中小企业成本管理研究外文翻译、中文文献外文资料及译文
Cost Management for SMEs
SMEs are an important pillar of China's economic development, in the Abstract:
increasingly fierce market economy, the SMEs to establish position, to produce quality products, controlling production costs, reduce unnecessary waste, and only in order to obtain better economic benefit, to continue the development and growth
: The importance of cost management; cost information; design ideas; Keywords
thinking
Introduction
Since the reform and opening up, China's economic development, small and medium enterprises in the socialist market economy and plays an irreplaceable role. It played an important role to promote market competition, increasing employment, promoting innovation and to accelerate national economic development and maintaining social stability. Many SME organizations due to their own institutions are inadequate, the system is not tight, the quality of personnel is good and bad, the lower management level can not be ignored, especially in the chaos of cost management, even within the enterprise is not the full cost accounting information, which impeded the economic developments.
Therefore, to improve the cost management of SMEs is imperative to improve the quality of economic operation.
And large enterprises, in particular, strong multinational companies compared to SMEs the advantages of simple structure, decision-making and rapid, agile response, while the existence of the congenital weakness of the production and operation of small-scale, mainly in production efficiency, technology progress, financing and other aspects, the profitability of SMEs are generally lower than large enterprises. Low starting point of technology for SMEs, at the same time process, the equipment is very backward, the lack of senior specialists, coupled with insufficient funding factors, difficult to
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implement a comprehensive technology update. Therefore, SMEs need to strengthen the awareness of cost management. With the deepening reform, expanding opening up and establishing a socialist market economic system, the implementation and consolidation of the modern enterprise system, SMEs in China, quality and management level has been great progress. But the level of cost management study, there are still some of the high
cost of the product, lack of market competitiveness and profitability, which restricts business development and growth.
In the current increasingly competitive market conditions, small and medium enterprises in order to remain invincible in the competition, we must rely on production of cheap products. SMEs in order to obtain
better economic benefit, we must improve and develop the traditional
cost management system to start.
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Chapter I The importance of better cost management system
Management system of centralization and decentralization are not limited to, the internal organization and management, and scientific and sometimes more important. In short, the future development of SMEs to a certain extent, how to build their own characteristics for the organization and management structure has become an important issue, where cost management is an important component of institution building.
Construction cost management features for small and medium systems, we must improve and develop the traditional cost management
organizations start small and medium enterprises in the analysis considered the cost of management statistics, based on the scientific design. Therefore, only lower costs, better cost management is the basis for profitable production of SMEs, only a good control to enhance economic development and progress, and lower the cost of the integrated technology and management level of reflection is to meet market demand the key to the sound development of the economy.
Business costs is an important basis for development of the price. Cost is an important basis for determining prices. Product cost the industry refer to the same economic sector average cost of the product. Differences in prices and costs, must be seen as a business loss or profit. Cost control is an important means to improve the capital
efficiency, product costs directly affect the level of capital efficiency. Because the same amount of money invested enterprises, enterprises can produce low-cost low-price products, and expand sales, improve capital efficiency. Reduce costs is an important condition for the protection of national income. In the market economy, enterprise products, low cost, the price can increase sales, thereby increasing state tax revenue.
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Chapter II Cost Management System for SMEs cost
information
Cost information needs of the enterprise management decision-making, better, more timely and cost information sufficient to meet the requirements of management decision-making, scientific and rational use of it. The cost of the existing management system for SMEs, they often lead to cost management and timely information disclosure and inadequate
2.1 Can not fully understand and analyze the cost structure of small and medium enterprises
SME managers understand the business cost structure is an important means of cost management information, and access to lower cost competitive advantage of enterprise is one important way; SME strategy implementation costs first step is to analyze the cost structure of enterprises. Cost management system of organization of work in standardizing the specific level of small and medium enterprises, customers, employees, services, and other fixed assets during the
project, the elements should also control costs and to make clear the influence between the requirements and constraints. Thus facilitating
the analysis of the cost structure of small and medium enterprises, access to the following information, such as when the customer increases, the cost of change? Why change? The new tool can affect the cost
structure of operations? Standard materials for the costs? Are there any aspects of the project cost subject to change, and why? And so on. Traditional cost management organization structure of the cost structure is not comprehensive and perfect, often only the cost is divided into fixed or variable, direct or indirect, controllable or not controllable, such a provision for SMEs to help manage and control costs, but can not view to understanding and analysis of the overall corporate cost structure, cost management organizational structure must clearly the relationship between cost and number of long-term and short term, the relationship between local and overall
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2.2 Untimely disclosure of cost information, inadequate
Currently, many SMEs are not cost-reporting system, the only source
of information for the accounting period is the financial report after the end of some of the information, and often lag, lack of effective management of value. The cost information is usually late inefficient, while data collection may also be incorrect signals. Faced with increasingly fierce market competition, cost control system should be uniformity and flexibility combined. Business decision that the cost of
small business and to the smooth management, in addition to regularly make financial reports, also in accordance with the procedures, cost center, client types of cost analysis, cost management in order to provide useful information.
Inadequate cost information management system is also a need to
focus on building a problem. Because inadequate information will lead to management decisions of SMEs in the economy, the resulting opportunities for poor decision-making must improve. Some of the content of the financial statements of SMEs, the search cost information, this cost structure is often unrealistic. Cost information is a good resource allocation, pricing and other essential management decisions. Standard cost information are: ? procedures:
The procedures for each actual costs incurred, compared with the estimated cost, the difference analysis. ? products or services: the cost of obtaining the product or service, pricing or product combination as a major factor in thinking. ? Customer: As a basis for proper accounting, but will also establish a good relationship as a reference. ? Cost
Center: collection of resources for each cost center, to facilitate complete responsibility report, and, accordingly, as performance measurement, responsibility attribution basis. ?
