A strategy for managing the profitability of a commercial enterprise. Thesis: Management of profitability and revenue of a trading enterprise Modern approaches to managing the profitability of services

Profitability is an indicator that reflects the efficiency of the use of material, labor, money and other resources. The system of indicators of profitability gives an idea of economic efficiency work of the organization and helps make management decisions to business owners and Management. At the same time, the indicators of profitability are relative, and therefore it is impossible to form an idea of the liquidity of the enterprise on their basis.

Profitability indicators

Return on Sales (ROS) characterizes efficiency current activities the enterprise and the validity of its pricing policy.

ROS = Gross Profit / Revenue = (Net Sales-Cost) / Net Sales

Return on Assets (ROA) gives an idea of how much profit is accounted for for every ruble invested in an organization's assets.

ROA = Profit / Average Asset

Profitability equity capital ROE (Return on Equity) shows the return on equity to shareholders.

ROE = Net Income / Average Equity

ROI (Return on Investment), ROIC (Return on Investment Capital), ROCE (Return on Capital Employed), ROACE (Return on Average Capital Employed) shows the return on invested, employed or invested capital

ROI (ROIC, ROCE, ROACE) = Profit / Average value of invested, involved, invested capital.

Profitability management methods

Since profit takes part in the calculation of any profitability indicator, in order to increase the profitability of an enterprise, you need to:

to increase the volume of trade;
change the structure of trade (for example, expand the range);
accelerate the promotion of Products in trading network;
improve the trade and technological process of selling goods;
influence the number and composition of workers, as well as use a system of economic incentives for their work and raise labor productivity (it may be necessary to influence the technical equipment of workplaces);
improve the state of the material and technical base of the enterprise;
develop a sales network by working on the territorial location of points;
increase the amount working capital;
check the pricing procedure;
organize work on the timely collection of receivables;
work with business reputation enterprises;
reduce running costs, or switch to economy mode.

For a quantitative assessment of the interaction of profitability indicators and the influence of other factors on them, factorial and index methods of analysis can be used.

8.2. Profitability management

equity capital

To develop a strategy for managing the return on equity and a comprehensive assessment of the main factors influencing it, the DuPont model 1 is used. This model allows you to assess the impact on the return on equity of factors such as the equity multiplier, business activity and profitability of sales.

The DuPont model aggregates the most important absolute and relative financial indicators of an organization's performance (Figure 8.1).

The strategy for increasing profitability due to the three listed factors largely depends on the specifics of the organization's activities. Therefore, in the process of developing financial policy, it is necessary to assess the internal and external factors of the functioning of the business. At the expense of margin, an organization that produces high-quality products for a segment characterized by a fairly high

1 The DuPont model of financial analysis was first formulated in the 1910s, when a well-known chemical company acquired a stake in General Motors Corp and set out to clean up the messy finances of an automobile firm. According to former GM Alfred Sloan, GM's continued success was only possible thanks to the planning and management system developed by DuPont. This overwhelming success brought the DuPont model to prominence in all major US corporations. Until the 1970s, this was the dominant financial analysis model.

8. Risk and performance management of the organization 369

Rice. 8.1. DuPont model

DuPont's three-factor model is:

where M - equity multiplier calculated as the ratio of adjusted assets (assets minus

m and income and low price elasticity of demand for price. At the same time, the share of fixed costs should be quite low, since a high margin is usually accompanied by a small volume of production and sales. In addition, since high margins are always an incentive for competitors to enter the market, the strategy of increasing the return on equity through margin is applicable when the market is sufficiently protected from potential producers. If the direction of increasing the return on equity is asset turnover, then the serviced market segment should be characterized by high price elasticity of demand and low incomes of potential buyers. In this case, we are talking about the mass market, and therefore, the production capacity must be sufficient to meet the demand. Increase the return on equity due to the multiplier, i.e. due to the increase in liabilities, it is possible only if, firstly, the profitability of the organization's assets is significantly higher than the cost of attracted liabilities and, secondly, in the structure of its assets non-current assets occupy a small share, which allows the organization to have significant share of non-permanent sources.

370 III. Long-term financial policy

accounts payable, the liabilities are equal to the invested

capital) to equity; To 0 - asset turnover ratio; T - net profitability of sales (net margin).

