the efficiency of the enterprise as a whole, the profitability of various areas of activity (production, entrepreneurial, investment), cost recovery. They characterize the final results of management more fully than profit, because their value shows the ratio of the effect to cash or consumed resources. They are used to evaluate the activities of the enterprise and as a tool in investment policy and pricing.

Profitability indicators can be divided into several groups:

Indicators characterizing the profitability of the main (operating) and investment activities;

Indicators characterizing the profitability of sales (turnover);

Indicators characterizing the profitability of capital and its parts.

Profitability of production activities (recoupment of costs) - R3 - is calculated in the following way:

R3 \u003d Nprp / Zrp, (32)

where, NPR - net profit from the main activity,

Zrp - the amount of costs for sold or manufactured products.

Profitability of sales - Rrp

Rrp = Nprp/Vrp, (33)

where GRP is sales revenue.

Profitability (yield) of capital - Rk

Rc = ChP/KL, (34)

where KL - average annual cost of all invested capital.

These indicators determine the level of profitability of the business, characterize the efficiency of the enterprise as a whole. For this enterprise, these indicators are given in the table below.

Table 16 Profitability indicators

Indicators				Change
Profitability of the performed activity
Profitability of sales
Return on equity
return on assets
capital intensity

The profitability of the activity of the enterprise falls in dynamics. This means that the costs of production and sales of products exceed the profit of the enterprise from each ruble, this indicates that production costs are not paid back, and therefore the profitability of sales has also decreased.

The return on capital has been declining year by year. This negatively affects the rate of capital turnover in the enterprise and its increase is required to ensure the planned sales volume.

There is a decrease in capital intensity. In 2006 The rate of return on assets has not changed, while the capital intensity has decreased. This indicates an inefficient use of fixed production assets. To increase the profitability of products, it is necessary to reduce the unit cost of production.

The profitability of an enterprise depends on very unstable parameters or factors. After all, the value of current assets, i.e. working capital and own working capital is very mobile and depends on many factors - the size of the business, industry affiliation, i.e. type of activity, growth rate of product sales, structure working capital, inflation, enterprise accounting policy, settlement system. Thus, the stability of development becomes a derivative of the stable current economic activity of the enterprise. this must be taken into account by the entire enterprise and conduct economic activity with a profit. It is necessary to take into account the following factors for increasing profitability (Figure 3).

Figure 3 Factors for increasing profitability

If we consider the increase in the volume of production separately for crop production, we can see the following changes.

Table 17 Crop production indicators

Let's follow the dynamics of changes in the volume of production.

In fact, it will change by 3.4 shares

V / Spos \u003d 2431/1040 \u003d 2.3

V / C lane \u003d 2431/423 \u003d 5.7

△Pf = 5.7 - 2.3 = 3.4

In the future, it is possible that the volume of sales will increase by 3.9 shares

V / Spos \u003d 2478/1040 \u003d 2.4

V / Sper \u003d 2478/395 \u003d 6.3

△Pf \u003d 6.3- 2.4 \u003d 3.9

Therefore, we can say that by increasing the volume of sales of crop production by rubles and reducing the cost, the amount of revenue will increase.

CONCLUSION ON SECTION 3

To improve the financial condition of an agricultural enterprise, many measures can be recommended. For our enterprise - PC SKHA (collective farm) Rassvet - the following reserves will be most suitable: in crop production - to expand the sown area, improve the yield structure, in animal husbandry - to increase the number and productivity of animals. In general, for an enterprise, this is an increase in the price of its products, in connection with this, it must also monitor the improvement of product quality, reduce costs and increase the volume of product sales.

CONCLUSION

The purpose of the course work was to assess the financial condition of the PC SHA (collective farm) "Rassvet" since 2004. to 2006 Based on the findings, provide recommendations for improvement. We have done a lot of work and we have established the following.

The production cooperative agricultural artel (collective farm) "Rassvet" is a legal entity. It is located in the village of Mari - Kupta 10 km. from the regional center of the village of Mari - Turek and is engaged in the processing and marketing of agricultural products.

The enterprise carries out the following activities: wholesale and retail trade in food and non-manufacturing goods; breeding of cattle; cultivation of cereals and leguminous crops; cultivation of fodder crops; preparation of vegetable feed; pig breeding; meat production; wholesale trade in grain, seeds and feed for farm animals; other activities that do not contradict the current legislation of the Russian Federation on the principle of differentiation.