equipment or tools: with each of the equipment cost information related to the acquisition, the main provider of fixed asset accounting and the decision to repair or replace such purposes. Some particular
industries may need to follow the customer, region, or other special categories and distinguish between cost information to meet the needs of management decision-making. 3 small and medium cost management organization structure of the design ideas、
Cost management should meet three main objectives: ? the product
cost or cost
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analysis to the product during the period to the preparation of financial statements; ? the
cost of providing process control information to the managers; ? estimated cost of the
product and other relevant information to the product management department or persons. Traditional cost management, to follow the provisions of the financial statements, cost allocation can be carried out successfully complete the above goals. However, the need to contribute to adapt to external aspects of process control is difficult to provide cost information, so that the estimated cost of the product is untrue, distorted cost information. Process control and product costing system in the cost-sharing played a different role. SMEs in the cost management system design, cost management process should be clear, through cost management accounting, analysis, and design and definition of goals, the right to develop their own characteristics for the organization and management system. Specific design ideas are: ? materials and working procedures of the track. When you
receive the materials, the invoice should be recognized in line with the procurement unit, notice accounts payable department before. Occurs when the material is requisitioned, the costs charged to the working procedures and related accounting subjects. ? Artificial and tracking procedures. Working hours and related information are required to report regularly to management in order to properly pay wages. Work occurs, should also record the specific procedures and related accounting subjects. If not fit into specific work procedures, whether material or artificial, can the existing pool, and then apportioned to each candidate off the work process. ? the cost of tracking and evaluation procedures.
Main function is a cumulative basis and procedures of the estimated cost, standard cost and actual cost, from the initial cost estimates to the actual presentation to the true cost of the financial accounting system, one by one to reflect. ? highlight the importance of cost management in advance, that the full implementation of budget management. This cost management system, the construction of small and medium enterprises of great significance. Because the use of budget management, when the work process is complete, you can compare with the actual cost to the completion of the budget control. When the estimated cost and actual cost is not the same time, differences can be analyzed to find out the specific cost control. ? 'strengthen the timeliness of cost management, many
SMEs have begun to attach importance to the cost of state procedures, however, to wait
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until January because of financial accounting is not to make a
series of reports, it is not possible to obtain from the financial accounting system, the daily cost information. Cost information management organization system should be supplemented in this regard,
the costing on the basis of process optimization, design a program to reveal the cost of the current state of business
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Chapter III Developed the cost of administration system for SMEs
Cost management system reform and innovation in organizations is the need to correctly deal with the problems of SMEs, make the best use to
be promoted. Enterprises can achieve better development and efficiency
3.1 For further reform and improve the cost analysis
Cost analysis is an important part of cost management: ? cost
analysis should be
carried out routine analysis and forecasting analysis; ? should not
be limited to product
analysis, cost analysis should also have the responsibility; ? to
the cost of product
design, process costs, consumer costs of ; ? depth technical and economic analysis, cost
benefit analysis, so the cost analysis to further reform the traditional, inherited the traditional advantages of a new analytical methodology to the computerization direction.
3.2 The cost of the reform of management system inertia
The cost of management of many SMEs from the heart, the hope to maintain the existing management system. Give a stable system for people to feel safe, if to break the old rules, inertia and change the traditional code of conduct, it will make people feel uncomfortable, not used, and therefore impede the formation of a new internal rules and regulations of the force and very rigid, it is necessary to speed up the specification of SMEs cost management organization structure to further enhance the overall development cost management system
3.3 Improve cost management system and awareness of the quality of personnel
Business leaders cope with the cost management system has the necessary knowledge and attention to cost management system implemented. In the enterprise must
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have competence in the cost of management, cost management system, which is playing an important condition for the cost of management personnel to have engaged in accounting ethics, should also establish a good business, competition, technological advances awareness and efficiency awareness, the only way to better serve the business development services, achieve better economic efficiency
3.4 Improve the organizational structure of SMEs cost management
Many small and medium enterprises should be based on cost management system as an opportunity to re-planning of the management organization, from the means and methods to achieve innovation, business leaders must make a determined effort to streamline redundant departments and agencies, so that not only reduce wage expenditures, and organizations often can reduce the cost and improve the cost efficiency of management, the process for SMEs to grow, it should be strictly in accordance with the requirements of modern enterprise system and to regulate the
internal governance system of organization-building institutions, to introduce a practical experience, high-level business management personnel bear the financial cost of key management positions in corporate responsibility. This favorable cost management in the enterprise to create an atmosphere of group power, that is, the possibility to create more programs and more effective approach In addition, as China's enterprise reform and market deepening of
the process, the enterprise's cost management organization system itself is continuous development and improvement of small and medium enterprises in the design of its cost management mode, should be more scientific, standardized, cost management sound organizational structure to move in the direction of development and to promote the
rationalization of decision-making and control of the overall technology and in-depth.
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Conclusions
Measures to address and resolve many problems exist in the
enterprise cost management, the research of our scholars are mostly the cost of doing business is the introduction of advanced management methods to study the reform of the cost management model in the new environment, its orientation has been made in the corresponding results. The case of SME cost management, should be given high priority, and in-depth analysis of its causes, and propose the appropriate response measures. With the promulgation and implementation of new accounting standards, the legal system and internal control system is also continuously improve the sound, to enable enterprises to further the sound development. SMEs should do and avoid weaknesses, and adapt to changing an increasingly competitive market, and constantly learn and grasp new theories and methods of cost management, and learn to absorb the successful experience of other companies in other countries, constantly sum up and found that the emergence of cost management. issues, and constantly update the concepts and methods of cost management, and constantly seek new ideas for their own development, cost management.
Face of increasingly fierce market competition, enterprises in order to enhance their own competitiveness, maximize profits, it is necessary to improve enterprise cost management to enhance cost management system, strengthen awareness of cost management, strict accounting cost management, clear the scope of management to implement a comprehensive
cost control to strengthen the building of enterprise culture, establish a sound scientific management system, focusing on science and technology and to optimize the organizational structure to reduce the cost of doing business only in this way, the enterprise can remain invincible. To play an effective role in cost management, we should abandon the traditional, to find innovative solutions to make it more adapted to
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the tide of social development in order to success in the fierce competition in the market economy.
