Research on the causes and countermeasures of capital shortage in small and medium-sized enterprises

At present, the shortage of funds and financing difficulties of small and medium-sized enterprises is a major problem facing the industrial development of our city, which has become an important factor that puzzles production and restricts the development of enterprises. According to the statistics of the People's Bank of China, in 2004, the growth rate of manufacturing loans in the city showed a "double decline" trend, which was 3 and 2.6 percentage points lower than that in 2003 respectively. Recently, the Municipal Party Committee and the Municipal Party Committee * * * put forward the strategic goal of "making further efforts to achieve a new leap in three to five years", and decided to carry out the activities of "industrial technology innovation and enterprises' second venture" throughout the city to promote the leap-forward development of the city's industrial economy, and demanded to achieve the goal of "five times doubling" in three years. Among them, industrial production and marketing will increase by 1 1000 billion yuan. If the input-output ratio is 1: 2.5, the project capital is about 44 billion yuan, and the production working capital is about 50 billion yuan. At present, the main body of the industrial economy in our city is a large number of small and medium-sized enterprises, and the accelerated development of the industrial economy will inevitably require more capital injection from small and medium-sized enterprises. Therefore, solving the contradiction of the shortage of funds for small and medium-sized enterprises is an important topic in the current industrial economic organization. Solving the problem of capital shortage and financing difficulty of small and medium-sized enterprises is a systematic project, which involves many factors such as financing system, credit environment, service awareness and service level of enterprises and financing institutions, and needs comprehensive coordination and supporting solutions. Through the investigation of financial institutions and enterprises, we believe that the fundamental way to solve the problem of capital shortage of small and medium-sized enterprises is to straighten out the capital relationship, expand financing channels, and cooperate with enterprises, banks and * * * to solve the contradiction of capital shortage of small and medium-sized enterprises. First of all, we will continue to increase investment attraction and asset restructuring, and ease the contradiction of tight capital through foreign investment. In recent years, the loan-to-deposit ratio of bank funds in our city is low, but the industrial economy of our city has achieved rapid development, and its strong capital guarantee is largely due to investment promotion and asset reorganization. Through the entry of foreign capital and private capital, a number of large projects such as Dalian Chemical, Kawasaki Optoelectronics and Kelon Electric were introduced, and a number of asset restructuring projects such as Yaxing and Greencool, Lianhuan Pharmaceutical, Shanghai Lianchuang and willman were promoted, which activated the factors of production, opened the capital bottleneck for the development of industrial enterprises and enhanced the impetus for industrial economic development. In the next stage, we still need to strengthen this work, especially to continue to increase investment attraction and industrial chain assets reorganization, give play to and tap our own advantages, foster strengths and avoid weaknesses, promote the concentration of various production factors in Yangzhou, alleviate the contradiction of capital shortage, and promote the industrial economy of our city to a higher level. Second, continue to increase the publicity and service of loans and actively promote the cooperation between banks and enterprises. In 2004, the Municipal Economic and Trade Commission introduced 86 projects to the city's commercial banks through information release, loan promotion, bank-enterprise forum and follow-up coordination, helping industrial enterprises to apply for loans of 654.38+06 billion yuan; Facilitated 765,438+0 key enterprises and growth enterprises to sign bank-enterprise cooperation agreements with banks, with a credit line of 65.438+0.23 billion yuan; And help some industrial enterprises to coordinate and strive for closed loans of more than 30 million yuan. This series of effective measures has provided a strong guarantee for the development of some enterprises in our city. In the future, we should continue to coordinate capital elements, actively introduce a number of enterprises with bright spots, products and markets to banks, hold regular meetings between banks and enterprises, strengthen information communication between the two sides, enhance financial institutions' understanding of industrial enterprises and promote further cooperation between banks and enterprises. Third, guide enterprises to strengthen fund management and actively broaden financing channels. Strengthening capital management is an important way for enterprises to optimize capital structure, improve capital operation and speed up capital turnover. Actively guide enterprises to set production by sales and promote production by sales, vigorously compress two funds, revitalize existing assets, speed up capital turnover, reduce capital precipitation, and improve production and sales rates and capital withdrawal rates; Guide enterprises to establish a multi-channel and multi-form financing system as soon as possible through joint-stock reform and actively seeking listing, and at the same time strive for bank support to meet the capital needs of production and operation and strive for the best return on funds; At the same time, we should also guide enterprises to carry out financing through