Key aspects of managing an organization's profit. Enterprise profit management methods

25.09.2019

The essence of the profit category is examined, different approaches to determining its content and the main factors that influence it are highlighted. Profit as an object of management in today's economic conditions is studied.

Consideration of decision making in quality management in Man-Machine systems

Profit is the main performance indicator manufacturing enterprise. To obtain a sufficient level of profit that ensures compliance with the conditions of self-financing, the enterprise must pay sufficient attention to profit management issues. The relevance of profit management issues is especially important for Ukrainian enterprises at present.

Purpose of the article: To analyze the components of the enterprise profit management system.

The issues of profit management have received sufficient attention in the works of many scientists. Although some issues require further development.

In conditions former USSR When the target figures and individual economic standards determined by the plan remained practically unchanged for a long time, profit was determined as a derived indicator from other planned values. Today, in a market economy, there has been a significant increase in profits both overall and in most economic activities. There is a significant increase in profits in construction, financial activities, real estate transactions, etc.

The profit management system allows you to solve the following:

maximizing the amount of profit, which is formed in accordance with the resource potential of the enterprise;
proportionality between the level of income and the level of risk;
the quality of the profit that is generated;
payments of the required level of income on invested capital;
formation of an appropriate amount of financial resources;
efficiency of personnel participation in profit.

In the enterprise profit management system, its planning represents the most critical stage. Effective planning requires the following basic principles:

planning must be flexible and adaptable;
planning should be done primarily by those who will then implement the developed plans.

At the same time, as the experience of developed countries shows, it is detailed planning that ensures the success of enterprises in the market. Consequently, the profit of an enterprise is one of the main economic categories and is the object of management. Today, changes are taking place that influence approaches to enterprise management. These changes reflect new role profits for the operation of the enterprise. To successfully manage the profit of an enterprise, it is necessary to improve existing management tools.

There are five main principles underlying profit management:

Integration with management system;
The complex nature of solving the assigned problems;
Highly dynamic control. Constant changes in external and internal environmental conditions require the profit management system to be able to quickly adapt to these changes;
Variability of approaches to the development of management decisions;
Formation of profit management goals. Should be carried out taking into account development priorities economic activity.

For successful profit management, it is necessary to form an effective profit management system for the enterprise, which is considered as the essence of interrelated elements. This system has a specific structure, in which six main blocks are distinguished: control mechanism; purpose, principles and objectives of management; organizational support; Information Support; control over the implementation of the profit plan; profit analysis methods. Let's carry out brief analysis components of this system.

Based on the goal, in the process of profit management it is necessary to solve the following tasks:

optimization of profit volume;
achieving correspondence between the volume of generated profit and the level of risk;
security High Quality generated profit;
formation of the volume of financial resources;
development of programs for personnel participation in the profits of the enterprise, allowing to bring together the interests of owners and employees.

Last time organizational management The profit of the enterprise is based on the formation of more efficient individual divisions of the enterprise - responsibility centers. The starting point for creating a profit management system based on the identification of responsibility centers is the personification of responsibility for decision making. For each of the responsibility centers, goals are determined, plans are drawn up, results are recorded, and the work of directors and employees is evaluated.

The economic literature also identifies additional centers of responsibility. For example, they allocate an additional revenue center. A revenue center is a responsibility center whose manager controls the center’s income.

A profit management system can also function only if appropriate information data is available, on the basis of which it is possible, firstly, to establish constant monitoring of the profit generation process, secondly, to assess the level of operating and total profit, and thirdly, to analyze the factors influencing the volume of profit. This information should inform the assessment of the condition external environment enterprise and its influence (based on a combination of external factors) on the level of profit, and on the other hand, the influence of internal factors of the enterprise, and on the third, the level of profit of the enterprise. Such information is needed to form decisions about changes in operational or strategic activities that ensure compliance with the required level of profit.

In the process of creating information support for enterprise profit management, it is necessary to solve the following problems: creating a system of indicators that quantitatively reflect the process of profit formation; formation of a system of external and internal environmental factors; selection or calculation of standard indicators characterizing the processes of profit formation; collection and transmission for further analytical processing of accounting, operational, statistical and management accounting data; assessment of the qualitative characteristics of the information received; information about processed information in the database; analytical processing of information and assessment of the influence of factors on the volume and composition of profit, selection of the most important ones to be taken into account in the process of forming a management decision; collecting additional information.

To analyze the influence of external factors on the profit volume of a particular enterprise, one should use data from management and marketing analysis, information from specialized consulting firms, statistical data for regions, the country as a whole, selective statistical and analytical studies for industries and groups of enterprises, which are carried out by state statistics bodies.

Regarding the policy for managing profit distribution, it should reflect the basic requirements of the overall development strategy, ensure an increase in its market price, create the necessary volumes of investment resources, and ensure the financial interests of owners and employees.

Conclusions. An analysis of the elements of the profit management system was carried out, which will ensure the implementation of the strategic objectives of the enterprise. Prospects for further scientific research - the formation of effective approaches to managing the profit of an enterprise in order to maximize it, the use of which will provide ways to increase the profitability of production and the investment attractiveness of the enterprise, strengthening competitiveness, require the use of new approaches and scientific developments.

Bibliography

Belonvu F.Ch. Development of innovations in enterprise profit management // Materials of the International Scientific and Practical Conference. - 2015. - P. 305-308.
Ezhkov I.A., Stepanova M.N. Income and profit management in an enterprise // Modern business space: current problems and prospects. - 2015. - No. 1 (4). - pp. 173-175.
Orekhov G.S., Malyutina E.A. Methods of profit management as the main goal of financial management of an enterprise // Economy and Society. - 2015. - No. 2-5. - pp. 859-862.
Ostankova S.O. Systematic approach to profit management at an enterprise // Economics. - 2014. - No. 21. - P. 53-55.
Sadrislamova A.R. Profit management in the system of anti-crisis enterprise management // Economy and society. - 2015. - No. 2-4. - pp. 137-139.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar documents

Functions and objects of profit management. Characteristics of the company's activities. Sources of formation of her cash income. The influence of factors on the amount of profit from sales. Enterprise break-even analysis. Measures to improve its financial condition.

course work, added 11/21/2014

Basic concepts, functions, objects and modern methods profit management. Analysis of profit generation and profitability of the enterprise. Use of financial and operating leverage to maximize profits, recommendations for factor analysis.

thesis, added 09/08/2009

Enterprise revenue and methods for calculating it. Distribution of net profit. Analysis of the efficiency of enterprise profit management using the example of the Gomel Branch of the Belarusian Railway. Outsourcing as a way to optimize activity of the enterprise.

thesis, added 08/31/2011

Study of processes related to profitability and profitability management. Bringing formulas for calculating profit and profitability, identifying ways to increase profit as the main indicators of the performance of the enterprise LLC "Company "SPRING"".

thesis, added 04/13/2012

The concept of profit, its types, planning methods. Analysis of the profit management system at Neftegazsnab LLC. Characteristics of the enterprise; assessing the profitability of financial and economic activities; mechanism for the formation, distribution and use of profits.

course work, added 09/25/2014

The economic essence of profit and its types. The procedure for distributing profits remaining at the disposal of the enterprise. Tasks of analyzing the distribution and use of profits, and sources of information. Improving profit management in a market economy.

thesis, added 02/02/2009

Development of an economic mechanism for profit management in an organization, adapted to modern economic realities. Managerial relations arising in the process of managing the resulting performance indicators of a trading organization.

thesis, added 01/16/2014

INTRODUCTION

Before starting production, any company must clearly understand what financial results it can expect. To do this, it is necessary to study the demand and determine at what price the products will be sold, and compare the expected income with the costs to be incurred.

Overcoming the crisis situation in Russia, the market economy and new forms of management determine the solution of new problems, one of which today is ensuring the profitability and economic stability of the development of the enterprise.

IN modern conditions the enterprise's independence in making and implementing management decisions and their economic and legal responsibility for the results of economic activity increases. Objectively, the importance of profitability of business entities is increasing.

Under these conditions, the head of an enterprise cannot rely only on his intuition and rough estimates in his mind. Management decisions and actions must be based on accurate calculations and a deep and comprehensive analysis of the financial situation. No organizational, technical or technological measure should be carried out until its economic feasibility is justified.

Thus, the issue of profit management is a priority in ensuring the efficiency of the enterprise as a whole. Based on the foregoing, the purpose of this work is to study the theoretical aspects of profit management and develop measures to improve the efficiency of profit management in an enterprise.

Based on an analysis of the average profit level, it is possible to determine which types of products and which business units provide greater profitability. This becomes especially important in modern market conditions, where the financial stability of an enterprise depends on the specialization and concentration of production.

In turn, the profitability of production, commercial, financial and other types of economic activities depends on a variety of factors that are in varying degrees of connection between each other and the final indicators.

Their action and interaction are different in their strength, nature and time. The causes or conditions that give rise to these factors are also different. Without revealing and assessing the direction, activity and time of their action, it is impossible to ensure effective management.

This problem is especially relevant at present, due to the consequences of the global financial crisis.

Based on the foregoing, the purpose of this work is to study the theoretical aspects of profit management and develop measures to manage the profit of an enterprise.

NATURE AND METHODS OF PROFIT PLANNING

Representing the final financial result, profit is the main indicator in the system of enterprise goals. At the same time, profit is a very complex economic category, and therefore various definitions, interpretations, and representations are possible. Several approaches to determining profit are described in the literature. Two of them - with conventional names: economic and accounting - can be considered as basic.

The essence of the economic approach is as follows: profit (loss) is the increase (decrease) in the capital of owners that took place in the reporting period. We will call the profit calculated using this algorithm economic. The above definition looks very attractive; The only difficulty is how to fill it quantitatively, i.e. how to calculate profit. It is easy to understand that economic profit can be calculated either on the basis of the dynamics of market valuations of capital (i.e. only for companies that list their securities on stock exchanges - in this case it is possible to obtain more or less objective data on changes in the capital of owners), or according to liquidation balance sheets at the beginning and end of the reporting period.

According to the accounting approach, profit (loss) is a positive (negative) difference between income commercial organization, understood as an increase in the total valuation of its assets, accompanied by an increase in the capital of the owners, and its expenses, understood as a decrease in the total valuation of assets, accompanied by a decrease in the capital of the owners, with the exception of the results of operations associated with a deliberate change in this capital. Since the concepts of income and expenses can be defined both essentially (the logic of the essential definition was made in the previous section) and quantitatively (data on income and expenses are accumulated in the accounting system), the given definition is much less scholastic and seems acceptable for practical use. The profit calculated in this way is called accounting profit.

Both considered approaches do not contradict each other in principle; Moreover, the economic approach is useful for understanding the essence of profit, the accounting approach is useful for understanding the logic and order of its practical calculation.

Profit is one of the key indicators of the success of financial and economic activities. Since there are many factors in its formation, and these are individual types of income and expenses, it is possible to isolate different profit indicators.

Profit as the main form of cash savings is the difference between proceeds from sales at appropriate prices and full cost. Hence, profit growth depends, first of all, on reducing production costs, as well as on increasing the volume of products sold.

Profit planning is an integral part of financial planning and important area financial and economic work at the enterprise. Profit planning is carried out separately for all types of activities of the enterprise:

profit from the sale of products and goods;

profit from the sale of other non-commodity products and services;

profit from the sale of fixed assets;

profit from the sale of other property and property rights;

profit from payment for work performed and services provided, etc.;

profit (loss) from non-operating operations.

This not only makes planning easier, but also has implications for the expected amount of income tax, since some types of activities are not subject to income tax, while others are taxed at higher rates. In the process of developing profit plans, it is important not only to take into account all the factors influencing the magnitude of possible financial results, but also to ensure maximum profit.