There are modifications of the DuPont model, allowing a more complete study of the influence of individual factors on the return on equity. For example, a five-factor model that additionally takes into account the factor of the interest burden and the efficiency of other activities. The indicator "interest burden" is calculated as the ratio of net profit to net operating profit and allows you to assess the effectiveness of borrowing; the indicator "efficiency of other activities" is defined as the ratio of net operating profit to net profit from sales and allows you to assess the impact of the result from other operations on the overall performance of the business.

The five-factor model is:.

Where P CHO - net operating income;

P NPR - net profit from sales, calculated as profit

from sales net of income tax; T CHO - net operating margin;

b PR - percentage burden, calculated as the ratio of net

profit to net operating profit;

To eh - coefficient of efficiency of other activities. If

To eh < 1, then other activities are unprofitable and reduce the overall business efficiency.

DuPont's five-factor model allows for a comprehensive assessment of the organization's activities, including an assessment of the financing strategy (through the equity capital multiplier and the percentage burden indicator), management efficiency (through asset turnover and the efficiency ratio of other activities), product competitiveness (through margin).

Analysis of the situation. The results of calculating the return on equity of JSC "XYZ" according to the three-factor model of DuPont are presented in table. 8.7.

Evaluating the results of the analysis, it can be argued that the decrease in the return on equity from 38.21 to 37.24% was predetermined by two factors:

8. Risk and performance management of the organization 371

of 8.28 percentage points), as well as the net margin (6.06 points), only the multiplier (13.37 points) had a positive effect on the return on equity. As a result, there was a partial compensation for the decrease in operating efficiency by an increase in financial activity. Thus, the methodology captures the following trends that took place in the analyzed period - a decrease in operating efficiency, manifested in a decrease in margin from 14.46 to 12.31% and a decrease in asset turnover from 2.47 to 1.99, as well as an increase in financial activity , which manifested itself in an increase in the multiplier from 1.07 to 1.52.

Table 8.7. capital according to the DuPont model

At the next stage of the calculations, a five-factor model is investigated, obtained by expanding the DuPont model and introducing two more factors into it - the indicator of the percentage burden and the indicator of the effectiveness of other activities. The calculation results are presented in table. 8.8.

The calculation results make it possible to significantly concretize the previously drawn conclusions. The decrease in net margin, which was noted earlier, is not associated with a decrease in the efficiency of core activities, but with the inefficiency of other operations, whose contribution to the decline in profitability amounted to 5.55 points. If the efficiency of other operations had not decreased from 0.95 to 0.82, the return on equity would have been 42.82%.

Borrowing efficiency was strong, as the increase in the interest burden, which led to a 0.48 point decrease in profitability, was many times offset by an increase in the multiplier, which led to a 13.37 percentage point increase in profitability.

372 III. Long-term financial policy

Table 8.8. The results of the analysis of the profitability of owncapital according to the five-factor model

The main directions of influence on the return on equity capital should be: further attraction of borrowed capital and an increase in the equity capital multiplier, an increase in asset turnover by strengthening control over the use of newly acquired property, increasing margins by strengthening the marketing mix and increasing the efficiency of the cost policy. , increasing the efficiency of other activities by reducing losses from other operations. -

To manage profitability, you can use such an indicator as the level of direct costs as a percentage of the volume of sales, because the lower it is, the higher the profitability and vice versa. Read about other ways to manage profitability, as well as how to control their implementation, in the interview.

– Alexey, please tell us what tools your company uses to manage profitability?

- To manage profitability, our company uses several tools that I can recommend to everyone:

Setting an annual target for the overall profitability of the business
Approval of the target performance indicators of the company, which affect the formation of profitability.
Monitoring and analysis of the dynamics of profitability of individual areas and large business projects of the company.
Development and implementation of an annual action plan to increase the profitability of the company's business.
Inclusion in the system of remuneration of employees of motivation to achieve target indicators and the achievement of the annual goal for the profitability of the company's business.

– What targets do you use to manage profitabilitybusiness?

- The main targets that our company uses to manage business profitability are:

the level of direct costs as a percentage of the volume of sales;
level margin income for each of the lines of business;
production per production employee in hours;
the cost of one actual hour of work at the customer's place.

– What are the reasons for the choice of these indicators?

- The choice is justified both by the degree of their influence on the level of the company's profitability, and by the specifics of its business. For example, the level of direct costs directly affects the profitability indicator: the lower it is, the higher the profitability, and vice versa. And the rate of production per production employee is an important indicator for the specifics of consulting companies, since in this business the main source of profit is the time spent by employees with project customers.

