* Calculations use average data for Russia

Step 9 section of the business plan: Financial plan

So, we proceed to the most ambitious and important section of your business plan, which contains financial information on the project, determines its cost and helps investors, business partners and you assess the new venture's ability to generate income Money in an amount sufficient to make payments on loan obligations (payment of interest or dividends, repayment of loans).

When describing financial results of the project, be sure to provide the conditions, estimates and assumptions on which you relied. Indicate whether the cost estimate was made by yourself or by an independent appraiser. Remember that logical forecasts will help you set qualitative goals and achieve quantitative targets.

Please note: if you are planning to open a large (resource-intensive or industrial) enterprise and / or if you are going to take out a loan or a loan for its development, the calculations given in these tables will not be enough for you.

In this case, it is highly advisable to seek help in drawing up a business plan and especially its financial part from experts. As a result, you will receive a well-written document with reasonable economic calculations that will make a good impression on investors and lenders.

The section with financial information can be included by law approved formsaccounting and financial reporting. As a rule, there are three main documents: a profit and loss statement, which reflects the company's activities by periods, a cash flow plan (Cash-Flo), a balance sheet, which allows you to estimate financial condition enterprises at a certain point in time.

From the profit and loss statement, you can find out if your business is making a profit and in what amount, minus all existing expenses. Although this document does not give an idea of ​​either the value of the company (as opposed to the balance sheet of the enterprise), or the funds that it has.

This data is contained in the statement of cash flows, which shows whether the company has enough cash to pay current obligations (settlements with suppliers, payment of wages to employees, payment of taxes and other mandatory payments, payments on loans and borrowings, etc.). ).

However, in order to find out the real value of the company, the balance sheet of the enterprise is needed - the main form accounting statements... It contains information about all liabilities and assets of the company in value terms. Simply put, the asset of the balance sheet contains information about the property and funds of the enterprise, and the liability - about the sources of this property and funds. The total amount of the asset and liability in the balance sheet must match.

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Describe in detail the proposed sources and schemes of financing, responsibility for repayment of loans, the system of guarantees that you can provide, and also indicate the need for additional financial resources, if any. Pay special attention to the description of the current and forecasted situation in the market and in the economy, suggest several different options developments and ways to resolve possible crisis situations.

Prepare forecast and current financial statements, present the financial history of the company and its profit plan, assess the risks that investors and lenders may face, and indicate ways to minimize them.

Information about risks and guarantees is often carried out in a separate subsection, which describes external and internal factors that affect a specific type of risk, as well as provide measures to protect against possible financial losses enterprise and lender. Information about what problems may arise during the implementation of the project and how the entrepreneur is going to solve them is of great interest to investors.

The depth and analysis of the riskiness of the enterprise depend on the type of activity and the amount of expected losses. Risk means the likelihood (threat) of loss by the enterprise of part of its resources, shortfall in income or the emergence of unplanned expenses arising from production and financial activities companies.

There are three main types of risk: commercial, financial and production.

Commercial risk reflects the precariousness of income related to the competitive environment and sales problems.

Financial risk due to insufficient funding for the project, inability or unwillingness of the company to return borrowed funds and interest on them.

Production risk associated with factors of poor product quality, unreliability of equipment, the absence or weakness of supply systems for raw materials and materials, as well as the ecology of production.
Please provide a clear description of project costs and use of funds.

If you have already taken out any loans for the development of your project, indicate the conditions and terms of payment. You can do this in the form of a loan repayment and interest payment schedule.

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Also provide information on the working capital, indicating changes during the loan term and the expected schedule for paying taxes, attach calculations of the main indicators of solvency and liquidity, as well as forecasts for the effectiveness of the project.

Please note: the timing of your forecasts must match the timing of the loans or investments that you are requesting.

In fact, you should reflect for several periods (monthly, quarterly, year-on-year) possible fluctuations in the ruble against the dollar, the list and tax rates, inflation of the ruble, own funds, loans, issue of shares, the procedure for the payment of loans and credits.

