Financial plan of the enterprise. How to draw up a financial plan - step-by-step instructions. Financial plan of an organization using the example of Enterprise Russia LLC

The financial section is responsible for providing summary monetary information. In general, all business plans can be written using different methods and according to different requirements. Their format will largely depend on the goals of the project, its scale and main characteristics. The same differences may be present in the financial sections of such plans, however, as a rule, the process of writing this chapter can be divided into several main stages, namely:

1. Calculation standards;
2. General production expenses;
3. Cost estimates and calculation of the cost of goods or services;
4. Report on main financial flows;
5. Gains and losses report;
6. Approximate financial balance of the project;
7. Analysis of key financial indicators;
8. Description of the method(s) of financing.

Business plan financial plan structure

1. Calculation standards

At this point, it is necessary to identify and describe the following points:

• Prices that will be indicated in the business plan (constant, current, including or excluding taxes);
• The taxation system, the amount of tax, the timing of its payment;
• The time frame covered by the business plan (planning horizon). Typically, this period is about three years: the first year is described in more detail, divided into monthly periods, while subsequent years are divided into quarters.
• An indication of the current inflation rate, inflation data for the last few years. Taking into account this factor regarding prices for consumables, raw materials, etc. - everything that will need to be purchased to implement the described project.

2. General production expenses.

Salary data correlates with the information previously stated in the organizational and production plans.

Variable, situational costs depend on the characteristics of production, goods, and services. Various factors may be taken into account here, for example, seasonality. Correct calculations of variable costs can only be made by analyzing the volume of production of goods or provision of services and approximate sales levels.

Fixed, recurring expenses depend on a single variable - time. These expenses include expenses for business management, marketing, facility support, equipment maintenance, etc.

3. Cost estimates and calculation of the cost of goods or services

Cost estimates (investment costs) are essentially a list of expenses that will need to be incurred to implement the project outlined in the business plan. This point should be described in as much detail as possible, as it allows you to determine the financial prospects and efficiency of investments.

If a business project involves the production of certain products, the costs of its organization and implementation must be covered with the help of initial working capital, which is also part of investment costs.

Sources of such funds can be investments and, for example, loan funds.

The cost of products is calculated based on information about costs, salaries, overhead costs, etc. It is also necessary to take into account overall production volumes and sales levels for a specific period of time (for example, a month or a year).

4. Report on main financial flows

This paragraph includes a description of all cash flows. Undoubtedly, this report is one of the main parts of the financial plan, since it is intended to show that the project will be financially secure at any stage of its activities and that there will be no cash gaps during the project.

5. Profit and loss statement

In this paragraph, a financial assessment of the enterprise’s activities is carried out, its income, expenses, profits and losses are described.

6. Financial balance of the project

To write this section, you need to make a balance sheet forecast based on all previous calculations or existing reports (if the enterprise is already operating). This forecast is also divided into months, the first year, quarters of subsequent years and the third year of operation.

7. Analysis of the financial indicators of the project

Once you have a balance sheet, you can analyze the key financial indicators. A similar analysis is done for the entire period of implementation of the plan, after which results are summed up regarding the financial characteristics of the project: its sustainability, solvency, profitability, payback period, present value of the project.

9. Descriptions of financing methods

In this paragraph it is necessary to describe how the project will be implemented. There are several types of financing, namely equity, leasing and debt. The sponsor can be the state in the form of subsidies or loans, or private investors, and this must be indicated in the financial section of the business plan.

In the same paragraph, you need to describe the process of borrowing and repaying borrowed money, indicating the sources, amounts, interest rates and debt repayment schedule.

It should be emphasized that the financial plan is the most important and complex part of the business plan. Any mistake made can result in refusal of financing, which means it is better to entrust its preparation to a competent person. However, if your project is simple and does not imply, for example, the production of large quantities of goods and their further sale, you can create it yourself.

A financial plan is an integral part of intra-company planning, the process of developing a system of indicators to provide an enterprise with the necessary funds and improve the efficiency of its financial activities in the future period. Financial planning is one of the main functions of management, including determining the required amount of resources from various sources and the rational distribution of these resources over time and by structural divisions of the enterprise.

Financial planning is necessary to provide the necessary resources for the company's activities to:

• choosing options for effective investment of capital;
• identifying on-farm reserves for increasing profits through the economical use of funds.