After analyzing the main financial and economic indicators and analyzing the financial condition of an agricultural enterprise, it can be noted that due to the increase in the volume of production of unprofitable products and its sales, the net profit of the enterprise is falling. Consequently, the level of profitability and solvency decreases, the financial condition of the enterprise worsens. This is clearly evidenced by the unsatisfactory structure of the balance sheet. In dynamics, there is an increase in borrowed funds in formations equity; the growth of receivables and payables and their freezing, which adversely affects the speed of movement of working capital; the indicator of current liquidity decreases, the solvency of the enterprise worsens significantly.

The type of financial situation was determined as a result of calculations as a crisis state of the economy. Based on calculations to determine bankruptcy using the Beaver method, the enterprise is in the risk zone and there are 5 years left before the bankruptcy of this economy.

To improve the state of the enterprise, the following measures were proposed: an increase in the price of its products, in connection with this, it must also monitor the improvement of product quality, reduce costs and increase the volume of sales.

PC SHA (kolkhoz) "Rassvet" must pay for its obligations to suppliers, for taxes and fees. An enterprise can pay off its debts by selling stocks and receive income from a financial investment.

In general, it can be noted that the PK SKHA (collective farm) "Rassvet" in the future can improve its financial condition if it rationally and skillfully uses its resources.

WAYS TO IMPROVE THE FINANCIAL STATE OF THE INSTITUTION "RCOP KSiK"

The analysis carried out at the enterprise showed that the organization is in a financial condition that is far from ideal for normal functioning. To a large extent this is due small profit, a low level of profitability, a large amount of long-term loans.

The organization is engaged in various activities (production, provision of services), one of which is agriculture, which occupies the most significant share in the structure of production. Despite the widespread development, unfortunately, agriculture in our country is, in most cases, unprofitable (regarding enterprises state form property), especially in the livestock sector.

In the analyzed organization, the level of profitability by various types activity is positive and quite high, and in agriculture - negative. Livestock and crop production costs are high, and revenues are constrained by the level of purchase prices set by the state. In general, the loss of agriculture is covered by the profits of other activities. However specific gravity agriculture in the overall structure of production is very high (more than 50%), and with full coverage of losses, the profit remains low.

To solve this problem, it was decided to reduce the volume of agricultural production. In 2007, the livestock farm was closed and the entire livestock of a large cattle. Every year, by a joint decision of the management of the organization and higher authorities, the area under crops is reduced, and more highly profitable crops (rapeseed, sugar beet) are grown.

In the future, the management of the organization plans to completely stop agricultural activities. Because of this, according to economic calculations and business plans, the profitability of the organization will increase significantly, which will lead to commercial structure organizations on new level, the level of stable financial stability.

However, since agriculture is a real sector of the economy for our country and confidently occupies a large niche in the structure of the country's economy, liberation from agriculture is completely impossible. In order to reduce the cost of agricultural production, it is necessary to carry out a number of measures:

Purchase of imported agricultural machinery, which is characterized by high productivity and lower consumption of fuels and lubricants, labor costs and more often requires repairs

Revise the wage system, increase the share of incentive payments, carefully select workers, set up strict work schedules to avoid production downtime.

Taking into account the seasonal nature of production (the main work falls on March-April, when sowing takes place, and July-August, when harvesting takes place), carry out seasonal reduction of workers while maintaining jobs.

Also, in order to make agricultural production profitable, it is necessary not to sell raw materials to the side, but to establish processing production. The established state purchase prices are valid for the sale of raw materials. However, in the production of products from agricultural raw materials, its cost is included in the costs at the actual cost, which makes it possible to recover the costs in full.

A stable financial condition is achieved with the sufficiency of own capital, good quality assets, a sufficient level of profitability, taking into account operational and financial risk, liquidity adequacy, stable income and wide opportunities to attract borrowed funds.