Business Plan: Project Performance Indicators

Evaluating the effectiveness of an investment project will help the investor determine how much the price of the acquired asset (that is, the size of the investment) corresponds to the expected income, taking into account all the risks of the project. Thus, he will be able to understand whether it is advisable to invest in the project.

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If you have registered as an individual entrepreneur, then when writing this section, use the following indicators, which are determined based on the cash flows of the project and its participant: net income, net present value, internal rate of return, the need for additional funding, indices of return on costs and investments, term payback.

Net income Is the profit, net of taxes, received by the company for certain period time. Net Present Value (NPV) is the sum of the expected flow of payments reduced to the current value. Usually this important indicator is calculated when assessing economic efficiency investments for future payment streams.

Net income and net present value characterize the excess of total cash receipts over total costs for a given project. In order for an investor to recognize your project as effective and to want to invest his money in it, it is necessary that the NPV of your company is positive. Accordingly, the higher this indicator, the higher the investment attractiveness of the project.

Internal rate of return(profit, profitability, return on investment, Internal Rate of Return - IRR) determines the maximum acceptable discount rate at which funds can be invested without loss for the owner. This indicator, which is often abbreviated as IRR (Internal Rate of Return), denotes the discount rate at which the net present value of an investment project is zero.

The simple payback period of an investment project is a period of simple return by the total net income from the project in which the capital was invested. For an investor, this indicator is not of great interest, since it does not indicate how much and for what period he will be able to receive additional profits.

And here discounted payback period(Discounted payback period) denotes the period for which the funds invested in this project will provide the same amount of profit discounted (given by the time factor) to the present moment, which during the same time could have been received from another investment asset.

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The need for additional funding Is the maximum value of the absolute value of the negative accumulated balance from investment and operating activities. This indicator indicates the minimum amount of external funding for a project that is required for its implementation. For this reason, the need for additional financing is also called risk capital.

Yield indices(profitability indexes) reflect the "return" of the project on the funds invested in it. They can be calculated for both discounted and undiscounted cash flows. This indicator is often found in comparison investment projects, which differ from each other in the amount of costs and income streams. When evaluating effectiveness, they usually use:

• cost profitability index- the ratio of the amount of accumulated receipts to the amount of accumulated costs;
• discounted cost profitability index- the ratio of the amount of discounted cash flows to the amount of discounted cash outflows;
• return on investment index- the ratio of NP to the accumulated volume of investments increased by one unit;
• discounted investment return index- the ratio of NPV increased by one to the accumulated discounted volume of investments.

The cost and investment return indices are greater than one if the net income for that cash flow is positive. Accordingly, the indices of return on discounted costs and investments are greater than one if the net discounted income for this stream is positive.

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The final section of the business plan is the financial plan. This section is necessary and important for both organizations and their investors and lenders.

The structure and content of the financial plan depend on potential contact audiences, i.e. from subjects who are potential "readers" of the business plan. If a business plan is developed as internal document, then the main emphasis is placed on determining the sources and sizes of the necessary financial resources, as well as indicators of profitability. In a business plan designed to obtain external financing, the main attention should be paid to assessing short-term liquidity, which confirms the solvency of the organization and is a guarantee of the security of the loan, and only secondarily consider the indicators of profitability.

The purpose of the development financial plan is to determine the sources of financing for the organization, assess the ratio of income and expenditure of financial resources. To achieve this goal, when forming a financial plan, you must:

• determine the conditions for maximizing the profits of the organization;
• optimize the capital structure to ensure its financial stability;
• ensure the investment attractiveness of the organization;
• create an effective management mechanism financial resources(accounting, tax, credit, depreciation and dividend policies).

The development of a financial plan intended for foreign creditors has its own characteristics. In this case, the financial plan must include the following sections as mandatory elements:

1. income statement;
2. balance sheet;
3. cash flow plan.

To shape specified documents follows the General Accepted Accounting Principles (GAAP).