It helps control the financial condition, solvency and creditworthiness of the enterprise.

There are many methods for calculating financial planning, but there are also general rules, principles that remain unchanged regardless of how the financial plan is drawn up.

It is important. Financial planning should be targeted, operational, real, managerial, collective, regulated, continuous, comprehensive, continuous, balanced, transparent for the management of the process. The costs of financial planning should not cover the effect of it.

Financial planning- a responsible process, so you cannot approach it formally.

During planning, it is necessary to draw conclusions regarding the causes of failures in work, to take these factors into account along with positive experience when drawing up financial plans for the next period.

Financial planning must be comprehensive in order to provide financial resources to various areas:

• innovation (that is, the development and implementation of new technologies that affect the maintenance of product competitiveness, the creation of new products, industries, etc.);
• supply and sales activities;
• production (operational) activities;
• organizational activities.

When drawing up financial plans, the following are used: information sources:

• accounting and financial reporting data;
• information on the implementation of financial plans in previous periods;
• agreements (contracts) concluded with consumers of products and suppliers of material resources;
• forecast calculations of sales volumes or product sales plans based on orders, demand forecasts, sales price levels and other characteristics of market conditions;
• economic standards approved by legislative acts (tax rates, tariffs for contributions to state social funds, depreciation rates, discount bank interest rate, minimum monthly wage, etc.).

During planning, it is necessary, if possible, to take into account or analyze all factors: analytical materials, market trends, general political and economic situation, opinions of analysts and experts, moral and ethical standards, etc.

Should be analyzed as economic(Central Bank refinancing rate, exchange rates, rates on loans in local banks, the amount of available free funds, repayment terms of accounts payable and many others), and non-economic factors (possibility of collecting receivables, level of competition, changes in legislation, etc.). Before making a decision, it is important to evaluate all available alternatives. Moreover, for the accuracy of the plan, it is more expedient to evaluate not the strict value of the indicator, but the range of values. It is important to take into account possible force majeure situations.

Note. Plans should be focused on achieving set goals (the basis of the plan is the real capabilities of the company, and not its current achievements).

For example, the company’s turnover currently amounts to 1,000,000 rubles, and if the existing shortcomings in the work are eliminated, the turnover can be relatively easily doubled. If in such a situation we base the plan on existing indicators, then we will not take into account the company’s potential (the financial plan will be ineffective).

The financial plan should (if you do not consider various options for the development of events) contain a specific strategy for action in the event of the most likely forecast situations. For example, a company uses conventional units in its calculations - US dollars. The company's management needs to imagine a strategy for action in the event of a sharp change in the dollar exchange rate and consolidate their ideas in financial terms so that their subordinates can imagine this strategy no less clearly.

When drawing up a plan, it is necessary to foresee the possibility of revising the planned indicators as they are achieved. One way to achieve flexibility in plans is to establish minimum, optimal and maximum results.

Note. It is impossible to draw up a financial plan so that, in accordance with it, the company does not have a cash reserve.

Such a situation can lead to the fact that any force majeure, unplanned payment or delay in receipts can lead not only to the collapse of such a financial plan, but also the company itself. Still, it is easier to profitably invest excess funds than to find the missing ones.

When attracting additional financial resources, it is necessary to adhere to principle of conformity, that is, it is irrational to take out a short-term loan to purchase expensive equipment, knowing that during this period the company will not have free funds and will have to borrow money again to repay the loan.

Suppose a company needs funds to replenish inventory, the average sales period of which is one month. In this case, it is unwise to take out a long-term loan and overpay for it.

Many people are mistaken in considering the company’s net or retained earnings to be some real assets that can be put into economic circulation. This is often far from the case. Therefore, when carrying out financial planning and determining the need for additional sources of financing, one cannot make a mistake when referring to such indicators as retained earnings and retained loss.

One of the planning stages is the financial analysis, during which the solvency of the company is analyzed. A common mistake is that financiers include indicators in the plan that they themselves criticize during the analysis of actual indicators. A situation often arises when low-liquidity and insolvent financial plans are created. To avoid this, you need to remember the indicators for assessing liquidity and solvency, and also focus on them when drawing up a financial plan.