The study made it possible to make a number of proposals aimed at improving and restoring the financial condition of the enterprise. In order for U "RTsOP KSiK" to further increase its solvency, the management of the enterprise needs to take a number of measures to improve the enterprise:

Based on the results of the analysis of the financial condition of the RTsOP KSiK, the following recommendations can be made to improve the qualifications of the financial position of the enterprise:

if possible, reduce the debt of the enterprise, both accounts receivable and accounts payable: somewhat tighten the policy of the enterprise towards large debtors, freeing up funds, look for new sources of own funds to pay off accounts payable, without resorting to borrowed funds and without dragging the enterprise into a debt hole.

monitor the status of settlements on overdue debts. In conditions of inflation, any deferred payment leads to the fact that the company actually receives only a part of the cost of the work performed, so it is necessary to expand the system of advance payments.

strive to accelerate the turnover of capital, as well as to maximize its return, which is expressed in an increase in the amount of profit per ruble of capital. An increase in the return on capital can be achieved through the rational and economical use of all resources, preventing their overspending and losses. As a result, the capital will return to its original state in a larger amount, i.e. with a profit.

the most efficient use of computing technology and implementation software most suitable for the given enterprise.

Thus, the above activities will contribute to the establishment of a stable financial condition of the RTsOP KSiK, which is of undoubted interest to potential investors; for banks providing credit; for the tax service; for management and employees of the enterprise.

In order to improve the financial condition, management efficiency, productivity and intensity of labor, the management of Novaya Drut OJSC should take into account the following aspects of its financial and economic activities:

• 1) The introduction of innovations into production (a new product or a product more than High Quality);
• 2) Development of new markets for the sale of products;
• 3) Introduction of new progressive technological processes at the enterprise;
• 4) Development of new types of raw materials and materials;
• 5) Lack of entrepreneurial fear of risk;
• 6) The choice of such a volume of output, which would minimize production costs;
• 7) Saving all types of resources consumed in production: material and labor;
• 8) Release of highly profitable products;
• 9) Sale of competitive products both in foreign and domestic markets.

JSC "Novaya Drut" should use as much as possible all possible ways of making a profit (profit from the sale of products, profit from non-operating income and profit from operating income).

The expenditure of funds received as a result of financial and economic activities should be carried out in strict control and only on necessary goals(for example, expansion of production).

Summarizing the experience of enterprises that have achieved higher economic efficiency animal husbandry, and the available scientific recommendations, a set of measures was designed for JSC "Novaya Drut" aimed at mastering and developing best practices, introducing innovative achievements of scientific and technological progress in the considered most difficult branch of agricultural production.

The developed measures are divided into four blocks:

• 1) measures to improve the financial efficiency of milk production;
• 2) measures to improve the financial efficiency of rearing and fattening of young cattle;
• 3) measures to improve the financial efficiency of raising and fattening pigs;
• 4) measures to improve the financial efficiency of fodder production, fodder preparation and livestock feeding.

They are presented in the diagrams (Figures 7, 8, 9, 10).

From the diagram in Figure 7 it can be seen that in order to improve the financial efficiency of dairy farming, the surveyed enterprise is recommended to carry out a number of organizational, technological and organizational and economic measures. At the same time, it should be noted that the management of the enterprise is already implementing a considerable part of these measures. These include staffing the herd of cows with highly productive animals of the Holstein breed. This breed is considered not only the most productive, but also the most adaptable to different external conditions.

Figure 7 - A set of measures aimed at improving the financial efficiency of dairy farming at OJSC Novaya Drut

To accommodate highly productive animals, it is necessary to reconstruct the premises of the dairy farm, they are depreciated and do not meet modern requirements. In new premises, first of all, it is necessary to ensure proper conditions for air exchange. In old cowsheds, excess ammonia was constantly observed, which negatively affected both the health and productivity of livestock.

Needs a radical update technological equipment, primarily intended for milking cows in a gentle mode, but without loss of milk due to its incomplete milking. More rational is the loose-box method of keeping cows with their milking in the milking parlour. This significantly reduces labor costs for animal maintenance. In the same direction, the system of automated herd management, carried out through computer technology. But at the same time, preliminary calculations of the expected effectiveness of investments are required according to the methods set forth in the most contemporary works for investment activities.

The health of cows should be maintained at the required level with more targeted veterinary care, as well as with the transition to year-round uniform feeding of cows with complete feed mixtures balanced in all nutrients.

In order to increase sales prices for milk, its thorough cleaning and cooling, and in the future - sale after processing will be of great importance.

Figure 8 schematically shows the complexes of organizational-technological and organizational-economic measures aimed at increasing the economic efficiency of growing and fattening young cattle, i.e. for the production of beef and breeding livestock.