The object of planning is the planned elements of balance sheet profit, mainly profit from the sale of products, performance of work, and provision of services. The basis for the calculation is the volume of the production program, which is based on consumer orders and business contracts.

There are several methods for analyzing and planning profits. The main ones are the direct counting method and the analytical one.

The direct counting method is most widely used in organizations in modern economic conditions. It is used, as a rule, with a small range of products. Its essence lies in the fact that profit is calculated as the difference between the proceeds from the sale of products at appropriate prices and its full cost minus VAT and excise taxes:

where P is the planned profit;

B - output of commercial products in the planned period in physical terms;

P - price per unit of production (minus VAT and excise taxes);

C is the total cost per unit of production.

The calculation of profit is preceded by determining the output of comparable and incomparable commercial products in the planned year at full cost and in prices, as well as the balance of finished products in the warehouse and goods shipped at the beginning and end of the planned year.

Calculating profit using the direct counting method is simple and accessible. However, it does not allow us to identify the influence of individual factors on the planned profit and, with a large range of products, is very labor-intensive.

Profit on products sold is calculated differently:

(2)

where, Vrn - planned revenue from product sales in current prices (excluding value added tax, excise taxes, trade and sales discounts),

Prn - planned profit on products to be sold in the coming period;

Ср - the full cost of products sold in the coming period.

Based on the fact that the volume of sold products for the upcoming planning period in physical terms is determined as the sum of the balances of unsold products at the beginning of the planning period and the volume of output of marketable products during the planned period without the balances of finished products that will not be sold at the end of this period, then the calculation The planned amount from product sales will take the form:

where P rp - profit from sales of products in the planning period;

Po1 - profit in the balances of products not sold at the beginning of the planning period;

Ptp - profit on commercial products planned for release in the coming period;

Po2 - profit in the balances of finished products that will not be sold at the end of the planning period.

It is this calculation method that underlies the use of the enlarged direct method of profit planning, when it is easy to determine the volume of products sold in prices and at cost.

Another variation of the direct counting method is the assortment profit planning method. Profit is determined for each product line, for which it is necessary to have the appropriate data.

Profit is summed up across all product lines. To the result obtained, profit is added in the balances of finished products that were not sold at the beginning of the planning period. After calculating profit from sales of products, it is increased by profit from other sales and planned non-operating results.

The enlarged direct counting method is applicable to enterprises with a small range of products. The assortment calculation method is used for a wider assortment if the cost price is planned for each type of product. The main advantage of the direct calculation method with known prices and constant costs during the planning period is its accuracy.

In modern conditions, the economic method of direct accounting can be used when planning profits only for a very short period of time, until prices, wages and other circumstances change. This excludes its use in annual and long-term profit planning. Calculation of profit does not allow identifying the influence of individual factors on the planned profit and, with a very large product range, is very labor-intensive.

The analytical method of profit planning is used for a large range of products, and also as an addition to the direct method for the purpose of its verification and control. The advantage of this method is that it allows you to determine the influence of individual factors on planned profit.

With the analytical method, profit is determined not for each type of product produced in the planned year, but for all comparable products as a whole. Calculating profit using the analytical method consists of three successive stages:

determination of basic profitability as the quotient of dividing the expected profit for the reporting year by the full cost of comparable commercial products for the same period;

profit management analytical planning

calculating the volume of marketable products in the planning period at the cost of the reporting year and determining the profit on marketable products based on basic profitability;

taking into account the impact of various factors on the planned profit: reducing (increasing) the cost of comparable products, increasing their quality and grade, changing the range, prices, etc. .

Using this method, profit on incomparable products is determined separately. It should be noted that with the direct method of assessment and analysis, the planned profit is determined as a total amount, without identifying specific reasons influencing its value, and with the analytical method, both positive and negative factors affecting profit appear.

Changes in balance sheet profit are influenced by many factors. According to the degree of subordination, these are factors of the first and second orders.

First-order factors include changes in: profit from sales of products (work, goods, services); profit from other sales; non-operating results.

Second-order factors are changes in volume, structure, total cost of products sold, prices for products sold; income from securities and from equity participation in joint ventures; fines, penalties, penalties received minus those paid; profits and losses of previous years identified in the reporting year; receipts of debts and receivables; financial assistance from other enterprises and organizations, replenishment of special-purpose funds, etc.

The relationship between first- and second-order factors with balance sheet profit is direct, with the exception of changes in cost, a decrease in which leads to an increase in profit, and an increase in it leads to a decrease in it.

In addition to the above methods of profit planning, there is the so-called combined calculation method. In this case, elements of the first and second methods are applied. Thus, the cost of marketable products in the prices of the planned year and at the cost of the reporting year is determined by the direct counting method, and the impact on the planned profit of such factors as changes in costs, improved quality, changes in assortment, prices, etc. is identified using the analytical method.

METHODS OF ENTERPRISE PROFIT MANAGEMENT

In conditions market economy The amount of profit depends on many factors, the main one of which is the ratio of income and expenses. At the same time, the current regulatory documents provide for the possibility of certain regulation of profits by the management of the enterprise. These regulatory procedures include:

varying the boundary for classifying assets as fixed assets;

accelerated depreciation of fixed assets;

the applied method of depreciation of low-value and quickly wearing items;

procedure for valuation and amortization of intangible assets;

the procedure for assessing participants' contributions to the authorized capital;

the procedure for accounting for interest on bank loans used to finance capital investments;

the procedure for creating reserves for doubtful debts;

timely write-off of bad debts;

the procedure for assigning certain types of expenses to the cost of goods sold;

composition of overhead costs and method of their distribution;

tax reduction through the use of preferential taxation, etc.

Security effective management The profit of the enterprise determines a number of requirements for this process, the main of which are:

1. Integration with common system enterprise management. In whatever field of activity of the enterprise a management decision is made, it directly or indirectly affects profits. Profit management is directly related to production personnel management, investment management, financial management and some other types of functional management. This determines the need for organic integration of the profit management system with the overall enterprise management system.

2. The complex nature of the formation of management decisions.

All management decisions in the field of formation and use of profit are closely interconnected and have a direct or indirect impact on the final results of profit management. In some cases, this impact may be contradictory. For example, making highly profitable financial investments can cause a shortage of financial resources to support production activities, and as a result, significantly reduce the amount of operating profit. Therefore, profit management should be considered as a comprehensive system of actions that ensures the development of interdependent management decisions, each of which contributes to the effectiveness of the formation and use of profit for the enterprise as a whole.

3. High dynamism of control. Even the most effective management decisions in the field of generating and using profits, developed and implemented at the enterprise in the previous period, cannot always be reused at subsequent stages of its activity. First of all, this is due to the high dynamics of external environmental factors at the stage of transition to a market economy, and, first of all, to changes in the conditions of the commodity and financial markets. In addition, the internal operating conditions of an enterprise also change over time, especially during the transition to subsequent stages of its life cycle. Therefore, the profit management system should be characterized by high dynamism, taking into account changes in environmental factors, resource potential, forms of organization and production management, financial condition and other parameters of the enterprise’s functioning.

4. Multivariate approaches to the development of individual management

decisions. The implementation of this requirement assumes that the preparation of each

management decisions in the field of formation, distribution and use of profits must take into account alternative possibilities of action. If there are alternative projects of management decisions, their choice for implementation should be based on a system of criteria that determine the profit management policy of the enterprise. The system of such criteria is established by the enterprise itself.

5. Focus on the strategic goals of enterprise development.

No matter how profitable certain projects of management decisions may seem in the current period, they should be rejected if they conflict with the mission (main goal of activity) of the enterprise, strategic directions of its development, or undermine the economic base

formation of high profit margins in the coming period.

The main goal of profit management is to ensure maximization of the welfare of the owners of the enterprise in the current and future periods. This main goal is intended to simultaneously ensure the harmonization of the interests of owners with the interests of the state and the personnel of the enterprise.

Based on this main goal, we can formulate a system of main tasks aimed at achieving the main goal of profit management:

1. Ensuring maximization of the amount of generated profit corresponding to the resource potential of the enterprise and market conditions.

This task is achieved by optimizing the composition of enterprise resources and ensuring their efficient use. The main ones are the maximum possible level use of resource potential and the current situation in the commodity and financial markets.

2. Ensuring optimal proportionality between the level of generated profit and the acceptable level of risk. As already noted, there is a directly proportional relationship between these two indicators. Taking into account the attitude of managers to business risks, their acceptable level is formed, which determines aggressive, moderate (compromise) or conservative policies for carrying out certain types of activities or conducting certain business transactions. Based on the given level of risk in the management process, the corresponding level of profit should be maximized.

3. Ensuring high quality of generated profits. In the process of generating the profit of an enterprise, the reserves for its growth must first be realized through operating activities and real investment, which provide the basis promising development enterprises.

As part of operating activities, the main attention should be paid to ensuring profit growth by expanding the volume of product output and developing new promising types of products.

4. Ensuring the payment of the required level of income on invested capital to the owners of the enterprise. If the enterprise operates successfully, this level should not be lower than the average rate of return on the capital market, and, if necessary, compensate for the increased business risk associated with the specifics of the enterprise’s activities, as well as inflationary losses.

5. Ensuring the formation of a sufficient amount of financial resources from profits in accordance with the development objectives of the enterprise in the coming period.

Since profit is the main internal source of the formation of an enterprise’s financial resources, its size determines the potential possibility of creating production development funds, reserve and other special funds that ensure the future development of the enterprise. At the same time, in self-financing the development of an enterprise, profit should play a leading role.

6. Ensuring a constant increase in the market value of the enterprise. This task is designed to ensure maximization of the welfare of owners in the long-term period. The rate of increase in market value is largely determined by the level of capitalization of profits received by the enterprise in the reporting period. Each enterprise, based on the conditions and objectives of economic activity, itself determines a system of criteria for optimizing the distribution of profit into its capitalized and consumed parts.

7. Ensuring the effectiveness of staff profit sharing programs.

Personnel profit participation programs, designed to harmonize the interests of the owners of the enterprise and its employees, should, on the one hand, effectively stimulate the labor contribution of these workers to the formation of profit, and on the other hand, ensure a fairly acceptable level of their social protection, which the state in modern conditions fully ensures unable .

All the considered profit management tasks are closely interrelated, although some of them are multidirectional in nature (for example, maximizing the level of profit while minimizing the level of risk; ensuring a sufficient level of satisfaction of the interests of the owners of the enterprise and its personnel; ensuring a sufficient amount of profit allocated to the growth of assets and consumption, etc.). Therefore, in the process of profit management, individual tasks must be optimized among themselves.

In the process of enterprise profit management the main role is allocated to generating profit from the main activity for the purpose of which it was created.

There are three types of leverage, determined by rearranging and detailing the items in the “Profit and Loss Statement” of the enterprise:

1. Production leverage;

2. Financial leverage;

3. Production financial leverage.

The amount of net profit depends on many factors. From the position of financial management of the enterprise’s activities, it is influenced by: how rationally the financial resources provided to the enterprise are used; structure of sources of funds.

The first point is reflected in the structure of the main and working capital and the effectiveness of their use.

The main elements of product costs are fixed and variable costs, and the relationship between them can be different and is determined by the technical and technological policy chosen by the enterprise. Changing the cost structure can significantly affect profit margins. Investing in fixed assets is accompanied by an increase in fixed costs and, at least in theory, a decrease in variable costs. However, the relationship is nonlinear, so finding the optimal ratio of variable and fixed costs is not easy. This relationship is characterized by the category of production leverage.

So, production leverage is the potential opportunity to influence gross income by changing the cost structure and output volume.