In domestic practice, the financial plan, as a rule, includes:

1. forecast of sales volumes;
2. plan of income and expenses;
3. plan of cash receipts and payments;
4. balance of assets and liabilities;
5. plan for the sources and use of funds.

Sales volume forecast... This forecast is developed taking into account the indicators of the marketing plan (see Section 2.5) and is based on information about the estimated sales volumes for each product and the expected unit price of each product. Typically, such a forecast is made for three years in advance. It should be noted that the degree of detail in the forecast of sales volumes depends on the length of the period. For the first year, it is advisable to take the month as the interval, for the second year - the quarter, for the third year indicate the total amount of sales for 12 months. The forecast of sales volumes can be presented in the form of a table (Table 2.29).

Income and expense plan make up to determine the size and sources of formation and change of the financial result of the organization. The recommended compilation time is three years, and the data for the first year are given on a monthly basis. An approximate scheme for the formation of a plan for income and expenses is shown in table. 2.30.


The development of a plan for income and expenses allows an organization to determine such key performance indicators as the profitability of production, profitability, the level of production and non-production costs, the amount of estimated net profit.

Cash receipts and payments plan is necessary to determine the liquidity and solvency of the organization. The movement of funds is due to the peculiarities of the organization's activities and the mismatch in the timing of receipts and disposal of cash.

It is necessary to distinguish between the movement of financial flows that do not lead to the expenditure of cash, and the expenditure of net cash. The former include depreciation charges and the formation of funds. The latter include proceeds from the sale of goods and services, advances received from customers, proceeds from the sale of securities, parts of fixed assets, financial investments, loans, borrowings, etc. A plan of cash receipts and payments is necessary to assess the organization's need for funds for its normal functioning. Sample form of this section is given in table. 2.31.


Used in planning cash flows, the term "cash" means the difference between actual cash receipts and payments. Its volume changes only when the organization actually receives or makes a payment. It should be borne in mind that the sale of goods and services does not automatically mean the receipt of cash, as well as the presentation of invoices does not lead to instant payment. Therefore, cash receipts and payments should be shown taking into account the specified intervals.

Balance of assets and liabilities it is recommended to draw up at the beginning and at the end of the first year of the project. It is believed that this subsection of the financial plan is less important than the previous ones, but for specialists of a credit institution it is necessary to assess the amount of financial investments in assets of various types, as well as to determine the liabilities that ensure these operations.

The balance consists of two parts: an asset (left part) and a liability (right part), the final total values ​​of which must be equal to each other (Table 2.32). An asset is a list of assets that an organization can dispose of. The passive shows who and how much she owes.


Sources and Uses of Funds Plan is intended to display the sources of funds and their use, as well as to change the assets of the organization for a certain period of time. It makes it possible to determine the relationship between the possible sources of funds and the working capital of the organization. Based on this section, the organization's management, as well as potential investors, can more accurately assess financial position, determine the effectiveness of financial policy and results economic activity organizations. The approximate form of the plan for the sources and use of funds is shown in table. 2.33.


The financial plan should end with a summary paragraph, which provides the required volume and structure of funding sources, an assessment of the payback period and profitability for investors. It should be especially emphasized that in order to increase the objectivity of the financial plan, when developing it, one should take into account the real economic conditions and the financial policy of the state.

A financial plan in a business plan is responsible for planning the cash flow in the process of doing business. The success of the business largely depends on how competently and realistic the financial part is. Read about this in our article.

What is the financial part of a business plan

The financial plan in the business plan is the part of the business plan that is responsible for the financial underpinning of the remaining sections. The financial plan determines with what funds each of the points of the business plan will be implemented.

The purpose of a financial plan in business planning is to calculate such a positive balance between income and expenses, in which to maintain this business will be appropriate.

The structure of the financial section of the business plan

Each component of the structure serves an ultimate purpose. If at least one is not worked out, proportionality will be violated, and the entire financial plan will be impracticable. It is appropriate to calculate the financial part of the new business for 2-3 years in advance.