Acknowledgements
Heartfelt thanks to the careful guidance of mentor Zhao teacher. The writing of this paper, mentor gave me a lot of help, his words and deeds will make me a lifetime benefit. Mentor rigorous scholarship will allow me a lifetime, paper writing, the modification phase mentor always asked the critical comments and suggestions, it is very important for my thesis.
The completion of this article is in reference to the large number
of academic journals and papers on the basis of refined, integrated and innovative completed. This article is not only my college to learn accounting summary, witness this unforgettable years. Zhao teacher is a busy time to help us to seriously modify, as well as the sincere help of the students pay their own hard.
I would like to thank my mentor teacher Zhao, under the guidance of instructors and careful help, I successfully completed the topics of the
opening report, first draft, second draft to the finalization of the entire work. And profoundly appreciate the scholarship must be rigorous, serious attitude
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中小企业成本管理研究
摘要:中小企业是我国经济发展的重要支柱，在日益激烈的市场经济条件下，
中小企业要立不败之地，必须生产质优价廉的产品，控制产品的生产成本，减少不必要的浪费，只有这样才能获得更好的经济效益，才能不断的发展和壮大。
关键词:成本管理重要性;成本信息;设计思路;思考
引言
改革开放以来，随着我国经济的发展，中小企业在社会主义市场经济中发挥着不可替代的作用。它在促进市场竞争，增加就业，推动创新，加快国民经济发展和保持社会稳定等方面发挥了重要的作用。但不容忽视的是很多中小企业组织由于自身机构不够健全，制度不够严密，人员素质良莠不齐，管理水平较低，尤其是成本管理的混乱，甚至企业内部没有完整的成本核算资料，这些都阻碍了经济的发展。因此，改善中小企业的成本管理，提高经济运行质量势在必行。
与大型企业、尤其是实力雄厚的跨国公司相比，中小企业有结构简单、决策迅速、反应敏捷等优点，同时存在着由于生产经营规模偏小带来的先天弱点，主要体现在生产效率、技术进步、资金筹措等诸多方面，导致中小企业获利能力一般低于大企业。而中小企业的技术起点较低，同时工艺、设备十分落后，高级专门人才缺乏，加之资金不足因素，企业难以实施全面技术更新。因此，中小企业必须要强化成本管理意识。随着深化改革，扩大对外开放，全面建立社会主义市场经济体制，实施和巩固现代企业制度，我国中小企业自身素质和管理水平已有很大进步。
但就成本管理层面考察，仍有一些企业产品成本居高不下，缺乏市场竞争力和盈利空间，制约着企业发展壮大。
在目前竞争日益激烈的市场条件下，中小企业要想在竞争中立于不败之地，必须靠生产质优价廉的产品。中小企业为了获得更好的经济效益，必须从完善和发展传统成本管理体制入手。
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第一章加强成本管理体制的重要性
管理体制不仅限于集权与分权上，内部组织管理和科学化有时更为重要。总之，中小企业发展到一定程度以后，如何构建适合企业自身特点的组织管理体制就成为一个重要课题，其中，成本管理是体制建设的重要组成部分。
构建适合中小企业成本管理特点的体制，必须从完善和发展传统成本管理组织入手，在分析考虑中小企业成本管理统计的基础上，进行科学的设计。因此，只有降低成本，加强成本管理才是中小企业生产盈利的基础，只有很好的控制才能增强企业经济的发展和进步，而降低成本是企业技术和管理水平的综合反映，是适应市场需求走向经济良性发展的关键。
企业成本是拟定价格的重要依据。成本是确定产品价格的重要依据。同行业产品成本指同一经济行业的产品平均成本。价格和成本的差异，必须表现为企业的亏损或利润。控制成本是提高资金效益的重要手段，产品成本的高低直接影响企业的资金效益。因为企业投入等量资金，低成本的企业可以生产低价格的产品，有利于扩大销售收入，提高资金效益。降低成本是保障国家收入的重要条件。在市场经济条件下，企业产品成本低，售价可以扩大销量，从而增加国家税收。
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第二章中小企业成本管理体制的成本信息
成本信息是企业管理决策的需要，取得更好、更及时、更充分的成本信息，才能配合管理决策的要求，科学合理的加以利用。现行的中小企业成本管理体制，往往容易导致成本管理中的信息披露不及时和不充分。
2.1无法全面了解和分析中小企业的成本结构
中小企业经营者了解企业成本结构的重要手段是成本管理信息，而获取更低的成本是企业取得竞争优势的重要途径之一;中小企业实施成本战略的第一步就是要分析企业的成本结构。成本管理组织体制在规范中小企业具体的工作程度、客户、员工、服务、固定资产等项目过程中，还应对控制成本的要素及其相互之间的影响做出明确的规定和约束。从而有利于中小企业的成本结构的分析中，获得如下信息，如当顾客增加时，成本如何变化,变化的原因何在,新的作业工具如何影响成本结构,标准物资对成本有何影响,还有哪方面的项目成本发生变动，为什么,等等。传统的成本管理组织体制使成本结构分析不够全面和完善，往往只是将成本分为固定或变动、直接或间接、可控或不可控，这种规定有助于管理和控制中小企业成本，但无法以整体的观点了解和分析企业的成本结构，必须在成本管理组织体制中明确成本与数量的关系、长期与短期、局部与整体的关系等
2.2成本信息的披露不及时、不充分
目前，许多中小企业都没有成本报告的制度，仅有信息来源也是会计期间结束后的财务报告中的部分信息，且往往滞后，缺乏有效的管理价值。迟到的成本信息通常是无效率的，同时亦可能是资料收集不正确的信号。面对日益激烈的市场竞争，成本管体制应统一性和灵活性相结合。即中小企业来经营决策所需成本管理工作的顺利进行，除定期做成财务报告外，还应按照工作程序、成本中心、客户类别等进行成本分析，以期对成本管理工作提供有用的资料。
成本信息的不充分也是构建管理体制需要重视的一个问题。因为，信息的不充分会导致中小企业的管理决策的经济，由此产生的不良决策的机会必然提高。一些
中小企业根据财务报表的内容，搜寻成本信息，这种成本体制往往脱离实际。良好的成本信息是资源配置、订价等管理决策所不可缺少的。规范的成本信息主要有:?工作程序:将每项工作程序所发生的实际成本，与预估成本比较，进行差异分析。?产品或服务:取得各项产品或服务成本，作为定价或产品组合时的主要思考因素。?顾客:作为正确记账的依据，同时亦可作为良好关系建立的参考。?成本中心:收集每一成本中心的资源，便于完成责任报告，并据此作为绩
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效衡量、权责归属的依据。?设备或工具:与每一项设备有关的成本信息的获得，主要提供固定资产会计及修复或更换等决定之用。有些特别的产业可能需要依照顾客、地区、或其他特别分类而区分成本信息，以适应管理决策的需要。 3中小企业成本管理组织体制的设计思路
成本管理主要应满足三项目标:?将产品成本或期间成本分析到产品上，以
提供有关程序控制的成本信息给管理者;?估计产品成本等相编制财务报表;?
