The diverse experience accumulated in different countries of the world indicates that among all the resources of enterprises (material, labor, financial, etc.), management is of the greatest importance, i.e. the ability and ability to develop goals, determine value guidelines, coordinate the implementation of tasks and functions, train employees and achieve effective results of their activities. This is what characterizes the purpose of management, its quality and efficiency, its impact on people with different levels of education, experience, qualifications and interests. Therefore, the implementation and implementation of the main trends in changing the organization of management in the 21st century are of great theoretical and practical importance. In this regard, it is of interest to study the evolution of organizational management structures and its stages characteristic of the development of organizations in the 21st century. In Fig. 10.1 presents the main characteristics of this process.

Hierarchical structure

Matrix structure

Domestic market

Rice. 10.1. Evolution of organizational structure

The most important factor in effective management is treating people as a leading resource, capital, and not as a factor in production costs.
It is becoming more and more obvious that the main characteristic features of new intra-company management systems should be a long-term orientation, fundamental research, diversification of operations, innovation, and maximum use of staff creative activity. Decentralization, reduction of management levels, promotion of workers and their payment depending on real results will become the main directions of changes in the management apparatus. Some of the most noticeable trends in the development of organizations are shown in Fig. 10.2.

Modern trends in organization development

Rice. 10.2. Modern trends in the development of organizations

2. Basic properties and types of organizations of the future

The main property of the organization of the future, as research shows, will be constant adaptation to a dynamic external environment. Figuratively speaking, the organization will resemble a chameleon, changing its color due to changes in light, emotions, and temperature. As an adapting mechanism, the organization will change in accordance with changes in external conditions and objective requirements for it. A generalization of ongoing processes and emerging trends shows that such organizational features as greater flexibility, commitment to individuals, predominant use of teams, high internal competitiveness, and the desire for diversification will come to the fore. Let's try to characterize these properties of organizations (Fig. 10.3).


Rice. 10.3. Basic properties of organizations of the future

As modern research shows, the most promising organizations of the future will be networked, virtual, intelligent, self-learning organizations.

Network organizations
The development of network organizations began in the 1980s, when international competition and rapid technological change caused widespread restructuring across all industries. As part of the general trend towards disintegration, managers experimented with different organizational structures. Instead of using operational scheduling and communication of cost information to coordinate activities of internal units, they turned to contracts and other agreements to organize external components into various types of network structures. Examples of existing network organizations include the following.
1. Network organization when implementing large projects. In these forms, work is organized around specific projects and involves the creation of temporary teams of skilled workers in a variety of fields (for example, construction and industrial projects, publishing or filmmaking).
2. Network organization in areas (“valleys”) with small manufacturing firms. These networking firms span, for example, northern Italian industrial areas (including textile companies such as Benetton) or semiconductor firms in Silicon Valley (USA).
3. Leading large manufacturing firms, geographically dispersed and united into a single system. These firms include well-known Asian "keiretsu" (business associations) and cooperative links between major assembly companies and a variety of small suppliers (eg Volvo in Sweden).
4. Strategic alliances. Alliances of this type are common among all types of companies, but especially among large firms seeking to secure a competitive advantage on a global scale.

Virtual organizations
Recently, the emergence of a new type of product, called virtual, has been widely discussed. These products (or services) can be created due to recent advances in information processing, organizational dynamics and the development of production systems. The release of such products becomes available at any time. Anywhere and in countless models and formats. An ideal virtual product is something that is produced instantly and targeted. At customer's request. The common feature of these products is that they are paid for by consumers instantly.
A virtual product (both physical product and services) exists even before it is produced. Its concept, design and production are stored in the memory of workers, computer programs and flexible production lines; another distinctive feature of virtual products - the increasing role of the consumer as a co-producer of products - can be traced in examples from many industries. In each case, the customer can not only control the results, but also establish strong and lasting relationships with suppliers during the production process. In just two decades, integrated circuit design has gone from new designs that took months to develop in teams of specialists and then completed in expensive laboratories, to virtual products created in a few hours and "built" in a few minutes by an engineer who does not need to leave his office. office using a desktop "factory".