debt-to-equity swap, financial leasing and pawn financing. Combined with their own actual situation, so as to alleviate the contradiction of tight funds. Recently, the Municipal Party Committee and the Municipal Party Committee * * * issued the "Opinions on Carrying out the Activities of" Industrial Technology Innovation and Enterprise's Second Entrepreneurship "in the whole city. In the next stage, we should actively implement the opinions of the Municipal Party Committee, help qualified enterprises, and actively strive for the opinions of the state, province and city on technological transformation and innovation. Fourth, guide enterprises to strengthen credit construction and continue to promote and improve the credit system construction of small and medium-sized enterprises. At present, cultivating credit demand, standardizing credit market, perfecting credit system and creating credit environment are of urgent practical significance for improving the overall quality and comprehensive competitiveness of small and medium-sized enterprises, resisting credit risks and improving their financing ability. Guide enterprises to strengthen credit construction: on the one hand, by establishing and improving the external credit system and credit evaluation system for SMEs, providing corporate credit information to banks and other institutions, commending trustworthy SMEs, setting a credit example, vigorously publicizing and popularizing credit management models and experiences, and gradually establishing credit collection, rating and publication systems and reward and punishment mechanisms suitable for SMEs, so as to enhance the confidence of financial institutions such as banks in corporate credit; On the other hand, actively carry out the construction and popularization of enterprise internal credit system, strengthen enterprise internal contract management, marketing early warning, accounting management and pre-job investigation, carry out credit and professional skills training for enterprise management, management and testing personnel, train professionals in credit investigation, analysis, evaluation and supervision, and promote enterprise credit construction. Fifth, give full play to and explore the role of SME guarantee center, and establish and improve SME credit guarantee system. In recent years, the SME guarantee center in our city has played an active role in the development of SMEs. However, due to objective factors such as less capital and limited guarantee ability, its guarantee ability has declined at present. The next step is to establish a standardized and perfect credit guarantee system for small and medium-sized enterprises on the basis of continuing to improve and expand the guarantee center for small and medium-sized enterprises, forming a pattern in which * * * capital, commercial capital and private capital participate together, truly forming some guarantee institutions sponsored by * * * into independent legal person guarantee enterprises, realizing commercial operation, and changing the present situation of small-scale guarantee institutions, limited guarantee capacity and low operational efficiency in our city. In order to support the development of guarantee institutions, it is suggested to set up special financial funds to subsidize the bad debts of qualified SME loan guarantee institutions in a certain proportion to improve their guarantee ability. At the same time, it is necessary to strengthen the management of guarantee institutions and guarantee industries, establish self-regulatory organizations of guarantee industries, and enable guarantee institutions to provide financing guarantee services for small and medium-sized enterprises in accordance with the rules of market economy; It is necessary to gradually establish and improve the guarantee risk compensation mechanism and re-guarantee mechanism, and strive to smooth the channels for increasing the effective credit input of SMEs, so as to create conditions for SMEs to obtain more and faster credit support. Sixth, guide and encourage various financial institutions to increase credit support for SMEs. * * * State-owned commercial banks, joint-stock banks and policy banks can be encouraged to increase the proportion of loans to small and medium-sized enterprises through tax discount support, expanding the floating range of interest rates, refinancing and rediscounting. According to the characteristics of small and medium-sized enterprises, we can study and formulate credit rating standards and loan operation procedures different from those of large enterprises, reasonably determine the term and amount of loans for small and medium-sized enterprises, and give full play to the role of the credit department of small and medium-sized enterprises in banks. Encourage policy banks to rely on local commercial banks and guarantee institutions to carry out SME lending and secured loans. Encourage commercial banks to improve the credit evaluation system for small and medium-sized enterprises, issue credit loans to qualified small and medium-sized enterprises, and carry out credit business; Expand corporate finance and account custody services for small and medium-sized enterprises with market, efficiency and credit; Relax the access conditions of financial leasing companies and support the establishment of financial leasing; Piloting the pledge loan of intangible assets such as patent rights and trademark rights. Support small and medium-sized enterprises to invest in international financial organizations and use foreign loans in accordance with relevant regulations. Encourage insurance institutions to carry out product and service innovation for small and medium-sized enterprises and improve service methods and means for small and medium-sized enterprises; Give further play to the positive role of pawn in financing small and medium-sized enterprises.

