In what cases does the company's revenue decrease? Analysis of revenue from product sales and its planning at OJSC Koks

Introduction

.Theoretical foundations for the formation and planning of revenue from product sales

1 The concept and essence of revenue from product sales

1.2 The procedure for generating revenue from product sales

1.3 Planning and distribution of revenue from product sales

Analysis of revenue from product sales and its planning at OJSC KOKS

1 Characteristics of the financial and economic activities of OJSC KOKS

2 Analysis of the financial condition of OJSC KOKS

3 Analysis of revenue dynamics and organization of calculation of planned revenue from product sales at OJSC KOKS

Ways to increase revenue from product sales

1 Factors aimed at increasing revenue from product sales at OJSC KOKS

2 Basic methods of increasing revenue

3 Justification of the effectiveness of methods for increasing revenue

Conclusion

List of sources used

Appendix A

Appendix B

INTRODUCTION

Sales revenue is the main income of the enterprise, the main source of its cash receipts, reflects the results of the production and economic activities of the enterprise for a certain period of time (year, quarter, month).

Relevance of the topic course work to increase revenue from product sales and its planning is associated with the need, first of all, for scientific planning and forecasting of financial and economic activities in the conditions market economy. In the future, based on various indicators of its activities, as well as on the basis of plans and forecasts, the organization develops various methods to increase such an indicator as revenue from product sales.

The successful financial and economic activities of the enterprise will depend on how accurately the revenue is planned. The calculation of planned revenue must be economically justified, which will allow for timely and complete financing of investments, an increase in own working capital, appropriate payments to workers and employees, as well as timely settlements with the budget, banks, and suppliers.

Changes in the volume of sales revenue have a great impact on the financial results of operations and on the financial stability of the enterprise, therefore the financial department of the enterprise organizes daily operational control over the shipment and sale of products.

The object of work is OJSC KOKS.

The subject of the course work is various methods of increasing revenue from product sales and its planning.

The purpose of the course work is to study methods of increasing revenue from product sales and to consider the main features of revenue planning at an enterprise.

To achieve the above goal, the following tasks were set and solved:

consideration of the concept, the procedure for formation, planning and distribution of revenue from product sales;

conduct revenue analysis and planning for the enterprise;

consider areas for increasing revenue from sales of products at the enterprise.

When writing the course work, the following regulatory documents were used: Civil Code of the Russian Federation. as well as educational literature by such authors as Blank I.A., Gavtrilova A.N., Zbinyakova E.A., Lugovoi A.K.

1.THEORETICAL BASIS OF FORMATION AND PLANNING REVENUE FROM PRODUCT SALES

1.1The concept and essence of revenue from product sales

Revenue represents the totality of cash receipts for a certain period from the results of an enterprise’s activities, and is the main source of the formation of its own financial resources. At the same time, the activity of the enterprise can be characterized in several areas:

)revenue from core activities coming from sales of products;

2)proceeds from investment activities expressed as financial results from sales non-current assets, sale of securities;

)revenue from financial activities, including the result of the placement of bonds and shares of the enterprise among investors.

As is customary in countries with a market economic system, total revenue consists of revenue in these three areas. However, the main importance in it is given to revenue from the main activity, which determines the entire meaning of the enterprise’s existence.

The main source of gross income for an enterprise is revenue from sales of products. Sales of products are the final stage of the circulation of funds of an enterprise, which is of paramount importance for its normal functioning. Sales of products are considered finished products sold to consumers or taken out by them from the warehouses of the manufacturer, in payment for which funds have been fully transferred to the supplier's account.

Revenue from product sales is the most important financial category. It represents the sum Money received to the company’s account for products sold and services provided. Indirect taxes are not included in revenue from sales of products and are accounted for separately.

The amount of revenue from product sales depends on the quantity, assortment, quality of products sold, price and payment discipline. The quantity of products sold depends on the volume of production (commercial products) and carry-over balances products sold at the beginning and end of the implementation period (month, quarter, year).

The amount of revenue from product sales is influenced by many factors, both dependent and independent of the activities of the enterprise.

Directly dependent on the enterprise are:

A) volume;

b) range;

V) quality and competitiveness of manufactured products;

G) price level.

d) The rhythm of the enterprise's work;

e) completeness of products;

and) nature of shipment;

h) demand for these products;

And) forms of payment for products.

Working according to schedule contributes to uniform shipment of products and timely receipt of revenue. The release of products that are in demand ensures their full implementation. The use of the most progressive forms of payment for products, the timely issuance of payment documents and their transfer to the bank is an important factor in revenue planning.

The product range significantly affects the amount of revenue, since products are not sold at the same prices. Carrying out assortment planning is an indispensable condition for carrying out planning for revenue from product sales.

The amount of revenue an enterprise receives from sales of products also depends on the price level: if wholesale prices for products decrease, then revenue from its sales decreases, and vice versa.

A) transport disruptions;

b) late payment for products due to insolvency of buyers;

V)

There are gross and net revenues. Gross revenue is the total amount of revenue from the sale of products, works and services, as well as material assets. Net revenue represents gross revenue excluding VAT, excise taxes, price discounts, and the cost of customer returns.

The procedure for receipt of proceeds can be made either in cash or non-cash form. Non-cash payments are usually preferred. This is explained by the fact that the use of non-cash payments achieves significant cost savings for their implementation.

Thus, revenue from product sales plays a very important role in the financial and economic activities of the organization and is one of the most important sources of the formation of the enterprise’s own resources.

2The procedure for generating revenue from product sales

Revenue from sales of products is an important factor in the formation of cash savings of an enterprise.

There are two methods for determining it. The first method is that revenue is generated as it is paid: for non-cash payments, as funds for goods are received in accounts, and for cash payments, as funds arrive at the enterprise's cash desk. This method has been used for a long time and is convenient in that the enterprise can manage funds that have actually been deposited in a bank account or in the cash desk of the enterprise.

When using the second method, revenue from sales of products is determined as goods are shipped (work, services are performed) or payment documents are presented to the buyer (customer). This method is based on the fact that at the moment the product is shipped, the company loses ownership of it. The method is widely used abroad, where there is a well-functioning system of non-cash payments in a stable economic situation. The second method was approved in Russia relatively recently. Disadvantage this method is that the proceeds from the sale of products as they are shipped will be taken into account in the financial statements, the enterprise is obliged to pay taxes, and real funds may arrive in the account for various reasons very late or will not arrive, for example, due to the bankruptcy of the buyer.

The enterprise independently chooses the method for determining sales revenue based on business conditions, concluded contracts, and personal tastes. However, the chosen method must be installed for a long time.

Revenue from sales of products for any period is determined by the formula:

VRpl = Og.p.n. + GP - Og.p.c. (1)

In addition to revenue from the sale of products (works, services), enterprises can receive revenue from the sale of basic and revolving funds, intangible assets, securities, etc.

Currently, enterprises often sell their products through barter or at prices no higher than cost. In these cases, for tax purposes, revenue is taken at the transaction amount based on market sales prices at the time of the transaction.

Revenue from the sale of products (works, services) and other property is a source of covering the costs of production and sales of products and generating profit for the enterprise.

The concepts of revenue and profit are different, both in economic meaning and in practical reflection. Profit basically reflects the amount of revenue minus all types of costs. But it cannot be said that profit from revenue depends directly proportionally, since there is a so-called operating leverage effect.

The effect of operating leverage is that as sales revenue increases, profit grows at a faster rate than revenue. This effect is explained by the fact that the cost structure contains fixed costs.

The effect is calculated as the ratio of gross margin to profit.

E o.r. = M / P. (2)

where E o.r. - operating leverage effect;

M - gross margin;

P - profit.

Gross margin is the difference between revenue and semi-variable expenses.

The effect of operating leverage is calculated in times or as a percentage and its value shows how much profit will increase if revenue increases by 1%.

Profit is the most important economic indicator of an enterprise’s activity, characterizing the efficiency of its work. Receipt of a larger amount of profit by an enterprise can mean a reduction in production costs and an increase in its profitability. Profit is the most important source of budget revenue. At the enterprise, production and social development is carried out at the expense of profits.

Thus, profit is the final financial result of the economic activity of an enterprise. However, the financial result can be not only profit, but also loss, formed, for example, due to excessively high production costs, failure to sell products due to violation of business contracts, etc.

The financial result from the sale of fixed assets and other property of the enterprise is made up of profit (losses) from the sale of fixed and working capital, intangible assets, securities, etc.

In the process of selling products, the organization faces costs and losses from non-sales operations. These costs include the following:

losses from markdown of inventories and finished products;

legal fees and arbitration costs;

negative exchange rate differences on foreign currency accounts, as well as transactions in foreign currency;

other expenses and losses.

Thus, a reasonable and competent determination of product costs directly affects the formation of revenue from product sales and, ultimately, the financial result of the organization. This large and important work is one of the main components financial success in the economic activities of the enterprise.

3Planning and distribution of revenue from sales

Revenue planning at an enterprise is necessary to determine the profit plan and planned payments to the budget. The reality of all other factors largely depends on the validity of the calculation of planned revenue. financial indicators.

Planned revenue can be calculated in several ways:

) by direct assortment counting (direct counting method);

) based on the total volume of commercial output, adjusted for changes in the balances of unsold products at the beginning and end of the planning period (calculation method);

) factorial method;

) method of summary calculation (extrapolation).

Planning of revenue from product sales can be carried out for the coming year, quarter and promptly. Annual revenue planning is possible in a stable economic situation. In an unstable situation, it is difficult and ineffective, so quarterly planning has to be used. Operational revenue planning has a specific goal - control over the timely receipt of money for shipped products to the enterprise account. Total revenue from the main activities of the enterprise includes revenue from sales of products, work performed and services provided of an industrial and non-industrial nature. To determine revenue from product sales, you need to know the volume of product sales at current prices without value added tax, excise taxes and export tariffs for exported products.