The second point is reflected in the ratio of own and borrowed funds as sources of long-term financing, the feasibility and efficiency of using the latter. The use of borrowed funds is associated with certain, sometimes significant, costs for an enterprise. What should be the optimal combination of own and attracted long-term financial resources, how will it affect profits? This relationship is characterized by the category of financial leverage.

Thus, financial leverage is a potential opportunity to influence the profit of an enterprise by changing the volume and structure of long-term liabilities.

The starting point is production leverage, which is the relationship between the total revenue of an enterprise, its gross income and production expenses. The latter include the total expenses of the enterprise, reduced by the amount of expenses for servicing external debts. Financial leverage characterizes the relationship between net profit and the amount of income before interest and taxes, i.e. gross income.

The general criterion is production-financial leverage, which is characterized by the relationship of three indicators: revenue, production and financial expenses and net profit.

The production activities of an enterprise are accompanied by expenses of various types and relative importance.

Currently, there are two possible options for accounting for the costs of production and sales of products. The first, traditional for domestic practice, involves calculating the cost of production by grouping costs into direct and indirect. The second option, widely used in economic developed countries, assumes a different grouping of costs - into variable and semi-fixed ones by type of product.

The main significance of such an accounting system lies in the high degree of integration of accounting, analysis and management decision-making, which ultimately allows flexible and prompt decision-making to normalize the financial condition of the enterprise.

The analytical representation of the model under consideration is based on the following basic formula:

where, S - sales in value terms (revenue);

VC - variable costs;

FC - semi-fixed costs;

GL - gross income.

Since the analysis is based on the principle of directly proportional dependence of indicators, we have:

where, k is the proportionality coefficient.

Using formula (4), as well as the condition that the sales volume at which gross income is zero is considered critical, we have:

(6)

Since S in this formula characterizes the critical volume of sales in value terms, therefore, denoting it Sm, we have:

Formula (6) can be presented visually by switching to natural units of measurement. To do this, we introduce the following additional notation:

Q - sales volume in physical terms;

P - unit price;

V - variable costs per unit of production;

Qc is the critical sales volume in natural units.

Transforming formula (4), we have:

The denominator in formula (8) represents the specific marginal income. Thus, the economic meaning of the critical point is extremely simple: it characterizes the number of units of production, the total marginal income of which equal to the sum semi-fixed expenses.

It is obvious that formula (8) can be easily transformed into a formula for determining the volume of sales in natural units (Qi), providing a given gross income (GI).

Marginal income is the sum of gross income or gross profit and semi-fixed costs. This category is based on the fact that the complete absorption of all semi-fixed expenses involves writing off their full amount to the current results of the enterprise and is equated to one of the directions of profit distribution.

In formalized form, marginal income (Dm) can be represented by two main formulas:

(10)

(11)

Starting to analyze the impact of individual factors on profit, we transform formula (10) as follows:

To perform analytical calculations of sales profit, indicators of sales revenue and the share of marginal income in sales revenue (Dm) are often used instead of the indicator of the total amount of marginal income (Dm).

These three indicators are interconnected:

If we express the amount of marginal income from this formula:

If we transform formula (12), we get another formula for determining profit from sales:

(15)

Formula (8) is used precisely when it is necessary to calculate the total profit from sales when an enterprise sells several types of products. if the proportions of marginal income in revenue for each type of product in the total amount of sales revenue are known, then Dy for the total amount of revenue is calculated as a weighted average.

In analytical calculations, another modification of the formula for determining profit from sales is used, when the known values are the volume of sales in physical terms and the rate of marginal income in the price per unit of product. Knowing that marginal income can be represented:

(16)

where, Dc is the rate of marginal income in the price of a unit of production, formula (1.9) will be written as follows:

Thus, in order to make management decisions in the area of increasing sales profits, it is necessary to take into account the influence the following changes:

quantity and structure of goods sold;

price level;

level of semi-fixed expenses.

However, let's return to the assessment of production and financial leverage.

The level of production leverage (PL) is usually measured by the following indicator:

where TGI is the rate of change in gross income, %

TQ-rate of change in sales volume in physical terms, %.

Enterprise with more high level production leverage is considered riskier from the perspective of production risk, i.e. risk of non-receipt of gross income. A situation arises when an enterprise cannot cover its production costs.

By analogy with production leverage, the level of financial leverage (Fl) is measured by an indicator characterizing the relative change in net profit when gross income changes:

where, TNI is the rate of change in net profit, %;

TGI is the rate of change in gross income, %.

The Ufl coefficient has a clear interpretation. It shows how many times gross income exceeds taxable income. The lower limit of the coefficient is unity. The greater the relative volume of borrowed funds attracted by an enterprise, the greater the amount of interest paid on them, the higher the level of financial leverage.

The effect of financial leverage is that the higher its value, the more non-linear the relationship between net profit and gross income becomes - a slight change in gross income in conditions of high financial leverage can lead to a significant change in net profit.

The concept of financial risk is associated with the category of financial leverage. Financial risk is the risk associated with a possible lack of funds to pay interest on debt term loans and borrowings. An increase in financial leverage is accompanied by an increase in the degree of riskiness of a given enterprise.

If the enterprise is fully financed by own funds, then the level of financial leverage = 1. In this case, it is customary to say that there is no financial leverage, and the change in net profit is completely determined by the change in gross income, i.e. production conditions.

The level of financial leverage increases with increasing share of borrowed capital.

As noted above, production and financial leverage are summarized by the category of production and financial leverage. Its level (UL), as follows from the formula, can be assessed by the following indicator:

Production and financial risks are summarized by the concept of general risk, i.e. risk associated with a possible lack of funds to cover operating expenses and expenses for servicing external sources of funds.

The effectiveness of an enterprise's profit management policy is determined not only by the results of its formation. But also by the nature of its distribution, i.e. formation of directions for its future use in accordance with the goals and objectives of the development of the enterprise.

The nature of profit distribution determines many significant aspects of the enterprise’s activities, influencing its performance. This influence is manifested in various forms feedback of profit distribution with its formation in the coming period.

So, at the end of all of the above, I would like to note that profit is the main driving force market economy, the main motivation for the activities of entrepreneurs. The high role of profit in the development of an enterprise and ensuring the interests of its owners and personnel determine the need for effective and continuous management of it.

Profit management, therefore, should be a process of developing and making management decisions on all the main aspects of its formation, distribution and use.

CONCLUSION

Representing the final financial result, profit is the main indicator in the system of enterprise goals. Profit is one of the key indicators of the success of financial and economic activities.

Sources of information for profit analysis are accounting data, forms (calculations) of an economic and social development plan or a business plan for generating profit, etc.

Profit planning is an integral part of financial planning and an important area of financial and economic work in an enterprise. There are several methods for analyzing and planning profits. The main ones are the direct counting method and the analytical one. There is also the so-called combined calculation method.

In a market economy, the amount of profit depends on many factors, the main one of which is the ratio of income and expenses. At the same time, the current regulatory documents provide for the possibility of certain regulation of profits by the management of the enterprise. In the process of managing the profit of an enterprise, the main role is given to the formation of profit from the main activity for the purpose of which it was created.

The process of asset management aimed at increasing profits is characterized in financial management by the category of leverage, i.e. some factor, a small change in which can lead to a significant change in the resulting indicators.

There are three types of leverage, determined by rearranging and detailing the items in the “Profit and Loss Statement” of the enterprise: production leverage, financial leverage and production financial leverage.

The logic of this grouping is as follows: net profit is the difference between revenue and expenses of two types - production and financial. They are not interrelated, but the magnitude and share of each of them can be controlled.

LIST OF REFERENCES USED

REGULATORY FRAMEWORK

1) Tax Code Russian Federation(Tax Code of the Russian Federation). Part 1 of July 31, 1998 N 146-FZ (as amended on December 3, 2012)//Consultant Plus. Access mode ;

2) Federal Law of December 6, 2011 N 402-FZ “On Accounting” // Consultant Plus. Access mode ;

3) Federal Law of December 30, 2008 N 307 (as amended on November 21, 2011) “on auditing activities” // Consultant Plus. Access mode ;

5) International standard financial reporting (IFRS) 7 “Financial instruments: information disclosure” (as amended on October 31, 2012) (put into effect on the territory of the Russian Federation by Order of the Ministry of Finance of Russia dated November 25, 2011 N 160n) // Consultant Plus. Access mode .

TEXTBOOKS AND TUTORIALS

6) Analysis of the financial and economic activities of an enterprise: Textbook / S.M. Postoyalov. - M.: Masterstvo, 2007. - 336 p.

7) Bakanov M.I., Sheremet A.D. Theory of economic analysis. M.: finance and statistics, 2008. - 378 p.

8) Balabanov I.T. Financial analysis and planning of a business entity. - 2nd ed. add. - M.: Finance and Statistics, 2007. - 208 p.

9) Blank I.A. Profit management. - Kyiv: NikaTsentr, Elga, 2006. - 544 p.

10) Form I.A. Financial management: Training course. - K.: Nika-Center, Elga, 2008. - 528 p.

11) Gilyarovskaya L.T. Economic analysis. - M.: UNITA-DANA, 2008. - 527 p.

12) Kovalev V.V. Financial analysis: methods and procedures. M.: Finance and Statistics, 2007. - 468 p.

13) Comprehensive economic analysis of economic activity / Ed. Shadrina G.V. - M.: Publishing house of the Russian Peoples' Friendship University, 2007. - 133 p.

14) Lyubushin N.P., Leshcheva V.B., Dyakova V.G. Analysis of the financial and economic activities of the enterprise. - M.: UNITY-DANA, 2009 - 254 p.

15) Production management: Textbook for universities / S.D. Ilyenkova, A.V., Bandurin, G.Ya. Gorbovtsov and others; Ed. S.D. Ilyenkova. - M.: UNITY - DANA, 2007. - 583 p.

16) Savitskaya G.V. Analysis of the economic activity of an enterprise: 5th ed. - Minsk: LLC "New Edition", 2008. - 688 p.

17) Selezneva N.N. The financial analysis: Tutorial. - M.: UNITY, 2009. - 479 p.

18) Sergeev A.A. Economic foundations of business planning. - M.: UNITY - DANA, 2009. - 280 p.

19) Financial management: theory and practice: Textbook /Ed. E.S. Stoyanova. - M.: Publishing house "Perspective", 2007. - 328 p.

20) Helfert E. Technique of economic analysis: Trans. from English / Ed. L.P. Belykh. - M.: UNITY, 2007. - 663 p.

21) Economics of an enterprise (firm): Textbook / Ed. Prof. O.I. Volkova and Assoc. O.V. Devyatkina. - M.: INFRA - M, 2007. - 601 p.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Introduction.

In the conditions of the modern market economic system in Russia, at this stage there is a significant change in relation to the profit indicator in favor of increasing its role in the economic mechanism, since making a profit, which ensures the prosperity of the company and the growth of its influence in the market, is considered one of the main indicators successful performance by managers of commercial structures of their coordinating functions. Thus, profit is one of the most important categories of a market economy and the main goal of any commercial structure, since it reflects the net income created in the sphere of material production.

Profit is not only a source of meeting the intra-economic needs of enterprises, but also acquires everything higher value in the formation of budgetary resources, extra-budgetary and charitable funds.

Profit as the final result of an enterprise’s activities is the difference between the total amount of income and costs for the production and sale of products, taking into account losses from various business operations.

Profit management allows you to identify the main factors of its growth and the potential capabilities of the enterprise.