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Where can I find free papers on recruitment problems and countermeasures of small and medium-sized enterprises? Douding.com and Baidu Library.

Finding a paper on financing for small and medium-sized enterprises is a countermeasure. Financing strategy of small and medium-sized enterprises in the early stage of entrepreneurship 1. It is best to rely on your own funds at the beginning of your business. Many small and medium-sized enterprises think of financing at the beginning of their business. In fact, it is better to ask for help than to ask for help. Financing needs time and energy, and you need to disclose your business secrets to others. And the introduction of external equity capital is likely to introduce contradictions at the same time. On the other hand, investors try their best to avoid risks, and it is difficult for ordinary enterprises to get funds at the beginning or early stage. However, when the enterprise has grown up and its sales and profits are increasing, many investors will take the initiative to find you. Therefore, we must rely on our own funds at the beginning of our business, start with sales, and actively seek customers. With operating income, we have the motivation to develop. There are also a few investment companies looking for early projects to get high multiple returns. Even at the beginning of this venture, when investors take care of it, entrepreneurs need to invest some of their own funds. Second, strive to tap internal financial resources. Before seeking external funds, make full use of internal financial resources: enterprises should have a good cash flow forecasting system, provide enough incentives for customers to make timely payments, have strict credit evaluation procedures for customers, and plan payments to suppliers. Make every effort to ensure sales revenue, control inventory, improve quality control system, reduce scrap rate and realize idle assets. Third, actively seek external financial resources. If the internal resources have been fully utilized, it depends on what external resources can be utilized: shareholders' funds, the possibility of bank overdraft or loan in corporate current accounts, the discount of accounts payable or bills by agents, the sale of anti-rent (selling to leasing companies and then leasing assets), commercial bank loans, free subsidies or discount loans from * * * or institutions, and finally venture capital funds. Fourth, bank financing Bank financing is the main source of funds for SMEs at this stage. In addition to the traditional working capital loans, there are the following special loans in view of the general lack of collateral for small and medium-sized enterprises: accounts receivable pledge loans: accounts receivable pledge loans refer to the credit granted by production enterprises to banks with the accounts receivable formed by their sales as collateral. The pledge rate of accounts receivable is generally 60% to 80%, and the materials required by the applicant enterprises generally include the original sales contract, invoices, receipts, confirmation letters from the payer, commitment letters, etc. Other required information is the same as general working capital loans. Discount of commercial acceptance bills: Compared with bank acceptance bills, commercial acceptance bills have no bank credit guarantee, but only the credit guarantee of the drawer (equivalent to the payer of the above accounts receivable), but for the seller, it is easy to get the approval and cooperation of the payer, and the operation is standardized, so the seller is still willing to accept them. Discounting commercial acceptance bills is actually a form of accounts receivable financing. Because there is no bank credit guarantee, the discount bank has higher credit requirements for the seller and its downstream payers, and only handles this business for enterprises that meet certain conditions. Accounts receivable trust loan: Accounts receivable trust loan refers to a trust contract signed by the applicant enterprise as the principal, the trust company as the trustee and the bank as the beneficiary. Enterprises entrust accounts receivable to trust companies, and trust companies are responsible for supervising the recovery of accounts receivable of enterprises. The income of accounts receivable belongs to the bank, and at the same time, the bank signs a loan contract with the enterprise, and the bank issues loans to the enterprise. Because this operation mode takes advantage of the independence of trust property, accounts receivable are safely isolated as trust property. Compared with the above-mentioned accounts receivable pledge, it improves the security of bank loans, and only increases the financing cost for financing applicants, so it will be more attractive to banks and enterprises. Financial leasing mode: for enterprises, financial leasing is actually a kind of installment payment, which can alleviate the short-term cash flow pressure. For those small and medium-sized enterprises that need large-scale mechanical and electrical equipment and bulk raw materials procurement, financial leasing is a good financing method. Movable property pledge loan: The movable property that an enterprise can pledge mainly includes finished products and raw materials. Due to the mobility and uncontrollability of movable property, at present, some domestic banks cooperate with warehousing companies or logistics companies to launch a new variety of warehouse receipt pledge loans. The key points of operation are: the applicant will transport the movable property to the warehouse designated by the logistics warehousing company, and the logistics warehousing company will issue the warehouse receipt to the applicant and deliver it to the bank, and the bank will issue loans accordingly. Intellectual Property Pledge Loan: Intellectual Property Pledge Loan refers to applying for financing from the bank after evaluating the legally owned patent rights, trademark rights and property rights in copyright. V. Financing Means of Foreign SMEs in the Initial Stage The American International Capital Resources Company conducted a survey on the methods used by entrepreneurs to achieve financing goals for more than 480 start-ups seeking funds. The survey results show that most people regard one of the financing sources as a feasible and better choice: private equity investors and private lending investors. Among the entrepreneurs seeking financial help from investment banks, 665,438+0% rely on direct participation in investment. They mainly pay attention to informal and high-risk venture capitalists, and regard these people as their main channels to raise capital. In addition, 18% of entrepreneurs expect to rely on their personal funds, the funds of family and friends, and the funds raised through business contacts. Among these companies, which are mainly in the early stage and development stage, only 9% entrepreneurs can rely on profits and working capital to finance their development plans. Only 7% of the people took loans from banks, another 3% of the entrepreneurs chose joint ventures and joint ventures, and only 2% of the entrepreneurs expressed interest in financing through professional venture capital companies.