The first method is used in enterprises with a small range of products and short cycle production, when there are no carry-over balances of finished products in the warehouse or these balances vary slightly over time periods. Here, the level of development of the product range by type, brand, grade and coordination with customers of their volume and prices for the planned period is of great importance. The direct counting method is based on guaranteed demand. It is assumed that the entire volume of production is accounted for by a pre-issued batch of orders. This is the most reliable method of revenue planning, when the production plan and sales volume are linked in advance to consumer demand, the required assortment and production structure are known, and appropriate prices are set. Under these conditions, sales revenue can be determined by multiplying the volume of products sold by the unit price.

In conditions market relations Most enterprises do not have a guaranteed demand for the entire volume of products produced; enterprises are forced to carry out daily work to expand the market for their products. Under these conditions, the calculation method according to the above formula is used to plan revenue. With this method it is necessary to take into account

for the planned year: volume of production;

at the beginning of a new period: expected balances of finished products in the warehouse, goods shipped for which payment was not due, goods shipped but not paid on time, goods held in safe custody by buyers;

at the end of the period: balances of finished products in the warehouse calculated according to standards, goods shipped, the payment period for which has not yet arrived.

The amount of expected balances of finished products at the beginning of the period is taken from reporting data or a forecast based on the actual state of affairs.

When determining the carryover balances of finished products at the end of the period in the enterprise's warehouse, it is necessary to analyze the factors, their formation, determine the reasons for excess balances, and establish expected changes in the conditions of sale (changes in the location of consumers, transport, the procedure for non-cash payments). These calculations are made when planning the amount of own working capital for inventories of finished products according to standards. Calculations of balances of finished products shipped, the payment period for which has not yet arrived, or products in custody of buyers are done through analysis and planning of accounts receivable.

At high inflation rates, it is necessary to take into account price changes through inflation coefficients. If selling prices do not coincide with the wholesale prices of the enterprise, when drawing up a commodity balance, it is necessary to take into account the difference between selling and wholesale prices to calculate revenue from sales of products:

VRpl= Og.p.n.+ GP-Og.p.k.± ∆Р (3)

Og.p.n. - balances of finished products at the beginning of the period;

GP - release of finished products intended for sale;

Og.p.c. - balances of finished products at the end of the period.

∆Р - the difference between wholesale prices and product sales prices due to taxes, discounts or volume changes, due to price changes, etc.

Revenue from sales according to the third method is calculated on the basis of actual revenue from sales of products in the base period and those changes that are planned for the upcoming period.

The main factors adjusting the volume of revenue are changes:

sales volume;

structure of products sold;

product prices.

VRpl = VRbase.xJob.xJstr.xJts. (4)

VRbase. - actual sales revenue in the base year; volume. - index of changes in product sales volume; p. - index of structural changes in the range of products sold; c. - index of price changes for products sold.

rev.=∑Ts1K1/∑Ts0K0, Jstr.=∑Ts0K1/∑Ts0K0, Jts=∑Ts1K1/∑Ts0K1 (5)

Ts0, Ts1 - prices of the base and planned periods, respectively,

K0, K1 - quantity of products in the base and planned periods.

Revenue from sales of products according to the fourth method is determined by forecasting the rate of growth or decrease in revenue volumes based on their analysis for previous periods of time and expert assessments on maintaining these rates or changing them:

VRpl.= VRbase.x K (6)

K - coefficient of growth or decline in volumes;

To calculate sales revenue for the coming period, a special section is compiled financial plan enterprises.

Sources of information for determining the actual volume and revenue from product sales are:

.schedule for the release of finished products and provision of services;

2.data on the receipt of finished products at the enterprise warehouse on an accrual basis;

.data on product shipments on an accrual basis;

.refusals to ship products;

.remnants of finished products that are not sold;

.data on the receipt of funds to the current account and to the cash register for finished products shipped or issued from the warehouse of the enterprise on an accrual basis;

.data on products shipped but not paid on time;

The proceeds received into the accounts of the enterprise are used primarily to pay bills from suppliers of raw materials, materials, semi-finished products, components, spare parts for repairs, fuel, and energy. From the proceeds, wages are paid, depreciation of fixed assets is compensated, and the profit of the enterprise is formed.

The distribution of revenue from product sales is clearly shown in the diagram presented above. From which it is clear that funds from the sale of products are distributed by the organization for various purposes, namely: taxes paid by the organization, wages of workers, dividends. And only the remaining part, after covering all costs, paying taxes and dividends, is subject to distribution by the organization in accordance with its social and production policy.

2.1Characteristics of the financial and economic activities of OJSC KOKS

March 1924 Kemerovo coking plant became the first enterprise in Siberia to process coking coal from the Kuznetsk basin. Today, looking at a modern enterprise with advanced technologies and widespread automation, it is difficult to imagine that construction of the plant began during the First World War, during the reign of Nicholas II. Over its long history, the plant has been repeatedly reconstructed and updated its production assets; Many tens of thousands of the best people have linked their fate with this enterprise different generations living in different centuries. But all of them were united and continue to be united by one thing - pride in their destiny, and therefore in their plant!

Currently, the productivity of the main facilities joint stock company amounts to 3,100 thousand tons of coke per year. The enterprise includes four main technological workshops: coal preparation, coke and two workshops for the recovery of chemical products of coking. Their work is ensured by repair and auxiliary departments: steam boiler shop, specialized shops for repair of coke-chemical equipment No. 1 and No. 2, electrical shop, metrology and automation shop, motor transport shop, mechanical repair shop, central factory and environmental analytical laboratories.

Coke is the main fuel for smelting cast iron in blast furnaces and cupola furnaces - furnaces for melting cast iron in foundries. It is also used in agglomeration, in the production of heat-insulating materials, in non-ferrous metallurgy, etc.

Coke on average contains 80-90% carbon, 10-13% ash, 0.5-2% sulfur, up to 0.2% phosphorus, about 1% volatiles, and up to 5% moisture. His calorific value equal to 6500-7500 kcal/kg. It is strong enough that it allows the construction of large blast furnaces with a volume of up to 5000 m3. In Russia, about 550 kg of coke is consumed to smelt 1 ton of pig iron. At the same time, the cost of coke is 45-55% of the cost of cast iron.

Coke is an expensive and scarce fuel. It is obtained only from certain types of coking coal (coking coal, fatty coal, etc.), the reserves of which account for approximately 10% of all coal reserves. In Russia, methods have been developed for producing metallurgical coke from mixtures containing a significant amount of non-coking coal.

By-products of coking are valuable chemical substances: benzene, phenols, naphthalene, coal tar, etc., as well as coke oven gas.

OJSC "Koks" actually became the founder of a group of companies that grew into an Industrial and Metallurgical Holding with four main production bases - in Siberia, in the center of Russia ( Tula region), in the Urals (Sverdlovsk and Chelyabinsk regions) and in Central Europe (Slovenia). The enterprises are united in a production chain - from coal to metal.

The authorized capital of the enterprise is 33,004,640 rubles. Location (legal and actual address): 650021, Kemerovo, st. 1st Stakhanovskaya, 6

According to the charter, the main activities of OJSC Koks are:

production of coke by processing coal to produce processed products with consumer properties;

release of design and technical documentation;

production of mechanical engineering, electrical products, metal structures, as well as contract repair work;

production of building materials and their sale on the domestic market;

production of agricultural products and their sale;

organization of public catering;

production of consumer goods;

capital construction of industrial and social facilities;

commercial, sales, trading and intermediary activities;

management of industrial enterprises;

investment activities;

foreign economic activity;

housing maintenance services;

protection of information constituting state secrets;

fire prevention and extinguishing activities;

transportation of goods by rail;

maintenance and repair of rolling stock and technical equipment used in railway transport;

loading and unloading activities in railway transport;

provision of railway transport infrastructure common use for transportation;

transportation of goods along public railways;

development of mineral deposits by open and underground methods;

processing and sale of mining products;

design, construction and operation of mining facilities;

construction of underground structures;

work associated with increased danger of industrial production and facilities;

geological exploration;

performing the functions of a general contractor, customer and developer;

engineering equipment, networks and systems;

medical activities;

security and detective activities (for its own needs in order to protect and protect the facilities of the enterprise and its subsidiaries) by creating and using a special separate unit (security service) on the basis of the current norms of federal legislation, as well as departmental and other by-laws;

training and advanced training of personnel.

Average number of workers: -2639 people.

Total number of shareholders (participants): 98

The governing bodies of the company are:

.General Meeting of Shareholders;

2.Board of Directors;

.management organization

.If a liquidation commission is appointed, all functions for managing the affairs of the company are transferred to it.

The body of control over the financial and economic activities of the company is the audit commission. The board of directors, general director and audit commission are elected by the general meeting of shareholders. Managing organization(manager) is approved by the general meeting of shareholders on the proposal of the board of directors. The functions of the company's counting commission are performed by the company's registrar. In case of voluntary liquidation of the company, the liquidation commission is elected by the general meeting of shareholders; in case of forced liquidation, it is appointed by the court (arbitration court).

The company has the following board structure:

)The president

2)Vice President

)Financial Director

)Vice President of Commerce

)Executive Director

)Managing director

)Chief Accountant

The financial condition of enterprises is characterized by profit or loss indicators (account 99, chart of accounts). It is known that without making a profit, an enterprise cannot develop in a market economy, with the exception of organizations financed by the state or other sources. Therefore, the task of improving financial results is vital for an economic entity. Analysis of financial indicators allows us to identify opportunities for improving the financial situation and, based on the results of calculations, make economically sound decisions.

The main sources of information for analyzing financial results are accounting data and accounting (financial) statements (Appendix A).

An analysis of the financial results of the activities of OJSC KOKS is presented below (Table 1).

Table 1

Financial results of the activities of OJSC KOKS

The decrease in coke production in 2011 was due to a drop in demand due to a reduction in production at metallurgical plants India and a decrease in the price of commercial pig iron on world markets. This resulted in lower sales revenue, lower net income and higher expenses.

The fulfillment of the plan for commercial products in 2011 compared to 2009 was 102.1%, for product sales - 102.0%.

In 2011, the volume of sales of own-produced products amounted to 27,762.6 million rubles, which is 3,222.0 million rubles. or 13.1% more than in 2009. The increase in sales volumes was due to higher coke prices.

Sales profit for 2011 compared to 2009 decreased by 408.1 million rubles, including due to a decrease

profit from sales of own-produced products - by 384.5 million rubles.

profit from the resale of coal concentrate - by 20.4 million rubles.

profit from resale of materials - by 0.1 million rubles.