Sales forecast

When drawing up a business plan, it is imperative to think over what niche the new enterprise will occupy. Better yet, prepare the ground in advance: verbally negotiate with potential partners, conclude an agreement with clients, or start leading a group on VKontakte / Instagram, interview consumers in thematic groups.

Profit and loss assessment

This item consists of the following indicators:

• income from sales;
• production costs;
• total profit;
• general production costs;
• net profit (minus costs).

In this part of the financial plan, the main thing is to reflect how the profit will change and for how long.

Cash flow analysis

Profit - the main objective business. But often an entrepreneur is faced with a problem when, with a good profit, there is not enough cash. ... A common mistake: a businessman invests in the development of the business most of the money he earns, thereby increasing the share of low-liquid capital in total assets (building, land, outbuildings, cars on the balance sheet, but they cannot pay bills).

Annual balance sheet

The balance sheet is compiled at the end of the year. The balance between assets and liabilities is important not only for banks when applying for a loan, but also for an entrepreneur. It is important for business to invest in the development of the enterprise (production, marketing), while the bank is interested in fixed assets, against the security of which it will issue a loan.

Important! In your calculations, take into account estimated prices, taxation system, planning timeframes, risk factors, as well as inflation and possible currency fluctuations.

How to determine the "golden mean" in planning? How much money from income to direct to production capacity? Maybe buy another car or invest in advertising?

Experts talk about the optimal distribution of income: 40% - 40% - 20%.

40% of income is paid by current bills, i.e .:

• permanent (rent, gasoline, utility bills);
• variables (depreciation of machines, repair and replacement of equipment);
• targeted needs (taxes, salaries and other deductions).

40% of income is spent on assets:

• for business development (offline or Internet expansion, other startups, promotion);
• investment (buying real estate, land plots, buildings, shares).

20% of income is a "safety cushion" in case of unforeseen expenses in the form of bank deposits or cash.

It is obvious that in the first year of work there will be an imbalance in the distribution of funds, however, for a comfortable business, you need to strive for this model.

Financial performance of the business plan

Financial indicators - a quantitative expression of production and marketing indicators, objectively reflecting the state of affairs in business.

Financial indicators are needed both for banks and for entrepreneurs, since they allow them to calculate their own liquidity and help in managing the company and employees.

Key financial indicators
Investment costs (rub.)	The sum of all funds invested in the project = own + borrowed funds
Operating costs (RUB)	Sum of daily expenses, fixed and variable
Gross revenue (RUB)	Total profit minus production costs
Own funds (rub.)	Personal funds invested in business
Taxes (rub.)	Tax burden taking into account the tax system
Net profit (RUB)	Gross profit, other operating and financial transactions minus taxes
Profitability of products, in%	Крп = profit before tax / cost price products sold * 100%
Return on assets	Kra = net profit / total assets
Profitability of own funds invested in business	КрСС = net profit / average equity * 100%

These are simple financial indicators. The more complex the enterprise, the deeper the financial analysis necessary for an objective picture. Of course, drawing up a high-quality financial plan takes time and effort - sometimes to the detriment of others important matters... To find an opportunity for a full-fledged analysis will help the transfer of a part of routine matters to outsourcing.

Sample financial plan in a business plan

On the Internet there are templates and schemes for drawing up the financial section of a business plan to help an entrepreneur.

An example of calculating a financial plan in a business plan. Project "Catocafe"

Condition: there are no establishments of this type in the city. For implementation, cats are selected from the city animal shelter. An agreement is drawn up with the shelter. Cafe area of ​​50 sq.m. - a room with 2-3 tables (drinks and snacks), a room for playing with cats and board games, a resting room for cats where they can hide, eat and rest.

Tax system - STS, UTII

1. Approximate sales volume.

"Catocafe" is a kind of anti-cafe, the time spent in the establishment is paid for: the first hour - 200 rubles, the second - 150, the third and further - 100 rubles per hour per person. For edible drinks, you can order drinks in cups with a lid, at the bar only a mixer, a coffee machine, a water cooler and snacks. In order not to have problems with the SES and work without a kitchen, an agreement was concluded with a catering company for the delivery of sandwiches and burgers. The institution is designed for small companies or families: the average check from a company of 4 people for three hours is from 2,000 rubles. The approximate number of checks is 10-15, depending on the day of the week. The planned minimum revenue per day is 30,000 rubles, per month - 900,000 rubles.