Causes and countermeasures of enterprise capital shortage The following papers are for reference only: "Causes and countermeasures of enterprise capital shortage" [Keywords] commercial enterprise finance; Fund management; Shortage of funds [Abstract] The shortage of funds in commercial enterprises is not only related to internal reasons, but also to seasonal changes in the market, changes in consumption power caused by economic fluctuations, inflation and the strength of competitors in the same region. In order to solve the problem of capital shortage, commercial enterprises must rationally arrange capital structure and asset structure and implement centralized financial management. At present, the shortage of funds is a problem that cannot be ignored by commercial enterprises. The author tries to analyze the reasons for the shortage of funds in commercial enterprises and put forward corresponding countermeasures. I. Reasons for the shortage of funds in commercial enterprises There are many reasons for the shortage of funds in commercial operations. Commercial enterprises are in the middle of circulation, with a large backlog of funds, and they bear great risks in their operations. From the internal factors, the reasons for the shortage of funds in commercial enterprises are as follows: first, the initial capital investment of enterprises is insufficient, which is mainly maintained by loans, and the rapid expansion of enterprises has drawn too much liquidity for expansion, resulting in difficulties in fund turnover such as equipment renewal and new chain stores. Second, due to poor management, the capital turnover in a certain link is blocked, such as a large backlog of inventory and an increase in foreign loans. Third, there is a loss in business operations. When an enterprise loses money, especially when the loss is greater than the depreciation withdrawal amount of the enterprise, the direct result is that the liquidity of the enterprise is gradually reduced, resulting in a shortage of funds. In addition, the deterioration of inventory, the destruction of property and the loss of bad debts will all cause the shortage of funds for enterprises. The shortage of funds in commercial enterprises is not only due to the enterprise itself, but also related to seasonal changes in the market, changes in consumption power caused by economic fluctuations, inflation and the strength of competitors in the same region. First of all, insufficient capital and blind investment have caused financial strain. With the continuous development of society, commerce has gradually developed from a single department store to shopping centers, supermarkets, convenience stores and other formats, attracting their own consumer groups with its unique advantages. When many enterprises change from the old business model to the new one, they fail to achieve the expected business objectives due to insufficient sources of funds or excessive investment and insufficient fixed investment. Even if the fixed investment is sufficient, due to the crowding out of a large amount of liquidity, the turnover is difficult and the benefits are reduced. Second, poor management has caused enterprises to be short of funds. First, extensive management of inventory goods. The business process of commercial enterprises is to buy and sell goods and realize the accumulation of money. Commodity is the largest asset of capital occupied by commercial enterprises after normal operation, and plays a decisive role in the realization of business objectives. At present, enterprises in China face two problems. First of all, it is impossible to predict the purchase quantity in time, accurately and scientifically. If a large number of goods are purchased at one time, it will easily lead to a backlog of inventory. On the one hand, it will occupy a lot of funds and increase the cost of using funds. On the other hand, it will increase the management cost of inventory, and at the same time increase the possibility of damage and bear a great risk of price decline. Secondly, it is difficult to grasp the inventory situation of goods in detail, which affects the pricing decision of goods. Due to the increasing number of commodities, a large commercial enterprise has tens of thousands of varieties. Such a huge amount of data is managed by hand, and daily accounting can only be estimated, which increases the amount of labor and wastes a lot of human resources. Moreover, due to the inability to grasp the detailed inventory and storage period, it is difficult to adjust the price of goods in time, resulting in some goods being discounted at the mature stage of sales, while some goods have already passed the shelf life and are still in the inventory backlog. Second, the policy of selling on credit is improper. Reasonable use of credit sales policy is helpful to stabilize sales channels and open up markets. However, due to incomplete sales on credit, accounts receivable will be directly generated. Improper control of credit sales and lax management of accounts receivable will affect the normal turnover of enterprise liquidity. The increase of accounts receivable not only takes up a lot of funds, which leads to the precipitation of funds in circulation and slows down the speed of capital turnover, but also inevitably produces some bad debts, resulting in complete loss of funds. Third, there is no budget for expenses or poor budget implementation. At present, there is a widespread phenomenon in commercial enterprises that there is no budget or the budget implementation is not strict. Mainly manifested in the following aspects: First, there is no budget for procurement expenses. Scientific shopping should not only compare the prices of goods, but also strictly control the purchase cost. Second, there is no budget for daily expenses. At present, there are many problems in the cost management of most commercial enterprises, such as daily maintenance fees and external procurement fees. For example, due to the lack of control, procurement from far to near, high quality and low price. Third, there is no budget for major expenditures. At present, some major expenditure projects lack scientific forecast arrangement in advance, strict control in the process and strict