Management And Control Mode Of Financial Control Group Enterprises

The evolution of financial control group enterprises has already been benchmarked. We might as well learn from Li Jiacheng. Li Jiacheng's Hutchison Whampoa group has chosen a management and control mode based on financial management and control, that is, to manage and assess member enterprises mainly through financial indicators. Headquarters only focuses on return on investment and maximizes the value of group enterprises through investment optimization. The main means of management and control are embodied in financial control, corporate governance and merger and acquisition.

As a group of financial control and management, Li Jiacheng gave us the following enlightenment:

First, pay attention to the cash flow of group enterprises and strengthen the management of bank accounts of member units. In the financial crisis, it is necessary to strictly monitor and control the problem of holding cash in private bank accounts, and centralized and unified management of the bank accounts of the controlling member units.

Second, strengthen the right. Member unit Loans and Financing Management We must strictly control the overall loan and financing scale of the group enterprises. The loan of member units shall be approved by the head office in advance and shall be operated in accordance with the prescribed procedures of the group enterprise. Based on the prediction of cash flow of group enterprises, this paper studies and analyzes the composition of capital sources of group enterprises, and selects the best way of financing and combination. If funds are raised within the group, the efficiency of capital use should be increased and the paid use of the group's internal capital should be realized.

In addition, there is another kind. Group It belongs to the group of strategic management and control, that is, mainly strategic planning, and the headquarters set up specific business departments according to the situation, paying close attention to the coordinated development and cultivation of group business combinations. The main means of control are financial control, strategic planning and some key business management, which belong to the type of centralization and decentralization. At present, most of the world's group companies are adopting or are turning to this mode. China Petroleum (14.19, -0.20, -1.39%) natural gas Limited by Share Ltd is one of them.

In the financial crisis, CNPC proposed to optimize the investment structure and ensure key projects. According to Jiang Lixin, assistant secretary of PetroChina's board of directors, the capital expenditure in 2009 will increase on the basis of 2008. We should make full use of low oil prices to enter the international oil resources market, and actively look for opportunities for overseas oil and gas resources acquisition and merger, in line with group enterprise resources, market and internationalization strategies. Facing the crisis, CNPC strengthens internal management, reduces costs and actively strives for favorable national policies. From the perspective of development, the financial crisis gave PetroChina a good opportunity to expand at a low cost.

PetroChina's evolution strategy shows that strategic management group enterprises can make strategic adjustments to the group enterprises by changing the external environment. The investment scale and investment direction of the group enterprises largely affect the development direction of the group enterprises. It is only in the extraordinary period of the financial crisis that large-scale investment must first consider the safety of investment, followed by the strategic significance, and consider whether it can prepare for long-term development.

In addition, the operation and management group enterprises, as the last group of enterprises, can use the Internet to carry out centralized control of vouchers so as to improve their ability to respond quickly.