Intelligent Organizations
The study of a wide range of scientific, technical, intellectual, labor and other factors that influence changes in organizational systems makes it possible, to a certain extent, to foresee their main features, properties and nature of functioning in the coming decade. One of these varieties is intellectual organization.
Studies by management specialists note that an intellectual organization will be formed from a large number of small interacting enterprises on the principle of a “free society” rather than a “totalitarian state.” By their nature, such organizations must be completely pluralistic, i.e. allowing for the clash of competing points of view and the struggle of rival suppliers, which distinguishes them from costly organizations that widely practice administrative control. When considering the rights of employees of such an organization, scientists in the field of management primarily name freedom of speech, the right to free communication with other employees, regardless of their rank and the boundaries of structural units. It is believed that the power to make important decisions such as "what to do" and "who will do the work" in the initial period will be retained by the traditional hierarchical structure. However, these rights will gradually be transferred to smaller and more flexible self-governing working groups, which will themselves be responsible for the entire work process and its results. The experience of empowering every employee and benefiting from choice and broad partnerships will transform workgroups into information science labs.
In the future, freedom and collectivism will be as fundamental as bureaucracy and hierarchy were in twentieth-century organizations.

Learning organizations
In organization theory and practice, organizational learning is considered as a continuous source of creating competitive advantages for companies, as their strategy for constantly updating methods and increasing the efficiency of all activities. Organizations that do not learn (and accordingly do not change) in the face of rapid environmental change are considered doomed. Hence the recommendations to create groups that learn through activity, focusing on the need to generate new ideas in the learning process. There are even attempts to provide a symbolic interpretation of organizational learning. This process is presented, in particular, in this form:
Training = P + Q
where P is program learning (reading books, lectures, etc.), and Q is learning by asking questions and obtaining evidence. Discussion of conclusions based on generalization of practical experience. Learning by doing, i.e. organizational learning is based mainly on Q. Its main idea is to organize groups so that each of them has two tasks: one - to solve a problem or complete a project; the other is to learn while performing tasks. Make the receipt of the task available to all participants, present the received material to management for subsequent use.
Today's organizations require much greater levels of technical management, actionable and actionable knowledge, greater alignment of collaborative efforts with long-term commitments, and an understanding of the need to solve complex problems. This, in turn, requires trained workers who openly express their opinions, value knowledge and the best solutions, and strive to join forces for common creative work.

The service is constantly moving towards the client. Where previously there was no service, now there are sales managers. Where it was “your call is very important for us,” now they quickly pick up the phone and call you by name. Where you had to wait for a person to answer, now they answer instantly. In this article, we will analyze in detail, with comments from different areas, the main trends in the development of the service.

First of all, we will talk about remote or online service. This is working with a client through contact centers: sales, accounting, technical support and others. In this case, service is provided by telephone, via mail, or without a personal meeting.

Where is customer service going?

People have been doing maintenance for so long that it’s hard to come up with something new. Even the fashion of the last 2-3 years for the implementation of CRM systems, communication through instant messengers and service automation is not new; these tools have existed for many years in large companies, and are now coming to the masses.

Nevertheless, it is possible to identify the main trends - different in different areas. For example, loyalty programs are being revived in the retail and restaurant business. In business with remote customer service, three main areas can be distinguished:

1. Everyone is served. There are fewer and fewer companies that ignore customers, where there is no dedicated service department, the load shifts to related departments - sales, for example.
2. Service personalization. In businesses where customer service is important, companies are striving to collect more data on user behavior and offer a personalized approach.
3. Automation. Nobody wants routine and overpaying unnecessary employees, so companies are striving to robotize support.

1. Customer service trend: now everyone is served

Customers are accustomed to good service in cafes, hotels, shopping centers and now demand it in any area. It doesn’t matter whether you sell phone cases or transformer substations - customers will call not only to buy, but also for service. This is normal, problems begin when the company does not have dedicated service.

Typically, maintenance is transferred to the sales department if there is no dedicated technical support or call center. Qualified sellers are forced to spend time on support and sell less. And sometimes managers forget to add the relevant KPIs, and salespeople are reluctant to provide service: they respond last, forget to call back, or respond with unsubscribes.