Types of financial planning and financial plans

The time periods for which financial plans are drawn up may vary. Typically, financial plans are drawn up for some rounded period (month, quarter, half year, 9 months, 1–3 years or more). This tradition is due to the convenience of work: it is much better to draw up a plan and use it for a year than a year and 10 days.

Depending on the period for which the plan is drawn up, long-term, medium-term and short-term plans are distinguished (Table 1).

This classification has its drawbacks. Medium-term financial plan we call it a plan drawn up 1–3 years in advance. But if you take a construction company, it turns out that the construction of one facility requires an average of 1–3 years. Therefore, a plan drawn up for three years (formally medium-term) will be for the company short-term. The time period for which the financial plan is drawn up is essential.

Financial plans can be main and auxiliary (functional, private). Supporting plans designed to ensure the drawing up of basic plans. For example, basic plan includes planned indicators of revenue, cost, tax payments and many others.

To bring all the indicators into one plan (the main one), it is necessary to first draw up a number of auxiliary plans for almost every indicator. You should plan the amount of revenue, cost and other indicators (only then can you bring everything together to obtain a basic plan).

Note. Plans can be formed both for individual divisions of the company and for the entire company as a whole. The company's consolidated aggregate financial plan, which includes the major plans of individual divisions, will constitute the master financial plan.

Depending on the time of drawing up, financial plans can be:

• introductory (organizational) - formed on the date of organization of the company;
• current (operational) - compiled periodically throughout the entire operation of the company;
• anti-crisis;
• unification (connection, merger plans);
• dividing;
• liquidation.

In a relationship anti-crisis, unifying (connecting),dividing, liquidation financial plans can easily be concluded that they are drawn up when the company is undergoing reorganization (rehabilitation) procedures, the organization is being merged, divided or is at the stage of liquidation.

The need to formulate an anti-crisis financial plan arises when the company is at the stage of obvious bankruptcy. Using an anti-crisis financial plan, you can determine what the company's real losses are, whether there are reserves to pay off accounts payable and what their estimated value is, as well as ways to get out of this situation.

Dividing And unifying(connective, merger plans) financial plans can be called antipodean plans. Connecting(merger plans) and dividing financial plans are drawn up when one company merges with another or when a company is divided into several legal entities. That is, connecting (consolidation, merger plans) and separation plans are formed during the reorganization of a legal entity, which can be carried out in the form of a merger, accession, division, separation or transformation. Unifying(connection, merger plans) financial plans are drawn up when two or more companies merge (merge) into one or when one or more structural units are merged into a given company. Dividing financial plans are drawn up at the time of division of a company into two or more companies or when one or more structural units of a given company are separated into another. Liquidation financial plans are prepared at the time of liquidation of the company. The reasons for liquidation may be bankruptcy or closure due to reorganization.

EXAMPLE 1

Static LLC has drawn up a financial plan, which sets out certain target indicators. This financial plan does not provide for changes in indicators due to changes in any external or internal conditions. Such a financial plan will be static.

At Dynamics LLC, the financial plan contains various options for indicator values ​​depending on what situation will actually be realized. That is, with an increase in product sales by 20%, some indicators and a development option are planned, with an increase of over 40%, other indicators and a development option, etc. In fact, the dynamic financial plan of a given enterprise will represent a set of static financial plans.

Dynamic plans more informative, but they are more difficult to compose than static ones. If in static financial plans one version of the situation is developed, then in dynamic ones - two or more. Accordingly, the complexity and labor intensity of compilation increases proportionally.

Based on the volume of information, plans can be single or summary (consolidated). Unit plans display the strategy for one company. Summary (consolidated) plans represent an action strategy for an entire group of companies. Such financial plans are most often drawn up when it comes to a group of companies controlled by one person or group of people. According to the purposes of compilation financial plans can be divided into trial and final.

Trial Plans are compiled for the purpose of implementing control and analytical procedures. Trial plans are not distributed to interested users, as they are documents of internal control and analysis. Final plans are the official documents of a company and serve as a resource for various interested users to study its financial plans.

By usersfinancial plans can be:

• tax authorities;
• statistical authorities;
• creditors;
• investors;
• shareholders (founders), etc.

Depending on user information plans will be divided into plans submitted to fiscal authorities, statistical authorities, creditors, investors, shareholders (founders), etc. By nature of activity plans can be divided into plans for core and non-core activities. Previously main activity named the types of activities specified in the charter of the enterprise. But at present, such an approach is unwise. The distinction between main and non-core activities is possible based on revenue indicators.