关信息给产品部门或管理者。传统的成本管理工作，遵循财务报表的规定，能顺利地进行成本分摊，完成上面目标的要求。然而，适应外部需要的有助于促进程序控制方面的成本信息却难以提供，从而使预估的产品成本不真实，成本信息出现扭曲。程序控制及产品成本计算制度在成本分摊上扮演了截然不同的角色。中小企业在成本管理体制的设计上，应明确成本管理流程，通过对成本管理核算、分析、以及目标的设计和界定，正确制定适合企业自身特点的组织管理体制。具体的设计思路是:?材料与工作程序的追踪。当收到材料时，应与采购单位发票确认相符，方可通知应付账款部门。当材料领用发生时，将成本记入这一工作程序，以及相关的会计科目。?人工与工作程序的追踪。工时及相关资料均需定时向管理部门报告，以便正确地支付工资。工时发生时，亦需记录特定的工作程序及相关会计科目。若无法归入特定的工作程序，不论材料或人工等，可现行汇集，销候再分摊到各个工
作程序上。?工作程序追踪及成本评估。主要功能是累积计算与工作程序有关的预估成本、标准成本及实际成本，从最初的成本评估到实际呈报给财务会计系统的真实成本，逐一加以反映。?突出事前成本管理的重要性，即全面实施预算管理。这对中小企业成本管理体制的建设意义重大。因为借助预算管理，当工作程序完成时，可以与实际成本比较，以期对预算完成情况进行控制。当预估成本与实际成本不同时，可作差异分析，从中找出特殊的成本控制问题。?'强化成本管理的及时性，不少中小企业也开始重视工作程序的成本状态，然而由于财务会计系列等到月未才能做出报告，所以无法从财务会计系统获得每日的成本信息。成本信息管理组织体制应在这方面予以补充，在成本核算流程优化的基础上，设计一套方案，以揭示当前企业的成本状态。
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第三章发展完善中小企业成本管理体制的思考
成本管理组织体制的改革和创新是中小企业必须正确对待的问题，因势利导予以推进。企业才能取得更好的发展和效益。
3.1进一步改革和完善成本分析
成本分析是成本管理的重要环节:?成本分析应开展日常分析和预测分析;?不应局限于产品分析，还应有责任成本分析;?要对产品的设计成本、工艺成本、消费成本进行分析;?深入开展技术经济分析、成本效益分析，所以对传统成本分析要进一步改革，继承传统优点、建立新的分析方法体系，并向电算化方向发展。
3.2成本管理体制惯性的改革
许多中小企业的成本管理人员从心里上希望能维持现有的管理体制。因稳定的体制能给人们以安全感，如果打破旧的规章制度，改变传统惯性和行为规范，就会让人们感到不适应，不习惯，因此在企业内部形成一种阻碍新的规章制度的力量，
且刚性很强，所以必须加快规范中小企业的成本管理组织体制，进一步提高成本管理体制全面发展。
3.3提高成本管理体制人员的素质和意识
企业领导应对成本管理体制有着必要的认识和重视，把成本管理体制落到实处。在企业中必须要有胜任能力的成本管理人员，这是发挥成本管理体制的重要条件，从事成本管理人员要具备会计职业道德之外，还应树立良好的经营意识、竞争意识、技术进步意识和效益意识，只有这样才能更好的为企业的发展服务，取得更好的经济效益。
3.4完善中小企业成本管理组织体制
许多中小企业应以成本管理体制改革为契机，对管理组织进行重新规划，从手段和方法上实现创新，企业领导必须痛下决心，把多余的部门和机构精简，这样不仅减少了工资支出，而且可以减少机构的常开支，提高成本的管理效率，对于成长过程中的中小企来，应当严格按照现代企业制度要求和规范的内部治理机构进行组织体制建设，要引进有实践经验的、高层次企业财务成本管理人才承担企业主要管理岗位的职责。这样有利在企业成本管理中创造群力的氛围，就是创造出更多的可行性方案和更有效的办法。
此外，随着我国企业改革及市场化进程的不断深化，企业的成本管理组织体制本身也是不断的发展与完善，中小企业在设计自身的成本管理模式时，应更为
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科学化、规范化、成本管理组织体制才能朝着良性化的方向发展，并促进了决策
的合理化，以及控制的全面化和深入化。
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结论
对于中小企业成本管理中存在的诸多问题的探讨和解决措施，目前我国学者的研究大多是引进先进的企业成本管理方法，对新环境下成本管理模式的改革进行研究，其定向研究已经取得了相应的成果。针对我国中小企业出现的有关成本管理问题的案例，应该给予高度重视，并且深入剖析其原因，提出相应的应对措施。随着我国新会计准则的颁布和实施，法律体系和内部控制制度也在不断的完善健全，使企业进一步良性发展。中小企业应该做到扬长避短，适应不断变化、竞争日益激烈的市场，不断学习和掌握成本管理的新理论和新方法，并借鉴吸收其他国家其他企业的成功经验，不断总结和发现成本管理出现的新问题，不断更新成本管理的观念和手段，不断寻求企业自身发展的成本管理新思路。
面对日益激烈的市场竞争，企业要想增强自身竞争力，获得最大利润，就必须完善企业成本管理，加强成本管理体系，通过加强成本管理意识、严格核算成本管理、明确管理范围实行全面成本控制、加强企业文化建设、建立健全科学管理体系、注重科学技术和优化企业组织结构等来降低企业成本，只有这样，企业才能立于不败之地。为使成本管理发挥有效作用，应摒弃传统，寻找创新的解决办法，使其更适应社会的发展大潮，才能在市场经济的激烈竞争中取得成功。
7
致谢
衷心感谢导师对本人的精心指导。本论文的写作，导师给了我很大的帮助，他的言传身教将使我终生受益。导师严谨的治学态度将使我受益终生，在论文书写、修改阶段导师总是提出关键的意见和建议，对本人的论文来说是相当重要的。
完成这篇文章是在参考了大量的学术期刊和论文的基础上，加以提炼、综合和创新完成的。这篇文章不仅是对我大学学习会计的总结，也是这段难忘岁月的见证。赵老师是在百忙中挤出时间帮我们认真修改，同时还有同学的真诚帮助，和自己辛勤的付出。
企业成本控制外文翻译文献(文档含英文原文和中文翻译)
译文： 在价值链的成本控制下减少费用和获得更多的利润 摘要： 根据基于价值链的成本管理理念和基于价值的重要因素是必要的。首先，必须有足够的资源，必须创造了有利的价值投资，同时还需要基于客户价值活动链，以确定他们的成本管理优势的价值链。其次，消耗的资源必须尽量减少，使最小的运营成本价值链和确保成本优势是基于最大商业价值或利润，这是一种成本控制系统内部整个视图的创建和供应的具实践，它也是一种成本控制制度基于价值链，包括足够的控制和必要的资源投资价值的观点，创建和保持消费的资源到合理的水平，具有价值的观点主要对象的第一个因素是构造有利的价值链，从创造顾客价值开始；第二个因素是加强有利的价值链，从供应或生产客户价值开始。因此它是一个新型的理念，去探索成本控制从整个视图的创建和供应的商品更盈利企业获得可持续的竞争优势。 关键词：成本控制，价值链，收益，支出，收入，成本会计 1、介绍 根据价值链理论，企业的目的是创造最大的顾客价值；和企业的竞争优势在于尽可能提供尽可能多的价值给他们的客户，作为低成本可能的。这要求企业必须首先考虑他们是否能为顾客创造价值，和然后考虑在很长一段时间内如何创造它。然而，竞争一直以“商品”（或“产品”）作为最直接的载体，因此，传统的成本控制方法主要集中在对“产品”和生产流程的过程。很显然，这不能解决企业的问题，企业是否或如何能为客户创造价值。换句话说，这至少不能从根本上解决它。 因此，企业必须首先投入足够的资源，以便他们能够创建客户值取向，然后提供它以最少的资源费用。所以在整个视图中对价值创造和提供整体的观点来控制成本，它可以为客户提供完美的动力和操作运行机制运行成本的控制，也可以从根本上彻底克服了传统的成本控制方法的缺点，解决了无法控制的创造和供应不足的真正价值。基于此，本文试图从创作的整体观讨论成本控制提供价值并探讨实现良性循环的策略，也就是说，“创造价值投资成本供应价值创造价值”。 2、成本及其控制的基于价值链理念 2.1基于价值链的成本观念 根据价值链理论，如果企业是要被客户接受，它必须创造和提供能满足其客户的价值。因此，成本（价值或资源支付费用）这不离为创造和提供顾客价值的活动，其活动的价值链。因此，我们应该从价值链角度看成本的重要。