Because of this, customers “receive less service” for services and goods already paid for: dissatisfaction accumulates, satisfaction decreases, no - this approach affects the entire business. Let's see how this problem is solved using an example.

Service needs to be built into the company’s processes, even if it is not separated into a separate area. Here are recommendations that will help in working with clients - save them to your computer.

How to transfer service to the sales department and not regret it. Case of Get8 company

2. Personalization of customer service

There are companies where customer retention plays a key role: cloud services, banks, Internet and telephony - services with a subscription fee. They have learned en masse, but clients are different and each needs its own approach.

An individual approach to customer service is called service personalization. For example, calling by first name and patronymic instead of “dear customer”, personal product recommendations based on past purchases, or a discount for length of service and for a birthday.

To personalize the service, you need to collect as much customer data as possible in one place. These are contacts, gender, age, geography, interests. And also user behavior: what mailings he opens, how often he contacts technical support, how much time he spends on the site.

There are difficulties in collecting such information - the data is scattered across systems: mailings in one place, sales in the CRM, payments in Internet banking, and so on. Look in the comments to see how this problem is solved.

OnlinePBX provides a virtual PBX - a cloud-based program for distributing calls between managers, which integrates with CRM systems. In addition to the program, we provide services: we help select a telecom operator, remotely set up clients’ routers and IP phones, set up and support PBX.

For many companies, telephony is a critically important thing: if there are no calls, then there are no sales, no money and no business. In order for our clients’ business to work and for us to get paid for the next month, we need good technical support.

16 thousand subscribers use the PBX every day, and it is important to quickly understand who contacted our technical support and for what issue. This is difficult, because calls in one system, letters in another, a database with accounts separately - there is no single tool. Therefore, we designed our own system, which took these nuances into account.

The idea of ​​the internal information system is to collect data on sales, PBX usage scenarios, calls to technical support, financial analytics and other indicators in one place. Then employees could serve customers without wasting time switching between tools.

Marat Akhmetzanov

Head of technical support onlinePBX

Customers appreciate a personal approach and buy better when recommendations really suit them. Therefore, start collecting and systematizing data, download the memo to your computer so you don’t forget.

How to personalize service to the benefit of business and clients. Case onlinePBX

3. Automation in customer service

For businesses, people in customer service are the weak link, they are expensive, get sick, quit, cannot work around the clock, are in a bad mood and make mistakes more often than programs. Therefore, companies are forced to automate maintenance and reduce staff, facing other problems.

The first, automated tools like the Vera robot or chat bots, are not yet ripe for mass service and show low accuracy. They will continue to be implemented to solve simple issues, and more complex issues will continue to be solved by people. Therefore, companies will continue to invest in traditional automation.

Sometimes automation leads to the opposite - you have to involve even more people to solve standard issues.

The second problem is that clients themselves do not want to communicate with robots and prefer live communication. A 2017 Forbes study found that 60% of consumers still order goods and services over the phone. In the B2B industry, medium to large deals are concluded after face-to-face meetings. Therefore, the trend toward automation is long-term: robots must earn the trust of consumers, and consumers must “mature.”

Let's look at an example of how a business solves these problems.

Bus1 provides passenger transport for rent with a driver in 72 cities of Russia. Our buses are used at corporate events, delegations, weddings, for transporting tourists and at the last Olympics in Sochi.

We are automating the entire business; for example, we have introduced an analogue of the “Vera” robot to check whether drivers are on shift. We tried several times to exclude a person from the service process and encountered difficulties.

Buses are rarely ordered, no one knows how to do this, and the service is complicated. For example, there are many nuances in transporting children: you need to draw up lists, coordinate with the traffic police, take into account the specifics of the bus, select a contingent, and so on. Therefore, we are automating gradually.

We created a full-fledged personal account through which you can manage orders. It turned out that clients want to talk to the manager and rarely use him. Now we “accustom” them to working through services even at the sales stage. To do this, we are developing an interactive calculator and planning a widget for partner sites.