– How do you control their execution?

- The implementation of target indicators is monitored, firstly, through at the end of each month, and secondly, using a quarterly analysis of the company's performance. Operational control is carried out on a weekly basis in the management database, where employees plan their work weekly and report on the actual work performed on a daily basis.

– What problems arise during the consolidation of financial statements, and how do you solve them?

- When consolidating management reporting The main problems, of course, are the need to combine data from various reporting forms into the general consolidated reporting of a group of companies and ensure the relevance of indicators throughout the entire reporting year.

The first problem is caused by the fact that the group of companies does not use a single accounting base, and therefore there is no common reference books for the formation of consolidated reporting. We solve it by unifying the reference books and data analytics of the accounting databases of the group's companies. For example, companies may have different cost items, but the first three levels of cost analytics will be common to all companies. This approach allows you to quickly form and comparatively evaluate the performance of each of the companies.

The second problem is well-known, since in the course of the activity of any company, the accounting service inevitably makes adjustments to business transactions, and these adjustments must be tracked and reflected also in management reporting. We solve this problem by regulating the adjustment of business transactions, for which the group of companies has approved instructions for closing the reporting period in the databases of the group's companies. Accordingly, the instructions clearly define the procedure for adjusting operations and their reflection in the management database, as well as the personal responsibility of employees for compliance with this procedure.

– Please name your favorite and least favorite duty.

My favorite duty is probably the development of the annual financial plan, because in the process of working on it, a vision of the company's future is built, it becomes possible to identify negative trends in its activities and propose ways to eliminate them. I am sure that this work is similar to the work of a sculptor who creates a work of art from a shapeless block (see. ).

I can say that I don't like checking the validity of credentials, since it is a rather monotonous job that takes a lot of time and attention. But, unfortunately, no amount of automation can eliminate human errors, so the head of the financial department will always be obliged to do this work as well.

– How do you motivate yourself?

Motivation can vary. As a rule, it depends on the complexity and duration of the problem being solved. For example, if you need to focus on a task that is not urgent, but important enough, then you can set yourself restrictive motivation. For example, do not go to your favorite cafe until some regulatory document has been developed.

If a long-term project is being solved (for example, ), incentive motivation works best. Let's say after each completed stage of the project to plan a purchase of a new thing or a trip to nature. And of course, for successful self-motivation, you need sufficient willpower so as not to violate your given attitude.

- Once I noticed that the accountant incorrectly reflects in the program the operations for the depreciation of goods. I wrote the instructions, held a conversation. The accountant said that now everything is clear to her. After a while, I checked - now the operations are reflected neither as it was before, nor as indicated in the instructions, but according to the third option. He asked why so. The answer struck me: “I could not understand the instructions, I was ashamed to tell you about it, I asked how to do it from Elena Ivanovna (colleagues).

Was on a business trip, observed this situation at breakfast at the hotel. The client says to the waitress: "Now the service has become much better, before only sausages were offered for breakfast, but now we have a choice of three breakfast options." She asks - "What do you choose?" Client - “I choose breakfast # 2”. Waitress - "So it's sausages !?" Client - "I know, but now I have a choice!"

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Ministry of Education and Science of the Russian Federation

Federal Agency for Education

GOU VPO Kuban State Technological University

Department of Economics and Production Management

Institute of Food and Processing Industry

Report

by discipline: Enterprise Economics

on the topic of: "Controlprofitabilityenterprises "

Completed by a student

A.V. Shumilina

groups 09 - I - TX1

Checked by Associate Professor S.K.Vasiliev

Introduction

1. The essence of profitability, its role and significance

2. Indicators of profitability

3. Methods of managing profitability

4. The role of managers in achieving profitability

5. Profitability as a factor in making investment decisions

Bibliography

Vconducting

In a mobile market economy characterized by the presence of competition and the need to ensure the efficient operation of any commercial organization, one of critical areas management of the organization's activities is to ensure its profitability.

The relevance of this topic determines the impact of the profitability of activities on the enterprise.

The aim of the work is to study the impact of profitability of activities to determine possible comprehensive methods and tools for managing profitability.

To achieve this goal in this work, it is necessary to solve the following tasks:

To study the economic essence and the relationship of the profitability of organizations in modern economic conditions;

Get acquainted with the methods of managing the profitability of organizations.