成本管理外文文献 China's Enterprise Cost Management Analysis and Countermeasures Abstract: With the progress and China's traditional Cost Management model difficult to adapt to an increasingly competitive market environment. This paper exists in our country a number of Cost Management and finally put forward to address these issues a number of measures to strengthen Cost Management. Keywords:: Cost Management measures In a market economy conditions, as the global economic integration, the development of increasingly fierce market competition, corporate profit margins shrinking. In this case, the level of high and low business costs directly determines the size of an enterprise profitability and competitive strength. Therefore, strengthen enterprise Cost Management business has become an inevitable choice for the survival and development. First, the reality of China's Enterprise Cost Management Analysis Cost Management in our country after years of development, has made many achievements, but now faces a new environment, China's Cost Management has also exposed some new problems, mainly in the following aspects: (A) Cost Management concept behind the Chinese enterprises lag behind the concept of Cost Management in pervasive phenomenon, mainly in Cost Management of the scope, purpose and means from time to biased. Many enterprises will continue to limit the scope of Cost Management within the enterprise or even only the production process at the expense of other related companies and related fields cost behavior management. We supply side, for example. The supply side of the price of the product cost of doing business, one of the most important motives. As the supply side of the price of the product and its cost plus profit, so the supply side of price in the form of its own costs to the enterprise. However, some enterprises to the supply side too much rock bottom price, as their source of high profits, without considering each other's interests, resulting in supply-side to conceal their true costs, price increase in disguise. This increase in procurement costs, thereby increasing commodity costs, making goods less competitive. The purpose of Cost Management from the point of view, many enterprises confined to lower costs, but less from the perspective of cost-effectiveness of the effectiveness of the means of cost reduction mainly rely on savings, can not be cost-effective. In traditional Cost Management, Cost Management purposes has been reduced to cut costs, saving has become the basic means to reduce costs. From the perspective of Cost Management to analyze the Cost Management of this goal, not difficult to find cost-reduction is conditional and limits, and in some cases, control of costs, could lead to product quality and enterprise efficiency decline. In addition, the vast majority of enterprises in the overall concept of lack of Cost
文献出处: Comell B., Financial risk control of Mergers and Acquisitions [J]. International Review of Business Research Papers, 2014, 7(2): 57-69. 原文 Financial risk control of Mergers and Acquisitions Comell Abstract M&A plays a significant part in capital operation activities. M&A is not only important way for capital expansion, but also effective method for resource allocation optimization. In the world around, many firms gained high growth and great achievement through M&A transactions. The cases include: the merger between German company Daimler-Benz and U.S. company Chrysler, Wal-Mart’s acquisition for British company ADSA, Exxon’s merger with Mobil and so on. Keywords: Enterprise mergers and acquisitions; Risk identification; Risk control 1 Risk in enterprise mergers and acquisitions May encounter in the process of merger and acquisition risk: financial risk, asset risk, labor risk, market risk, cultural risk, macro policy risk and risk of laws and regulations, etc. 1. 1 Financial risk Refers to the authenticity of corporate financial statements by M&A and M&A enterprises in financing and operating performance after the possible risks. Financial statements is to evaluate and determine the trading price in acquisition of important basis, its authenticity is very important to the whole deal. False statements beautify the financial and operating conditions of the target enterprise, and even the failing companies packing perfectly. Whether the financial statements of the listed companies or unlisted companies generally exists a certain degree of moisture, financial reporting risk reality In addition, the enterprise because of mergers and acquisitions may face risks, such as shortage of funds, a decline in margins has adverse effects on the development of enterprises.