Profit is one of the most complex economic categories. By studying the sources of profit, you can develop a scientific approach to solving many problems, increase the efficiency and responsibility of the workforce, and achieve final results at the lowest cost. At the same time, the strengthening of commercial accounting at all levels of production of each individual enterprise depends to a decisive extent on profit management and the identification of specific reserves for profit growth of each individual business entity.

The object of the study is Duet LLC. The subject of the study is the company's profit. The information base for the study is the company's accounting and reporting data.

The purpose of the course work is to analyze the financial results of the enterprise and develop, on this basis, proposals for increasing, stabilizing or optimizing profits.

1. Theoretical aspects of the concept of profit.

1.1 The essence and concept of profit.

Representing the final financial result, profit is the main indicator in the system of current goals of the enterprise. Profit is a conditional term that means a certain income from an operation that required an initially determined investment and/or expense, and manifests itself in an increase in the total economic potential of the investor upon completion (actual or conditional) of this operation [, p. 372].

The obvious importance of the profit indicator is manifested in the fact that this concept is introduced into a number of legislative acts that are key to doing business. So, in Art. 42 of the Federal Law “On Joint-Stock Companies” talks about the possibility of the company paying dividends from net profit; in Art. 64 of the Federal Law “On Insolvency (Bankruptcy)” mentions that “the management bodies of the debtor do not have the right to make decisions on the payment of dividends or the distribution of the debtor’s profits among its founders (participants).” The term “profit” (with some clarifications, for example, “net”, “marginal”, “remaining at the disposal of the enterprise”, etc.) is also used in lower-level regulations (for example, in regulations on accounting). As for monographic and educational literature, this category is represented extremely widely [, p. 473].

Making a profit is an indispensable condition and goal of entrepreneurship of any economic structure. Profit (profitability) evaluates business efficiency, profit is the main source of financing economic and social development; profitability serves as the main criterion for choosing investment projects and programs for optimizing current costs, expenses, and financial investments. [, With. 126]

Thus, profit (and its relative modification - profitability) has acquired the most important, leading role in the new economic and financial mechanism for managing socio-economic development. This is the basis for financial stability and ensuring income for enterprises, the state, and the population.

Since profit is the source of production, scientific, technical and social development, its absence puts the enterprise in an extremely difficult financial situation, which does not exclude bankruptcy.

The essence of profit is most fully expressed in its functions. In the domestic literature there are discrepancies in the number of functions and their interpretation, but the following are most often highlighted:

In a generalized form, profit reflects the results of business activity and is one of the indicators of its effectiveness;

The incentive function allows you to use profits for the development of production, stimulates the work of enterprise employees, ensures social development, etc. In this capacity, it links the interests of the organization and personnel, as it stimulates their desire to carry out more efficient business activities in order to receive more benefits in the form of profit;

Profit acts as a source of income to finance government spending ( public investment, production, scientific, technical, socio-cultural programs).

Profit growth creates a financial basis for self-financing, expanded reproduction, solving social problems, and meeting the material needs of work collectives. At the expense of profits, the organization’s obligations to the budget, banks and other organizations are fulfilled. Profit indicators characterize the degree of business activity and financial well-being. Profit determines the level of return on advanced funds and the return on investment in assets.

The problem of economic content, functions and meaning of profit is in the field of view of many economists.

According to Marxist theory, profit is a transformed form of surplus value, representing the unpaid surplus labor of a wage worker engaged in the sphere of material production.

The neoclassical theory substantiates a different approach: profit is formed depending on the productivity of production factors, each owner receives his part of the added value in accordance with the marginal productivity of capital, labor, land: profit, wages, rent.

Numerous studies on the subject of studying the correspondence of profit calculated in accounting to its economic content have led to the distinction between concepts such as “accounting” and “economic” profit.

Accounting profit means profit calculated in accordance with current accounting rules and indicated in the income statement as the difference between income and expenses recognized in the reporting period. Definitions of accounting profit are based on two main concepts:

maintaining wealth or preserving capital;

efficiency, or increase, of capital.

In world practice, the concept of maintaining wealth is recognized as dominant, according to which accounting profit is an increase in equity capital (funds invested by owners) during the reporting period and is the result of an improvement in the well-being of the company. This concept is sometimes also called the concept of profit based on changes in assets and liabilities. Sales or other income can only be recognized because of an increase in an asset or a decrease in a liability, and accordingly, an expense cannot be recognized unless it is due to a decrease in an asset or an increase in a liability. In other words, profit represents an increase in the economic resources at the disposal of the enterprise, and loss represents a decrease in them.

In accordance with the second concept, profit is the difference between the income and expenses of an enterprise and a measure of the efficiency of the enterprise and its management. Profit is the result of the correct allocation of income and expenses to the corresponding reporting periods, implying the correlation in a given reporting period of “efforts” (i.e. expenses) and the corresponding “achievements” (i.e. income). Revenues and expenses relating to future periods will be recognized as an asset or liability regardless of whether such asset or liability represents an actual future inflow or outflow of economic resources. This approach is based on the concept of double entry in accounting, through which a double financial result is revealed: as an increase in equity capital (statistical balance sheet model) and as the difference between income and expenses (financial balance sheet model).

The accounting profit indicator is not without its shortcomings. The main ones can be identified as follows:

due to accounting standards assumption different countries(and sometimes within the same country for different enterprises) the possibility of using different approaches in determining certain incomes and expenses, profit indicators calculated by different enterprises may not be comparable;

changes in the general price level (inflationary component) limit the comparability of data on profits calculated for different reporting periods.

the amount of profit reflected in the financial statements does not allow us to assess whether the enterprise’s capital was increased or wasted during the reporting period, since the factor of the opportunity cost of capital is not directly recognized in the financial statements.

From an economic point of view, the capital of an enterprise increases when the benefits received by the enterprise from the use of long-term resources exceed the economic costs of attracting them (whether borrowed or shareholder funds). The reverse is also true: if the economic benefits received are less than the calculated value of the “cost of capital,” the enterprise is actually wasting capital. This provision is actively used when making investment decisions, including decisions to purchase shares of a particular enterprise. The desire to assess the efficiency of capital use has led to the active use of the indicator of economic profit in foreign practice.

Economic profit refers to the increase in the economic value of an enterprise. At the same time, the concept of “economic profit” in recent years in Western practice, in the context of the development of the securities market, has significantly transformed compared to the first half of the 20th century. There are many discrepancies in the definition of how to calculate such an economic value, but they are all united by a fundamental difference compared to the accounting interpretation in understanding what value at the end of the reporting period is considered to correspond to the “level of wealth” at the beginning of the period.

Economic profit is defined as the difference between the return on capital employed and the weighted average cost of capital, allowing the return on capital employed to be compared with the minimum return required to meet investor expectations." Economic profit can also be defined as the difference between net operating profit after taxes and the value of capital employed multiplied by the weighted average cost of capital.

Economic profit differs from the indicator of accounting profit in that its calculation takes into account the cost of using all long-term and other interest-bearing obligations (sources), and not just the cost of paying interest on borrowed funds taken into account when calculating accounting profit. In other words, accounting profit exceeds economic profit by the amount of implicit (opportunity) costs or costs of rejected opportunities.

1.2. Profit management methods.

Profit management is the process of developing and making management decisions on all the main aspects of its formation, distribution, use and planning in the enterprise.

Earnings management is vital for investment optimization, innovation investments and strategic planning. It helps in the best possible way distribute the firm's limited resources to ensure the greatest efficiency. Thus, profit planning is an element of the profit management system, which can be defined as the process of developing and making management decisions on key aspects related to the formation and expenditure of the organization’s net income.

One approach to profit planning is the formation of a profit budget, which is usually prepared on the basis of a formal statement of expected income with corresponding forecasts of changes in prevailing prices, costs and possible demand for the budget period. The planning aspect of the profit budget gives managers at all levels the opportunity to indicate the existing needs for materials, equipment, labor and sources of financing and carry out planning based on these data. The coordination aspect is an important component of the preparation and periodic audit of the budget, since the process of drawing up the budget itself forces the coordination of the activities of individual services of the company. Unlike the coordination aspect, control is not an automatic consequence of budgeting, but it allows one to establish whether the results of current activities correspond to previously made forecasts, and if there are large discrepancies between the expected and received results, the reasons for such discrepancies can be analyzed in order to increase profits.

Typically, profit budgeting is closely related to companies' management of operations. The following main methods of control can be noted: drawing up clear descriptions of procedures and general policies that form the basis of the organization’s management system; To provide feedback, most often, periodic adjustments to current plans are used - in this case, the profit budget plays the role of a criterion for assessing the management (or organizational) activities of the organization. As an organization becomes more complex and structured, effectively coordinating management becomes an increasingly challenging task for management. Very often, companies solve this problem through decentralization, which is a combination of semi-autonomous business units, each of which represents a profit center. This management method is finding more and more supporters among large transnational corporations. Managers of structures subordinate to individual corporations or the parent company receive full rights to plan the activities of their units, make any short-term decisions and bear responsibility for them. That is, the managers of the structures act as if their branches are independent companies, although in reality they may not be. The head structure of the corporation retains responsibility for the development of long-term policies, especially in the field of capital investments, the selection of heads of structural divisions, the assessment of their activities, as well as the organization, merger and liquidation of the divisions themselves. In large companies, for more efficient management, as a rule, the principle of moderate decentralization of management operates within the framework of the integrated development strategy structure adopted by the parent company. Since profit is the main criterion for the prosperity of an organization, senior management usually has a tendency to consider profit as the main indicator of the successful work of department heads. But it is often found that using profit as a measure internal control- a matter more controversial and complex than establishing such a criterion for the company as a whole. In a decentralized organization, where the heads of departments, organized as separate corporations, are delegated management powers, there is a need to determine a profit indicator that will serve to evaluate the work of the administration of these departments and control over the decisions it makes. This indicator became the managed profit of branches - this is the profit remaining from the income received by the division in question after deducting all the variable costs of this division (cost of goods sold, trading and administrative costs) and all overhead costs controlled by the managers of this division. This indicator excludes all factors that department heads cannot control, and it does not depend on the quality of work of those other departments with which the department in question interacts. A feature of planning a large business is also the need to take into account the growth of assets (property) of both the company as a whole and the property of its divisions, while respecting the rights of all owners. Thus, within the framework of this task, large companies carry out consolidated planning, plan the strategic and tactical goals of the company and divisions, and also plan their potential (growth of capabilities), volumes and processes (operational, production, investment and innovation).

Due to the organizational and technological cyclical nature of development, large companies are more susceptible to intra-company economic fluctuations, therefore the planning system must take into account not only specific cycles, but also the relationships between them and their impact on the planned results. With an insufficient level of analytical work (taking into account emerging trends in the impact of internal and external factors) for making planned decisions, in large companies, like no other, there is the possibility of large material losses, which leads to the need to control both the formed and implemented planned decisions. Controlling influences planning as a central tool for corporate management, especially the effective coordination of individual subprocesses and a clear orientation of planning towards achieving profit as the main target indicator of the successful operation of the structure. Therefore, an effective controlling system, as a rule, has as its central element a profit planning or budgeting system, consistent with a well-thought-out planning process for individual actions (for example, investment or innovation activities). The concept of “budget” can be defined as a plan formulated in cost terms, which, with a certain degree of mandatory implementation, is assigned to a structural unit with the authority to make decisions for a certain time period (usually up to 1 year), and budgeting as a management technology. Budgeting means the focus of all activities of the organization on goals that have a value expression; in contrast, when planning individual actions, property goals are brought to the fore. In practice, the boundaries between action planning and budgeting are very blurred, because reasonable planning of cost targets is possible only with simultaneous planning of the corresponding necessary activities.