EXAMPLE 2

Revenue from type of activity No. 1 - 18,000,000 thousand rubles, from type of activity No. 2 - more than 1,000,000 thousand rubles.

Revenue from activity No. 1 will account for more than 94% of total revenue (18,000,000 / (18,000,000 + 1,000,000)). The main activity for the company in this case will be activity No. 1.

At the same time, the distinction between main and non-core activities can be made on the basis of other indicators (in particular, the amount of income from various types of activities).

Let’s assume that the profit from activity No. 1, despite such serious indicators of gross revenue, is only 300,000 thousand rubles. , and from type of activity No. 2 - 800,000 thousand rubles. In this case, the main activity for the company will be activity No. 2.

Classification of activities into core and non-core is a rather subjective process and depends on the direction of the company’s management.

When planning long-term investments and sources of their financing, future cash flows are considered from the perspective of the time value of money based on the use of discounting methods to obtain comparable results.

Using a cash flow forecast, you can estimate how much of the latter needs to be invested in the economic activities of the organization, the synchronicity of the receipt and expenditure of finances, and also check the future liquidity of the enterprise.

The forecast of the balance of assets and liabilities (in the form of a balance sheet) at the end of the planned period reflects all changes in assets and liabilities as a result of planned activities and shows the state of the property and finances of the business entity. The purpose of developing a balance sheet forecast- determination of the necessary increase in certain types of assets, ensuring their internal balance, as well as the formation of an optimal capital structure that would ensure sufficient financial stability of the organization in the future.

Unlike the income statement forecast, the balance sheet forecast reflects a fixed, static picture of the financial balance of the enterprise. Exists several methods for preparing a balance sheet forecast:

1) methods based on the proportional dependence of indicators on sales volume;

2) methods using mathematical apparatus;

3) specialized methods.

The first of them is the assumption that balance sheet items that depend on sales volume (inventories, costs, fixed assets, accounts receivable, etc.) change in proportion to its change. This method is also called percentage of sales method.

Among the methods using mathematical apparatus, the following are widely used:

• simple linear regression method;
• nonlinear regression method;
• multiple regression method, etc.

Specialized methods include methods based on the development of separate forecast models for each variable. For example, accounts receivable are assessed based on the principle of optimizing payment discipline; the forecast of the value of fixed assets is based on the investment budget, etc.

EXAMPLE 3

Let's consider financial planning of profits using the direct method. The procedure of this method is based on the assumption that the change in the need for funds for the manufacture of products is proportional to the dynamics of sales. Let us illustrate the essence of the direct method of financial profit planning (Table 2).

A 50% increase in sales volume affects many metrics. It is assumed that the cost of goods sold, as well as selling expenses, will change in direct proportion to the growth rate of sales, but interest on loans depends on the financial decisions made.

One of the planning documents developed by the organization as part of long-term planning is business plan. It is developed, as a rule, for 3–5 years (with a detailed study of the first year and an enlarged forecast for subsequent periods) and reflects all aspects of the organization’s production, commercial and financial activities.

The most important part of a business plan is financial plan, summarizing the materials of all sections preceding it and presenting them in value terms. This section is necessary and important for businesses, as well as investors and creditors. After all, they must know the sources and amount of financial resources necessary to implement the project, the direction of use of funds, and the final financial results of their activities. Investors and creditors, in turn, must have an idea of ​​how cost-effectively their funds will be used, what is the payback period and return.

Any modern company that conducts economic activities in one or another area of ​​business engages in planning. Planning in business plays, if not the leading, then at least an important role in matters of economic efficiency and is aimed at maximizing the efficiency that the business is able to show.

The financial plan of an enterprise is a subtype of a group of management, interrelated documents, which is compiled and maintained for long-term planning and operational management of the resources available to the company in cash. Simply put, thanks to the financial plan, a balance is ensured between planned and actual revenue receipts, and, on the other hand, planned and actual expenses for the company’s activities.

The balance of the financial and economic condition of the company, which is achieved through high-quality financial planning, is perhaps the main benefit of using such a management tool as the enterprise’s financial plan.