The idea of ​​a calculator based on the example of weddings. After selecting the type of trip “wedding”, he will offer popular routes around your city, show photos and videos of buses, specify the date and time, the number of guests and ask whether evening delivery after the restaurant is needed. Confirmation of the order and information about the bus will be sent via SMS, without the participation of the manager.

Marketers note the following main trends in the development of customer service:

1. Manufacturers are creating more reliable equipment that is easily adaptable to different conditions. One of the reasons for this progress is the replacement of electrical equipment with electronic equipment, which results in fewer malfunctions and more maintainable operation. In addition, companies are expanding the production of autonomous and disposable equipment.

2. Modern consumers are well versed in issues of after-sales service and require an individual approach. They want to pay for each element of service and choose their own service providers.

3. Consumers are increasingly refusing to deal with service providers who service different types of equipment.

4. The peculiarity of service contracts (also called extended warranties) is that the seller provides maintenance and repairs for a certain period of time at a price agreed in the contract. The increased use of disposable equipment and equipment that does not fail reduces the propensity of consumers to pay 2 to 10% of the purchase price for warranty service.

5. The number of services provided is growing rapidly, which reduces their prices and the profit from selling equipment at a price that does not include the cost of after-sales service.

6. Today, the organization of the supply of spare parts is carried out within the framework of a choice between the task of reducing equipment repair time and the task of reducing costs associated with the immobilization of funds in the form of inventories of material assets. The emergence of permanent transport systems can have a significant impact on spare parts storage policies and thus on service policies.

7. The requirement for additional services is increasingly acting as a condition for paying for basic services.

8. The intensification of service networks is redefining the role of the after-sales technician, who is directly responsible for significant commercial responsibilities.

9. The desire for self-service is growing.

Main strategic directions for the development of services:

1. An enterprise whose work is assessed by the overall level of quality of new products must necessarily allocate a significant amount of resources for the needs of mixed services with due speed and competence.

2. Cooperation with other companies can be carried out if it allows increasing the speed and flexibility of providing services.

3. When training technical personnel, it is necessary to provide for the needs associated with new products (a priori). In addition, it is necessary to develop among service workers the ability to show clients the technical advantages of new equipment.

4. The quality of services, without a doubt, takes precedence over their variety.

5. Maintenance of equipment supplied by competitors is of interest only if this equipment is an integral part of complex systems in which the company's products appear.

It often becomes necessary to quickly supply spare parts, especially if the latter are of a unique nature, as is observed in companies that use innovations. This may lead to an increase in the network of spare parts warehouses, or the use of rapid transport means, such as air delivery, is often used in the information technology, capital goods or public works machinery sectors.

Flexibility is the second main characteristic of a maintenance system, which needs to be developed the more, the greater the uncertainty regarding the sales volume of a product, the duration of its life cycle and period of use, as well as its reliability in general. The difficulties therefore reach their maximum, for example, in the preliminary determination of the requirements for equipment units and spare parts, as well as in the training of technical personnel.

The desire to reduce costs associated with the production of goods and services at a given level of quality is one of the most important areas of activity of the enterprise.

The summary table, which presents the types of service policies, takes these elements into account and, in addition, provides examples of additional policy areas that are aimed at integrated product development and personnel management (Table 15.2).

Table 15.2

Serving the competition through innovation. Examples of typical service policy orientations

Control questions

1. Define the concept of “service standards”.

2. What are the expectations for service quality based on?

3. List the parameters for assessing the quality of services.

4. Define the concepts of “incoming” and “outgoing data.”

5. Define the term "RFK".

6. How to determine the optimal service level size?

7. Name the main trends and strategic directions that exist in the after-sales service policy.

8. What innovations are manufacturers trying to introduce into their products in order to improve service?

Introduction:

At the present stage of development of our economy, the question analysis of the financial condition of the enterprise is very relevant. The success of its activities largely depends on the financial condition of the enterprise. Therefore, much attention is paid to the analysis of the financial condition of the enterprise.

The financial condition is characterized by a system of indicators that reflect the real and potential financial capabilities of the company as a business entity, an object of capital investment, and a taxpayer.

Good financial condition is the efficient use of resources, the ability to fully and on time meet one’s obligations, the sufficiency of one’s own funds to eliminate high risks, good prospects for making a profit, etc.