1.3. Ways and tools for enterprise profit management.

Ensuring effective profit management of an enterprise determines a number of requirements for this process, the main of which are [, p. 95]:

1. Integration with the general enterprise management system m. In whatever field of activity of an enterprise a management decision is made, it directly or indirectly affects profits. Profit management is directly related to production personnel management, investment management, financial management and some other types of functional management. This determines the need for organic integration of the profit management system with the overall enterprise management system.

2. The complex nature of the formation of management decisions. All management decisions in the field of formation and use of profit are closely interconnected and have a direct or indirect impact on the final results of profit management. In some cases, this impact may be contradictory. For example, making highly profitable financial investments can cause a shortage of financial resources to support production activities, and as a result, significantly reduce the amount of operating profit. Therefore, profit management should be considered as a comprehensive system of actions that ensures the development of interdependent management decisions, each of which contributes to the effectiveness of the formation and use of profit for the enterprise as a whole.

4. Multivariate approaches to the development of individual management decisions. The implementation of this requirement assumes that the preparation of each management decision in the field of formation, distribution and use of profit must take into account alternative possibilities of action. If there are alternative projects of management decisions, their choice for implementation should be based on a system of criteria that determine the profit management policy of the enterprise. The system of such criteria is established by the enterprise itself.

5. Focus on the strategic goals of the enterprise’s development. No matter how profitable certain projects of management decisions may seem in the current period, they should be rejected if they conflict with the mission (the main goal of the activity) of the enterprise, the strategic directions of its development, or undermine the economic the basis for the formation of high profit margins in the coming period.

Based on this main goal, it is possible to formulate a system of main tasks [, p. 126], aimed at realizing the main goal of profit management.

Ensuring maximization of the amount of generated profit corresponding to the resource potential of the enterprise and market conditions. This task is achieved by optimizing the composition of enterprise resources and ensuring their effective use. The main ones are the maximum possible level of use of resource potential and the current situation in the commodity and financial markets.

Ensuring optimal proportionality between the level of generated profit and the acceptable level of risk. As already noted, there is a directly proportional relationship between these two indicators. Taking into account the attitude of managers to business risks, their acceptable level is formed, which determines aggressive, moderate (compromise) or conservative policies for carrying out certain types of activities or conducting individual business transactions. Based on the given level of risk in the management process, the corresponding level of profit should be maximized.

Ensuring high quality of generated profits. In the process of generating an enterprise’s profit, reserves for its growth must first be realized through operating activities and real investment, which provide the basis for the long-term development of the enterprise. As part of operating activities, the main attention should be paid to ensuring profit growth by expanding the volume of product output and developing new promising types of products.

Ensuring the payment of the required level of income on invested capital to the owners of the enterprise. If the enterprise operates successfully, this level should not be lower than the average rate of return on the capital market, and, if necessary, compensate for the increased business risk associated with the specifics of the enterprise’s activities, as well as inflationary losses.

Ensuring the formation of a sufficient amount of financial resources from profits in accordance with the development objectives of the enterprise in the coming period. Since profit is the main internal source of the formation of an enterprise’s financial resources, its size determines the potential possibility of creating production development funds, reserve and other special funds that ensure the future development of the enterprise. At the same time, in self-financing the development of an enterprise, profit should play a leading role

Ensuring a constant increase in the market value of the enterprise. This task is designed to ensure maximization of the welfare of owners in the long-term period. The rate of increase in market value is largely determined by the level of capitalization of profits received by the enterprise in the reporting period. Each enterprise, based on the conditions and objectives of economic activity, itself determines a system of criteria for optimizing the distribution of profit into its capitalized and consumed parts.

Ensuring the effectiveness of employee profit sharing programs. Personnel profit participation programs, designed to harmonize the interests of the owners of the enterprise and its employees, should, on the one hand, effectively stimulate the labor contribution of these workers to the formation of profit, and on the other hand, ensure a fairly acceptable level of their social protection, which the state in modern conditions fully ensures unable.

All of the considered profit management tasks are interrelated, although some of them are multidirectional in nature (for example, maximizing the level of profit while minimizing the level of risk; ensuring a sufficient level of satisfaction of the interests of the owners of the enterprise and its personnel; ensuring a sufficient amount of profit directed to the growth of assets and consumption and etc.). Therefore, in the process of profit management, individual tasks must be optimized among themselves.

The functional orientation of profit management objects, according to generally accepted standards, distinguishes two main types:

Profit generation management;

Management of distribution and use of profits.

The process of enterprise profit management is based on a certain mechanism. The structure of the profit management mechanism includes the following elements:

1. State legal and regulatory regulation of the formation and distribution of enterprise profits. The adoption of laws and other regulations governing the formation and distribution of enterprise profits is one of the directions of the state's economic policy. The legislative and regulatory framework of this policy regulates the formation and distribution of profits of enterprises in different forms. The main of these forms include: tax regulation; regulation of the depreciation mechanism for fixed assets and intangible assets, regulation of the amount of profit deductions to the reserve fund, regulation of the minimum amounts wages and others.

2. Market mechanism for regulating the formation and use of enterprise profits. Supply and demand in commodity and financial markets determine the price level for products, the cost of attracting loans, the yield of individual securities, the average rate of return on capital, etc. As market relations deepen, the role of the market mechanism for regulating the formation and use of enterprise profits will increase.

3. Internal mechanism for regulating certain aspects of the formation, distribution and use of enterprise profits. The mechanism of such regulation is formed within the enterprise itself, accordingly regulating certain operational management decisions on the formation, distribution and use of profits. Thus, a number of these aspects may be regulated by the requirements of the enterprise charter. Some of these aspects are regulated by the target profit management policy formed at the enterprise. In addition, the enterprise can develop and approve a system of internal standards and requirements regarding the formation, distribution and use of profits.

4. A system of specific methods and techniques for implementing profit management. In the process of analysis, planning and control of the formation and use of profit, an extensive system of methods is used to achieve the necessary results. The main ones include methods: technical and economic calculations, balance sheet, economic-statistical, economic-mathematical, comparisons and others.

1.4. Types and methods of analyzing enterprise profits.

An effective mechanism for managing the profit of an enterprise allows it to fully realize its goals and objectives and contributes to the effective implementation of the functions of this management. An important component of the enterprise's profit management mechanism are systems and methods for its analysis. Profit analysis is a process of studying the conditions and results of its formation and
use in order to identify reserves for further improving the efficiency of its management at the enterprise.

According to the purposes of implementation, the analysis of enterprise profit is divided into various forms depending on the following characteristics:

1. According to the objects of research, analysis of profit generation and analysis of its distribution and use are distinguished.

a) Analysis of profit generation is usually carried out in the context of the main areas of activity of the enterprise - operating, investment, financial. It is the main form of analysis in order to identify reserves for increasing the amount and level of profit of the enterprise,

b) Analysis of the distribution and use of profits carried out in the main areas of this use. It is designed to identify the level of profit consumption by the owners and personnel of the enterprise, the general level of its capitalization and specific forms of its production consumption for investment purposes.

2. According to the organization of the implementation, internal and external profit analysis are distinguished.

a) Internal profit analysis carried out by the managers of the enterprise or its owners using the entire set of available informative indicators (including management accounting data). The results of such analysis may constitute a trade secret of the enterprise.

b) External analysis arrived carried out by tax authorities, audit firms, banks, insurance companies in order to study the correctness of its reflection, the level of creditworthiness of the enterprise, etc. The source of information for carrying out such an analysis is the financial accounting and reporting data of the enterprise.

3. Based on the scale of activity, the following forms of profit analysis are distinguished:

a) Analysis of profits for the enterprise as a whole. In the process of such analysis, the subject of study is the formation, distribution and use of profit in the enterprise as a whole, without identifying its individual structural divisions.

6) Profit analysis by structural unit (responsibility center). If the structural unit (responsibility center) in question, by the nature of its activities, does not have a complete profit generation cycle, such an analysis is aimed at generating costs (income). This form of analysis is based mainly on the results of management accounting of the enterprise.

c) Analysis of profit for a separate operation. The subject of such analysis may be profit from individual commercial transactions of the enterprise; individual transactions related to short-term or long-term financial investments; individual completed real projects and other operations.

4. According to the scope of the study, a complete and thematic analysis of profit is distinguished.

A) Full analysis profit is carried out with the aim of studying all aspects of its formation, distribution and use in a complex.

b) Thematic analysis of profit is limited only to certain aspects of its formation or use. The subject of a thematic analysis of profit may be the study of the influence of the tax policy pursued by an enterprise on the formation of costs, income and profit; profitability of the formed stock portfolio; the influence of the structure and cost of capital on the level of profitability of the enterprise; the effectiveness of the chosen profit distribution policy; analysis of alternatives for the possible use of profits and a number of other aspects.

5. According to the period of conduct, preliminary, current and subsequent profit analysis is distinguished.

a) Preliminary analysis of profit is associated with the study of the conditions for its formation, distribution or future use; with conditions for implementation
individual commercial transactions, financial and investment transactions with a preliminary calculation of the expected profit on them.

b) Current (or operational) profit analysis is carried out in the process of carrying out the operating, investment and financial activities of the enterprise; implementation of individual business transactions for the purpose of operational influence on the formation or use of profit. Typically, such profit analysis is limited to a short period of time.

c) Subsequent (or retrospective) analysis of profits is usually carried out by managers and owners of the enterprise for the reporting period (quarter, year). It allows you to more fully analyze the results of the formation and use of the enterprise’s profit in comparison with its preliminary and current analysis, since it is based on the completed results of financial accounting and reporting, supplemented by management accounting data.

To solve specific problems of profit management, a number of special systems and methods of analysis that make it possible to obtain a quantitative assessment of individual aspects of its formation, distribution and use, both statically and dynamically.

In the practice of profit management, depending on the methods used, the following main systems for conducting analysis in an enterprise are distinguished: horizontal analysis; vertical analysis; comparative
analysis; risk analysis; ratio analysis; integral analysis; factor analysis.

In large commercial complexes, recommendations are constantly being developed for the operational and strategic management of the company's income.

The main goal of any commercial structure is to maximize the profits of its owners. Using this indicator as an assessment of activity, you can try to steadily increase the income of the enterprise through a number of activities [, p. 95]:

managing the range of products, ranking them in descending order of profitability;

planning product range renewal;

updating obsolete equipment and mastering new technologies;

developing operational plans for long-term production development;

determining investment and dividend policies;

use of the securities market.

Most often, the bulk of business entities pay the main attention to the well-known factors of income growth associated with the operation of the enterprise: growth in production volume, reduction in costs for the production of goods and services, and price optimization.

Optimal use of most of the listed opportunities for profit growth can be obtained as a result of an in-depth analysis of the profitability criterion, a selection of possible options, and justified strategic plans for profit.

Profit as a criterion for the efficiency of reproduction and as an indicator that has two boundaries - the volume of production or services (sales) and cost - has one important property: it reflects the final result of intensive and extensive development. The latter is associated with the factor of growth in production volume and natural savings from the relative reduction of conditionally constant elements of cost: the wage fund (respectively, accruals going into off-budget funds), depreciation, energy fuel, payments to the budget for resources, non-production and some other expenses. In domestic practice, this factor is rarely highlighted when analyzing profits.

Since there are many profit indicators, discussions are conducted primarily from the position of the owners of the company, who play a key role in the fate of the business. For them, the basic result characteristic is net profit; It is this indicator that they consider as one of the main criteria for the success of the company. Net profit is the difference between income and expenses, understood in a general sense. It obviously follows that the corresponding set of procedures for assessing and managing profitability implies such impacts on factors of financial and economic activity that would help increase income and reduce costs [, p. 496].