A) increase in material costs - by 12563.4 million rubles.

b) growth in labor costs with insurance contributions - by 1548.7 million rubles.

V) increase in the amount of depreciation - by 1856.2 million rubles.

G) increase in sales expenses - by 294.4 million rubles.

2Analysis of the financial condition of OJSC KOKS

We will analyze the financial condition of the enterprise using the method of horizontal and vertical analysis of the reporting structure and the method of calculating financial ratios. Based on the asset items of the enterprise, it is necessary to analyze the property status of the enterprise.

From the balance sheet of the enterprise (Appendix A) it is clear that the asset in 2009 amounted to 36,922,841 thousand, which is significantly higher than the total in 2010, which amounted to 31,892,271 thousand. The growth rate shows that the asset in 2010 decreased by 13.62% by compared to 2009. But already in 2011, the company increased its assets and the total at the end of 2011 amounted to 36,974,653 thousand, which made it possible to reach the level of 2009 and slightly increase, namely by 0.14% compared to 2009 and by 15.94% compared since 2010.

Non-current assets in 2009 at JSC KOKS amounted to 29,848,345 thousand and current assets 7,074,496 thousand; in 2010, non-current assets amounted to 25,485,394 thousand, and current assets amounted to 6,406,877 thousand. As for 2011, non-current assets amounted to 2,477,2415, and current assets 12502238 thousand. We can conclude that the indicators correspond to this organization, since OJSC KOKS is engaged in the extraction and processing of coal and, to a lesser extent, in the sale of products.

If we talk about the dynamics of non-current assets from 2009 to 2011, we can say that their number was constantly decreasing: in 2010, compared to 2009, the decrease occurred by 14.62%, and in 2011, compared to 2010, they decreased by 3. 97%.

The situation with current assets is slightly better. In 2009, the company had 7,074,496 thousand, which is 9.14% more than in 2010. It can be assumed that the decrease in current assets to 6,406,877 thousand was due to a general decrease in production at the enterprise. In 2011, the number of current assets increases significantly and amounts to 12,502,238 thousand, which is 95.14% more than in 2010. Current assets are growing, and non-current assets are decreasing; this can only indicate that OJSC KOKS has reduced production and directed its activities towards the production and sale of raw materials.

Having analyzed the dynamics of non-current assets, we see that their decrease in the period from 2009 to 2011 is due to a decrease in fixed assets, financial investments, and the cost of facilities. Perhaps this happened due to a decrease in production and production volumes at OJSC KOKS. The decrease in current assets in 2010 is associated with a decrease in loans, deposits and foreign currency accounts, which also indicates a decrease in production and production. And then the ratio changed, that is, there is an increase in current assets in 2011 due to accounts receivable, cash and cash accounts, it can be assumed that the buyers of its raw materials paid off the obligations of the organization and part of this money was directed to accounts receivable.

The largest share of the enterprise's assets in 2009 was financial investments - 63%, fixed assets - 12%, accounts receivable - 10%. (Figure 2).

Figure 2 - Asset structure of OJSC KOKS

In 2010 - financial investments - 62%, fixed assets - 13% and other current assets - 13%. (Figure 3).

Figure 3 - Asset structure of OJSC KOKS, 2010

As for 2011, the largest share of the enterprise’s assets during this period was: financial investments - 55%, accounts receivable - 30% and fixed assets - 11% (Figure 4).

To assess the composition of the sources of financial resources of the OJSC KOKS enterprise, it is necessary to analyze the structure and dynamics of the liability items of the balance sheet of this enterprise (Table A1).

Figure 4 - Asset structure of OJSC KOKS, 2011

From the Balance Sheet of the enterprise it is clear that the share of equity capital in 2009 was 39.78% of the total funds of the enterprise, the share of long-term borrowed sources was 29.59%, and short-term borrowed sources - 30.63%. From which it follows that in 2009, equity capital prevailed, and short-term and long-term debt obligations were approximately equal.

In 2010, the situation changes, and we observe a decrease in equity capital to 26.18% of the total funds of the enterprise, while the number of long-term loans increases slightly and amounts to 31.33%, and short-term loans grow quite significantly and for this period amount to 42.44%.

In 2011, the situation with equity capital leveled out, and at the end of 2011 the share of equity capital reached 35.83%. Which is higher than the share of 2010, but slightly lower than 2009. It should also be noted that the ratio between short-term and long-term borrowed liabilities is changing: long-term liabilities are growing and amounted to 46.80% of total funds at the end of 2011, and short-term liabilities are decreasing to 17.39% of all funds. This may indicate that the company is considering the prerequisites for a gradual increase in coal production and extraction. This will require significant amounts of funds, which the company issues as a long-term loan. Its further development will make it possible to gradually return this loan to the lender.

The largest share in the enterprise's liabilities in 2009 was: retained earnings - 35%, long-term borrowed funds - 29% and short-term funds - 23% (Figure 5).

In 2010, the same items had the largest share in the liabilities of OJSC KOKS, only their percentage in the liabilities of 2010 changed, with the exception of accounts payable, compared to 2009 and amounted to: retained earnings - 34%, short-term borrowed funds - 28 % and long-term debt obligations - 25% (Figure 6).

As for 2011, the same liability items occupied the largest share and the difference was only in percentage as in the previous year. Thus, the largest share in 2011 had: long-term borrowed funds - 47%, retained earnings - 32% and short-term borrowed funds - 11% (Figure 7).

Figure 5 - Liability structure of OJSC KOKS, 2009

Figure 6 - Liability structure of OJSC KOKS, 2010

Figure 7 - Liability structure of OJSC KOKS, 2011

Let's conduct a detailed analysis of the structure of equity capital (Table A1). The table shows that the authorized capital was 33,005 thousand rubles. and did not change throughout the entire period from 2009 to 2011. The revaluation of non-current assets in 2009 amounted to 141,164 thousand rubles; in 2010, this figure decreased to 140,636 thousand rubles, that is, there was a decrease of 0.37%. If we analyze the situation with the revaluation of non-current assets in 2011, we can say that the amount of revaluation reaches 139,386 thousand rubles, which decreases by 0.89% compared to 2010 and by 1.26% compared to 2009 year. Additional capital also did not change over three years from 2009 to 2011 and amounted to 1,360,428 thousand rubles. Reserve capital is 5002 thousand rubles. from 2009 to 2011. Regarding retained earnings, we can say that it decreased every year. In 2009 it amounted to 13,148,341 thousand rubles, and in 2010 it decreases by 3.11% and amounts to 12,738,786 thousand. rub.. the same trend in 2010, profit falls another 8.06% and by the end of 2011 amounts to 11,711,560 thousand rubles. Having analyzed equity capital, we can say that equity capital in this organization is decreasing during the analyzed period, namely from 2009 to 2011.

Analyzing long-term liabilities, it should be noted that borrowed funds in 2009 amounted to 10,639,312 thousand rubles, in 2010 they decreased by 10.48% and amounted to 9,523,845 thousand rubles, then they increased compared to 2010 by 80.96 % and in 2011, borrowed funds amounted, and throughout the entire period, loans constantly grew, and loans decreased. The situation with deferred tax liabilities was as follows: in 2009 they amounted to 287,335 thousand rubles, in 2010 they increased by 63.19% and amounted to 468,911 thousand rubles, and in 2011 they increased by 14.81% compared to 2010 and amounted to 69,448 thousand rubles.

Short-term liabilities changed slightly differently over the years from 2009 to 2011. Borrowed funds in 2009 amounted to 8,375,815 thousand rubles. in 2010 they increased by 24.53% and amounted to 10,430,325 thousand rubles; in 2011, borrowed funds decreased by 60.61% compared to 2010 and amounted to 4,109,001 thousand rubles at the end of 2011. it is worth noting. That the decrease occurred in both loans and borrowings at the same time. Accounts payable in 2009 amounted to 2883953 thousand rubles, in 2010 - 3027019 thousand rubles, which is 4.96% more. In 2011, it decreases by 25.42% compared to 2010 and by 21.72% compared to 2009, which indicates the positive dynamics of the enterprise in this aspect.

Deferred income in 2009 is 77 thousand rubles, and in 2010 - 505 thousand rubles, which is 555.84% more, and in 2011 they decreased by 4.55% compared to 2010, and amounted to 482 thousand rubles. estimated liabilities grow slightly every year and amount to 44,164 thousand rubles in 2009, 47,827 thousand rubles in 2010, and 54,125 thousand rubles in 2011.

In general, based on the analysis of the balance sheet structure, we can conclude that assets and liabilities in 2010 decreased significantly compared to 2009 (by 13.62%), which was associated with a decrease in such items: fixed assets, financial investments and cash funds on the asset side of the balance sheet and accounts payable and retained earnings on the liability side of the balance sheet.

This may be due to a reduction in production, which resulted in a decrease in retained earnings. Also, retained earnings could be affected by various factors, such as a decrease in product prices, for example, a decrease in accounts payable shows the positive dynamics of the enterprise in this direction.

To characterize the financial results of an enterprise, it is necessary to analyze the items in the profit and loss statement (Table 1).

Table 1

Profit and loss statement of OJSC KOKS

Name 2009 2010 2011 Revenue - 31,077 53,126,877,251 Cost of sales - 23,213,77,417,898,105 Gross profit (loss) - 7,863,7578,979,146 Selling expenses - 4,250,4533,184,538 Administrative expenses-768 980768 125 Profit (loss) from sales 3 252 4365 026 4832 844 324 Revenue from participation in other organizations 546 2511 681 87642 797 Interest receivable - 191 664 267 515 Interest payable - 1 607 8681 971 366 Other income - 21 918 44813 214 441 Other expenses 785 65526 ​​538 25615 017 414 Profit (loss) before tax2 466 8521 509 8121 562 456 Current income tax91 752-401 479 including permanent tax liabilities-235 667270 079Change in deferred tax liabilities-10 514181 702Change in deferred tax assets-76 809128Other-406 7207 217Net profit (loss)2 161 6811 036 797971 930

Revenue in 2010 amounted to 31,077,531 thousand rubles. and in 2011 it decreased by 4,200,280 thousand rubles. and amounted to 26877251 thousand rubles. (Figure 8). The cost in 2010 amounted to 23,213,774 thousand rubles, and in 2011 17,898,105 thousand rubles. (Figure 8).