本科毕业论文（设计） 外文翻译 原文： Financing of SMEs Abstract The main sources of financing for small and medium sized enterprises (SMEs) are equity, trade credit paid on time, long and short term bank credits, delayed payment on trade credit and other debt. The marginal costs of each financing instrument are driven by asymmetric information and transactions costs associated with nonpayment. According to the Pecking Order Theory, firms will choose the cheapest source in terms of cost. In the case of the static trade-off theory, firms choose finance so that the marginal costs across financing sources are all equal, thus an additional Euro of financing is obtained from all the sources whereas under the Pecking Order Theory the source is determined by how far down the Pecking Order the firm is presently located. In this paper, we argue that both of these theories miss the point that the marginal costs are dependent of the use of the funds, and the asset side of the balance sheet primarily determines the financing source for an additional Euro. An empirical analysis on a unique dataset of Portuguese SME’s confirms that the composition of the asset side of the balance sheet has an impact of the type of financing used and the Pecking Order Theory and the traditional Static Trade-off theory are https://www.doczj.com/doc/093642781.html, For SME’s the main sources of financing are equity (internally generated cash), trade credit, bank credit and other debt. The choice of financing is driven by the costs of the sources which is primarily determined by costs of solving the asymmetric information problem and the expected costs associated with non-payment of debt. Asymmetric information costs arise from collecting and analysing information to support the decision of extending credit, and the non-payment costs are from
企业并购文献综述总表 作者时间文章名字视角理论方法 实证 结论(应用) 样本期 限 数量所用模型 贺虹吕凡2008.01 对并购协同 效应含义及 计算方法的 认识 协同效应 的含义及 计算方法 规范我国并购协同效应的计 算可以从企业价值评估 和业绩评价的理论方法 着手，例如EVA、BSC、 DCF、股价收益评估、财 务数据等 朱宝宪吴亚君2004.09 企业协同效 应的计算 国内外协 同效应的 实证研究 中的计算 方法 规范协同效应的多种计算方 法发展较成熟的是在异 常累计基础上计算以及 从业绩改变角度着手衡 量，评价新模型和国内 的两种方法在计算的合 理性以及准确性上则需 要做进一步的探讨。 1
夏新平宋光耀1999.03 企业并购中 协同效应的 计算 内部、外部 计算模型 对协同效 应的计算 规范两种模型各有利弊，不 能忽视企业的市场价值 及交易成本，必须使用 正确的折现率和恰当的 考察时间点，排除非并 购因素对净增加现金流 和股票交易价格的影 响。另外，对并购前后 的市盈率的变化还有待 进一步的研究. 董运宝2006年并购的协同 效应分析并购协同 效应的概 念、内容 规范并购的协同效应包括 了经营、管理、财务、 无形资产及产业协同。 我国目前产业结构不合 理，公司治理结构不健 全，组织管理方式落后， 企业资本结构不合理， 这些问题都有待于在并 购中，通过发挥协同效 应的作用加以改善。 2
张秋生周琳2003.06 企业并购协 同效应的研 究与发展 国内外协 同效应理 论研究 规范研究协同效应的微观运 作机理，应用价值评估 的理论与方法量化，结 合我国企业并购的实际 情况，实证检验若干影 响协同效应实现的关键 因素。 方芳闫晓彤2002年中国上市公 司并购绩效 与思考 上市公司 财务和会 计数据 核心 竞争 理论 实证2000年 发生并 购公司 的1999 年-2001 年的财 务数据 80 横向并 购：46 纵向并 购：10 混合并 购：24 对每个样本3年选 取9个指标：每股 现金流量、每股收 益、资产负债率、 主营业务利润率、 净资产收益率、销 售净利润率、总资 产报酬率、流动比 率、速动比率。 将指标按并购前一 年、并购当年、并 购后一年分别做因 子分析 横向并购的绩效明显优 于纵向和混合并购。并 购作为提高企业竞争力 和产业整合手段正在发 挥着巨大的作用。但但 目前上市公司的并购过 程存在着很多问题 3
中小企业融资的英文文献 Automatically translated text: The definition of lease financing Finance leases (Financial Leasing) also known as the Equipment Leasing (Equipment Leasing), or modern leasing (Modern Leasing), and is essentially transfer ownership of the assets of all or most of the risks and rewards of the lease. The ultimate ownership of assets to be transferred, or may not transfer. It refers to the specific content of the lessee to the lessor under the lease object and the specific requirements of the supplier selection, vendor financing to purchase rental property, and the use of leased to a lessee, the lessee to the lessor to pay instalments rent, the lease term lease ownership of objects belonging to the lessor of all, the tenant has the right to use the leased items. Term expired, and finished the lessee to pay rent under the lease contract financing to fulfil obligations in full, leasing objects that vesting ownership of all the lessee. Despite the finance lease transactions, the lessors have the identity of the purchase of equipment, but the substantive content of the purchase of equipment suppliers such as the choice of the specific requirements of the equipment, the conditions of the purchase contract negotiations by the lessee enjoy and exercise, lessee leasing object is essentially the purchaser. , Is a finance lease extension of loans and trade and technology updates in the new integrated financial industry. Because of its extension of loans and combination of features, there is a problem in leasing companies can recycling, treatment of leasing, and