1. The essenceprofitability,herroleandmeaning

If profit is expressed in absolute amount, then profitability is a relative indicator. The profitability indicator is a relative characteristic of the financial results and efficiency of the enterprise, that is, it characterizes the relative profitability of this enterprise. The performance of an enterprise can be measured by indicators such as sales, costs and profits. Describing the financial or production result, the listed indicators are not able to assess the efficiency of the enterprise. First of all, this is due to the fact that these indicators are absolute characteristics of the enterprise's activities, and their correct interpretation in assessing performance can be carried out in conjunction with other indicators characterizing the funds invested in the enterprise. The indicators characterizing the efficiency of the enterprise are indicators of profitability (profitability).

Profitability is the ratio of the income to the capital invested in creating that income. By linking profit to capital invested, profitability allows you to compare the level of profitability of an enterprise with an alternative use of capital or with the profitability received by the enterprise under similar risk conditions. More risky investments require higher returns in order for them to be profitable. Since capital is always profitable, to measure the rate of return, profit as a reward for risk is compared with the amount of capital that was required to generate that profit. Profitability is an indicator that comprehensively characterizes the efficiency of an enterprise.

With its help, it is possible to assess the efficiency of enterprise management, since obtaining high profits and a sufficient level of profitability largely depends on the correctness and rationality of the management decisions... Therefore, profitability can be considered as one of the criteria for the quality of enterprise management.

The value of the level of profitability can be used to assess the long-term well-being of the enterprise, i.e. the ability of the enterprise to generate sufficient return on investment. For lenders and investors investing in the company's equity capital, this indicator is a more reliable indicator than liquidity and financial sustainability, determined on the basis of the ratio of individual balance sheet items.

By establishing the relationship between the amount of profit and the amount of invested capital, the profitability indicator can be used in the process of forecasting profit. In the forecasting process, the actual and expected investments are compared with the profit that is expected to be obtained on these investments. The estimate of the estimated profit is based on the level of profitability for the previous periods, taking into account the projected changes.

Profitability is of great importance for decision-making in the field of investment, planning, budgeting, coordination, assessment and monitoring of the enterprise and its results.

Summing up, we can say that profitability is an indicator that reflects the effectiveness of the use of material, labor, money and other resources. The system of profitability indicators gives an idea of the economic efficiency of the organization's work and helps to make management decisions to business owners and m. At the same time, profitability indicators are relative, and therefore it is impossible to get an idea of the company's liquidity on their basis.

Liquidity is the ability of an asset to transform into cash, one of the most significant indicators of the company's performance. After all, it is he who determines whether the company is able to timely and fully pay for its obligations. The liquidity of an enterprise implies its full solvency, constant equality of the amount of liabilities and liquid funds (those very assets that can be used to pay off debt).

It is impossible to evaluate and give recommendations on making management decisions only on the basis of liquidity ratios, it is desirable to compare these indicators with the profitability indicators of the enterprise, which show the effectiveness of activities.

2. Indicatorsprofitability

profitability economic cost sale

Conventionally, all profitability indicators calculated in financial analysis, can be divided into groups:

Indicators of profitability of economic activity;

Indicators of return on costs and profitability of sales;

Financial profitability indicators.

The profitability of economic activity (k) characterizes the rate of compensation for the entire set of sources used by the enterprise, and is determined by the ratio of the amount of income of contributors and creditors (P) to the amount of their invested capital (IC):

k = R / IR (1.1)

When assessing the efficiency of economic activity, it is necessary to use the sum of all assets as the invested capital, since their total value takes into account all the debts of the enterprise, including those related to operation. The total amount of assets is used in calculating profitability to assess the effectiveness of economic activities by external users of information. This is due to the fact that owners and creditors are investing money in an enterprise, the management of which has complete freedom of action to allocate these funds. Cash can be invested in such assets that do not bring profit in the short term, but in the long term the company will benefit from such investments.

One of the indicators of the efficiency of the production activity of the enterprise is the indicator of the profitability of production. When calculating it, the value of production assets is used as the invested capital as the sum of fixed production assets (F) and material working capital (E).

The cost of working capital can be used as the invested capital in calculating profitability.

When calculating profitability, it must be borne in mind that the amount of capital invested in an enterprise changes during the period of income generation, therefore it should be determined as its average value. In this case, the most correct is the calculation of the average chronological value of the invested capital.