Figure 8 - Dynamics of financial results for 2010-2011

Gross profit is growing and in 2011 amounted to 8,979,146 thousand rubles, and in 2010 it amounted to 7,863,757 thousand rubles. insignificant, but growth is observed. Commercial expenses decrease from 4250453 thousand rubles. in 2010 to 3184538 thousand rubles. in 2011, which indicates the positive dynamics of the enterprise in relation to business expenses.

Management expenses change slightly, decreasing in 2011: in 2010 they amounted to 768,980 thousand rubles. and in 2011 768,125 thousand rubles. The situation with profit from sales is somewhat different; at first it decreases to 2844324 thousand rubles. in 2010 compared to 2009 - 3252436 thousand rubles, but then in 2011 it increases and reaches 5026483 thousand rubles, which may also indicate the positive dynamics of the enterprise.

Income from participation in other organizations grows sharply in 2010 (1,681,876 thousand rubles) when compared with 2009 (546,251 thousand rubles), but already in 2011 there is a sharp decline in this indicator (42,797 thousand rubles).

Interest receivable in 2010 is 191,664 thousand rubles, in 2011 they increase by 75,851 thousand rubles. and amounted to 267,515 thousand rubles at the end of the year. As a percentage payable, there is a slight increase in 2011 - 1,971,366 thousand rubles, compared to 2010 - 1,607,868 thousand rubles. This situation is not in the best possible way has developed at OJSC KOKS, since the interest payable significantly exceeds the interest received.

Other income decreases significantly in 2011 to 13,214,441 thousand rubles. from 21918448 thousand rubles. in 2010 year. On the contrary, other expenses increase to 15,017,414 thousand rubles. in 2011. Although in 2009 they totaled only 785,655 thousand rubles, and in 2010 - 26,538,256 thousand rubles. Expenses significantly exceed income, which does not have a favorable effect on the operation of the enterprise.

Profit before tax had the following changes: in 2009 it amounted to 2,466,852 thousand rubles. In 2010 - 1,509,812 thousand rubles, which is already 957,040 thousand rubles. less than in 2009. And finally, in 2011 it exceeded the 2010 figure by 52,644 thousand rubles. and amounted to 1,562,456 thousand rubles. current income taxes have been trending upward. So in 2009 it amounted to 91,752 thousand rubles, then in 2011 - 401,479 thousand rubles. The change in deferred tax liabilities, on the contrary, had the potential to increase, so in 2010 it amounted to 10,514 thousand rubles, but a year later, at the end of 2011, it amounted to 181,702 thousand rubles. As for the change in deferred tax assets, we can talk about a significant decrease in this indicator, since in 2010 it amounted to 76,809 thousand rubles. and in 2011 - 128 thousand rubles.

The result of financial results is net profit. It has a negative growth rate, that is, it is decreasing every year. If in 2009 this figure was 2,161,681 thousand rubles, then by the end of 2010 it decreased by 1,124,884 thousand rubles. and amounted to 1,036,797 thousand rubles. and at the end of 2011 it drops to 971,930 thousand rubles.

Figure 9 - Profit dynamics of OJSC KOKS

Having forecast changes in profit for 2012-2014 using the extrapolation method, we can conclude that profit has decreased. And significant. Based on the data from 2009 - 2011 and how quickly it decreased, it can be predicted that OJSC KOKS will receive even less profit in 2012-2013, and in 2014 the profit will be zero and the enterprise will close if the necessary measures are not taken by the managers of this company. organizations. Perhaps this situation has developed this way due to lower prices on the market and demand for OJSC KOKS products in general, as well as a reduction in production. To get out of this situation, the management of this organization needs to plan all its activities taking into account the forecast of analysts and market researchers. Also introduce new technologies in production to reduce production costs, thus reducing the price of their products and increasing demand for them, but a very important condition is maintaining the enterprise and production in the volumes in which it exists. Try to build production in such a way that it does not decline during this difficult period for the organization and, if possible, grows.

We will analyze the solvency of the enterprise, because it shows the organization's ability to pay its debts. The calculation results characterizing the solvency of the enterprise are presented in Table 2.

table 2

Analysis of solvency assessment

Name of the coefficient 2009 2010 2011 Absolute liquidity ratio 0.00120.00800.0008 Current liquidity ratio 0.62560.47281.9440 Share of working capital in assets 0.19160.20090.3381 Share of inventories in current assets 0.10250.14590.0 711Mobility of own working capital-0.0032-0 .01510.0008 Average monthly revenue - 25897942239771 Share of cash in revenue - 0.00350.0002 Overall degree of solvency - 9.090510.5972 Debt ratio for bank loans and loans - 7.70499.5293 Debt ratio to other organizations - 1.89650.6 114 Debt ratio to the fiscal system- 0.10580.0397 Internal debt ratio - 0.04530.0195

The first indicator characterizing the solvency of an enterprise is the absolute liquidity ratio. It shows how much of the organization's current liabilities can be paid with cash. According to calculations, the absolute liquidity ratio in 2009 is equal to 0.0012, which indicates that the enterprise OJSC KOKS can repay only 1.2% of its obligations in cash. In 2010, the situation is slightly changing, but this indicator is equal to 0.008, that is, the company can already pay off its obligations with cash at 8%, which cannot be said about this indicator in 2011, it is equal to 0.0008. Liquidity is very low and at the end of 2011 the portion of liabilities that can be repaid in cash is only 0.8%.

The next indicator is the current liquidity ratio, which characterizes the ability of an enterprise to pay off its debts with all the resources of the enterprise available in circulation. In 2009, it is 0.6256, that is, the company can pay 62.56% of its short-term obligations with all the resources in circulation. Since this ratio is less than 1, this indicates that the company does not have enough working capital to meet its obligations. In 2010, the current liquidity ratio was 0.4728, and at the end of 2011 it increased significantly and amounted to 1.944, which indicates the company’s ability to meet its obligations.

One of the indicators of solvency is the indicator of the share of working capital in assets, which characterizes the presence of liquid assets as part of the property of the enterprise.

In 2009, it amounted to 0.1916, which indicates that the company’s property contains 19.16% of liquid assets. This does not correspond to the activities of the enterprise, because OJSC KOKS is engaged in the extraction and processing of raw coal and the share of liquid assets should be larger. In 2010, there was a slight increase in the share of working capital in the asset; it amounted to 20.09%. And in 2011, liquid assets are growing again (33.81%), which indicates that the organization has increased the share of liquid assets in its property in order to pay its obligations.

The share of inventories in current assets characterizes the qualitative composition of current assets at the enterprise. In 2009, this figure was 0.1025, which indicates that the share of inventories in current assets was 10.25%. Which corresponds to the enterprise OJSC KOKS. In 2010, this figure increases to 14.59%. And in 2011 it decreases below the 2009 figure and amounts to 7.11%.

The mobility of own working capital shows the share of cash in the own working capital of the enterprise. In 2009 and 2010, these coefficients are negative and amount to - 0.0032 and - 0.0151 - this indicates a decrease in the share of cash in own working capital, which is extremely unfavorable for the organization’s activities. In 2011, this indicator increases and amounts to 0.0008. It also remains at a low level, but is no longer negative, which indicates a positive trend for the organization of JSC KOKS. financial planning revenue sales

Average monthly revenue shows the average revenue received by an organization per month. In 2010, this revenue amounted to 2,589,794 thousand rubles; in 2011, average monthly revenue decreased by 350,023 thousand rubles. and amounted to 2,239,771 thousand rubles at the end of 2011. This trend is not favorable for the enterprise, so you should pay attention to an increase in this indicator at least to the 2010 level.

The share of cash in revenue shows the qualitative composition of revenue. In 2010, the share of cash was 3.5%, and the remaining 96.5% was accounts receivable. In 2011, the share of cash in revenue decreases even further and amounts to 0.2%, that is, almost all revenue consists of accounts receivable. This situation is critical for the enterprise, since the ability of the organization to timely fulfill its obligations, including the execution of mandatory payments to budgets and extra-budgetary funds, largely depends on the value of this indicator, and the value of this indicator, as we have seen, is very low.

The overall degree of solvency characterizes the general situation with the solvency of the organization, the volume of its borrowed funds and the timing of possible repayment of the organization's debt to its creditors. In 2010, the company could pay off its obligations in 9.09 months. In 2011, the situation is not changing for the better and the company can pay off its obligations only after 10.59 months, which indicates a decrease in the liquidity of the company to pay its obligations using revenue.

The debt ratio on bank loans and loans characterizes the possibility of covering debt on bank loans and loans with the amount of revenue received from sales. It determines the average time frame within which an enterprise can pay its creditors, provided that average monthly revenue is maintained, if no current expenses are incurred, and all proceeds are used for settlements with creditors. In 2010, this coefficient was 7.7 months, and in 2011 - 9.53 months. The trend is towards an increase in the period of settlement with the company’s creditors, which also indicates a decrease in the liquidity of the company to pay on loans and borrowings.

The debt ratio to the fiscal system shows the period during which the organization can repay its debt to the budget.

In 2010, this period was equal to 0.1 month, and in 2011 this period is reduced to 0.04 months. It follows from this that the liquidity of the enterprise to repay its debt to the budget increases.

The internal debt ratio characterizes general level solvency and turnover of amounts for internal obligations of the enterprise. Table 2 shows that in 2009 it was equal to 0.0453. And in 2011 it was 0.0195. We see that the internal debt ratio of OJSC KOKS in 2011 decreased compared to the level of last year, which indicates an improvement in the level of solvency of the enterprise under study and a decrease in the turnover of amounts for its internal obligations.

To characterize the enterprise's dependence on external sources of financing, it is necessary to analyze the financial stability of the enterprise. The financial stability of the enterprise is shown in Table 3.