First of all, it is required to create a specialized farm in one of the departments of the economy, which would have no other tasks other than raising young cattle. This will be a super-repair young stock, i.e. young animals not required to repair a herd of cows. Here it is necessary to organize specialized teams of livestock breeders, some of which will raise young younger ages, and the other is to feed the animals before they are sold for meat.

As on a dairy farm, rearing and fattening of cattle should be carried out with complex mechanization of technological processes - feeding, watering, cleaning manure and bedding. And just like cows, it is advisable to transfer young cattle to year-round feeding of the same type with complete feed mixtures balanced in nutrients. At the same time, it is necessary to tighten compliance with sanitary and veterinary requirements for the maintenance and feeding of livestock, since until recently the farm has not been able to minimize losses from diseases and calf deaths.

The norm should be the sale of animals at the age of 18 months with a live weight of at least 450 kg of the highest or above average body condition. Unfortunately, this requirement was often not met, which led to lower selling prices.

Selling at least part of the young animals for breeding purposes, as well as the supply of delicacy steam veal to restaurants and other privileged catering establishments, could contribute to the increase in sales prices.

Figure 8 - A set of measures aimed at improving the financial efficiency of rearing and fattening young cattle

First of all, it is required to create a specialized farm in one of the branches of the economy (most likely, in the branch in the village of Rassypnoye), which would have no other tasks than raising young cattle. This will be a super-repair young stock, i.e. young animals not required to repair a herd of cows. Here it is necessary to organize specialized teams of livestock breeders, some of which will raise young animals of younger ages, and the other will fatten the animals before selling them for meat.

As in other cases, measures to improve the qualifications of personnel, their studies and internships in the best farms and even abroad are of great importance. Special measures are required aimed at strengthening the labor motivation of pastoralists, their material interest in improving the final results of production, i.e. in increasing the difference between sales revenue and material costs.

A more distant reference, but, nevertheless, very important should be the sale of a significant part of the livestock in the form of finished products- meat, sausages, various delicacies, as this will provide the greatest increase in prices.

Let us now consider measures to further improve the financial efficiency of pig production (Figure 9).

Figure 9 - A set of measures aimed at improving the financial efficiency of pig breeding in JSC "Novaya Drut"

Figure 9 shows that some of the measures that can further increase the efficiency of pig breeding at JSC Novaya Drut coincide with the measures proposed for other industries. This is a tightening of sanitary and veterinary requirements, since the farm still has a significant proportion of sick piglets, as well as dead animals. Further it is necessary to note the professional development of personnel, their constant purposeful training. Without qualified workers, successful production at modern livestock facilities equipped with expensive, often imported equipment is impossible. However, one should not limit oneself to the professional development of employees. It is necessary to increase their pay, strengthen material incentives and work motivation. As in other cases, it is necessary to link the level of wages with the final results of production, i.e. with the difference between the proceeds from the sale of products and material costs.

The volumes of production of livestock products, projected at JSC "Novaya Drut" for the coming years, are large enough to ensure a high return on investment costs in the creation of their own processing units. In this case, milk and beef cattle products will be sold ready-made. The farm will receive income not only from livestock breeding, but also from the sale of processed products. The profitability of such products is significantly higher than the profitability of the sold raw materials. Therefore, the industry will receive significant amounts of additional profit.

Special measures proposed to improve the economic efficiency of the pig industry are reduced to targeted selection and breeding work, the introduction of artificial insemination of sows. In this case, it is possible to increase not only the number of piglets received, but also to ensure their higher viability and subsequent productivity, more economical feed payment.

At the same time, it is necessary to ensure at least two farrowings of the main sows within one year.

The sale of products at the highest prices /20/ is of great importance for increasing the economic efficiency of the industry. In part, this can be facilitated by the sale of pigs for breeding purposes to other households, farmers and the public. However, the sale of products of livestock origin in the form of finished products - meat, sausages, smoked meats, etc. can give the greatest result. It is difficult, but it is worth striving for. Moreover, OJSC Novaya Drut has already gained successful experience in such work.

Of particular importance for improving the economic efficiency of livestock industries is a reliable fodder base, full-fledged feeding of livestock. As the study of modern economic literature shows, many opportunities for improving matters in fodder production, feed preparation and animal feeding are associated with the organization of year-round uniform feeding of livestock with nutrient-balanced complete feed mixtures. The main elements of such an organization of cattle feeding are shown in the diagram (Figure 10) and boil down to the following.