2. Profit and loss assessment and cash flow analysis

Receipt and expense transactions		Amount, 1 month, before opening	Amount, 2 months, after opening	Amount, 3 months, after opening
	Own funds
	Borrowed funds	1,000,000, for 3 years at 12%
	Profit from sales, 1 month
	Opening costs: registration of individual entrepreneurs - 8,000; designer services - 15,000; contracts with veterinary service, cat shelter, selection of friendly cats, vaccinations, preparation of animals "for work" - 50,000; renovation of the premises - 400,000; purchase of equipment (carpets, pillows, low sofas, interior items, installation of wooden rungs for cats, toys, board games) - 200,000; coffee machine, cooler, mixer - 100,000; marketing campaign - 150,000; installation of a video surveillance system, an agreement with security organization – 100 000; online checkout and software - 30,000; other - 25,000.
	Fixed costs: hiring employees: 2 administrators, training, salary 20,000; gasoline - 5,000; rent - 150,000 (regions); utility bills - 50,000; an agreement with a company for the disposal of animal waste - 10,000; catering contract - 100,000; replacement of toys, board games - 5,000;
	Target expenses: taxes, UTII payment of interest on a loan
TOTAL:		Parish - 1 500 000	Parish - 900,000	Parish - 900,000
		Consumption - 1 293 000	Consumption - 522,000	Consumption - 595,000

"Airbag" a month before opening at 207,000 - in case of unforeseen expenses. For the second month, the projected profit will be 378 thousand, for the third (including tax payments) - 305,000.

3. Calculation of profitability

Note that the return on assets is low: the ratio of net proceeds to the value of own assets (all purchased equipment is made up), because the property is leased. However, the forecast for net profit is not bad - 30% of revenue. From point of view financial indicators and under current conditions, the project "Catocafe" will pay off in about 7-8 months.

Checking the financial plan

You can check the consistency of numbers on paper only by implementing a project.
At the end of the quarter, experts will provide you with competent accounting assistance in preparing reports for regulatory authorities

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Introduction

1. Business plan ( financial section)

1.1 Business planning as an element of the economic policy of the enterprise

1.2 The main financial and economic indicators of the enterprise

1.3 The financial section of the business plan

2. Assessment of the financial indicator

Conclusion

Introduction

One of specific methods planning of economic activities in conditions market economy, another form of government of its necessity and inevitability is the drawing up of business plans.

Planning entrepreneurial activity differs from the managerial one, since the entrepreneur is responsible for his own business. An entrepreneur must have a good idea of ​​the main components of his business - finance, production, marketing, management.

The business plan reflects the most important areas of the enterprise's activities - what to produce, from what and how, where and to whom to sell, how to attract consumers, what resources (finances, personnel, equipment, raw materials) are needed and what financial results can be expected from the project. If we summarize all areas of activity, we get the main types of plans: strategic, production, financial, marketing.

Business plan Is a document that describes the main aspects of the future enterprise, analyzes all risks, defines ways to solve problems and ultimately answers and answers the question:

IS IT WORTH TO INVEST MONEY IN THIS PROJECT AND WILL IT BREAK ANY INCOME THAT WILL RECEIVE ALL THE COSTS OF EFFORTS AND FUNDS?

There are five main functions of a business plan:

1. Business plan as a basis for developing a business concept.

2. Business plan as a tool for assessing the actual results of the enterprise.

3. Business plan as a means of attracting investment

4. Business plan as a team building tool.

5. Business plan as a tool for analyzing your own activities.

Comparative analysis the business plan and the actual state of affairs at certain stages of activity serves as a means of rethinking your business experience and common attitudes to the nature of business.