Table 3

Financial stability analysis

Name of the coefficient 2009 2010 2011 Debt to equity ratio 1.51382.81951.7914 Maneuverability of own working capital - 0.2882-0.85550.4582 Share of current liabilities in the balance sheet 0.30630.42490.1739 Share of borrowed capital in the balance sheet 0.60220.73 820, 6419 Financial stability coefficient 0.39780.26180.3583 Autonomy coefficient 0.39780.26180.3583

The first indicator - the ratio of borrowed and equity funds - refers to the coefficients of the financial stability of the enterprise. Shows how much borrowed funds are available per 1 ruble. own funds. In 2009, for every ruble of invested own funds there were 1.51 rubles, in 2010. already -2.81 rubles, which again indicates an increase in the financial dependence of the enterprise, although in 2011 a positive trend emerged - the value of the indicator returned to the level of 1.79 rubles.

The coefficient of maneuverability of own working capital shows what part of own working capital is in circulation, i.e. in the form that allows you to freely maneuver these funds, and which is capitalized. The value of this ratio should be high enough to provide flexibility in the use of the enterprise's own funds. At OAO KOKS, this indicator in 2009 was -0.29, in 2010 - -0.86, and only in 2011 did it take a positive value and amounted to 0.46. The first two years the maneuverability coefficient is negative meaning as a result of the presence of a large share of hard-to-sell assets in the total amount of equity. And already in the last year it has been approaching its normal value of 0.5.

The share of current liabilities in the balance sheet shows what share current liabilities make up in the company's liabilities. In 2009, this figure at OJSC KOKS was 0.31, in 2010 - 0.43, in 2011 - 0.17. As we see, there is a decrease in current liabilities.

The share of borrowed capital in the balance sheet shows what percentage of the organization's capital consists of borrowed funds. In 2009, the share of borrowed capital at OJSC KOKS was 60%, in 2010 there was an increase in borrowed capital to 73%, and in 2011 its share decreased to 64%, which indicates a positive trend if this indicator decreases in the future .

The financial stability ratio shows the share of the company's assets financed by its own capital. At OJSC KOKS this figure is significantly less than the recommended standard (0.5-0.7). In 2009 it was only 0.4, in 2010 - 0.26, and in 2011 - 0.34, which indicates a small share of assets financed from own funds.

The autonomy coefficient shows the share of the enterprise's assets that are provided with its own funds.

This indicator at OAO KOKS in 2009 was 0.39, in 2010 it decreased to 0.26, and in 2011 it increased compared to 2010, but did not reach the level of 2009 and amounted to 0.36. The higher the value of the coefficient, the more the enterprise is financially stable and the less dependent on third-party loans. Considering this enterprise, one cannot speak of its good financial stability; moreover, these coefficient values ​​indicate the risk of losing investments made in the enterprise and loans provided to it, which does not attract investors and creditors.

To assess the effectiveness of using the resources available to the enterprise, it is necessary to conduct an analysis business activity(Table 4).

Table 4

Business activity analysis

Name of indicator 2009 2010 2011 Sales revenue - 31,077 53126 877 251 Net profit - 23 213 77417 898 105 Payment revenue --- Labor productivity --- Resource productivity - 0.97450.7269 Material turnover ratio - 41.117633 ,8914Material turnover period-8, 755410.62222222222222222222222222222222583,1345 circle of turnover of finished products (in days) -1.50270.6174OOODRAGE OF receivables (in revolutions) -1,32011,1324 WORK 272,7144317.9156OOODICALLY OF RAMS (B to revolutions ) -2.29364.1791 Turnover period of current capital - 156.959086.1424

To characterize the financial results of an enterprise, it is necessary to analyze the enterprise's revenue. Sales revenue in 2010 amounted to 31,077,531 thousand rubles, but a year later it decreased to 26,877,251 thousand rubles.

Net profit characterizes the funds remaining in the accounts of the enterprise after taxation and payment of all mandatory payments. At the end of 2010, the net profit of OJSC KOKS amounted to 263,213,774 thousand rubles. Since sales revenue decreased, we can see a decrease in net profit, that is, in 2011 it amounted to 17,898,105 thousand rubles, which is significantly lower than this figure in 2010.

Resource productivity characterizes the efficiency of using all the property at the disposal of the enterprise and reflects how many rubles of revenue are received per ruble of funds invested in the property. In 2010, this indicator at OJSC KOKS was equal to 0.97, that is, for every invested ruble the enterprise receives 0.97 rubles, and in 2011 this indicator decreases to 0.72, that is, for every invested ruble the enterprise receives 0.72 rubles. This trend at OJSC KOKS is observed due to a general decrease in revenue without a proportional decrease in property. This does not correspond to the activities of the enterprise, and the management of this organization needs to take measures to stop the decline in revenue and direct its activities to increase revenue from product sales.

The materials turnover ratio shows how many times per year the costs of purchasing materials are covered from revenue, how many times per year the company covers the costs of purchasing materials from revenue. This indicator in 2010 was 41.12, which indicates that the company covered the costs of purchasing materials from revenue 41.12 times a year. In 2011, the situation with this indicator worsened somewhat and at the end of the year it amounted to 33.89, that is, 33.89 times the company covered the costs of purchasing materials from revenue. The decrease in the ratio is primarily due to a decrease in the enterprise's revenue itself.

The turnover period of materials characterizes the period during which the costs of purchasing materials are recouped. In 2010, this figure was equal to 8.76, so the cost of purchasing materials pays off in 8.76 days, and in 2011 the cost of purchasing materials pays off in 10.62 days, which indicates its decrease. This occurs due to the fact that revenue falls more slowly than materials in the enterprise.

Finished product turnover shows the turnover rate of finished products at a given enterprise, i.e. how many times the asset in question “turned around” during the period. In 2011, turnover increases sharply compared to 2010, where turnover was 239.58 times, and reads 583.13 times per year, due to a decrease in demand for products of KOKS OJSC, perhaps this is due to the use of new types of resources, more useful to them, the consumers. A decrease in the turnover ratio over time indicates a decrease in the efficiency of using property from the point of view of generating income (profit).

The turnaround time for finished products determines the turnaround time for finished products. In 2010 it was 1.5 days, and in 2011 this figure decreased to 0.62 days.

The accounts receivable turnover ratio shows how many times accounts receivable are turned over per year. In 2010, the turnover at JSC KOKS was 1.32 turnover per year, and in 2011 it was 1.13. As we see, there was not a big decrease in this indicator; this may indicate an increase in the number of insolvent clients and other sales problems, but it may may also be associated with the company’s transition to a softer policy of customer relations aimed at expanding market share.

The accounts receivable turnover period shows how many days it takes on average to pay accounts receivable. In 2010, the turnover of accounts receivable occurred in 272.71 days; in 2011, the turnover period increased to 317.92 days. Reducing the receivables turnover period means reducing the debt payment period.

The turnover of current liabilities shows the rate of turnover of current liabilities at a given enterprise. In 2010, the turnover rate of current liabilities was 2.29 turnovers per year, then this indicator increases, that is, the rate increases to 4.18 turnovers in 2011. The growth of the indicator indicates an increase in the speed of debt payment.

The turnover period of current liabilities shows the average period for repayment of debts on current liabilities. In 2010, the turnover of current liabilities amounted to 156.96 days, and in 2011 it decreases to 86.14 days. This suggests that the enterprise has a positive trend; this may indicate an improvement in terms of payment for services under contracts, financial difficulties among consumers, and an increase in the efficiency of the enterprise itself.

To assess the profitability of an enterprise, it is necessary to analyze and evaluate the efficiency of resource use (Table 5).

Table 5

Analysis of efficient use of resources

Indicator name 2009 2010 2011 Return on assets (in %) 5,853,252,63 Profitability of product sales (in %) - 9,1518,70 Profitability of core activities (in %) - 12,2528,08 Return on equity (in %) 14,7212,427,34 Average monthly revenue per employee --- Investment activity coefficient 3,683,233.68

Return on assets shows the effectiveness of using the capital invested in the company's property - fixed and working capital.

This figure is quite low and amounted to 5.58% in 2009, then it halved and in 2010 it amounted to 3.25%, by the end of 2011 it dropped to 2.63%. This can be explained by borrowing funds for production.

The profitability of product sales shows how much profit each ruble of the cost of products sold gives. In 2010, this figure was 9.15%, and a year later it almost doubled and by the end of 2010 reached 18.7%. This happened due to an increase in the amount of profit from the sale of products and a decrease in its cost.

Profitability of core activities. Shows how much profit the company makes from each ruble spent on the production and sale of products. In 2010, the profitability of core activities at OJSC KOKS was 12.25%, and in 2011 this figure more than doubled and amounted to 28.08%. An increase in this ratio reflects an increase in the profitability of core activities and means an improvement in the financial condition of the enterprise.

The return on equity ratio characterizes the efficiency of use of capital and shows how much net profit the enterprise has per ruble advanced in capital. This indicator had the following trend: in 2009 it was 14.72%. Then in 2010 it decreased to 12.42%, and in 2011 there was a reduction to 7.34%. Return on equity has decreased, which indicates a reduction in the return on equity. This is most likely due to the fact that the share of hard-to-sell and slow-to-sell assets, which cannot give a quick return, has increased in the composition of the enterprise's assets. Thus, inventories will turn into income only after passing through the stage of production and circulation (sales); fixed assets create conditions or are directly involved in the production process and do not directly provide income.

The investment activity coefficient characterizes investment activity and determines the amount of funds allocated by the organization for modification and improvement of property and for financial investments in other organizations. This coefficient is practically at the same level for 3 analyzed years. In 2009 and 2011 it amounted to 3.68%, and only in 2010 it decreased slightly to 3.23%. That is, in 2010 the amount of funds allocated by the organization for investments in other organizations was reduced.

Thus, after analyzing we can draw the following conclusions:

)The balance sheet currency of the enterprise for the analyzed period increased by 51,812 thousand rubles. or by 0.14%, which may indirectly indicate a slight expansion of economic turnover;

2)The presence of net profit at the enterprise in the analyzed period indicates an available source of replenishment of working capital;

)The enterprise's return on equity is low, which indicates insufficient efficiency of its activities;

)The level of borrowed capital is so high that the enterprise is heavily dependent on debt, which means there is a high risk of its insolvency if interruptions in the flow of income occur;

)The repayment terms of accounts receivable are increasing, which indicates a deterioration in the business activity of the enterprise.