When calculating profitability indicators, various indicators of the company's income can be used: gross profit, profit from sales, profit before tax, net profit (according to form No. 2 "Profit and loss statement"). There is a relationship between the indicators of return on assets, asset turnover and return on sales, which can be obtained by modeling the return on assets ratio by factor dependencies.

The return on assets is determined by the formula:

k = P / A, (1.2)

where k is the return on assets;

Р - profit before tax;

A is the average annual value of assets.

We divide the elements of this formula by one value - the proceeds from the sale (N), we get:

k = P / N * N / A, (1.3)

where P / N is the profitability of sales in terms of profit before tax;

N / A - asset turnover (resource efficiency ratio).

We obtain a formula that reflects the relationship between the indicators of return on capital (kp) and its turnover (kа):

k = kp * kа (1.4)

Return on assets can be improved with constant return on sales by accelerating asset turnover. Conversely, with a constant resource efficiency, the return on assets can grow due to an increase in the return on sales.

Thus, the profit of the enterprise received from each ruble of funds invested in assets depends on the rate of turnover of funds and on what is the share of profit in the proceeds from the sale.

Financial profitability characterizes the efficiency of investments of the owners of the enterprise, who provide the enterprise with resources or leave at its disposal all or part of their profits. In the very general view financial profitability determined by the formula:

k = P / CK, (1.5)

where k is financial profitability;

Р - net profit;

SK is the average cost of equity capital.

When calculating the profitability, the cost of equity capital should be calculated as the average value for the period, since during the year equity capital can be increased due to additional monetary contributions or due to the use of the profit generated in the reporting year.

3. Methodsmanagementprofitability

Since profit takes part in the calculation of any profitability indicator, in order to increase the profitability of an enterprise, you need to:

§ increase the volume of trade;

§ change the structure of trade (for example, expand the range);

§ to accelerate the promotion of goods in the trade network;

§ improve the trade and technological process of selling goods;

§ to influence the number and composition of workers, as well as to use a system of economic incentives for their labor and raise labor productivity (it may be necessary to influence the technical equipment of workplaces);

§ improve the state of the material and technical base of the enterprise;

§ develop a sales network by working on the territorial location of points;

§ increase the amount of working capital;

§ check the pricing procedure;

§ organize work on the timely collection of receivables;

§ work with the business reputation of the enterprise;

§ reduce running costs, or switch to economy mode.

For a quantitative assessment of the interaction of profitability indicators and the influence of other factors on them, factorial and index methods of analysis can be used.

4. Rolemanagersvachievingprofitability

The manager responsible for a project or investment should take the lead in forecasting sales, prices and operating costs from which cash flows will be calculated. Accountant may well be trained better leader for analysis cash flows, however, it cannot be shifted to forecasting sales volumes, prices, the number of employees and operating costs. This is an area in which a leader must rely on his own knowledge of the market and work experience.

The manager needs to know better than the accountant about the main dangers that the project may face. Therefore, it is the leader who should initiate specific “what if” questions, on the basis of which the calculations will be carried out. The accountant may perform additional “what-if” calculations to clarify situations that are particularly affecting profitability.

The manager must not only understand what the answers calculated by the accountant mean, but also know why the company needs such high profitability... Achieving profitability only at the level of current overdraft interest rates is completely insufficient, because:

§ managers tend to be optimistic about future cash flows from investments, therefore, an appropriate adjustment should be made in relation to the required level of profitability;

§ sometimes projects face serious obstacles or are abandoned after they have been used up significant funds;

§ in some industries, about 1/5 of all investments do not generate cash receipts, since they are directed to repair or replacement technological equipment, or is due to new legal requirements;

§ a certain share of the income should be envisaged, which will be redistributed in favor of shareholders in order to reward them for the commercial risk of the project.

Therefore, it is not surprising that many companies want to have a profitability of at least 25% per annum before corporate tax.

5. Profitabilityhowfactoradoptioninvestmentdecisions

Many companies set a single minimum profitability for all investment projects (an investment portfolio is strategic plan how the investor's money will be distributed and multiplied), regardless of the degree of risk and uncertainty. The advantage of this approach is simplicity. However, as a result, decisions can be made:

§ on the rejection of projects with minimal risk and uncertainty (for example, investments in order to reduce existing costs), since their profitability is slightly below the established minimum;

§ on the approval of risky projects, for example, investments in the promotion of new products on the foreign market.