The entire area of ​​arable land allocated for fodder crops is sown in such a way that the largest number of fodder units and digestible protein is obtained from each hectare. Crops and their varieties are selected so that the terms of their likely harvesting are divided into two or three main stages. The entire grown crop of fodder crops is harvested in the form of silage, haylage and, partially, hay. The crop is not used in the form of green fodder. This type of feeding is considered a kind of revolution in animal husbandry.

Figure 10 - A set of measures aimed at improving the efficiency of fodder production, fodder preparation and feeding of animals in JSC "Novaya Drut"

Harvesting of haylage and silage is carried out in strict accordance with the technologies that ensure the greatest safety of the original nutrients for one and a half to two years.

For harvesting, taking from storages, regrinding, thorough mixing and distribution to animals in places allocated for their feeding, a variety of equipment is already being produced, including Belarusian and Russian production. True, most often such equipment is offered to Russian agricultural producers. foreign companies, producing and supplying their products to the markets of resources for the village.

Such equipment is maximally equipped with means of automatic preparation of feed mixtures according to any of the 30 full-ration recipes set by livestock specialists. At the same time, mixed succulent and roughage are taken from storage facilities, crushed to fractions no larger than 30 mm. This ensures their complete eating by animals and a high degree of digestibility. At the same time, it is important to emphasize that by consuming feed in this form, animals are able to absorb more energy than with other feeding methods. This circumstance is especially important for realizing the biological potential of highly productive animals. In the form of green fodder, usually fed in the summer, such animals cannot physically consume the required amount of energy elements.

When using this technique and technology, various kinds of feed losses are excluded, including the not-so-rare cases of feed theft. In this case, it is virtually impossible to do so. Animals will finally be able to receive the volume of feed, primarily concentrated, that is set by zootechnical standards.

The experience of farms that have already applied the described technology has shown that it allows reducing the annual feed consumption per 1 centner of the product obtained by at least 15%. At the same time, the productivity of animals increases by at least 20%. The unit cost of production only on the basis of the "feed" factor is reduced by at least 20%. The level of its profitability can steadily exceed the profitability of many types of crop production.

In the process of implementing the financial strategy of an enterprise, much attention should be paid to improving the financial condition of the enterprise, namely, increasing liquidity, solvency, financial stability and business activity.

The main directions for improving the financial condition of JSC Novaya Drut:

• 1) The direction "Optimization or reduction of costs" involves actions to stop the decline in profits. A very effective mechanism is the creation of a system for effective cost control. Sometimes you can cut costs simply by taking them into account. It has been observed, for example, that when an enterprise begins to register outgoing long distance and international calls of its employees by date, time and purpose, the total number of calls decreases due to a decrease in calls on personal matters of employees. Wherein prerequisite is staff support existing system cost accounting. An important point in this direction is the analysis of the causes of costs, which allows you to take the necessary actions to eliminate the causes of undesirable cost increases. It is also useful to analyze organizational structure to eliminate unnecessary levels of management and reduce labor costs.
• 2) The direction "Conducting the reorganization of inventory" assumes that stocks are categorized depending on the degree of their importance to improve the stability of operations. The volumes of those types of stocks that are not critical for the functioning of the business should be reduced. At the same time, activities in the field of purchase orders should be intensified by introducing more effective control procedures, such as centralizing the storage and issue of goods, reallocating storage space or improving document management. It is expedient to sell stale stocks at discounts in order to obtain additional cash.
• 3) Direction "Obtaining additional funds from the use of fixed assets" After that, it is possible to determine the most appropriate communication channels for effectively communicating proposals for the sale or lease of property to market participants. The property that could not be rented out must be mothballed, a conservation act drawn up and submitted to tax office, which will exclude this property from the calculation of the taxable base.
• 4) Direction "Collection of debts in order to accelerate the turnover of funds." The repayment of debts by customers can be stimulated by providing special discounts. It is also necessary to create a customer assessment system that would summarize all the risks associated with them as business partners. The total dependency on a customer will include its accounts receivable, goods in stock ready for shipment, products in production destined for that customer.
• 5) The direction "Changing the structure of debt obligations" involves a detailed analysis of these obligations and possible options their redemption in order to increase liquidity in the future. If it is impossible to repay these obligations, options for changing the structure (transferring long-term obligations into short-term ones or vice versa) are considered.
• 6) The direction "Delimitation of payments to creditors by priority to reduce the outflow of funds" involves the ranking of suppliers depending on their degree of importance. Critical suppliers should be the focus; it is advisable to intensify contacts with them in order to strengthen mutual understanding and the desire for cooperation.
• 7) The direction "Revision of capital investment plans" is a means of increasing cash flow. It aims to minimize costs. Especially in the face of the threat of a crisis, it makes sense to abandon investment in capital construction, acquisition of new equipment, expansion sales network etc., except for urgent cases. To determine them, it is necessary to assess which capital investment needs cannot be deferred for more than late deadline. It is also necessary to abandon those capital expenditures that cannot give an immediate return to the enterprise.
• 8) The direction "Increasing the flow of funds from interested financial sources not related to mutual trade" involves the provision of assistance to the main support groups - the bank, shareholders or owners.
• 9) Direction "Increasing the volume of production and sales" provides an increase in cash received from the sale of products, i.е. an increase in absolutely liquid assets, and hence liquidity itself. To this end, it is necessary to identify groups of goods that bring the greatest profit, analyze the price and volume of products sold to determine the most reasonable compromise that will help the company, despite the decline in sales, increase the flow of additional cash by increasing the price or sales volumes.
• 10) The next two directions - "Forecasting the financial condition" and "Introduction of an effective system for forecasting cash flow" are closely interconnected. Forecasting the financial condition of the enterprise should always be carried out after complex analysis in order to determine the prospective financial condition in the near future and, as a result, develop appropriate measures. Cash flow forecasting is the most important component of forecasting the financial condition in general. Reliability, accuracy, validity of the methods used ensure the effectiveness of the forecasting system as a whole.