As part of increasing income, assessment, analysis and planning of the implementation of planned targets and sales dynamics in various sections, the rhythm of production and sales, the sufficiency and effectiveness of diversification of production activities, the effectiveness of pricing policy, the influence of various factors (capital-labor ratio, capacity utilization, shifts, pricing) should be carried out. policies, personnel, etc.) on changes in sales volumes, seasonality of production and sales, critical volume of production (sales) by product type and division, etc. The results of planning and analytical calculations are usually presented in the form of tables containing planned (basic) and actual (expected) values of production volumes and sales and deviations from them in physical and value terms, as well as in percentages.

The search and mobilization of factors for increasing income are the responsibility of the company's top management, as well as its marketing service. The role of the financial service comes down mainly to justifying a reasonable pricing policy, assessing the feasibility and economic efficiency of a new source of income, and monitoring compliance with internal profitability targets for existing and new production facilities.

The second task - reducing expenses (expenses) - implies assessment, analysis, planning and control over the implementation of planned tasks at the place of origin and type of expenses (expenses), as well as the search for reasonable reserves reducing production costs.

Expense (cost) management in the context of the ideology of responsibility centers. Planned targets for costs can be set in various sections. One of the most important is cost control as an element of the management system for responsibility centers. The Financial Responsibility Center (FRC) is a structural unit or group of units:

carrying out operations whose ultimate goal is to optimize profits;

capable of having a direct impact on profitability;

responsible to senior management for achieving established goals and maintaining expense levels within established limits.

The profit remaining at the disposal of the enterprise is used by it independently and is directed to the further development of business activities. No authorities, including the state, have the right to interfere in the process of using the net profit of an enterprise. Market business conditions determine the priority areas of one's own profit. The development of competition calls for the need to expand production, improve it, and satisfy the material and social needs of work collectives.

In accordance with this, as the net profit of enterprises is received, it is used to finance R&D, as well as work on the creation, development and implementation of new equipment, to improve technology and production organization, to modernize equipment, improve product quality, technical re-equipment, and reconstruction of existing production. Net profit is a source of replenishment of own working capital. In addition to direct use for production needs, net profit is a source of payment of interest on loans received to compensate for the lack of own working capital, for the purchase of fixed assets, as well as payment of interest on overdue and deferred loans.

Some types of fees and taxes are paid from net profit, for example, a tax on the resale of cars, computer equipment and personal computers, a fee on transactions for the purchase and sale of currency on exchanges, a fee for the right to trade, etc.

Along with financing production development, the profit remaining at the disposal of the enterprise is directed to satisfy consumer and social needs.

So, from this profit one-time incentives and benefits are paid to those retiring, as well as pension supplements. Dividends are paid on shares and contributions of members of the workforce to the property of enterprises. Expenses are incurred to pay for additional vacations in excess of the duration established by law, housing is paid for, and financial assistance is provided. In addition, expenses are incurred for free food or food at reduced prices (excluding the cost of special food for certain categories of employees, attributed to production costs in accordance with current legislation).

Providing production, material and social needs at the expense of net profit, the organization must strive to establish an optimal balance between the accumulation and consumption fund in order to take into account market conditions and at the same time stimulate and reward the results of the labor of its employees.

The profit remaining at the disposal of the enterprise serves as a source of financing not only for production and social development, as well as material incentives, but also in case of violation of the current legislation by the enterprise - payment of various fines and sanctions. Thus, fines are paid from net profit for non-compliance with security requirements environment from pollution, sanitary standards and regulations. If regulated prices for products (works, services) are increased, the profit illegally obtained by the enterprise is recovered from the net profit.

In cases of concealment of profits from taxation or contributions to extra-budgetary funds, penalties are also collected, the source of payment of which is net profit.

In the context of the transition to market relations, there is a need to reserve funds in connection with risky transactions and, as a possible consequence of this, loss of income from business activities. Therefore, when using net profit, an enterprise has the right to create a financial reserve, i.e. risk fund. The size of this reserve must be at least 15% of the authorized capital. Every year, the reserve fund is replenished by contributions amounting to practically no less than 5% of the profit remaining at the disposal of the enterprise. In addition to covering possible losses from business risks, the financial reserve can be used for additional costs for the expansion of production and social development, for the development and implementation of new equipment, an increase in own working capital and replenishment of their deficiency, and for other costs caused by the socio-economic development of the team.

With the expansion of sponsorship activities, part of the net profit can be directed to charitable needs, to assist theater groups, organize art exhibitions and other purposes. [, With. 195].

1.5. Distribution of enterprise profits.

The distribution and use of profits is an important economic process that ensures both the needs of entrepreneurs and the generation of government revenues. Profit distribution refers to the direction of profit to the budget through the payment of income tax and by items of use in the enterprise.

The distribution of profits is legally regulated in the part that goes to the budget in the form of income taxes. The determination of the directions for spending the profit remaining at the disposal of the enterprise after paying income tax, the structure of the items of its use is made on the basis of the developed dividend policy and in accordance with the internal provisions of the enterprise, including the charter and constituent agreement [, p. 195].

Depending on the objective conditions of social production at various stages of development of the Russian economy, the profit distribution system changed and improved, but its fundamental basis remained unshakable - relations with the state acted as an integral part of the administrative-command system, distribution was carried out in relation to each enterprise or industry separately.

Directiveness prevailed in the profit distribution mechanism; each enterprise was placed within a fairly strict framework: where, in what quantity and in what order to direct the earned profit.

The calculations of enterprises with the budget at different stages of development of the profit distribution system either became somewhat simplified or became significantly more complicated. Since 1991, the Russian financial system has switched to tax methods of profit distribution, which provide for the replacement of individual standards with uniform tax rates. In the relationship between enterprises and the budget, multi-channel payments from profits are eliminated. Enterprises, regardless of their organizational and legal forms and subordination, pay income tax to the budget, after which enterprises can quickly maneuver with the funds they earn. The normative distribution of profits remaining at the disposal of enterprises has been eliminated.

The profit distribution mechanism should be built in such a way as to contribute in every possible way to increasing production efficiency and stimulating the development of new forms of management

One of the most important problems of profit distribution both before the transition to market relations and in the conditions of their development is the optimal ratio of the part of the profit accumulated in budget revenues and the part remaining at the disposal of the enterprise.

An economically sound system of profit distribution must guarantee the fulfillment of financial obligations to the state and maximally provide for the production, material and social needs of enterprises and organizations.

1.6. Profit planning methods.

Calculation of the optimal amount of profit becomes the most important element of planning business activities for modern stage management. The success of the financial and economic activities of the enterprise depends on how reliably the planned profit is determined.

The calculation of planned profit must be economically justified, which will allow timely and complete financing of the increase in own working capital, investments, as well as timely settlements with the budget, banks and suppliers. Therefore, proper profit planning in enterprises is of key importance not only for entrepreneurs, but also for the economy as a whole.

Profit is planned separately for commercial products, other products and non-commercial services. The balance of operating and non-operating income and expenses is also planned.

1. Direct counting method. The object of planning is the elements of accounting profit: profit from product sales, profit from other sales and non-sales operations. The basis for the calculation is the volume of the production program in accordance with consumer orders.

Profit on commodity output (P then) is planned on the basis of cost estimates, where the cost of commodity output for the planned period is determined:

P tp = TP pl - WITH P , (2.1)

Where TP pl– the cost of marketable products of the planned period in current selling prices (excluding value added tax, excise taxes, trade and sales discounts);

WITH P– the total cost of marketable products for the planned period.

Based on the fact that the volume of sold products for the upcoming planning period in physical terms is determined as the sum of the balances of unsold products at the beginning of the planning period and the volume of output of marketable products during the planned period without balances of finished products that will not be sold at the end of this period, the calculation of the planned profit from product sales ( P etc) will take the form:

P etc = P He + P tp – P OK , (2.2)

Where P He– profit in the balances of products not sold at the beginning of the planning period;

P OK– profit in product balances that will not be sold at the end of the planning period.

2. Analytical method. It is used for a large range of products, and also as an addition to the direct method for the purpose of its verification and control. The advantage is that it allows you to determine the influence of individual factors on planned profit.

The basis for the calculation is the cost per ruble of marketable products, calculated at the wholesale prices of the enterprise, the basic profitability, as well as the set of planned indicators of the enterprise’s activity (factorial method).

2.1. Profit planning based on costs per ruble of marketable products is carried out according to the formula:

P tp = TP pl ×(1 – W tp ) (2.3)

Where P tp– profit on commodity output of the planned period;

TP pl– the cost of commodity output of the planned period in current selling prices;

Z tp– costs per ruble of marketable products.

2.2. Profit planning through the percentage of basic profitability is carried out by transferring the percentage of profitability from the sale of comparable products that developed in the reporting year to the planned year, taking into account the level of wholesale prices and other factors affecting the amount of profit.

Calculating profit using basic profitability consists of three successive steps:

1. Determination of basic profitability ( R b) as a quotient of the expected profit for the reporting year ( P b) at the full cost of comparable commercial products ( WITH pb) for the same period.

R b = P b / WITH pb (2.4)

Calculation of the volume of marketable products in the planning period at the cost of the reporting year (WITH pb) and determination of profit for commodity output based on basic profitability.

Taking into account the influence of various factors on the planned profit: changes in the cost of comparable products, quality (grade) of products, structure of output (range), product prices. It is also necessary to identify the inflationary component of profit growth.

The volume of output can have a positive and negative impact on the amount of profit. Increasing sales of profitable products leads to a proportional increase in profits. If the product is unprofitable, then with an increase in sales volume there is a decrease in profit.

The cost of production and profit are inversely proportional: a decrease in cost leads to a corresponding increase in the amount of profit, and vice versa.

The structure of commercial products has both a positive and negative impact on the amount of profit. An increase in the share of more profitable types of products in the output structure leads to an increase in profit. With an increase in the share of low-profit or unprofitable products, the total amount of profit will decrease.

The change in selling prices and the amount of profit are in direct proportion: with an increase in prices, profit increases, and vice versa.

The influence of the listed factors on planned profit:

P pl = Sp pl × P b ± ∆B ± ∆C ± ∆A ± ∆C(2.5)

Where P pl– planned profit;

∆IN– the impact of changes in commodity output in comparable prices;

∆WITH– the impact of changes in the cost of commercial products;

∆A– the influence of a structural (assortment) shift in product output;

∆C– the impact of changes in sales prices on the company’s products.

The influence of the considered factors on profit is determined first without taking into account inflation, and then using indices of inflationary price increases calculated by the enterprise itself. Inflation forecasting must be carried out in four main areas:

changes in prices for products sold;

changes in prices for purchased inventory items;

changes in the value of fixed assets and capital investments according to accounting estimates;

change in average wages due to inflation.

The profit plan for the next year is developed at the end of the reporting period. Therefore, to determine the basic profitability, reporting data for the elapsed time (for the 1st – 3rd quarters inclusive) and the expected implementation of the plan for the period remaining until the end of the year (for the 4th quarter) are used.

Profit in the reporting period is taken in accordance with the price level in effect at the end of the year. Therefore, if during the past year there were changes in prices or rates of value added tax and excise taxes that affected the amount of profit, they are taken into account when determining the expected profit for the entire reporting period, regardless of the time of the changes. Otherwise, the level of profitability of the reporting year will not be able to serve as a base for the planned one. To calculate the planned profit from the sale of products, the profit in the balances of unsold products at the beginning and end of the planning period is taken into account.

2. Profit management using the example of DUET LLC

2.1. Analysis of profit distribution practices

When analyzing the distribution of net profit to special purpose funds, it is necessary to know the factors in the formation of these funds. The main factor is 1) - net profit, 2) profit deduction ratio.

Table 2.1.

Data on the use of net profit, thousand rubles.