evaluation and audit afterwards, resulting in waste of project funds, additional investment in the middle and unclear responsibility afterwards. Fourth, due to improper management system, funds are tight. At present, due to the limitation of management system, most commercial enterprises implement two-level accounting and cannot strictly implement the budget. The funds between accounting units cannot exchange needed goods, resulting in uneven drought and flood. Second, the countermeasures to solve the problem of capital shortage in commercial enterprises. Capital is the blood of an enterprise, which brings currency appreciation to the enterprise through repeated operations. Once anemia occurs in enterprises, it must be solved in time. There are two ways to solve the shortage of funds in enterprises. One is to raise funds from outside. To raise funds from outside, we should choose different ways according to the enterprise's own conditions, mainly including issuing new shares and bonds. The second is to find the needed funds from the inside, such as speeding up the turnover of inventory, speeding up the recovery of accounts receivable, and rationally utilizing credit funds. To solve the problem of capital shortage, enterprises must do the following work: optimize the capital structure and asset structure. Capital structure refers to the composition and proportion of various sources of long-term financing for enterprises. Usually, the capital structure of an enterprise consists of long-term debt capital and equity capital. Reasonable capital structure is the debt and equity structure with the greatest income per share. There are two basic ideas to achieve this goal. One is to improve the enterprise's income before interest and tax as much as possible while keeping the existing capital structure unchanged, that is, to improve the overall profitability of the enterprise through management; The second is to optimize the structure by adjusting the capital structure while keeping the earnings before interest and tax unchanged. Asset structure refers to the proportion of various assets in enterprise investment, mainly referring to the proportion of fixed assets investment, securities investment and working capital investment. The focus of asset structure management is to determine a liquidity level that can not only maintain the normal business activities of enterprises such as stock turnover, but also bring more profits to enterprises without increasing risks. Before developing a new store, we should not only consider the fixed investment in the early stage, but also pay attention to the adequacy of liquidity. With the help of network means, centralized financial management is implemented. For commercial enterprises, centralized financial management mainly includes unified account opening, unified settlement, unified procurement and unified accounting. First of all, we should establish a reasonable accounting system and set up a settlement center, an accounting center and an audit center in the head office. The settlement center is mainly responsible for the transfer of internal funds and the repayment of purchase funds, the accounting center is mainly responsible for recording and handling economic matters, and the audit center is mainly responsible for the audit of fund utilization and account book records. Through the effective cooperation of these three departments, the benign operation of funds can be realized. Unified account opening means that all affiliated enterprises in the same city should open internal accounts in the company settlement center, and all funds should be deposited in the company bank account. The settlement center effectively supervises the rationality and legality of each income and expenditure, and at the same time, in accordance with the bank's management measures, formulates systems such as deposit payment, deposit interest payment, loan interest collection and overdraft penalty interest. This not only solves the problem of idle funds in individual departments, but also solves the problem of shortage of funds in some departments. Set up a distribution center in the procurement process, and all purchases will be made by the distribution center and the company's goods department. Because of the large purchase volume, it is easy to check the quality and reduce the cost Moreover, goods can be adjusted in different stores to prevent the occurrence of inventory backlog and shortage and improve the efficiency of capital turnover. For unincorporated institutions, all accounting in the company can greatly reduce labor costs and accounting costs; For corporate institutions, decentralized bookkeeping and centralized auditing can be implemented, that is, accountants appointed by the company can handle accounts remotely, and auditors can audit through the network, which not only greatly reduces the cost, but also facilitates timely information and overall arrangement of funds. Centralized financial management can realize the unified scheduling and arrangement of company funds and improve the ability to use funds. Strengthen daily management. First, we must strengthen budget management. Budget control includes budget coordination, budget adjustment, budget monitoring and budget arbitration. Second, we must strengthen inventory management. Mainly to strengthen the control of ordering points. Third, we should strengthen the management of accounts receivable. The management of accounts receivable mainly includes credit sales authorization, credit sales income calculation, customer credit investigation, payment recovery, bad debt treatment and so on. Fourth, rational use of credit funds. The specific forms of commercial credit include accounts payable, notes payable, etc. Among them, accounts payable accounted for the largest proportion. The management of accounts payable should focus on measuring the cost of accounts payable, paying attention to the reasonable arrangement of fund repayment, and paying attention to the management of VAT invoices during settlement. [2], Yao on the characteristics and coordination of basic accounting work [J] Productivity Research, 2002, (6) [3] Geng Jianxin, Dai Deming. Advanced Accounting [M]. Beijing: Renmin University of China Press, 2002.