The implementation of the above directions will allow JSC "Novaya Drut" to receive an additional amount of profit.

Illiterate and inefficient financial planning, ultimately leads to problems in the financial condition of the organization. The problems and difficulties that arise in the financial condition of the organization ultimately have three main manifestations. They can be formulated as:

• 1) Shortage of funds; low solvency. The economic essence of the problem lies in the fact that in the near future the company may not have enough or already does not have enough funds for the timely repayment of obligations. Indicators of low solvency are unsatisfactory liquidity indicators, overdue accounts payable, excess debts to the budget, personnel and lending organizations.
• 2) Insufficient return on the capital invested in the enterprise (insufficient satisfaction of the interests of the owner; low profitability). In practice, this means that the owner receives income that is inadequately small for his investments. Possible consequences such a situation - a negative assessment of the work of the organization's management, the exit of the owner from the company. Low profitability indicators testify to insufficient return on the capital invested in the enterprise. At the same time, the greatest interest is shown in the return on equity as an indicator of the satisfaction of the interests of the owners of the organization.
• 3) Low financial stability. In practice, low financial stability means possible problems in paying off obligations in the future, in other words, the company's dependence on creditors, the loss of independence. About insufficient financial stability, that is, the risk of disruptions in payments in the future and the dependence of the company's financial position on external sources funding, indicate a decrease in the indicator of autonomy below the optimum, a negative value of the company's equity capital. Also, an indicator of the insufficient level of financing of the company's current activities at the expense of its own funds is the decrease in net working capital (NWC) below its optimal value and, moreover, the negative value of NCF.

There are two global causes of problems and difficulties arising in the financial condition of the enterprise:

• - lack of potential opportunities to maintain an acceptable level of financial condition (or low volumes of profits);
• - irrational management of performance results (irrational financial management).

Problems with solvency financial independence, profitability have common roots: either the company has insufficient performance to maintain an acceptable financial position, or the company does not rationally manage the results of its activities.

Finding out which of the above reasons led to a deterioration in the financial condition of the enterprise is of fundamental importance. Depending on this, the choice management decisions aimed at optimizing the financial position of the organization.

However, to determine in which of the listed areas lies the cause of the decline financial indicators- does not mean to conduct a full-fledged the financial analysis. Further clarification of the reasons is necessary - to the level of specific actions of the enterprise or external environment. Management recommendations are also needed to improve the state of the enterprise.

Insufficient amount of profit received as a reason for the deterioration of the financial condition of the organization. Profit optimization levers.

The potential ability of the enterprise to maintain (achieve) an acceptable financial condition is determined by the amount of profit received. The main components on which the profit volume of the enterprise depends are prices and sales volumes, the level of production costs and income from other activities.