外文翻译 原文 Cost Control Material Source:Encyclopedia of business,2 and ed. Author:Anthony, Robet N 1 Cost Control Cost control, also known as cost management or cost containment, is a broad set of cost accounting methods and management techniques with the common goal of improving business cost-efficiency by reducing costs, or at least restricting their rate of growth. Businesses use cost control methods to monitor, evaluate, and ultimately enhance the efficiency of specific areas, such as departments, divisions, or product lines, within their operations. During the 1990s cost control initiatives received paramount attention from corporate America. Often taking the form of corporate restructuring, divestment of peripheral activities, mass layoffs, or outsourcing, cost control strategies were seen as necessary to preserve—or boost—corporate profits and to maintain—or gain—a competitive advantage. The objective was often to be the low-cost producer in a given industry, which would typically allow the company to take a greater profit per unit of sales than its competitors at a given price level. Some cost control proponents believe that such strategic cost-cutting must be planned carefully, as not all cost reduction techniques yield the same benefits. In a notable late 1990s example, chief executive Albert J. Dunlap, nicknamed "Chainsaw Al" because of his penchant for deep cost cutting at the companies he headed, failed to restore the ailing small appliance maker Sunbeam Corporation to profitability despite his drastic cost reduction tactics. Dunlap laid off thousands of workers and sold off business units, but made little contribution to Sunbeam's competitive position or share price in his two years as CEO. Consequently, in 1998 Sunbeam's board fired Dunlap, having lost confidence in his "one-trick" approach to management. A complex business requires frequent information about operations in order to plan for the future, to control present activities, and to evaluate the past performance of managers, employees, and related business segments. To be successful,
国内外企业并购动因理论文献综述 摘要：本文总结了国内和国外学者关于企业并购动因理论的研究，并对两者的动因理论进行了比较。相对于国外发达国家的理论，我国的并购动因具有浓厚的中国特色，但另一方面，表明国外关于并购动因所提出的理论已逐渐适合中国的企业。 关键词：企业并购动因理论 并购（mergers and acquisition）包括兼并和收购，两者有一定的区别和联系。但是，随着全球化经济大发展，实业界的创新活动层出不穷，企业兼并和企业收购的界限越来越模糊。正如温斯顿说讲:“传统的主题已经扩展到包括接管以及相关的公司重组、公司控制、企业所有权结构变更等问题上,为简便起见，我们把它们统称为并购(M&A)”。 并购在当今世界扮演者越来越重要的角色。施蒂格勒(G. J. Stigler)经过研究认为：没有一个美国大公司不是通过某种适度、某种方式的兼并而成长起来的，几乎没有一家大公司主要是靠内部扩张成长起来。从19世纪末英、美等西方国家发生的第一次企业并购高潮算起，历经五次企业并购高潮，至今已有近百年的历史。企业并购理论也成为目前西方经济学最活跃的研究领域之一，在该领域的研究主要集中在并购动因研究和并购绩效研究两方面，两者共同成为理解企业并购经济合理性和制定公共政策的基础。在该文中，主要总结并购动因方面的文献。 一、国外企业并购动因的研究 企业并购动因的复杂性和多变性难以用一种经济理论解释清楚，不同地区、不同历史时期企业并购的产生和发展都有深刻的社会、政治、经济等原因；对于不同企业来说，他进行并购活动的原因不同，甚至同一企业在不同时期的并购也有不同的原因。对于并购动因问题，西方学者进行了广泛而深入的研究，提出了多种并购动因理论。Berkovitch 和narayanan(1993)将并购的动因归结于协同效应（synergy）,代理问题(agency)，管理者自负(hubris),并通过实证分析表明，以协同效应为目标的并购将带来正的效应，以代理问题为目标的并购，将带来负的效应。Kode ,Ford, Sutherland(2003)认为并购的动因在于协调效应，并提出了评价并购协同效应的模型。K. D. Brouthers等(1998)认为，并购动机可以分为经济动机、个人动机和战略动机三类。其中，经济动机包括扩大营销规模、增加利润、降低风险、防御竞争对手等子项目9项，个人动机包括增加管理特权等子项目4项，战略动机包括提高竞争力、追求市场力量等4项。这些研究都为并购的动因的理论发展作出了巨大的贡献。 威斯通等（1998）可以看成是国外对企业并购理论研究的集大成者。按照威斯通的理论和其它文献的研究成果，我们可以将企业并购的动因归为两大类：第一类是并购赞成论，包括效率理论（管理协同效应理论、经营协同效应理论、财务协同效应理论、多样化经营理论、价值低估理论）、信息与信号理论、代理成本理论。第二类是并购怀疑论，包括管理主义、自负假说、闲置现金流量理论、市场势力理论。 （一）、并购赞成论 1.效率理论（Efficiency Theory） 效率理论认为并购活动能够给社会收益带来一个潜在的增量，而且对交易的参与者来说无疑能提高各自的效率。这一理论包含两个基本的要点：（1）公司并购活动的发生有利于改进管理层的经营业绩；（2）公司并购将导致某种形式的协同（Synergy）效应。该理论主要包括管理协同效应理论、经营协同效应理论、财务协同效应理论、纯粹多样化经营理论、价值低估理论5个理论。 （1）管理协同（management synergy）效应理论
淮阴工学院 毕业设计(论文)外文资料翻译 学院： 专业： 姓名： 学号： 外文出处：Facts for You (用外文写) 附件： 1.外文资料翻译译文；2.外文原文。 注：请将该封面与附件装订成册。
附件1：外文资料翻译译文 中小型企业融资决策 企业的产生、生存及发展均离不开投资与融资活动。随着我国加入WTO 组织，市场经济体制的逐步完善，金融市场的快速发展，投资与融资效率也越来越成为企业发展的关键。对于中小型企业而言，应要根据自身发展需求，认真考虑如何选择自己需要和适合自己发展阶段的融资方式以及各种融资方式的利用时机、条件、成本和风险，确定合适的融资规模以及制定最佳融资期限等问题。要解决这些问题，需要中小型企业制定适当的融资策略，以作出最优化的融资决策。 一、企业融资决策概述 (一)企业融资决策概述 企业融资决策，是企业根据其价值创造目标需要，利用一定时机与渠道，采取经济有效的融资工具，为公司筹集所需资金的一种市场行为。它不仅改变了公司的资产负债结构，而且影响了企业内部管理、经营业绩、可持续发展及价值增长。典型的融资决策包括出售何种债务和股权（融资方式）、如何确定所要出售债务和股权的价值（融资成本）、何时出售些债务和股权（融资时机）等等。而其中最主要的包括融资规模的决策和融资方式的决策。融资规模应为企业完成资金使用目的的最低需要量。而企业的融资方式则多种多样，常见的以下几种： 1.财政融资。财政融资方式从融出的角度来讲，可分为：预算内拨款、财政贷款、通过授权机构的国有资产投资、政策性银行贷款、预算外专项建设基金、财政补贴。 2.银行融资。从资金融出角度即银行的资金运用来说，主要是各种代款，例如：信用贷款、抵押贷款、担保贷款、贴现贷款、融资租凭、证券投资。 3.商业融资。其方式也是多种多样，主要包括商品交易过程中各企业间发生的赊购商品、预收货款等形式。
