Establishing An Analysis System For Influencing Non Quantitative Factors Of Enterprises

1. Standardize and extend the off balance sheet.

Scope.

The non quantifiable factors of enterprises include information on the external environment of enterprises and internal resources information, such as industry information, enterprise product information, customer information, corporate social image information and intangible assets, human resources information, etc.

It is very important to standardize the scope of information disclosure and collect relevant contents regularly.

2, design and use non-financial evaluation indicators to further improve the financial reporting evaluation system.

The information provided in the financial report should not only include information about the business performance and financial status of an enterprise, but also include information about the enterprise background and future projections.

In view of the changes in enterprises, the following non-financial evaluation indicators should be considered as the supplement to financial evaluation indicators: customer satisfaction; product and service quality; strategic objectives, such as corporate restructuring and management pfer; company potential development capability, such as employee satisfaction and retention, staff learning and training opportunities, team spirit, management effectiveness; innovation capability, such as R & D investment and its achievements, new product development capability, core technology, market share, environmental protection and social responsibility.

3. Enterprises

And comprehensive analysis and evaluation of development prospects.

When analyzing and evaluating the financial status, business performance and development potential of enterprises, the relevant financial indicators and non-financial indicators, dynamic indicators and static indicators, as well as related enterprises.

The combination of knowledge assets and data can not only avoid biased evaluation of enterprises, but also have a clear understanding and understanding of the overall situation of enterprises, which will help external investors and managers to make the right decisions.

At the monthly mineral company economic activity analysis conference, financial analysis closely focused on production and operation, and concentrated on collecting data from the Steel Association and metallurgical mine association, and found that the competitive advantage of advanced mining enterprises, through the benchmarking with key technical and economic indicators of advanced mining enterprises, helped the business departments to find gaps and gaps, analyzed the causes of deficit units regularly, and conducted a business analysis of the main loss products, looking for measures and ways to reduce losses and turn losses.

In 2012, in order to reduce the unit consumption, the target rate of three rate and three consumption was formulated and included in the monthly assessment of the economic responsibility system.

The period of bad market environment is precisely the time for enterprises to achieve financial innovation. Financial management is promoted from simple accounting, integrated into production and operation, standing at the perspective of managers, looking for problems, making suggestions, changing to the direction of financial management with decision support and value creation, and finally achieving the goal of enterprise planning, identifying risks, guarding profits and creating value.