Investment banks and financial institutions recognize the need for an acceptable balance between potential risk and reward. For example, they expect different rates of return on a company's buyout loan and venture capital investments in new companies.

Some large firms use a similar approach, setting different rates of return based on the degree of risk associated with different categories projects. These categories can be:

§ increasing the efficiency of the existing business, for example, investments in automation, mechanization of loading and unloading operations, modernization of control and measuring equipment;

§ expansion of sales of manufactured goods or services in the developed markets within the country and abroad;

§ access with new goods or services to the mastered internal or external markets, or, conversely, with the mastered goods to new markets;

§ new product or a service in a new domestic or foreign market.

It is clear that for each subsequent category, the rate of return must rise. Establishing differentiated rates of return requires considerable experience. However, a very flexible, albeit somewhat subjective, approach to investment decisions can be used. Low-risk projects should probably be approved even if the required profitability is not fully secured. On the contrary, investing in new lines of business, showing only normal returns, requires the most picky attitude.

It should never be forgotten that an acceptable level of calculated profitability is not an exhaustive argument when making investment decisions. In addition, the proposed project should:

§ be consistent with the chosen strategy and the commercial nature of the company;

§ be the most appropriate way to achieve the goal after considering the various available alternatives;

§ ensure an acceptable balance between potential reward and risk;

§ be acceptable to customers, suppliers and staff, if necessary.

Listliterature

1. Babo A. Profit. Per. with fr. / Common. ed. and comments. IN AND. Kuznetsova. - M .: A / O Publishing group "Progress", "Univers", 2003.-487s.

2. Milner B., Liis F. Management of a modern corporation. - M .: 2001.-436s.

3. Shein V.I., Zhuplev A.V., Volodin A.A. Corporate management. - M .: 2001.-458s.

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CHAPTER 2. ANALYSIS OF PROFITS AND PROFITABILITY ON THE EXAMPLE OF SEC "ERMAK" 27

2.1. Organizational and production characteristics of the enterprise 27

2.2. Assessment of the financial condition of SEC "Ermak" 32

2.3. Analysis of the return on equity of the SEC "Ermak", profitability

products 35

2.4. Analysis of the financial results of the activity of SEC "Ermak 37

CHAPTER 3. DEVELOPMENT OF MEASURES TO INCREASE PROFITS IN SEC "ERMAK" 49

3.1. Yield increase measure 49

3.2. New Services Event 55

3.3. Savings measure wages by improving the qualifications of employees 56

CONCLUSION 60

BIBLIOGRAPHY 64

ANNEXES 67

Introduction

The main task of the enterprise in a market economy is the full satisfaction of the needs of the national economy and citizens in its products, works and services with high consumer properties and quality at minimal costs, increasing the contribution to the acceleration of social economic development country. To implement its main task the company provides an increase in profits.

Profit is the primary incentive for the creation of new or the development of existing enterprises. The opportunity for profit prompts people to look for more efficient ways to combine resources, invent new products that may be in demand, and apply organizational and technical innovations that promise to improve production efficiency. Working profitably, each enterprise contributes to the economic development of society, contributes to the creation and augmentation of social wealth and the growth of the well-being of the people.

Profitability is the most important economic indicator that characterizes economic activity enterprises. Increasing the role of indicators such as profit, profitability, for the analysis of the activities of enterprises is of great importance. It serves as a calculating basis for prices, and therefore profits.

The increase in the profitability of products is a significant source of increasing on-farm savings.

Suffice it to say that an increase in the profitability of agricultural products by 1% will save about 700 million rubles. The search and mobilization of the available reserves for its reduction are impossible without a comprehensive cost analysis.

Without analyzing the level of profitability of products, it is impossible to correctly solve the issues of the structure of agricultural production, its specialization, location on the territory of the country, to determine the efficiency of production of one or another agricultural product. Based on the level of profitability of products, the state sets the level of purchase prices for agricultural products.

That is why the analysis of the profitability of products in an agricultural enterprise is of great interest and is of great importance for improving the efficiency of agricultural production.

The topic of profit and profit management is especially acute for Russian enterprises, since the protracted economic crisis, which includes high taxes and non-payments, significantly devalues the profits received. In addition, having found themselves from the beginning of the reforms in the conditions of “free economic floating”, enterprises can no longer rely on state support, they are increasingly operating in conditions of self-sufficiency and self-financing.