A poor financial situation is expressed in unsatisfactory payment ability, low efficiency in the use of resources, inefficient allocation of funds, and their immobilization. The limit to the poor financial condition of an enterprise is the state of bankruptcy, i.e., the inability of the enterprise to meet its obligations.

The main purpose of the analysis is to identify and evaluate trends in the development of financial processes in the enterprise.

The purpose of analyzing the financial and economic activities of an enterprise is to assess its current financial condition, as well as to determine in which areas work needs to be done to improve this condition. At the same time, it is desirable to have such a state of financial resources in which the enterprise, freely maneuvering funds, is able, through their effective use, to ensure the uninterrupted process of production and sales of products, as well as the costs of its expansion and renewal.
All users of financial statements set themselves the task of analyzing the state of the enterprise and, on its basis, drawing conclusions about the directions of their activities in relation to the enterprise in the short or long term. Thus, in the overwhelming majority of cases, these will be conclusions about their actions in relation to this enterprise in the future, and therefore for all these persons the future (forecast) financial condition of the enterprise will be of greatest interest. This explains the extreme importance of the task of determining the forecast financial condition of an enterprise and the relevance of issues related to the development of new and improvement of existing methods for such forecasting.
The relevance of tasks related to forecasting the financial condition of an enterprise is reflected in one of the used definitions of financial analysis, according to which the financial analysis is a process based on the study of data on the financial condition of an enterprise and its past performance in order to assess future conditions and performance. Thus, the main task of financial analysis is to reduce the inevitable uncertainty associated with making future-oriented economic decisions. With this approach, financial analysis can be used as a tool for justifying short- and long-term economic decisions and the feasibility of investments; as a means of assessing the skill and quality of management; as a way to predict future financial results.

Financial forecasting can significantly improve enterprise management by ensuring the coordination of all factors of production and sales, the interconnection of the activities of all departments, and the distribution of responsibilities.

1. Analysis of the structure of the enterprise’s property

BALANCE IN AGGREGATE VIEW

1.1 COMPARATIVE ANALYTICAL NET BALANCE

1.2 ANALYSIS OF THE STRUCTURE OF THE ENTERPRISE PROPERTY

ANALYSIS OF WORKING CAPITAL STRUCTURE

ANALYSIS OF THE STRUCTURE OF BORROWED CAPITAL

Conclusion: During the reporting period, the enterprise's property increased by 1,177 thousand rubles. These changes were caused by an increase in the cost of fixed assets by 58 thousand rubles, a decrease in the amount of inventories and costs by 156 thousand rubles, an increase in cash, settlements and other assets by 1275 thousand rubles.

This is due to the purchase of a machine, the purchase of intangible assets, the purchase of equipment through a covered letter of credit, the calculation of depreciation, the write-off of materials for the repair of fixed assets, and the receipt of funds from buyer No. 1.

At the end of the reporting period, the share of immobilized assets increased by 0.61%, and material working capital decreased by 6.82%.

The share of accounts receivable decreased by 1.75%, and the share of cash increased by 8.05%. This is due to the fact that money was received for services rendered.

The increase in property was due to an increase in sources of own funds by 25.74%, and attracted funds by 74.26%. The share of property acquired using equity capital decreased by 3.05% and amounted to 64.66% of the value of all sources. Sources of own funds increased due to the formation of profits and due to the creation of a repair fund.

The enterprise in its activities uses 6.18% of short-term loans and borrowings and 29.16% of borrowed funds at the end of the reporting period, i.e. 35.34% depends on creditors.

During the reporting period, the company reduced investments in the production sector by 13.25%, and 108.33% were made in the circulation sector.

An increase in investments in the sphere of circulation led to a decrease in investments in the sphere of production. During the reporting period, investments in fixed assets amounted to 4.93%.

2. Analysis of the financial stability of the enterprise

2.2 DETERMINING THE TYPE OF FINANCIAL STABILITY

To the beginning reporting period, the company has type 4 financial stability, i.e. crisis financial condition. Own working capital does not cover the amount of reserves and costs and this deficiency amounts to 1353 thousand rubles. Own, long-term and medium-term borrowed sources of formation of reserves and costs also do not cover the amount of reserves and costs, and the shortfall is also 1353 thousand rubles. These data are the same, because the company did not attract long-term loans in its activities. The shortfall in the total amount of sources for the formation of reserves and costs at the beginning of the reporting year is 353 thousand rubles.