Types of financial plans for a modern enterprise

The intense competition in today's marketplace forces businesses to work much harder to find resources and opportunities to become more competitive within their operations. Subject-based financial plans, as well as their variable use in operational business issues, make it possible to solve these management tasks based specifically on the company’s internal plans and resources, avoiding, if possible, serious dependence of the business on a continuous flow of borrowings. Or, if not decide, then at least create a balance within the economic issues of the organization using financial planning tools.

It is worth noting that financial plans at enterprises differ not only in the size of the planning period (duration), but also in their composition. The composition of indicators or the composition of planning items will differ in two parameters: purpose and degree of detail. Relatively speaking, for one company the grouping of expenses “utilities” is sufficient, but for another, the planned and actual value of each grouping indicator is important: water, electricity, gas supply and others. Therefore, the main classification of financial plans is considered to be the classification by planning period, within which each specific company independently chooses the degree of detail of the financial plan.

As a rule, modern companies in Russia use three main types of financial plans:

• Fin. plans for short-term periods: the maximum planning horizon is a year. They are used for operational activities and can include maximum detail of planned and actual indicators managed by the company’s team.
• Fin. plans for medium-term periods: the planning horizon is more than a year, but not more than five years. Used for planning over a 1-2 year horizon, they include investment and modernization plans that contribute to the growth or strengthening of the business.
• Fin. long-term plans: the longest planning horizon, starting from five years, including the interpretation of the company's long-term financial and production goals.

Figure 1. Types of financial plans of modern companies.

Development of a financial plan for a modern enterprise

Development of a financial plan for an enterprise is an individual process for each individual enterprise, depending on the internal economic characteristics and talent of financial specialists. Moreover, any approach, even the most exotic, to the financial planning process requires financiers to include mandatory, that is, identical for everyone, financial data when drawing up financial plans:

• Planned and operational data on production and sales volumes;
• Planned and actual estimates of departments;
• Expense budget data;
• Revenue budget data;
• Data on creditor and debtor;
• Data from budgets of taxes and deductions;
• Regulatory data;
• BDDS data;
• Specific management accounting data for a particular enterprise.

Figure 2. Data composition for the financial plan.

In practice, the role of financial plans in modern business is enormous. It can be said that financial plans are gradually replacing traditional business plans because they contain only specific information and enable management teams to constantly monitor the most important values. In fact, for middle and senior managers, the system of financial plans drawn up at the enterprise is the most dynamic tool. That is, any manager who has access to management information and the competence to manage such information can continuously improve the efficiency of the department entrusted to him through the use of various combinations of financial planning tools.

Form of a financial plan of an enterprise and management tasks solved using the system of financial plans

Today there is no approved form or recognized standard of a financial plan for an enterprise, and the variability of the forms of this management tool is due to the internal specifics of enterprises. In management practice, there are traditional tabular forms of the system of financial plans of enterprises, proprietary IT developments in the form of special programs and bundles of these programs that provide import and export of data, and specialized packaged software packages.

In order for an enterprise to determine the required level of detail in its own financial plan, it is worth listing a list of management problems that the financial plan will help solve:

• The financial plan solves the problem of preparing and implementing a system for continuous assessment of the company’s financial performance at the enterprise;
• The financial plan allows you to set up the process of continuous preparation of forecasts and plans for the company’s activities;
• Determine sources of income and volumes of financial resources planned for the enterprise;
• Formulate plans for the financing needs of the enterprise;
• Plan standards within the enterprise;
• Find reserves and internal capabilities to improve efficiency;
• Manage the planned modernization and development of the company.

Thus, the system of interconnected financial plans becomes that part of the enterprise management system that reflects and makes it possible to manage all financial, economic, production and business processes, both within the enterprise and in the company’s interaction with the external economic environment.

Enterprise financial plan - sample

To create a high-quality financial plan, it is recommended to use the following sequence of actions:

1.Formulate the goals of drawing up a financial plan;

2. Specify the composition of indicators and the degree of detail;

3. Study examples and samples of financial plans;

4. Develop an example of a financial plan form and agree within the organization;

5. Based on feedback from users of the enterprise financial plan sample, develop a final individual template for the company’s financial plan.

Financial plans are drawn up not only to plan the work of a single company as a whole, they can perform different tasks - be the basis of projects, calculations within individual divisions, or reflect financial data for a single manufactured part.