外文翻译 原文 Cost-Containment and Cost-Management Strategies Material Source: Author: Alan f. Goldberg ,William P. Fleming The leadership and boards of trustees of all healthcare organizations are the ultimate stewards of the limited resources available to best meet community needs. The strategic planning process leads the organization down a clear path of setting priorities, making choices, and taking action. The day a new cancer center opens or the latest technology arrives is an exciting one for the community. After the ribbon cutting, these new programs become the responsibility of the hospital's service line directors or clinical managers. Their staffing is based on projections and other assumptions that may or may not be on point but have a direct impact on the operations and finances of the organization. As part of normal decision making for a hospital's new initiatives, a payer mix and revenue stream were predicted. Now two significant environmental events have made projections more uncertain and put aggressive cost management on center stage: the economic downturn and payment reform. The economic downturn affecting hospitals began in the fall of 2008. Its broad impact on the organization was described by Goldberg and Petasnick (2010): With credit markets drying up, unemployment rising, consumer confidence eroding, and employee morale shaken, healthcare system executives had their hands full. The combined result of the turmoil made the old adage "cash is king" truer than ever. As consumers pulled back and individuals lost health insurance, hospitals experienced losses in volume for elective, nonemergent healthcare. Financial operating results suffered. Meanwhile, losses in investment values eliminated the safety net reserves created by nonoperating income. Many hospitals and healthcare systems were forced to consider or enact layoffs and postpone or cancel capital-intensive projects. All were required to rethink their strategic plans. Because of the economic downturn and high unemployment, which led to income declines and individuals losing job-based healthcare coverage, Medicaid enrollment is projected to increase 10.5 percent in fiscal 2010.
关于国内外对企业并购动因研究的文献综述 胡云枫M01114234 摘要：20世纪以来，并购已经成为企业快速扩张和整合的重要手段之一。为了探究企业并购的动因，国内外学者从不同角度做了大量研究。本文对有关国内外企业并购的动因研究的文献做了总结与综述。 关键词：企业并购动因文献综述 一、国外对企业并购动因的研究 企业并购动因理论解释促成企业并购发生的影响因素。 1. 经营协同假说( operming synergy hypothesis) 该假说假定存在着规模经济, 并且在并购之前, 企业的经营活动达不到实现规模经济的潜在要求, 包括横向降低成本费用的生产规模经济、纵向降低交易费用的规模经济和特定管理职能方面的规模经济。通过并购可以对企业规模进行扩充和调整, 达到最佳规模经济或范围经济, 这可能是对企业并购最经典的经济学答案。 2. 管理协同假说( management synergy hypothesis) 该假说认为优势企业并购劣势企业, 管理者作为一个团队被转移时, 能够将被收购公司的非效率性的组织资本与收购公司过剩的管理资本结合从而产生较好的协同效应。 3. 财务协同假说( finance synergy hypothesis) 该假说认为并购是将目标企业所在行业中的投资机会内部化, 将企业外部融资转化为内部融资, 由于内部融资比外部融资成本更低, 从而增加了财务协同,降低了融资风险。 4. 市场力量假说( market power hypothesis) 认为公司间的并购可以增加对市场的控制力。首先, 通过并购同行业企业, 以减少竞争者, 扩大了优势企业的规模, 优势企业增加了对市场的控制能力, 从而导致市场垄断。其次, 即使不形成垄断, 由于并购扩大的规模效应也将成为市场进入的壁垒。 5. 战略动机假说( strategy motive hypothesis) 企业并购战略动机在于通过并购活动实现多样化经营,企业并购可以通过实
Sme financing problems related to the analysis First small and medium-sized enterprises financing status Reform and opening up china for 30 years of small and medium-sized enterprises obtained arapid development of enterprises 99 of the small and medium-sized enterprises of our countrymore than 60 GDP contribution tax over 50 provides 70 of import and export trade and80 of urban jobs. Small and medium-sized enterprises in our country is also an important powerof independent innovation 66 of invention patent 82 of new product development of smalland medium-sized enterprises from small and medium-sized enterprises has become the economicprosperity expanding employment adjusting structure promote innovation and new industriesof important strength. From 80 years since the outbreak of the international financial crisis the implementation ofthe positive fiscal policy and loser monetary policy but no small and medium-sized enterprisesfrom the proactive fiscal policy and moderate looser monetary policy benefit directly for instanceof the new 2008 225 million small loan only more than previous year but rose 1.4 only theloans increased 14.9 09 year three months of national