Finally reporting period, the financial condition improved, and the enterprise began to have type 3 financial stability, i.e. unstable financial condition. The total amount of sources for the formation of reserves and costs covers the amount of reserves and costs by 48 thousand rubles. This improvement is due to the fact that sources of own funds increased by 303 thousand rubles. The indicator of the availability of own working capital increased by 245 thousand rubles. and amounted to 952 thousand rubles.

At the beginning of the reporting period, the share of current assets covered by own working capital was 34.32% (707/2060*100%), and at the end it was 50% (952/1904*100%).

3. Analysis of liquidity and solvency of the enterprise

3.1 BALANCE SHEET LIQUIDITY ANALYSIS

Conclusion: In general, the enterprise has a payment surplus, both at the beginning of the reporting period and at the end (647 thousand rubles and 892 thousand rubles, respectively).

However, for the first group of liquid funds used to pay off the most urgent obligations, the enterprise has a payment deficiency, which at the end of the reporting period decreases (from -3599 to -3151 thousand rubles), but everything is significant and amounts to 66.8% of the amount most urgent obligations.

For the second group of liquid funds, the enterprise has a payment surplus, which at the beginning of the reporting period amounts to 2019 thousand rubles, and at the end of 1972 thousand rubles.

For the third group of liquid funds, the enterprise also has a payment surplus, which at the beginning of the reporting period amounts to 2,227 thousand rubles, and at the end of 2,071 thousand rubles.

For the next period of time, the current solvency is disrupted, since a comparison of groups 1 and 2 of funds and liabilities gives a payment deficiency, which at the beginning of the reporting period is equal to 1580 (-3599 + 2019), and at the end it decreases to 1179 (-3151 + 1972) , but it’s too early to talk about restoring solvency.

The purpose of horizontal and vertical analysis of financial statements is to visualize the changes that have occurred in the major items of the balance sheet, income statement and statement of cash and help the company's managers make decisions about how to continue its operations.

Horizontal analysis consists of comparing the financial data of an enterprise for two past periods (years) in relative and absolute form in order to draw conclusions about the company’s development trends.

Let's consider a horizontal analysis of the balance sheet of the conditional enterprise “Standard”, placed in table. 1

The analysis technology is quite simple: the data on the main balance sheet items at the beginning and end of the year are placed sequentially in the second and third columns. Then, in the fourth column, the absolute deviation of the value of each balance sheet item is calculated. The last column identifies the relative percentage change of each item.

1. The total assets of the enterprise increased by 40,301, while the total liabilities decreased by 20,924.

2. The increase in total assets occurred solely due to an increase in retained earnings: the company did not issue new financial instruments and did not increase debt.

3. The amount of working capital of the enterprise increased by 60,773. This increase was primarily due to accounts receivable. At the same time, the total amount of cash and cash equivalents in the form of marketable securities decreased by 45,752.

Table 1. Horizontal analysis of the balance sheet of the Standard company - thousand dollars.

We also note that against the backdrop of a significant increase in working capital, the amount of short-term debt decreased by 14,724 or 5.23%. This decrease was due to accounts payable and bills payable, i.e. due to debts to suppliers. The company managed to compensate for this reduction by increasing accrued liabilities, which in this situation were an additional source of financing.

A similar analysis is carried out on the basis of the profit and loss statement of the enterprise. In table 2. shows a horizontal analysis of the profit and loss statement.

Table 2. Horizontal analysis of the profit and loss statement of the Standard company - thousand dollars.

The conclusions that can be drawn based on these data are as follows.

1. The company's revenue increased by 17.7%, while gross income increased only by 6.88%. This undesirable ratio for the enterprise was a consequence of the fact that costs for direct materials (by 24.39%) and production overhead costs (by 28.18%) increased at a higher rate.