Analysis of income and expenses from the main and other activities is carried out using the report on financial results, profitability indicators, the amount of accumulated capital. To assess the level of variables and fixed costs, as well as the ratio of prices for consumed resources and sold products, a marginal analysis is carried out.

Of course, the assessment of sales volumes is carried out in the first place. With a decrease in sales volumes, it is necessary to find out the reason for the current situation. Often there is another reason at enterprises - insufficient efforts to promote their products. This is not about the absence of advertising on television, but about the passivity of the marketing department (or the department with any other name responsible for attracting orders). Instead of searching for clients, participating in exhibitions, sending out information, the marketing department duplicates the functions of the sales department - it simply records the received and completed orders.

If the market situation is such that the demand for the company's products is limited and the expansion of the sales market is not predicted in the near future, we can talk about the need to release new types of products. The release of a new type of product that is in demand on the market will increase sales volumes, but will require funds for the purchase of new equipment.

It is possible that the promotion of products is organized at the proper level and the company has taken the maximum possible market share, but the profit is still low. The reason for this situation may be high costs.

One of possible causes high costs - high prices for raw materials, materials, components, services set by suppliers. In this case, the cost reduction option is to look for suppliers who charge lower prices. In most cases, alternative providers exist; maintenance, prompt replenishment of the database of possible suppliers of raw materials, materials, components, services and the use of this information is a real measure to reduce the costs of the enterprise.

The cause of high costs can be not only suppliers, but also the enterprise itself. In particular, high costs for lighting, heating, water consumption may arise due to the lack of control over the expenditure of resources. This is especially true for large enterprises: lighting of premises not only in working time, unrepaired heating networks that heat "street air" in addition to premises.

In some cases, reducing costs requires more drastic measures - reducing the production assets of the enterprise or, as is sometimes said, downsizing the company. Such measures often have to be resorted to by enterprises that were created quite a long time ago and are designed for production volumes ten times greater than the volumes currently produced.

Underutilized production assets become “too expensive” for the enterprise - they require too much (compared to revenue) repair and maintenance costs. There is a decision to abandon part of the funds and thereby reduce fixed costs (at present, there are often cases of selling auxiliary production, which are initiated precisely with the aim of reducing costs). Reducing the scale of production assets will increase profits by reducing fixed costs - reducing the cost of maintaining and repairing equipment, buildings, structures.

The profit earned by the enterprise remains at its disposal not in full. Part of the earned profit can be spent on paying off fines, penalties for overdue debts or contract failures, and part - on non-production expenses. Reducing non-production costs from profits can also be a way to optimize profits, and, consequently, the financial position of the company.

Irrational performance management as a reason for the deterioration of the financial condition of the organization. Leverage optimization.

There are three main components that relate to the field of performance management of the organization - this is the management of working capital (working capital), investment policy management and management of the structure of funding sources.

Investment policy. The company can make capital investments - in the construction of workshops, the purchase of equipment, the acquisition of other organizations - exceeding the financial capabilities of the company. The financial capacity of the company in this case is the sum of profits received and attracted long-term loans. Investment investments exceeding the financial capabilities of the company may be one of the reasons for the deterioration of the financial condition of the organization.

To characterize the investment policy, the calculation of indicators of self-financing and mobilization, net working capital, as well as a cash flow statement is intended.

Working capital management. For many operating enterprises, the cause of financial difficulties lies precisely in the irrational management of working capital, that is, the approaches that have developed at the enterprise in terms of working capital management are not adequate to the changed economic conditions. The concept of "working capital management" combines such processes as logistics, sales, the establishment and control of the conditions of mutual settlements of the enterprise with buyers and suppliers.

To characterize the principles of working capital management that have developed at the enterprise, the results of an analysis of the balance sheet structure, indicators of the turnover of current assets and liabilities, as well as data from the cash flow statement are used.

Large accounts receivable is a problem for many businesses. Efforts to collect debts of debtors in a timely manner are also a way to optimize the financial condition of the company. Organizational measures for optimizing accounts receivable include setting up a procedure for controlling invoices (buyer register, invoice date, due date for invoice payment, buyer's contact person, person responsible for contacting the buyer from the enterprise). Legal measures to optimize receivables include, for example, the inclusion in the sales contract of a clause on the inventory of the seller's warehouse (for sales through intermediaries), the inclusion in the sales contract of penalties for late payment of invoices.