Is there a graduation thesis on the causes and countermeasures of brain drain in small and medium-sized enterprises? To write a thesis, no matter what the content is, first of all, the format should be correct, a complete graduation thesis, title, abstract (in Chinese and English), table of contents, body (introduction, body and conclusion), thanks and references. The format, font, paragraph, header and footer stipulated by the school must be clearly written before writing. You have finished a fifth of your paper.

Then, choose a topic, you have enough time for your topic, then think carefully, choose a reference with the most mature thinking and you can read more, get ideas from it, determine something with a template nature, and write your own things with it. If time is urgent, just find a reference, and then spell out an article with the literature related to this reference, and then change it.

Writing and language must be academic languages. Be sure to list the outline first, that is, frame the content of each part to ensure that the content is not chaotic, put it in and write it out.

I love your paper opening report "Analysis of the Reasons and Countermeasures for Financing Difficulties of Small and Medium-sized Enterprises"!

Reasons and Countermeasures for the Shortage of Logistics Talents Look at my book "Self-cultivation of Logistics Talents" and you will get the answer you want. . . . .

Ask for the opening report of the paper "Analysis of the causes and countermeasures of financing difficulties for small and medium-sized enterprises". Believe in the market, but don't be superstitious about it. In addition to private lending, it is also necessary to establish a trigger mechanism in an emergency. Once the financing cost of small and medium-sized enterprises is too high, state-owned commercial banks, joint-stock financial institutions, guarantee companies and microfinance organizations should consciously respond to * * *, grant loans to small and medium-sized enterprises in proportion, reduce interest rates and make profits, and earnestly implement the national strategy of supporting the development of small and medium-sized enterprises.

"The private economy has made Zhejiang a treasure, and we should love them as much as our eyes." If you are sick, you can be a doctor yourself. This kind of treatment should not only give them urgent financial support, but also focus on restraining the capital flow, avoiding the risk of emergency loans flowing into the capital market again, and guiding small and medium-sized enterprises to the road of substantial prosperity. From this perspective, only by eradicating the speculation of Wenzhou enterprises from real estate to energy to antiques in recent years can we correct the distorted economic structure, minimize unnecessary administrative intervention, and regain the courage and glory of starting a business.

Brain drain in small and medium-sized enterprises and its countermeasures: what professional papers feel the thoughts and feelings expressed in the language of the articles.

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