Figure 3. Example of a spreadsheet financial plan for a small project.

conclusions

The market economy dictates new requirements for business to its own organization. High competition forces businesses to focus on predicted results, which in turn is impossible without planning. Such external market conditions encourage companies to engage in financial planning to ensure their own efficiency.

Competent calculations and plans can provide an enterprise not only with current operational benefits, but also help in managing its prospects for the production of works and services, cash flow, investment activities and the commercial development of the enterprise. The current financial condition of the enterprise and the corresponding reserve for the future directly depend on financial planning. A well-drafted financial plan for an enterprise is a guarantee of protection from business risks and an optimal tool for managing internal and external factors affecting business success.

A set of internal documents that presents systems of indicators of income and expenses, as well as ways to ensure the efficiency of an economic entity - a financial plan (an Excel sample can be downloaded for non-profit organizations).

The main task of financial planning is to determine the optimal ratio of the organization's budget indicators, which will achieve the best results of economic activity.

Types of financial plan:

1. A balance sheet is a document that reflects the company's assets, liabilities, liabilities and sources of income. Based on the balance sheet indicators, the result of the company’s activities is revealed: if the balance sheet result is negative, and the value of assets and revenues is lower than the amount of accepted liabilities, then the activity is ineffective. If the result is positive, a conclusion is drawn about effective planning and use of funds. Used primarily by commercial entities.
2. An estimate is an economic document containing indicators of an institution’s income and expenses. Income and expense estimates are used primarily by non-profit organizations. Additional detailing of estimates is provided in terms of projects, goals or areas of activity, sources of financing, etc.
3. The financial and economic activity plan is a mandatory document for budgetary and autonomous institutions. For information on how to correctly compose a document, read the article.

Let's look at how to create a financial plan for a non-profit organization.

Structure and order of compilation

The estimate (financial plan) should consist of two parts: income and expenses.

In the revenue part of an NPO’s economic document, it is necessary to consider in detail the structure of the institution’s income. Since non-profit enterprises were not created for the purpose of making a profit, the approximate structure of the revenue part could be as follows:

• estimated financing, the source of which may be revenues from the state budget;
• self-sufficiency, that is, income from income-generating activities;
• gratuitous receipts, donations.

Financing of NPOs can be mixed, so it is necessary to carefully consider the calculation of the revenue side of the enterprise’s budget.

In the second part, consider in detail the planned expenses of the NPO. Classify the institution's cost indicators into the following groups (if any):

• fixed costs, these include fixed expenses, for example, rent, salaries for the administration of NPOs, utility bills;
• variable expenses that directly depend on the volume of production and sales, for example, the purchase of inventories, repair and operation of equipment;
• regulated costs that change in proportion to an increase or decrease in production or sales volumes.

The budget estimate of a non-profit organization is approved by the owner, founder of the enterprise or the highest management body of the non-profit organization, in accordance with clause 3 of Art. 29 of Law No. 7-FZ.

Enterprise financial plan, sample

Anti-crisis measures

If an economic entity is going through difficult times, it is necessary to carry out a number of special procedures aimed at increasing solvency. For example, if the amount of assumed obligations of an NPO exceeds the amount of income, it is necessary to revise the approved estimate of income and expenses.

If the organization does not have monetary security for the resulting debt, it is necessary to develop and approve a plan for the financial recovery of the organization, and along with it a debt repayment schedule (clause 1 of Article 84 of Law No. 127-FZ of October 26, 2002). The procedure for drawing up and the approximate form of the document is presented in the Order of the Federal Property Fund under the State Property Committee of the Russian Federation dated December 5, 1994 No. 98-r.

Financial plan of a business plan: how to carry out calculations to analyze the financial position of an enterprise + formulas for calculating efficiency + 3 stages of calculating risks.

Business must make money. This is an unwritten rule for all entrepreneurs.

But we don't always get what we want. Due to certain circumstances, income levels may drop sharply.

The financial plan of a business plan is aimed not only at identifying holes in the project, it makes it possible to correct activities for 1 – 5 years in advance.

What is a financial plan for a business plan?

To understand what the structure of this component of the business should be, let’s figure out what a financial plan is. What goals and objectives should you pursue to improve your own project?