Index			Deviations (+, -)

1. Net profit
2. Distribution of net profit:
to the savings fund
to the consumption fund
to the social sector fund
3. Share in net profit, %
savings fund
consumption fund
to the social sector fund

Let's look at Table 2.2. the influence of factors - the amount of net profit and the coefficient of profit deductions on contributions to funds.

Changes in contributions to special purpose funds due to changes in net profit can be calculated using the formula:

ΔФ n (P) = ΔП h ∙ K 0,

ΔФ n (P) = +1172.19 thousand rubles. * 64% = 750.20 thousand rubles. – accumulation fund

ΔФ p (P) = +1172.19 thousand rubles. * 29% = 339.94 thousand rubles. – consumption fund

ΔФ s (P) = +1172.19 thousand rubles. * 7% = 82.05 thousand rubles. - social fund spheres

where ΔФ n (P) is the increase in the accumulation (consumption) fund due to changes in net profit; ΔП h – increment in the amount of net profit; K 0 – coefficient of deductions from net profit to the corresponding fund.

To do this, we multiply the increase in net profit due to each factor by the base (2007) coefficient of contributions to the corresponding fund.

The amount of contributions to the funds is also influenced by changes in the coefficient of contributions from net profit. The level of its influence is calculated by the formula:

ΔФ n (K) = (K 1 – K 0) · P h 1, where

ΔФ n (K) – increase in the consumption fund (accumulation) from a change in the deduction ratio; K 1, K 0 – actual and basic coefficients of contributions to consumption (accumulation) funds; P h 1 – net profit for the reporting period.

ΔФ n (K) = (0.52-0.29) * 2,731.49 thousand rubles. = 628.24 thousand rubles. – consumption fund

ΔФ n (K) = (0.37-0.64) * 2,731.49 thousand rubles. = - 737.50 thousand rubles. – accumulation fund

ΔФ n (K) = (0.11-0.07) * 2,731.49 thousand rubles. = 109.26 thousand rubles. - social fund spheres

Table 2.2

Calculation of the influence of factors (the amount of net profit and the deduction coefficient) on the amount of deductions to the enterprise funds.

Type of fund	Amount of distributed profit, thousand rubles.	Share of deductions,	Amount of deductions, thousand rubles.	Deviation including at the expense


Savings
Consumption
Social spheres

From the above calculations it follows that the decrease in the share of the amount of deductions to the accumulation fund was influenced by a decrease in the deduction coefficient by 737.50 thousand rubles, and due to the influence of net profit, deductions to the accumulation fund increased by 750.20 thousand rubles.

Changes in contributions to the consumption fund increased due to the impact of net profit by 339.94 thousand rubles. and due to the coefficient of 628.24 thousand rubles.

Changes in contributions to the social sector fund increased due to the impact of net profit by 82.05 thousand rubles. and due to the coefficient of 6109.26 thousand rubles.

The ratio of the use of profit for accumulation and consumption affects the financial position of the enterprise. The insufficiency of funds allocated for accumulation restrains the growth of turnover and leads to an increase in the need for borrowed funds.

Analysis of the use of profits reveals how effectively funds were distributed for accumulation and consumption.

The upper limit of the potential development of an enterprise is determined by the return on equity, which shows the efficiency of using equity capital.

Return on equity can be represented as the ratio of the amount of funds allocated for accumulation and consumption to the amount of equity.

R c с = (Net profit / Equity) * 100%

Table 2.3

Calculation of dynamics of return on equity capital

The table shows that return on equity increased by 21.81% compared to last year.

Return on equity shows the efficiency of using equity capital, indicates the amount of profit received from each ruble invested in enterprises by the owners.

To achieve high turnover growth rates, it is necessary to increase the ability to increase the profitability of equity capital.

The ratio of the accumulation fund to the amount of equity capital determines the internal growth rate, i.e. rate of increase in assets.

R cc = F n / SK

where Fn is the accumulation fund, SK is equity capital

Table 2.4

Calculation of the dynamics of the rate of increase in assets

Internal growth rates, i.e. the rate of increase in assets decreased by 0.04 compared to 2007.

The ratio of the consumption fund to the amount of equity capital is the level of consumption.

R cc = F p / SK,

Where F p is the consumption fund, SK is equity capital.

Table 2.4

Calculation of consumption level dynamics

Conclusion: Internal growth rates are decreasing, albeit slightly, by 0.04, which means that the profit distribution policy is not chosen correctly.

At Duet LLC, most of the profits were directed to the consumption fund and used for social payments. However, the insufficiency of funds allocated for accumulation restrains the growth of turnover and leads to an increase in the need for borrowed funds.

2.2. Factor analysis of the profitability of Duet LLC

Characteristics of an enterprise's profitability indicators will be incomplete without factor analysis of profitability.

According to the “Profit and Loss Statement”, you can analyze the dynamics of profitability of sales, profitability of the reporting period, as well as the influence of factors on changes in these indicators.

Return on sales (RI) is the ratio of the amount of profit from sales to the volume of products sold:

RI = ((V – S – KR – UR) / V) * 100% = (P r / V) * 100%,

From this factor model it follows that the profitability of sales is influenced by the same factors that influence the profit from sales. To determine how each factor affected the profitability of sales, we perform the following calculations.

The impact of changes in sales revenue on profitability of sales:

D R d (В) = [((В 2008 –С 2007 – Кр 2007 – Ур 2007) / В 2008 ) – ((В 2007 –С 2007 – Кр 2007 – lv 2007) / В 2007 )] * 100% ,

where From 2008 and From 2007 – reporting and basic cost;

KR 2008 and KR 2007 – reported and basic business expenses;

UR 2008 and UR 2007 – reporting and basic management expenses.

D R 2008 (B) = [((10,863.44 thousand rubles – 2,430.65 thousand rubles – 955.48 thousand rubles – 250.79 thousand rubles) / 10,863.44 thousand rub.) – ((6,299.67 thousand rubles - 2,430.65 thousand rubles – 955.48 thousand rubles – 250.79 thousand rubles) / 6,299.67 thousand rubles) ] * 100% = ((7,226.52 thousand rubles / 10,863.44 thousand rubles) – (2,662.75 thousand rubles / 6,299.67 thousand rubles)) * 100% = (0.665 – 0.423) * 100% = 0.242 * 100% = + 24.2%

The impact of changes in cost of sales on profitability of sales:

D R 2008 (C) = [((B 2008 – C 2008 – Cr 2007 – LV 2007) / B 2008 ) – ((B 2008 – C 2007 – Cr 2007 – LV 2007) / B 2008 )] * 100% ,

D R 2008 (C) = [((10,863.44 thousand rubles – 3,894.29 thousand rubles – 955.48 thousand rubles – 250.79 thousand rubles) / 10,863.44 thousand rub.) – ((10,863.44 thousand rubles - 2,430.65 thousand rubles – 955.48 thousand rubles – 250.79 thousand rubles) / 10,863.44 thousand rubles) ] * 100% = ((5,762.88 thousand rubles – 7,226.52 thousand rubles) / 10,863.44 thousand rubles) * 100% = ((- 1463.64 thousand rubles) / 10,863.44 thousand rubles) * 100% = (- 0.135) * 100% =

The impact of changes in business expenses on profitability of sales:

D R 2008 (KR) = [((In 2008 – From 2008 – Kr 2008 – Level 2007) / In 2008 ) – ((In 2008 – From 2008 – Kr 2007 – Level 2007) / In 2008 )] * 100%

D R 2008 (KR) = [((10,863.44 thousand rubles – 3,894.29 thousand rubles – 2,500.00 thousand rubles – 250.79 thousand rubles) / 10,863.44 thousand . rub.) – ((10,863.44 thousand rubles - 3,894.29 thousand rubles – 955.48 thousand rubles – 250.79 thousand rubles) / 10,863.44 thousand rubles )] * 100% = ((4,218.36 thousand rubles - 5,762.88 thousand rubles) / 10,863.44 thousand rubles) * 100% = ((- 1,544.52 thousand rubles .) / 10,863.44 thousand rubles) * 100% = (- 0.142) * 100% =

Impact of changes in management expenses on profitability of sales:

D R 2008 (UR) = [((In 2008 – From 2008 – Kyrgyz 2008 – Ur 2008) / In 2008 ) – ((In 2008 – From 2008 – Kyrgyz 2008 – Ur 2007) / In 2008 )] * 100%,

D R 2008 (UR) = [((10,863.44 thousand rubles – 3,894.29 thousand rubles – 2,500.00 thousand rubles – 300.48 thousand rubles) / 10,863.44 thousand . rub.) – ((10,863.44 thousand rubles - 3,894.29 thousand rubles – 2,500.00 thousand rubles – 250.79 thousand rubles) / 10,863.44 thousand rubles .)] * 100% = ((4,168.67 thousand rubles - 4,218.36 thousand rubles) / 10,863.44 thousand rubles) * 100% = ((- 49.69 thousand rubles .) / 10,863.44 thousand rubles) * 100% = (- 0.0046) * 100% =

The total influence of factors is:

D R1 2008 = D R 2008 (B) + D R 2008 (C) + D R 2008 (KR) + D R 2008 (UR),

D R1 2008 = + 24.2% - 13.5% - 14.2% - 0.46% = - 3.96%

Thus, the profitability of sales for the reporting period decreased by 3.96% compared to the profitability of the previous period. The greatest impact on the decrease in profitability was exerted by such a factor as commercial expenses.

The profitability of an organization's activities in the reporting period is calculated as the ratio of the amount of profit of the reporting period to sales revenue:

R2 = (P b / V) * 100%,

And, therefore, this profitability (R2) is influenced by the factors that form the profit of the reporting period. The profitability of the reporting period (R2) is influenced (in addition to those listed above) by changes in the levels of all factor indicators:

D R2 2008 = D R1 2008 + D U%pol 2008 + D U%upl 2008 + D UDrD 2008 + D Udr 2008 +

D UPRD 2008 + D UPRD 2008 + D UPRD 2008 + D UPRD 2008, formula 30

D R2 2008 = - 3.96 + 0 + 0 + 0 + 0 + 0 + 0 +0.2 -1.7 = - 5.46%

Thus, the decrease in profitability of the reporting period by 5.46% was caused mainly by a decrease in the level of profitability of sales.

At the end of the analysis of the profit and profitability of Duet LLC, the following conclusions can be drawn:

1. Analysis of the dynamics of balance sheet profit in comparable prices allows us to judge the positive dynamics for the period from 2005 to 2008. During the analyzed period, balance sheet profit increased by 3,339.21 thousand rubles. The growth rate of balance sheet profit decreased significantly in 2008 compared to 2007; the reason for the decrease in the growth rate of balance sheet profit lies, first of all, in the acceleration of the growth rate of the enterprise's commercial expenses over the period from 2007 to 2008.

2. In 2008, compared to 2007, the amount of income tax and other mandatory payments from profits increased by 64% compared to 2007, which directly depends on the growth of the profit before tax indicator by the same 64%. Thus, over the past 2 years, the taxation system at the enterprise has not changed.

3. Factor analysis of the enterprise’s profit showed that:

increase in sales revenue in the reporting period by 682.15 thousand rubles. (excluding the impact of price) caused an increase in the amount of profit from sales by 1,809.26 thousand rubles,

the increase in prices in the reporting period caused an increase in the amount of profit from sales by 288.55 thousand rubles,

cost savings included in the cost led to an increase in the amount of profit by 293.31 thousand rubles,

overspending on commercial expenses in the reporting period and their growth by 7.8 points led to a decrease in the amount of profit from sales by 844.35 thousand rubles,

savings on administrative expenses in the reporting period led to an increase in the amount of profit from sales by 130.36 thousand rubles.