Each section of the business plan must have access to the financial section, i.e. contain numbers, data on which you can calculate the corresponding position of financial plans.

1. Business plan (financial section)

1.1 Business planning as an element of the economic policy of the enterprise

A business plan is one of the main documents that determines the development strategy of an enterprise. It allows you to decide whole line tasks strategic management:

· Substantiation of the economic feasibility of the selected goals and directions of development of the company;

· Calculation of the expected financial results of activities - the volume of sales, profit, income on invested capital;

· Determining the need for resources to achieve the goal;

Planning organizational structure companies;

Market analysis and definition of main directions marketing activities In the project's boundaries;

· Planning the main stages of production.

The functions that the business plan performs determine the requirements for it. It should be business document, written in strict formal language, with precise numbers, quotations, justification of calculations. Business plan - it is an advertisement for your business. You must use it to convince the investor (buy) your project, i.e. it must attract attention, interest and a desire to act.

A business plan allows those who are familiar with it to understand your intention and serves as a basis for attracting various resources, and this circumstance requires that the business plan has a generally accepted structure and design.

Typically, a business plan consists of the following sections:

1. Introduction or summary of the business plan. Here, a general brief information about the project is given, on the basis of which a potential investor can conclude whether this project is interesting to him or not.

2. Description of the company (enterprise). This section introduces a potential investor background information about the company - line of business, form of ownership, capital, founders, legal and actual address, bank and other details, names and surnames of managers, contacts and phone numbers.

3. Analysis of the situation in the industry. A brief description of the state of affairs in the industry or certain areas of business and an explanation of the prospects for the development of the project in terms of its compliance with the change external environment.

4. Description of the product (goods, services). A detailed description of the products offered by the company for production and implementation within the project, including technical description and consumer properties.

5. Marketing plan. Should include general description market and competition, the main elements of the company's marketing strategy are the target market and its segments, product promotion directions, price calculations.

6. Production plan. The main task of this section is to determine the needs of the project for basic and working capital and show the investor the possibility of ensuring the production of the planned volume of products.

7. Investment plan.

8. Organization and management. Successful implementation a business plan largely depends on the organization of the business and the management of the company or project, how the activities of the enterprise will be organized, what will be the structure and form, ownership, how many personnel are needed.

9. Financial plan. Should summarize all the previous sections, presenting them in the form of a structure of income and expenses for a certain period of time. According to the financial plan, the investor judges the attractiveness of the project.

10. Applications. This section includes documents relevant to the case - market research results, specifications equipment, expert opinion on products, information on licenses, patents, technologies, trade marks, contracts with suppliers and intermediaries, samples of advertising and information materials. Sometimes applications include personal resumes for the manager and other key project figures.

1.2 The main financial and economic indicators of the enterprise

One of the main goals of any business is making a profit.

But before talking about profit, it is necessary to produce products and sell them. In turn, for the production and sale of products, it is necessary to use resources that have their own cost - raw materials and materials need to be bought, personnel need to be paid wages, i.e. incur costs.

Before starting your own business, you need to think about whether it will be profitable and what needs to be done for this. For this, it is desirable to imagine what and how the funds will be spent, where they will come from, i.e. you need to plan income and expenses, the difference between which will be profit or loss. Everything commercial organizations have to pay income tax. There is a legal definition of what to count cost, i.e. the costs of production and sale of products, and what profit. It is regulated official document.

The main types of costs incurred by any organization in the production and sale of products: material costs, labor costs, deductions for social needs, depreciation deductions, and other costs.

Total costs would need to be named the cost of production, but in accounting and taxation, the cost is understood as strictly defined costs. At the cost price, i.e. what is not taxed can be attributed to all costs incurred by the enterprise in the production and sale of products. At the same time, for which expenses (advertising, representation and travel) have standards that determine what proportion of the funds spent can be included in the cost of production. Therefore, it is necessary to distinguish between the concepts costs and costs.