The financial plan is a priority section for both new businesses and market veterans.
Displays all activities in numbers, helping to increase profitability and, if necessary, adjust development priorities.

A very unstable market forces experts, when analyzing a business, to pay attention not only to mathematical calculations of a company’s potential income.

The level of demand and the social component of the sphere of activity in which its development occurs are taken into account.

High competition in the market, constant rise in prices for raw materials, depletion of energy sources - all this affects the economic component in business development. under the influence of all these factors it can be very difficult.

Purpose of the financial plan– keep under control the level between the organization’s profits and expenses so that the owner always remains in the black.

To achieve positive results, it is imperative to find out:

• the amount of money to supply the production process with raw materials without loss of quality;
• What investment options do you have and how profitable are they?
• a list of all expenses for materials, salaries for company employees, product advertising campaign, utilities and other provision details;
• how to achieve high profitability of your business project;
• best strategies and methods for increasing investment;
• preliminary results of the enterprise’s activities for a period of more than 2 years.

The result of your efforts will be an effective investment management tool, which will make it clear to investors how stable and profitable your business is.

Mandatory reporting in financial plan sections for a business plan

In order to correctly predict the financial development of an organization, it is necessary to build on current indicators - this issue is dealt with by accounting.

3 reporting forms will help demonstrate all the nuances of the enterprise’s economic situation. Let's look at each of them in more detail.

Form No. 1.

Movement of funds

Following Order No. 11 of the Ministry of Finance of the Russian Federation, each organization conducting financial activities is obliged to annually submit a report on the flow of funds through the accounting department.

The exceptions are small businesses and non-profit organizations - their activity analysis can be carried out without it.

It is almost impossible to draw up a financial plan for a business plan correctly without such reporting.

The document displays the movement of cash flows within the organization over a certain time - which is very important to know for analyzing the state of the company.

• The report allows you to:

find holes in financing and close them without stopping production;

identify cost items that are unnecessary.

• Thus, there will be extra money that can be directed in the right direction;
• when forecasting in the future, use reliable information on the financial condition of the enterprise;

anticipate additional cost items and allocate part of the funding for them in advance to avoid problems in the future;

find out how much the business is profitable.

You will be able to decide which direction will be a priority for the next 1-2 years. Where additional investment is required, and what should be completely covered up.

Form No. 2.

Income and expenses of the organization

Provides an opportunity to see the potential profitability of an enterprise when financing various areas of activity.

• The document records all costs of running a business. There are simplified and complete forms for submitting information.
• expenses for technical support of the enterprise and the cost of goods;
• interest rate payable to tax authorities and other expenses/income of the organization;
• net income/loss for the calendar year.

The purpose of using this document when you are drawing up a financial plan for a business plan is to identify potentially profitable areas that are worth developing in the future.

When making a forecast, consider:

• possible sales volume of the product;
• additional costs for production due to the instability of the financial market for raw materials and services;
• the amount of fixed costs for the production component.

The list will allow you to identify products that are in high demand and remove production where demand is minimal, in order to increase the cash flow of the enterprise.

Form No. 3.

Overall balance

Any business plan must contain information about the assets and liabilities of the enterprise.

Based on it, the owner can evaluate the overall progress of business, based on the indicators of net income and cash expenditure.

Compiled at intervals from 1 month to 1 year.

Practice has shown: the more often the overall balance sheet is analyzed, the easier it is to identify problems in the business plan and eliminate them at the initial stage.

Components of a financial report:

Assets are all available funds that an organization can dispose of at its discretion.

For greater clarity, they are distributed depending on the type or placement.

Liabilities – display resources that allow you to obtain those same assets.

It is possible to use the allocated funds for future business financing.

Roughly speaking, assets and liabilities are the same indicators, but with different interpretations.

It is impossible to adjust the financial plan without this report. It helps to proactively track and eliminate gaps in the operation of the enterprise.

An integrated approach to studying these 3 sources of the financial condition of the project will help to impartially assess the progress of affairs. Numbers never lie.

Estimated component of the financial plan

After studying the financial condition of the enterprise, you need to analyze possible risks and carry out calculations of the optimal ways to make a profit in the business.

Here the process should be divided into 3 stages, each of which will be discussed in more detail below.

Stage 1. Taking into account risks in the financial plan of the business plan

Your goal is to consider all possible outcomes and choose the path that involves minimal loss of money.