3Analysis of revenue dynamics and organization of calculation of planned revenue from product sales at OJSC KOKS

Due to the current economic conditions, studying the dynamics of sales revenue is currently the main task of economic analysis of the volume of activity of any business entity.

In order to analyze the dynamics of revenue, it is necessary to determine deviations in the sales of each type of product of the enterprise (Table 6).

Table 6

Dynamics of revenue from sales of various types of products

2010 thousand rubles 2011 thousand rubles Absolute deviation thousand rubles Relative deviation % Sales of coke and coke products 1206521510523641- 1541574- 12.8 Sales of cast iron 8542178945218791000910.7 Sales of coal and coal concentrate 9458762 5821873- 3636889- 38.4 Sales of cast iron products 548632496548- 52084- 9.5 Sales of powder metallurgy products 24176236798712622552.2 Sales of crushed cast iron 134965147482125179.3 Other sales 8601767533- 18484- 21.5 Total sales revenue 3107753126877251- 420028 0- 13.5

Based on Table 6, it can be seen that revenue as a whole decreased at the enterprise compared to the same period by 4,200,280 thousand rubles, and the relative deviation was 13.5%. In turn, revenue from sales of coke and coke products decreased by 1,541,574 thousand rubles. compared to the previous year, the relative deviation was 12.8%, and revenue from the sale of cast iron increased in 2011 compared to 2010 by 910,009 thousand rubles, and there was also an increase in revenue from the sale of powder metallurgy products by 126,225 thousand rubles. in 2011 compared to 2010 and crushed iron by 12,517 thousand rubles. As for the change in revenue from the sale of coal and coal concentrate, it decreased in 2011 compared to 2010 by 3,636,889 thousand rubles, which amounted to 38.4%. A downward trend in revenue was also observed from the sale of cast iron products from 548,632 thousand rubles. in 2010 to 496,548 thousand rubles. in 2011, which amounted to 9.5%, as well as from other sales. It decreased in 2011 compared to 2010 by 18,484 thousand rubles, which amounted to 21.5%.

Based on the analysis of revenue dynamics, we can say that OJSC KOKS has both positive and negative dynamics of revenue from product sales, but in general the total revenue has a negative dynamics, which indicates abnormal development of the organization’s economy. The main reasons for the drop in revenue from product sales could be:

A) untimely conclusion (extension, revision of existing) contracts with potential buyers for the supply of products;

b) violation of contractual obligations regarding the volume, range, quality of supplied products, shipment dates and other delivery conditions;

V) the buyer’s refusal to receive products on time, including due to the accumulation of excess and excess inventory;

G) insufficient (incomplete, incompetent) study of consumer demand in the serviced area;

d) failure to develop a potential sales market;

e) lack of supplies of finished products in the required volume, range, quality to fulfill current contractual obligations and urgent orders (lack of safety stock), etc.

In the process of financial and economic activities, the financial services of an enterprise can plan revenue for the coming year, quarter and promptly.

Annual revenue planning is effective in a stable economic situation. In conditions of instability, when the relationship between supply and demand is confirmed by changes that are difficult to predict and the legally established rules of conduct for legal entities are constantly changing, annual planning is difficult and is not an objective guideline for the enterprise. In such a situation, quarterly planning is more appropriate.

The most common method is the direct calculation of planned revenue from product sales. This is exactly the method used at OJSC KOKS. Let's consider how this organization plans revenue for the coming periods based on existing sales volumes and product prices.

Since not all commercial products (TP) produced in a given period are sold, when planning sales revenue, the volumes of carryover balances at the beginning (O1) and end (O2) of the planning period are also taken into account, as a result of which the planned sales volume (Vp) is calculated according to following formula:

VP = O1 + TP - O2. (7)

In Table 7 we can see how revenue from product sales is calculated by direct payment to OJSC KOKS.

Table 7

Calculation of revenue from product sales

Name of products Remains at the beginning of the year, million tons. Production plan, million tons. Remains at the end of the year, million tons. Sales volume, million tons. Cost in selling prices. Tonnes of products, million rubles. Total sales volume. million rubles Coking coal 0.41.20.31.30.01213878 Coke 0.22.70.12.80.00195320 Cast iron 0.84.30.64.50.00731500 Iron ore concentrate 0.62.30.52.40.00122880 Coal 0.51, 10.31.30.0022600Total: 56178

Thus, we can summarize that revenue from sales of products is one of the main sources of reimbursement of funds for the production and sale of products, the formation of income and the formation of financial resources. In a market economy, sales volumes and revenues are given a special place. Not only internal production reimbursement of costs and profit generation, but also the timeliness and completeness of tax payments and repayment of bank loans depend on the amount of revenue, which ultimately affects the financial result of the enterprise.

3.WAYS TO INCREASE REVENUE FROM PRODUCT SALES

The amount of revenue from product sales is influenced by many factors, both dependent and independent of the activities of the enterprise, and OJSC KOKS is no exception. Factors directly dependent on the enterprise are:

· volume

· range

· quality and competitiveness of manufactured products

· price level

Product output mainly determines the volume of product sales: with an increase in its output, the sales volume increases, and vice versa.

In addition, the amount of revenue depends on:

· rhythm of the enterprise's work

· completeness of products

· nature of shipment

· demand for this product

· forms of payment for products

Working according to schedule contributes to uniform shipment of products and timely receipt of revenue. The release of products that are in demand ensures their full implementation. The use of the most progressive forms of payment for products, the timely issuance of payment documents and their transfer to the bank is an important factor in revenue planning. The product range significantly affects the amount of revenue, since products are not sold at the same prices. Carrying out assortment planning is an indispensable condition for carrying out planning for revenue from product sales. The amount of revenue an enterprise receives from sales of products also depends on the price level: if wholesale prices for products decrease, then revenue from its sales decreases, and vice versa.

Factors beyond the control of the enterprise include:

· transport disruptions

· late payment for products due to insolvency of buyers

· delays in bank payments, etc.

In a market economy, the revenue of any commercial enterprise, and in particular OJSC KOKS, largely depends on the correct determination of prices for the goods and services sold, which primarily depends on the financial service of the enterprise. Currently, the pricing system is essentially reduced to the use of free, i.e. market prices, the value of which is determined by supply and demand. The price of products, as a rule, includes a certain level of profitability. But sometimes unprofitable prices (the so-called penetration prices) are used in order to displace competitors, expand sales markets and in the expectation that the enterprise's subsequent losses will be compensated by reorienting consumer demand for its products. State price regulation is used for a narrow range of goods produced by monopoly enterprises.

Both free and regulated prices can be wholesale (sale) and retail. The wholesale price of an enterprise includes the full cost of production and the profit of the enterprise. At the enterprise's wholesale prices, the products are sold to other enterprises or trade and sales organizations. The retail price includes the wholesale price and a trade markup (discount).

Thus, the level of free and regulated prices is the most important factor, affecting revenue from sales of products, and consequently, the amount of profit.

All enterprises, except those that sell standardized products in markets with high level competition, have a certain degree of freedom in setting prices for their products and therefore independently choose a pricing policy, for which the financial service of the enterprise is responsible.

The volume of sales revenue depends on the choice of product pricing strategy. The pricing policy at an enterprise in market conditions is developed taking into account production costs, supply and demand of products, competition in sales markets, and the influence of government regulation. Therefore, the company first sets the initial price and then adjusts it taking into account current external market factors.

Price is a monetary expression of the value and use value of a product, so it not only reflects the internal and external factors production, but affects them.

When generating revenue from product sales, price performs several functions

· accounting, as it serves as a means of accounting for revenue from sales of products, costs of production and sales of products, production efficiency;

· stimulating, since high prices stimulate the production of specific products;

· distributive, since the deviation of the price for the products of a given enterprise from the average prevailing prices reflects the direction of distribution of profits either in favor of the manufacturer or in favor of the consumer. With the help of prices, income is redistributed between enterprises, industries, and regions;

· regulating, i.e. supply and demand for specific products and the law of monetary circulation are taken into account, competition equalizes prices and marginal production costs, and allows for efficient use of resources.

From the above, we can conclude that there are a lot of factors influencing the revenue from sales of products at OJSC KOKS and the enterprise must constantly monitor changes in one or another factor. Apply various calculations at the present time and, based on the results obtained, make forecasts for the future in order to increase your revenue from product sales and direct it to expand production.

3.2Basic methods of increasing revenue

In market conditions, an enterprise must strive, if not to obtain maximum profit, then at least to the amount of profit that would allow it not only to firmly maintain its position in the market for the sale of its goods and services, but also to ensure the dynamic development of its production in a competitive environment. Ultimately, this involves knowing the sources of profit and finding ways to best use them.

Considering profit as an economic category, we talk about it in the abstract. But when planning and assessing the economic and financial activities of an enterprise, and distributing the profits remaining at the disposal of the enterprise, specific indicators are used. Everyone knows that profit is the positive difference between revenue and costs.

Considering the situation with the OAO KOKS enterprise, it should be said that this enterprise urgently needs to use various methods to increase its revenue from product sales, since revenue from product sales is falling. Consequently, the company can barely cover its costs, let alone expand its production.

Methods for increasing revenue from product sales may be different, depending on the activities of the enterprise. As for the organization OJSC KOKS, it should be noted that it is engaged in the production and sale of products to the final buyer, so we will consider the main methods of increasing revenue from product sales characteristic of this enterprise (Figure 9).

In the figure we can see that some methods, regardless of anything, can increase profits, such as increasing the volume of product sales and reducing production costs, and a method such as increasing prices will only be effective if other methods are applied, namely to to increase the price, it is necessary to improve the quality of the product, since a competitive market can displace this agent.

Figure 9. Scheme of methods for increasing revenue from product sales

Also, to increase the price, it is necessary to search for more profitable markets sales, which is very difficult to do in a competitive market environment. And the last method presented in the table, leading to higher prices for products, is sales in a more optimal time frame. It can also be noted that, along with these methods, there is an important method for reducing the costs of production and sales of these products, reducing production costs.