2. Profit from sales of the enterprise decreased by 2.25%. This decrease in profit was the result of a significant (56.10%) increase in administrative costs. The slight reduction in marketing costs was unable to balance the very strong increase in administrative costs.

3. Despite the noted undesirable growth rates of the enterprise's costs, the enterprise's net profit remained at the same level (increased slightly by almost 3%). This became possible due to a reduction in the amount of interest payments (the company repaid part of the bank loans), as well as through profits from non-core activities (sale of assets and receipt of dividends from the ownership of corporate rights of other enterprises).

The cash flow statement can also be analyzed using horizontal analysis techniques. The analysis technology does not fundamentally change compared to the previous approach. However, the report format itself should be modified by grouping receipts and payments of money and presenting all numerical data in the form of positive numbers. The fact is that horizontal analysis of negative numerical data is not clear and can cause difficulties in interpretation.

A horizontal analysis of the cash flow statement for the Standard company is presented in Table 3.

Table 3. Horizontal analysis of the cash flow statement of the Standard company - thousand dollars.

Using the presented data, the following conclusions can be drawn.

1. Resulting net cash flow decreased by 70,789. This decrease was the result of a decrease in the monetary performance of the enterprise's core activities.

2. Cash flow from operating activities decreased by 45,889. In 2012 it became negative. This was a direct result of the following ratio: total cash receipts from operating activities increased by 205,420, while total disbursements increased by 251,309.

3. The major role in this dramatic deterioration in the company's ability to generate cash was played by an increase in 1) cash payments to suppliers for basic materials and 2) cash payments for operating expenses. The company was unable to compensate for the increase in these cash payments with a corresponding increase in the receipt of money from consumers of the company's products.

4. The company was unable to compensate for the decrease in cash flow from operating activities through investing and financing activities. Both were not efficient in terms of money: cash flow from investing activities decreased by 2,900, and cash flow from financing activities decreased by 22,000. The latter was due to the increased payment of cash dividends in 2012.

5. As can be seen from the cash flow statement itself, the company compensated for the significant decrease in cash flow with the money that was received from the sale of marketable securities.

Actually, nothing very tragic happened: marketable securities represent a kind of cash reserve that is designed to compensate for the temporary financial inefficiency of the enterprise. The enterprise has accumulated such a reserve as a result of its past activities. And in 2012 he played his role. It is clear that the company's main task now is to prevent a similar situation next year, since the amount of the reserve has been significantly reduced.

The results of the analysis allow the management of the enterprise to make the following fundamental recommendations to its management.

1. Improve relationships with suppliers and consumers in order to obtain a more favorable ratio of receivables and payables.

2. By all means reduce administrative costs by at least a quarter.

3. The financial director should make every effort to find profitable sources of short-term financing if it is not possible to achieve preferential lending conditions from the supplier.

Vertical analysis allows you to draw a conclusion about the structure of the balance sheet and profit statement in the current state, as well as analyze the dynamics of this structure. The technology of vertical analysis is that the total amount of assets of the enterprise (when analyzing the balance sheet) and revenue (when analyzing the profit statement) are taken as one hundred percent, and each item of the financial statement is presented as a percentage of the accepted base value.

A vertical analysis of the balance sheet of the Standard company is presented in Table 4.

Table 4. Vertical analysis of the balance sheet of the Standard company.

The presented data allows us to draw the following conclusions.

1. The share of the company's current assets is approximately half of the company's assets, and it increases every year.

2. The share of fixed assets is decreasing, despite the acquisition of new equipment.

3. The share of short-term debts is at the level of one third of the value of the enterprise's assets and does not undergo significant changes.

4. The share of the company's long-term debts has been steadily decreasing and at the end of 2012 amounted to 11.68%.

5. The company's equity capital is at the level of 50% of the total amount of its liabilities, which indicates the average level of risk of the company becoming bankrupt.

A vertical analysis of the income statement is presented in table. 5.

Table 5. Vertical analysis of the profit and loss statement of the Standard company.

Analyzing these data, we can come to the following conclusions.

1. The share of material costs in 2012 is 45.42%, which is more than in the previous year (42.75%). This, in turn, led to an increase in the share of production costs in total revenue.