Risks are divided into 3 types according to their sphere of influence:

1. Commercial– the cause is relationships with business partners, as well as the influence of environmental factors.

   External commercial risk factors:

   • decrease in demand for manufactured products;
   • the emergence of unexpected competition in the market;
   • deception on the part of business partners (low-quality raw materials, delayed delivery of equipment and goods, etc.);
   • volatility of prices for services and technical support for business.

   This is not the entire list of external reasons that can affect the project.

   You should start from the sphere of activity of the organization and adapt to each case on an individual basis.

2. Financial— unforeseen business expenses or receipt of unforeseen profits.

   Causes of financial risks:

   • late payment for products by customers and other types of receivables;
   • increase in interest rates by lenders;
   • innovations in the legislative system, which entail an increase in prices for running a business;
   • currency instability on the world market.

   Financial risks allow you to anticipate unexpected business losses and protect yourself in advance from complete collapse.

3. Production– changing the operating mode of the enterprise due to unforeseen circumstances.

   Causes of production risks:

   • incompetence of workers, protests and strikes that disrupt the work schedule of the enterprise;
   • production of low-quality products leading to a decrease in sales;
   • the production process misses such a point as checking the quality of products.

   If these issues are not taken into account when making a financial plan, the business may suffer huge losses.

To prevent such outcomes, the owner must take preventive measures. These include risk insurance, analysis of the activity of competitors in the market and accumulation of a reserve for unforeseen financial expenses.

Stage 2. Effectiveness of the financial plan

An important step in creating a financial plan. The profitability of a business and its payback are the main indicators of effective activity in the market.

Analysis of these aspects will make it possible to predict the further development of the enterprise a year in advance.

Let's look at which indicators are the most significant when drawing up a financial plan:

Net present value(Net Present Value - NPV) - the amount of expected profit from calculating the cost of the product at the current moment.

Why is it necessary to calculate this indicator?

Discounted income shows the potential return on investments made in a business with an expectation of 1-2 quarters in advance.

Reasons for changing NPV:

• investments bring the predicted profit;
• inflation;
• risks of loss of investment.

If the calculations showed the value “0”, you have reached the point of no loss.

Business profitability– a comprehensive indicator of financial performance.
The concept shows the owner how successful his business is and whether it consistently generates income.

If the value is negative, your company incurs only losses.

Profitability indicators are divided into 2 groups:

1. Sales ratio– percentage of income from each unit of currency.

   The indicator gives an idea of ​​the correctness of the business’s pricing policy and ability to keep costs under control.

2. Return on asset– relative importance of work performance.

   Allows you to see the possibility of making a profit from the enterprise.

The financial plan must include measures to increase profitability through organizational and financial procedures.

Payback period– a time indicator of the period of full payback of funds invested in a business.

Based on this value, investors choose business projects, which make it possible to recoup the invested money in the shortest possible time and proceed to direct profit.

There are simple and dynamic indicators of project payback.

In the first case, this is the period of time during which the investor will receive back the invested money.

With a dynamic indicator, data on the value of money is taken into account, depending on the inflation threshold throughout the entire time.

A dynamic indicator is always higher than a simple payback period.

The table below shows the formulas for calculating the 3 main performance indicators that will be required when drawing up a financial plan for a business plan:

The easiest way to carry out the necessary calculations is through specialized software at your enterprise.

If you are a private owner and only then use demo versions of accounting software products. They will significantly reduce the time spent on calculations when drawing up a financial plan.

Stage 3. Final analysis

The more nuances you notice when drawing up a financial plan for a business plan, the fewer problems will await you in the future.

Creating a plan from scratch will take a lot of time; it is much easier to correct weak points and bring the business to a permanent profit.

When a financial plan can be called successful:

• high income rates with minimal expenditure of money;
• forecasting and eliminating risks at the initial stages;
• comparing the competitiveness of your idea with others;
• availability of investments and material and technical base;
• documentary evidence of the profitability of the enterprise.

Details about the formation of a financial plan

and about its main components in this video:

Business plan financial plan contains many subtleties, but we have successfully covered the basics that must be present.

The right approach to doing business starts with the simplest thing – analysis. The numbers will point out shortcomings and give a push in the right direction to improve the profitability of the enterprise.

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