Let's consider how an increase in the volume of product sales affects the increase in sales revenue. To do this, we need to see the change in sales volumes in 2011 compared to 2010 and then monitor the situation; if the company’s sales volume increases in the future, how will this affect sales revenue, undoubtedly it will grow, we will prove this with calculations.

To determine the impact of sales volume on profit, it is necessary to multiply the profit of the previous period by the change in sales volume. The proceeds from the sale of goods of the enterprise in 2011 amounted to 26,877,251 thousand rubles. First, it is necessary to determine the volume of sales in basic prices, for this we divide the revenue by the price index, which was 1.27 in 2011:

: 1.27 = 21163149.8 thousand rubles.

Taking this into account, the change in sales volume for the analyzed period was:

(21163149,8: 31077531)*100% =68,1%

those. There was a decrease in the volume of products sold by 37.9%. Due to a decrease in product sales, profit from the sale of products, works, and services decreased:

* (-0.379) = -1905037.06 thousand rubles.

If the volume of products sold increases in the subsequent year 2011, for example by 10%, revenue from product sales will increase and amount to:

(2844324 * 0.1) + 2844324 = 3128756.4 thousand rubles

All presented methods directly affect the amount of revenue, and what activities to carry out at the enterprise are decided by managers together with the chief accountant and economist. It is necessary to take into account all the nuances of the enterprise and have relevant information on the state of the sales and consumer markets on the day of discussion of problems and decision-making, as well as on the state of affairs and activities of other competing enterprises.

3Justification of the effectiveness of methods for increasing revenue

Each enterprise has specially trained people who constantly analyze costs and look for ways to reduce them in order to increase profits. But to a large extent this work is ensured by inflation and rising prices for raw materials and fuel and energy resources. In conditions of sharp rise in prices and lack of own working capital for enterprises, the possibility of increasing profits as a result of lowering costs is excluded.

Let's consider the effectiveness of the above methods for increasing revenue from product sales at OJSC KOKS.

An increase in the volume of product sales in physical terms, other things being equal, leads to an increase in profits. Increasing production volumes that are in demand can be achieved through capital investments, which requires the use of profits to purchase more productive equipment, develop new technologies, and expand production. This path is now difficult or almost impossible for OJSC KOKS due to inflation, rising prices and the unavailability of long-term credit.

Since profit from sales of products occupies the largest share in the structure of balance sheet profit, an analysis of the factors that determine it is important for identifying growth reserves for the entire balance sheet profit. Under stable economic conditions, the main way to increase profits from product sales is to reduce costs. This is especially important for enterprises in the manufacturing industries, which partly includes the OAO KOKS plant, where the share of raw materials in production costs is significantly higher than at similar enterprises in developed countries, and the weight of waste is significant. But it should be noted that OJSC KOKS is not only a processing enterprise, but also a mining enterprise, and in mining industries, it is quite difficult to achieve an increase in profit as a result of reducing the cost of mining due to natural causes. This can mainly be achieved by increasing production volumes.

The situation with production volumes Lately critical at Russian enterprises, which, as we know, negatively affects profits from product sales, but despite this, enterprises receive fairly high profits, not only at the same level as in previous years, but also increasing them. As production costs increase and production volumes decrease, profits increase due to constantly rising prices. An increase in price in itself is not a negative factor. It is quite justified if it is associated with an increase in demand for products, improvement of technical and economic parameters and consumer properties manufactured products. It follows from this that OAO KOKS should build its policy on improving the quality of its products so that it has no equal in the competitive market, and then this will lead to a significant increase in revenue figures. Along with improving quality. It is necessary to explore sales markets and find the best conditions for yourself, precisely in terms of getting the desired revenue, and not at least something to cover losses. And of course, one of the methods is to sell your products in the optimal time frame. This method is not unimportant for the enterprise, since the faster the enterprise sells its products, the faster it will receive money, put it into production and thereby receive several times the revenue, which it will use at its own discretion, this is on the one hand. On the other hand, the rapid sale of products will attract buyers; they will see that the product does not sit stale, which means it has good qualities, so it is worth taking, which will also lead to an increase in revenue and in the future to the expansion of production.

In addition to methods of increasing the volume of production, increasing prices for promoting products to unfilled markets, the managers of OJSC KOKS need to pay attention to the problem of reducing the costs of production and sales of these products, reducing production costs.

Thus, labor compensation plays a significant role in the structure of production costs of OJSC KOKS. Therefore, the urgent task is to reduce the labor intensity of manufactured products, increase labor productivity, and reduce the number of administrative and service personnel.

Reducing the labor intensity of products and increasing labor productivity can be achieved in various ways. For the enterprise in question, the most effective will be the development and application of progressive, high-performance technologies. However, measures to improve the equipment and technology used will not give the proper return without improving the organization of production and labor.

In the traditional view, the most important ways to reduce costs is to save all types of resources consumed in production: labor and material.

Material resources occupy up to 3/5 in the structure of production costs of KOKS OJSC products. Hence the importance of saving these resources and their rational use is clear. The use of resource-saving technological processes comes to the fore here. It is also important to increase the demands and widespread use of incoming quality control of various materials and equipment received from suppliers.

Profit at OJSC KOKS will increase as a result of an increase in product production, an increase in the share of products with higher profitability, a decrease in production costs, an increase in wholesale prices, and an increase in the quality of products.

The range of products produced has a direct impact on profits. When the assortment structure changes in the direction of increasing the share of products with higher profitability, an additional increase in profit is ensured.

Among the factors influencing profit growth, the leading role belongs to the reduction in product costs. The choice of ways to reduce current production costs is based on an analysis of the cost structure. For material industries, the most typical way is to save material resources; for labor-intensive industries, it is to improve the use of fixed capital; for energy-intensive industries, it is to save fuel and electricity.

When producing products of higher quality, operating costs most often increase. However, as a result of selling these products at higher prices, profits also increase.

Drawing a conclusion, it should be said that all of the above methods can be applied at OAO KOKS and they will bear fruit. An enterprise following one of the above paths or several at once will ensure an increase in revenue, and therefore a way out of the crisis in which it finds itself. The further development and functioning of the enterprise depends on the reasonable actions of the management of this organization and their desire to bring the enterprise to the proper level with good profitability indicators and annual revenue.

CONCLUSION

Sales proceeds provide an interesting subject for research. In this work, an attempt was made to reveal the economic content, some aspects of practical application, calculations related to the object under study. Sales proceeds were examined and how final result activities of the enterprise, that is, the stages of the circulation of enterprise funds were studied.

As you can see, revenue depends on many factors, both dependent on the enterprise (the degree of possibility of influence also depends on many factors) and independent.

The emphasized importance of revenue suggests that its untimely formation and receipt can lead to adverse consequences for the enterprise, even leading to a financial crisis at the local level.

Revenue from the sale of products is an indicator of financial condition that characterizes the economic activity of an enterprise. The successful financial and economic activities of the enterprise will depend on how accurately the revenue is planned. The calculation of planned revenue must be economically justified, which will allow for a timely and complete increase in own working capital, appropriate payments to workers and employees, as well as timely settlements with the budget, banks and suppliers.

Changes in the volume of sales revenue have a great impact on the financial results of operations and on the financial stability of the enterprise.

Based on the analysis of OJSC KOKS, we can conclude that this enterprise needs to carry out modernization and use various methods to increase revenue. Since this figure is quite low for this organization and, moreover, it has been falling for several years. This is necessary because sales revenue is the main component for OJSC KOKS, which forms the organization’s profit.

Revenue is not yet income, but a source of reimbursement of funds spent on the production of products and the formation of cash funds and financial reserves of the enterprise.

An increase in revenue at an appropriate level of costs leads to an increase in profits, which further creates a financial basis for self-financing of expanded reproduction and solving problems of social and material incentives for workers.

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APPENDIX A

Balance sheet of the enterprise OJSC KOKS for 2009-2011

ACTIV200920102011I. NON-CURRENT ASSETSthousands. rub.%thousand rub.%thousand rub.% Intangible assets 760.001200.001230.00 including: patents 760.001200.001110.00 other 00.0000.00120.00 Research and development results 210.003880.0000.00 Fixed assets 457593412.39424099413 ,30420025611.36including: land plots101380.0380850 ,0380850.02 buildings, machinery and equipment 34104789, 24339253210, 6432860128.89 construction in progress 10991152.988239512.589000902.43 advances issued (construction of facilities) 562030.15164260.0560690.0 2 Income from investments in intangible assets 00.0000.0000.00 Financial investments 2360518863.931966901561.672003303354.18c including: investments in subsidiaries 2089287756.591681036752.711566323642.36 investments in other organizations 11417313.0911417313.5811482023.11 loans provided to organizations for a period of more than 12 months 15185904.1117164275.3 832211058.71 other financial investments 00.0000.0000.00 Deferred tax assets 11180.009890.00777480, 21 Other non-current assets 16660884.5115738884.941612550.44 TOTAL for section I: 2984834580.842548539479.912447241566.19 II CURRENT ASSETS Inventories 7249331.969349132.9388 83602.40 including: raw materials, materials and other similar values ​​6807721.847558212.377930412.14 costs in work in progress (distribution costs )00.0000.0000.00finished products and goods for resale396140.111297190.41460910.12goods shipped00.0000.00417750.11deferred expenses45470.01493730.1574530.02Value added tax on acquired assets284 0970.772226560.702030330.55 Accounts receivable 35892709.72418080513, 111090149129.48 including: buyers and customers 21478045.8221461026.7330003258.11 advances issued (construction of facilities) 2148010.583759261, 181882640.51 other debtors 12267813.3216587775, 20771290220.86 Financial investments (excluding cash equivalents) 24427816.628441272.654915071.33 including :loans provided to organizations for a period of less than 12 months23790096.448441272.654915071.33deposits637720.1700.0000.00other financial investments00.0000.0000.00Cash (and cash equivalents)137490.041078810.345107 0.01 including: cash desk 1410.001080, 001170.00 settlement accounts 108400.03986520.3122200.01 currency accounts 14030.0081690.0315420.00 other cash accounts 13650.009520.0012280.00 Other current assets 196660.051164950.37127 400.03 TOTAL for section II 707449619.16640687720.091250223833.81 LIABILITIES III CAPITAL AND RESERVES Authorized capital 330050.09330050.10330050 .09 Own shares purchased from shareholders 00.00 (-5928063) 0.0000.00 Revaluation of non-current assets 1411640.381406360.441393860.38 Additional capital (without revaluation) 13604283.6813604284.2713604283.68 Reserve capital 50020.0150020.0250020.01 including: reserves, formed in accordance with the law 50020.0150020.0250020.01 Retained earnings (uncovered profit) 1314834135.611273878639.941171156031.67 TOTAL for section III 1468794039.78834979426.181324938135, 83IV LONG-TERM LIABILITIES Borrowed funds 1063931228.81952384529.861723451846.61 including: loans to be repaid within 12 months 551296214.93452384514.189658832.61 loans to be repaid within 12 months 512635013.88500000015.681626863544.00 Deferred tax liabilities 2873350.784689111.47694480.1 9Estimated liabilities00.0000.0000.00Other liabilities00.0000.0000.00TOTAL for section IV1092664729.59999275631.331730396646 ,80V SHORT-TERM LIABILITIES Borrowed funds 837581522.681043032532.70410900111.11 including: loans to be repaid within 12 months 664838018.01942868629.5611335823.07 loans to be repaid within 12 months 664868018.01942868629.5629754198.05 Accounts payable 28839537.8130270199.4922576066.11 including :suppliers and contractors8848542,406932132,1713490063.65debt to the organization’s personnel365020,10732270,23436830.12debt to extra-budgetary funds100670.03185680.06202950.05debt for taxes and fees1 034120,282554580,80685500,19 debt to participants (founders) for payment of income 16162014,3818778045,896592281, 78advances received1623470,44712350,22963500,26other creditors705700,19375140,12204910,06Deferred income770,005050,004820,00Estimated liabilities441640,12478270,15541250,15Pro whose liabilities42750.01440450.14920.00TOTAL for section V1130825430.631354972142.49643130617.39BALANCE 36922841100.0031892271100.0036974653100 .00