Various sources of information are widely used to analyze the profitability of agricultural products: planning, regulatory, reporting, control and revision, production and technological, etc., which are taken mainly from production and financial plans of farms.

Relevance thesis is determined primarily by the objectively significant role of studying the formation of the profitability of the main production in the agro-industrial complex in a modern socially oriented market economy, the transition to which is the main vector of the radical reform unfolding in Russia. That is why the analysis of the profitability of the main production is a strategic task of the economic reform policy.

Agricultural enterprises that have switched to new working conditions independently plan the amount of the annual increase in the profitability of products in rubles and as a percentage of the cost price being compared marketable products, as well as in kopecks per ruble of all marketable products. This, however, does not mean that the profitability indicator has lost its previous value. A systematic increase in the profitability of production is a matter of concern for the entire collective of an agricultural enterprise, since this leads to an increase in profits and corresponding sources further development enterprise and improve the well-being of the team.

Target thesis - a study of methods for managing the profit and profitability of an enterprise and the development of measures to increase profits.

Subject of study- profit and profitability of the organization, the essence, value and ways of increasing.

Research object is the SEC "Ermak" of the Novovarshavsky district of the Omsk region. To achieve this goal, it is necessary to solve the following tasks:

Study profit as economic category, identify the essence, functions and types of profit;

· To determine the main indicators of profit and profitability, their role and importance in assessing the effectiveness of the enterprise;

Identify the main economic forces affecting the indicators of profit and profitability in the SPK "Ermak"

· Develop measures to increase profits.

The work used the methods economic analysis- horizontal and vertical analysis, coefficient analysis and others.

Structurally, the work consists of an introduction, III chapters and a conclusion.

Chapter I of the work examines the theoretical aspects of the organization of profit and profitability management.

Chapter II contains a description of the SEC "Ermak", and it analyzes financial condition organization, analysis of financial results of activities, profitability analysis is carried out.

Chapter III is devoted to the development of measures to increase profits and profitability. In the conclusion, the main conclusions of the study are formed.

CHAPTER 1. THEORETICAL BASIS OF THE ORGANIZATION OF PROFIT AND PROFITABILITY MANAGEMENT

1.1. Profit and profitability and their economic essence

Indicators of financial results characterize the absolute efficiency of the enterprise. The most important of them are the indicators of profit, which in a market economy forms the basis of the economic development of the enterprise.

Profit is the monetary expression of the main part of monetary savings created by enterprises of any form of ownership.

First, profit characterizes the final financial result. entrepreneurial activity enterprises. It is the indicator that most fully reflects the efficiency of production, the volume and quality of products produced, the state of labor productivity, the level of cost. Profit indicators are the most important for evaluating production and financial activities enterprises. They characterize the degree of his business activity and financial well-being. According to the profit, the level of return on the advanced funds and the profitability of investments in the assets of the enterprise are determined. Profit also has a stimulating effect on strengthening commercial accounting and intensifying production.

Secondly, profit has a stimulating function. Its content is that profit is at the same time financial result and the main element financial resources enterprises. The real provision of the principle of self-financing is determined by the profit received. The share of net profit remaining at the disposal of the enterprise after taxes and other mandatory payments should be sufficient to finance the expansion of production activities, scientific and technical and social development enterprises, material incentives for employees.

The growth of profit determines the growth of the potential of the enterprise, increases the degree of its business activity, creates a financial base for self-financing, expanded reproduction, solving problems of social and material needs labor collectives... It allows you to capital investment into production (thereby expanding and updating it), introduce innovations, solve social problems at the enterprise, to finance measures for its scientific and technological development. In addition, the profit is important factor in the assessment of the potential investor of the company's capabilities, serves as an indicator of the effective use of resources, i.e. is necessary to assess the performance of the firm and its capabilities in the future.

Thirdly, profit is one of the sources of budgeting at different levels. It enters the budgets in the form of taxes and, along with other income receipts, is used to finance and meet joint social needs, ensure the state's performance of its functions, state investment, social and other programs, takes part in the formation of budgetary and charitable foundations... At the expense of profit, part of the company's obligations to the budget, banks, other enterprises and organizations is also fulfilled.

A strategy for managing the profitability of a commercial enterprise. Thesis: Management of profitability and revenue of a trading enterprise Modern approaches to managing the profitability of services

Profitability indicators

Profitability management methods

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