4. Return on equity increased by 21.81% compared to last year, this indicates a fairly efficient use of equity capital

5. Internal growth rates decrease, albeit slightly, by 0.04, which means that the profit distribution policy is not chosen correctly.

6. The profitability of sales for the reporting period decreased compared to the profitability of the previous period by 3.96%. The greatest impact on the decrease in profitability was exerted by such a factor as commercial expenses.

the decrease in profitability of the reporting period by 5.46% was caused mainly by a decrease in the level of profitability of sales.

2.3. Proposals for optimizing the profit generation process of Duet LLC

The main directions for improving the mechanism for distributing financial results include:

optimization of the profit tax system; development of a system of income tax rates and benefits that will stimulate the use of net profits, first of all, for the development and improvement of our own production base;

elimination of unproductive costs and losses; development and implementation of measures aimed at overcoming the crisis of non-payments in order to gradually reduce the amount of penalties and fines paid to the budget and extra-budgetary funds;

optimization of the distribution of net profit remaining at the disposal of Duet LLC to consumption funds and accumulation funds;

a set of measures that ensure expedient and efficient use funds from consumption and accumulation funds.

Let's look at individual areas in more detail.

The tax policy of the state directly affects the economic activities of an enterprise, therefore, the fate of the business and the possibilities for its growth and development often depend on the competent, professional decision of the taxpayer, taken taking into account the tax consequences.

The peculiarities inherent in the taxation process necessitate the allocation of tax management at an enterprise, which implies tax planning at the business level and is an integral part of financial management of enterprises.

Tax planning from the taxpayer’s perspective is one of the main elements of tax management and an integral part of its financial and economic activities. Mainly, taxes for an enterprise are additional costs that affect the financial result, therefore the essence of tax planning at the level of business entities is to minimize taxes based on maximum use of the possibilities of tax legislation.

The most manageable areas of tax planning to achieve economic effect are the optimal choice of accounting and tax policies and tax regime. Tax management begins with the development of an enterprise's tax policy and its relationship with accounting policies. In this regard, it is advisable to calculate the options for certain provisions of these policies, since from decisions taken The number and amount of taxes transferred to the budget directly depends. The greatest effect of optimizing accounting and tax policies at an enterprise is achieved through marketing research. When developing accounting and tax policies, it is advisable to be guided by the principle of their compliance, which allows you to conduct accounting and tax accounting with the least labor and economic costs. This principle of compliance should be implemented when developing these policies by element (accounting for fixed assets, accounting for intangible assets, the procedure for recognizing income and expenses, accounting for loans and credits, and others). It is desirable that the procedure for reflecting certain provisions of accounting and tax policies coincide, as a result of which there will be fewer permanent and temporary differences taken into account in taxation.

The choice of taxation regime is relevant for tax management at an enterprise. This aspect can be considered in 2 tax regimes according to which enterprises can build their activities: simplified taxation system; general taxation regime. A simplified regime is provided for small businesses. The choice is made on a voluntary basis, but small businesses must meet the conditions for the maximum number of employees, the amount of assets and the size of the authorized capital.

To compare the simplified system and the general taxation regime, a calculation was made according to the data of Duet LLC, Verkhny Ufaley, which pays taxes according to the general taxation regime, but according to financial indicators (number of people - less than 100 people; authorized capital distributed accordingly, residual value of fixed assets funds does not exceed 100 million rubles; at the end of the tax (reporting) period, the taxpayer’s income does not exceed 15 million rubles) can switch to a simplified regime.

Table 3.1.

Information base for calculating taxes to the budget for 2008.

The calculation of taxes to the budget for 2 taxation systems is presented in Table 3.2.

Table 3.2.

Calculation of taxes to the budget for 2008 (thousand rubles)

General mode	Simplified taxation system
UST (35.6%, including 14% to the pension fund): 229.35 * 35.6% = 81.65	STS (15%): (10,863.44 -3,894.29 -126.85 – 229.35) * 15% = 6,612.95 * 15% = 991.94
Property tax (2%): 3111.45 * 2% = 62.23	Deductions to Pension Fund = 229,35 * 14% = 32,11

Income tax (24%): 4,188.45 * 24% = 1,005.23	Mandatory payments to the Social Insurance Fund -0.2% of the payroll = 229.35 * 0.2% = 0.46
Personal income tax (13%): 229.35 * 13% = 29.82
Other mandatory payments = 253.87	Total under the simplified taxation system: 1,054.33
Total for the general regime:1 465,96	Total under the simplified taxation system: 1,054.33

The effect of using the simplified tax system in the amount of 411.63 tr. would allow the enterprise to identify additional economic opportunities. In particular, the net profit for 2008 would have been 3,143.12. Thus, we can highlight the main advantages when switching to a simplified mode: Accounting has a simplified version, there is a closed list of paid and unpaid taxes, a reduction in the tax burden due to a narrowing of the tax base and a reduction in tax rates, most taxes are replaced by a single tax payment.

Thus, it is advisable to separate tax management into a separate branch of management of financial and economic activities; this will make the enterprise informationally “transparent” for tax authorities, and provides the opportunity to manage costs and financial results, which is important for economic growth.

An analysis of the use of profits by Duet LLC showed how funds were distributed to the consumption fund and the accumulation fund.

At Duet LLC, most of the profits were directed to the consumption fund and used for social payments, which resulted in a slowdown in the turnover of current assets, limiting the possibility of growth in trade turnover and profits.

The insufficiency of funds allocated for accumulation restrains the growth of turnover and leads to an increase in the need for borrowed funds.

Directing funds to the accumulation fund will increase the economic potential, increase the solvency of the enterprise and financial independence, and will contribute to an increase in the volume of work and sales without increasing the amount of borrowed funds.

Thus, Duet LLC needs to reconsider the procedure for distributing profits, directing most of it to the formation of an accumulation fund.

End of form

Conclusion.

IN course work Theoretical aspects of enterprise profit management in modern conditions are covered, namely, the mechanism of formation and profit indicators, methods of profit management and its distribution in modern taxation conditions.

The project of measures includes the recommendations proposed in the third chapter of the work for improving the policy of formation and distribution of profits of Duet LLC. In particular, as part of improving the process of profit generation, it was proposed:

optimize the accounting policy of the enterprise regarding the accounting of financial results of activities depending on the period of their payment;

develop a more “transparent” system for accounting for the enterprise’s activities, introducing a separate balance sheet for each area of the enterprise’s activities

introduce measures to improve the marketing policy in the “newspaper” line of business, the implementation of which will improve the financial results from the implementation of this type of activity.

As part of improving the profit distribution process, it was proposed:

review the procedure for distributing profits, directing most of them to the formation of an accumulation fund;

replace the current taxation procedure. The effect of using the simplified tax system in the amount of 411.63 tr. would allow the enterprise to identify additional economic opportunities. In particular, the net profit for 2008 would have been 3,143.12. Thus, we can highlight the main advantages when switching to a simplified regime: accounting has a simplified version, there is a closed list of paid and unpaid taxes, a reduction in the tax burden due to a narrowing of the tax base and a reduction in tax rates, most taxes are replaced by a single tax payment.

Bibliography

Vasilyeva L.S. Financial analysis: textbook / L.S. Vasilyeva, M.V. Petrovskaya. – M.: KNORUS, 2006. 544 p.

Gavrilova A.N. Finance of organizations (enterprises): textbook / A.N. Gavrilova, A.A. Popov. – 3rd ed., revised. and additional – M.: KNORUS, 2007. – 608 p.

Drucker P. Effective management: Economic problems and optimal solutions / Transl. from English M. Kotelnikova. – M.: Fair Press, 1998. – 288 p.

Journal of financial management N4, 2004

Karaseva I.M. Financial management: textbook. manual for the specialization "Organizational Management" / THEM. Karaseva, M.A. Revyakina; edited by Yu.P. Aniskina. – Moscow: Omega-L, 2006. – 335 p.

Kovalev V.V. Accounting, analysis and financial management: Educational method. allowance. – M.: Finance and Statistics, 2006. – 688 p.\

Kovalev V.V. Financial management; theory and practice. – 2nd ed., revised. and additional – M.: TK Welby, Prospekt Publishing House, 2007. – 1024 p.

Production management: Textbook for universities / S.D. Ilyenkova, A.V. Bandurin, G.Ya. Gorbovtsov and others; Ed. S.D. Ilyenkova. – M.: UNITY-DANA, 2000. – 583 p.

Financial management: Textbook for universities / Ed. acad. G.B. Pole. – 2nd ed., trans. and additional – M.: UNITI-DSHA, 2006. – 527 p.

Financial management: Textbook for universities / N.F. Samsonov, N.P. Barannikova, A.A. Volodin and others; Ed. prof. N.F. Samsonova. – M.: Finance, UNITY, 2001. - 495 p.

Application

Indicators


1. Non-current assets
Intangible assets
Fixed assets
Construction in progress
Long-term financial investments
Other noncurrent assets
Total for section 1
2. Current assets
Inventories, including
raw materials and supplies
finished products
Goods shipped
Future expenses
Value added tax on purchased assets
Accounts receivable (payments more than a year later)
Accounts receivable (payments during the year)
Short-term financial investments
Cash
Other current assets
Total for section 2
BALANCE (190+290)

3. Capital and reserves
Authorized capital
Extra capital
Reserve capital
Social Sphere Fund
retained earnings
Total for section 3
4. Long-term liabilities
Loans and credits
Other long-term liabilities
Total for section 4
5. Current liabilities
Loans and credits
Accounts payable
revenue of the future periods			profit enterprises is based on a specific mechanism. Into the structure of the mechanism management profit included... Improvement management profit enterprises LLC Rolon Thesis >> Finance Reorientation of the economy enterprises. 3. Development of an efficiency improvement program management profit enterprises at LLC "..., analysis, audit. - M.: Phoenix, 2003. Burtsev V.V. Control profit enterprises// Financial management, No. 4. – 2006. – p. ... Improving Policy management profit enterprises JSC Vologda Machine Tool Coursework >> Finance Course work TOPIC: "IMPROVEMENT OF POLICY MANAGEMENT PROFIT ENTERPRISES"(JSC "Vologda Machine Tool Plant") ... manufacturers, they can be regulated. Control profit enterprises comes down to developing a mechanism for organizational... Financial solutions for management profit enterprises Abstract >> Management Use and planning for enterprise. Ensuring effective management profit enterprises defines a number of requirements for this... preferential taxation, etc. In the process management profit enterprises the main role is given to profit generation... Control profit on enterprise (4) Abstract >> Management Distribution and use on enterprise. Ensuring effective management profit enterprises defines a number of requirements for... - Development of a targeted comprehensive strategy management profit enterprises. - Creation organizational structures, ...

Key aspects of managing an organization's profit. Enterprise profit management methods

Bibliography

Send your good work in the knowledge base is simple. Use the form below

Similar documents

Send your good work in the knowledge base is simple. Use the form below

Similar documents

Introduction.

1. Theoretical aspects of the concept of profit.

1.1 The essence and concept of profit.

1.2. Profit management methods.

1.3. Ways and tools for enterprise profit management.

1.4. Types and methods of analyzing enterprise profits.

1.5. Distribution of enterprise profits.

1.6. Profit planning methods.

2. Profit management using the example of DUET LLC

2.1. Analysis of profit distribution practices

2.2. Factor analysis of the profitability of Duet LLC

2.3. Proposals for optimizing the profit generation process of Duet LLC

Conclusion.

Bibliography

Improvement management profit enterprises LLC Rolon

Improving Policy management profit enterprises JSC Vologda Machine Tool

Financial solutions for management profit enterprises

Control profit on enterprise (4)