2. The share of administrative costs in 2012 is 6%, which is slightly higher compared to the previous year. At the same time, the share of marketing costs decreased from 10.5% to 8.5%.

3. The noted changes caused the share of profit from sales in revenue to decrease from 10.35% to 8.64%. This undoubtedly indicates a decrease in the efficiency of the enterprise's operating activities.

4. The final result of changing the cost structure of an enterprise is a decrease in the share of net profit in revenue. In 2012 it was 5.68% versus 6.46% in 2011.

Based on the results of the vertical analysis, enterprise management can make the following recommendations.

1. Economic services of the enterprise take urgent measures to strengthen control over the costs of the enterprise.

2. Prevent a decrease in the share of operating profit in revenue next year. Achieve an increase in this value, at least to the level of last year.

3. Analyze in more detail the composition of the enterprise’s fixed assets in order to make a decision on their renewal.

As follows from the above description, horizontal and vertical analysis of the financial statements of an enterprise is an effective means for studying the state of the enterprise and the effectiveness of its activities. Recommendations made on the basis of this analysis are constructive in nature and can significantly improve the state of the enterprise if they can be implemented.

At the same time, the possibilities of this type of analysis are limited under conditions of strong inflation. In fact, inflation greatly distorts the results of comparing the values ​​of balance sheet items in the process of horizontal analysis, since the valuation of different groups of assets experiences different effects of inflation. Under the condition of high turnover of working capital, the assessment of their main components (accounts receivable and inventory) manages to take into account changes in the price index for material resources, both entering the enterprise and leaving it in the form of finished products. At the same time, the assessment of a company's fixed assets, made on the basis of the principle of historical cost, does not have time to take into account the inflationary increase in their real value.

There are at least three approaches to eliminating the influence of inflation on the results of horizontal and vertical analysis:

1. recalculation of balance sheet data taking into account various price change indices for various types of resources,
2. recalculation of balance sheet data taking into account a single inflation index for various types of resources,
3. recalculation of all balance sheet items for each point in time into hard currency at the exchange rate on the date of the balance sheet.

From the point of view of each approach, one of the balance sheets is taken as the base one (for example, the earliest or latest balance sheet in terms of time of compilation). Then the data for all other balances is recalculated taking into account the assumptions made within the framework of the listed approaches. And only after such a recalculation does a comparison of balance sheet items occur horizontally or vertically.

Unfortunately, none of these approaches can eliminate the impact of inflation in real practice. The first approach seems to be the most accurate. However, when using it, inflation index values ​​are required for each individual type of resource (office equipment, office furniture, technological equipment, etc.). Unfortunately, it is impossible to obtain such values ​​from official sources in real conditions. And specifically searching for source data to evaluate these indices for an enterprise is usually very expensive. The second approach uses a single inflation index and obviously does not reflect changes in the real value of various assets. Formally, a recalculation of the value of assets can be carried out, and the data obtained in this way are more comparable for the purposes of horizontal and vertical analysis compared to the original data. However, this approach cannot guarantee a real ratio of asset values.

Finally, converting balance sheet data into hard currency using the exchange rate at the balance sheet date also does not guarantee the true relationship between the values ​​of various assets. The fact is that the exchange rate reflects the ratio of values ​​in different currencies only for monetary assets (essentially, only cash and marketable securities). Of course, the book value of fixed assets, translated at the exchange rate and compared at the beginning and end of the year, will not reflect the true market value of these assets. It should also be taken into account that hard currency within a country with a strong inflation rate is also subject to inflation, i.e., for example, the dollar value of an asset can change significantly over time, despite the fact that in the United States the inflation rate does not exceed two percent .

The final conclusion is this: in the process of conducting horizontal and vertical analysis, you should use the national currency of the country and not recalculate balance sheet items due to changes in the price level. At the same time, simultaneously with the presentation of the results of the analysis, the inflation rate for the period at the boundaries of which the enterprise’s balance sheet is compiled should be indicated. If the annual inflation rate does not exceed 6–8 percent, then the results of horizontal and vertical analysis of financial statements can be considered useful and appropriate conclusions can be drawn based on them.