Assessment of the impact of the structure of funding sources (structure of liabilities) on the return on equity is a task that is solved by analyzing financial leverage. The essence of managing the structure of funding sources can be formulated as follows: having ensured an acceptable level of financial stability, it is desirable to choose a structure of liabilities that will help increase the return on equity of the organization.

In a market economy, the growth of efficiency industrial enterprise is inextricably linked with increased intensification, which makes it possible to exclude the possibility of a declarative approach and focus on real mechanisms for organizing production.

In industry, in the planned regulation of production intensification, the following factors are taken into account:

• - reduction of material consumption of products;
• - improving the use of capital investments, basic production reserves and working capital;
• - growth of labor productivity;
• - improvement of production management.

In addition to these factors, there are other factors such as:

• - the level of competitiveness of production and products;
• - technical and economic parameters of the economic activity of the enterprise that meet the requirements of demand in the sales market.

Therefore, when developing a plan for organizational and technical measures to intensify production, first of all, internal production reserves should be realized and only after that proceed to measures related to the technical re-equipment and expansion of production based on the creation of a progressive structure of the equipment fleet and flexible technology that allows rebuilding production without significant losses. in order to improve its efficiency.

In order to maintain normal financial stability enterprises of JSC "Novaya Drut" it is necessary:

• - speed up the turnover of capital in current assets, as a result of which there will be a relative reduction per ruble of turnover;
• - return accounts receivable;
• - replenishment of own working capital at the expense of internal and external sources.

To reduce the cost of products manufactured at the JSC "Novaya Drut", and, consequently, increase the level of profit and efficiency, it is necessary to carry out a number of measures.

First of all, this is an increase in the technical level:

• - improvement of means of labor (introduction of progressive technology, increase in the share of improved equipment), objects of labor (use of progressive types of raw materials, materials);
• - rational use raw materials, materials;
• - mechanization and automation of production processes.

Of course, this will require considerable costs, but as a result, downtime due to constant failures of electroplating lines will decrease, labor costs for maintenance will decrease, and the throughput of the electroplating shop will increase. All this will have a positive impact on the overall cost.

As you know, the use of more productive equipment allows you to save wages (live labor).

Secondly, it is the improvement of the organization of production and labor.

These activities affect the cost reduction as a result of improving the organization of labor and production management, specialization of production, improving logistics, and reducing unnecessary costs. As a result of reducing labor intensity, savings will be obtained by reducing labor costs, taking into account additional wages and various deductions.

Measures to improve the financial condition include the search for new markets.

An increase in the volume of output and, accordingly, its implementation is possible due to a clear and well-coordinated work of production, supply, as well as maintenance services, because production and other equipment on which, and with the help of which products are manufactured, is far from new, and can work stably only under conditions of constant preventive monitoring by service personnel(repairmen).

One of the activities in this case is the renewal of plant equipment.

It is also necessary to pay attention to product quality and systematically implement a quality management system for compliance with the requirements of standards, application and implementation internal audit quality and production process, training of production and maintenance personnel. Each employee should be interested in the production of a high-quality and competitive product, because. the final result of the enterprise's activity will depend on it.

The most important areas for improving the financial work at OJSC Novaya Drut should be the following:

• - systematic and continuous financial analysis of their activities;
• - organization of working capital in accordance with existing requirements in order to optimize the financial condition;
• - optimization of enterprise costs on the basis of dividing them into variables and constants and analysis of the interaction and relationship "costs - revenue - profit";
• - optimization of profit distribution and selection of the most effective dividend policy;
• - wider introduction of commercial credit and bill circulation in order to optimize sources of funds and impact on the banking system;
• - use of leasing relations for the purpose of production development;
• - optimization of the property structure and sources of its formation in order to prevent an unsatisfactory balance sheet structure;
• - development and implementation of the strategic financial policy of the enterprise.

Thus, in this chapter thesis measures were proposed to improve the financial situation, among which the following were the main ones: acceleration of capital turnover in current assets, as a result of which there will be a relative reduction per ruble of turnover; return of receivables; replenishment of own working capital at the expense of internal and external sources; introduction of innovations into production (new goods or goods of higher quality); development of new sales markets for products; introduction of new progressive technological processes at the enterprise; development of new types of raw materials and materials; lack of entrepreneurial fear of risk; the choice of such a volume of output that would minimize production costs; saving all types of resources consumed in production: material and labor; production of highly profitable products; sale of competitive products both in foreign and domestic markets.