In order to consider the next question, it is necessary to recall the structure of the balance sheet and select the concept of profit and loss from the report;

The column (assets) contains items that reflect the acquisition of the company, committed at different times and still having some value for the reporting period. The column (liabilities) contains items that reflect the sources of funds for the acquisition of everything that is in the column (assets). Non-current assets include such hard-to-measure things as the reputation of an enterprise, patents and licenses, the book value of fixed assets, long-term financial investments. An essential characteristic of these assets is that they are long-term in nature: a good reputation of a company is acquired through long-term efforts of the team and serves for a long time, buildings are operated for decades. With current assets otherwise. Inventories in warehouses, accounts of debtors, money, short-term bank deposits are in constant motion. Capital and reserves often called equity capital, because this is the capital that the owners have invested in the enterprise.

To analyze the efficiency of the enterprise, it is necessary to combine equity and long term duties into the concept (invested capital). These concepts related to the balance sheet are sufficient to discuss the efficiency of the enterprise, if you add to them a few concepts from the income statement.

Profit and loss scheme

Larger number financial ratios built on the basis of the balance sheet and the income statement and the income statement refer to the issue of the efficiency of the enterprise and represent the relationship between these indicators.

Any modern company that leads economic activity in a particular area of ​​business, is engaged in planning. Business planning plays, if not a leading, then at least an important role in matters of economic efficiency and is aimed at maximizing the efficiency that a business can show.

The financial plan of an enterprise is a subtype of a group of management, interrelated documents, which is drawn up and maintained for forward planning and operational management of the resources available to the firm in monetary form... Simply put, thanks to the financial plan, a balance is ensured between the planned and actual receipts of revenue, and, on the other hand, the planned and actual expenses for the company's activities.

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

Types of financial plans of a modern enterprise

Fierce competition on modern market forces businesses to work much harder, seeking resources and opportunities to become more competitive in their operations. Substantive financial plans, as well as their varied use in operational business issues, allow solving these management problems, based precisely on the company's internal plans and resources, avoiding, if possible, a serious dependence of the business on a continuous flow of borrowings. Or, if not to decide, then, at least, to form a balance within the economic issues of the organization through financial planning tools.

It should be noted that financial plans at enterprises differ not only in the size of the planning period (duration), but also in 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 “utility costs” is sufficient, and for another, the planned and actual value of each indicator of the grouping is important: water, electricity, gas supply and others. Therefore, the main classification of financial plans is considered to be the classification by the planning period, within which each specific company independently chooses the degree of detail of the financial plan.

Usually, modern companies in Russia, there are three main types of financial plans:

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

Figure 1. Types of financial plans of modern companies.

Development of a financial plan for a modern enterprise

The 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 the financial sector specialists. At the same time, 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 the volume of production and sales;
• Planned and actual estimates of the divisions;
• Cost budget data;
• Revenue budget data;
• Accounts payable and receivable information;
• Data of budgets of taxes and deductions;
• Regulatory data;
• BDDS data;
• Specific data management accounting specific enterprise.

Figure 2. Composition of data for the financial plan.

In practice, the role of financial plans in modern business huge. We can say 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. Essentially, for middle and middle managers top echelon 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 performance of the unit entrusted to him through the use of various combinations of financial planning tools.

The form of the financial plan of the enterprise and the management tasks solved with the help of the system of financial plans

Today there is no approved form or a 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 the practice of management, there are traditional tabular forms of the system of financial plans of enterprises, own IT-developments in the form of special programs and bundles of these programs that provide data import and export, and specialized boxed software systems.

In order for the company to determine the necessary level of detail of its own financial plan, it is worth listing the list of management problems that the financial plan will help to solve:

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

Thus, the system of interrelated 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.

Financial plan of the enterprise - sample

To draw up 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 the form of a financial plan and agree within the organization;

5. Based on feedback from users of the sample of the company's financial plan - develop a final individual template of 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 - they can be the basis of projects, calculations within individual divisions, or reflect financial data for a single manufactured part.

Figure 3. An example of a tabular financial plan for a small project.

conclusions

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

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