Appendix B

Profit and loss report of OJSC KOKS for 2009-2011

Name 2009 2010 2011 Revenue - 31,077 53,126,877,251 Cost of sales - 23,213,77,417,898,105 Gross profit (loss) - 7,863,7578,979,146 Selling expenses - 4,250,4533,184,538 Administrative expenses-768 980768 125 Profit (loss) from sales 3 252 4362 844 3245 026 483 Revenue from participation in other organizations 546 2511 681 87642 797 Interest receivable - 191 664 267 515 Interest payable - 1 607 8681 971 366 Other income - 21 918 44813 214 441 Other expenses 785 65526 ​​538 25615 017 414 Profit (loss) before tax2 466 8521 509 8121 562 456 Current income tax91 752-401 479 including permanent tax liabilities-235 667270 079Change in deferred tax liabilities-10 514181 702Change in deferred tax assets-76 809128Other-406 7207 217Net profit (loss)2 161 6811 036 797971 930

Life is like a zebra: a black stripe replaces a white one. And for business, this could not be more true: either a decrease in revenue or an increase. Surely everyone business man experienced times when his company experienced a decrease in revenue due to a decrease in sales volume. The main thing here is not to panic and not to mess things up in a hurry. Some businessmen in such a situation immediately decide to get rid of one assortment of goods and purchase another, reshuffle personnel, or even completely change a long-established team. Will the decline in revenue stop after this?

You will learn:

• What factors influence the level of revenue.
• What are the reasons for the decrease in sales revenue?
• How to analyze the decline in revenue at an enterprise.

Why a decrease in revenue is dangerous for an enterprise

First, let's define revenue itself. This is the amount of cash receipts from the sale of goods of the enterprise, which is at the same time the main source of financing the activities of this organization. The total revenue of a company is a combination of three main areas of activity:

• revenue from the sale of goods and services provided. By and large, this is the main task of the enterprise;
• revenue from investors through the placement of their shares and bonds;
• investment proceeds: monetary gains resulting from the sale of securities and non-current assets.

As already mentioned, these types of activities form the total revenue, its decrease or increase. However, one of them is the main one, namely the main activity of the enterprise, the reason for which it actually exists - the production and sale of certain products for the sake of revenue.

In general, product sales are the last stage of the company’s work cycle, which is also of primary importance. Because without revenue it is impossible to start a new production cycle, it is impossible to maintain the circulation of funds. Decrease in income – production downtime. What is product sales? These are goods purchased by the consumer at retail or taken out of the warehouse in bulk, and already paid for in full. It is important to remember that various types of indirect taxes are not included in revenue; there is a separate accounting column for them.

What determines the decrease or increase in your company's revenue? Is it decreasing or increasing? There are many roles that play a role here. various factors, such as: the range of goods sold, its quality and quantity, settlement and payment discipline and, of course, the company’s pricing policy.

The total quantity of goods sold, and, accordingly, revenue is directly related to its production, as well as to the remnants of products from the previous production cycle, “carrying over” from month to month, from quarter to quarter, or even from year to year.

The conclusion is simple: revenue from products and services provided is the main material component of an enterprise’s well-being. Because without its own resources, which are constantly in circulation and replenished, not a single company will stay afloat for long.

Factors reducing revenue

Factors that influence the amount of sales revenue can be divided into two types: those that are related to the operation of the enterprise itself, and those that are not.

Factors on which the amount of increase or decrease in a company’s revenue depends:

• range of manufactured goods;
• volume of production;
• the quality of goods, as well as their ability to compete with others similar on the market;
• the company's pricing policy;
• what methods can you pay for the goods (the more possible forms of payment, the better);
• shipment of products (a variety of shipping methods is a priority);
• stability and cyclical operation of the enterprise;
• completeness of the goods;
• and, of course, one of the main factors is demand for products.

Now about force majeure factors, which are in no way connected with the activities of the enterprise and its increased or decreased revenue. This:

• problems with the bank (for example, delays in settlements);
• difficulties with transport (lateness, breakdown, etc.);
• delay or refusal to pay for goods by buyers (for a variety of reasons).

Sales techniques that will protect you from revenue decline

Are you already using additional and cross-selling, regularly holding promotions, offering “locomotive” products, but your revenue is still decreasing? Try to implement non-trivial techniques from the editors of the “Commercial Director” magazine, which will attract the attention of even indifferent customers and motivate them to purchase.

Possible reasons for the decrease in sales revenue

• Seasonal drop in demand

The demand for many consumer goods is in one way or another tied to the season, and nothing can be done about it. Who needs skis in the summer, unless, of course, you live in the Far North? But there is also good news: to a seasonal decrease in revenue certain business I have long adapted and calculated all my steps “from” to “to”. So, a decrease in seasonal revenue does not have much impact on the annual financial results of established enterprises. If you are planning to enter completely new markets, then you should definitely pay attention to their specifics in this regard. For example, a decrease in revenue in the summer in southern Europe. Who hasn't heard of a siesta in hot Spain? Sellers work less during the day, and customers are less likely to be seen in stores. That's why revenue is declining. So “shopping” siestas may well continue for a couple of months due to the same unbearable heat.

• Loss of popularity of the product

Remember the phrase: “Nothing lasts forever under the sun”? Another reason for the decline in revenue is completely banal. The client simply lost interest in the goods produced by the company. Why suddenly? There can be many reasons. Or your products are outdated. Or competitors have a product of comparable quality, only much cheaper. Or, finally, fashion has simply changed, which, as you know, is a capricious lady. The result is a decrease in revenue.

• Customers leaving for competitors

Competition is a blessing for consumers and an eternal irritant for business representatives. A decrease in revenue can happen literally at any moment, and the worst thing is that sometimes nothing depends on you. A strong competing company appears on the market - that’s it, revenue immediately decreases. Competitors began to sell goods at dumping prices - again a decrease in revenue. And it’s impossible to play it safe here. If you accept the game of lowering prices - one way or another, you will lose even more, fight with a “heavyweight” competitor - you may end up without any revenue at all.

• Fall in demand during a crisis

“Crisis”, a decrease in production, is one of the most terrible concepts for entrepreneurs. A crisis always means a decrease in the purchasing power of the population. And as a result - a decrease in revenue. By the way, people often don’t spend money not because they don’t have it. They’re just trivially saving: “What if something happens?”, “How long will this trouble last?”, “It’s better to wait until everything settles down...”. In the event of a crisis, goods of considerable value (cars, apartments), as well as those that “can be done without for now,” suffer the most from “lack of attention.” And again there is a decrease in revenue.

• Excess of loans issued to the population

According to many experts, often the cause of crises (and as a consequence, a decrease in enterprise revenue) is loans issued left and right. This is exactly the same double-edged sword. It seems that thanks to the availability of free money among the population (thanks to bank loans) and the ability to buy expensive things “on credit,” the company is increasing its declining revenue, which is good news. But money tends to run out quickly. And then what? And then there is a decline in revenue. Because a significant part of the average family’s monthly income goes precisely to repaying these same loans. But still for public utilities You have to pay and repay the debt to the bank, and food products have been getting more and more expensive lately. As a result, there is simply no money left for “optional” purchases, and many firms and enterprises are saddened to note a decrease in revenue.

• Unbalanced assortment

From the subtitle it is clear that the organization’s assortment should be as balanced as possible in order to avoid a decrease in revenue. To do this, it is better to produce goods both for earnings and for turnover. The second type of product, however, always has competitors, but there is also constant demand for it. Let's take a simple example. Recently, thermal printing has become fashionable among the population - transferring drawings to anything, from cups and saucers to gift decanters with a photo of the birthday person. As they say, whoever has enough imagination for what. So, thermal printing equipment is not that expensive due to high competition. But there are more than enough people who want to “translate” a funny design onto their favorite T-shirt or T-shirt! This means that the demand for equipment does not fade. And there is no decline in revenue. Based on these realities, the policy of a company operating in this area should be quite flexible. This means that in a certain situation, the sale of thermal printing equipment will account for approximately half of the total revenue received by the company. Moreover, we are not even talking about a decrease in profits.

• Incompetence and passivity of the organization's employees

Everything here is more or less clear: the staff is often to blame for the decline in revenue. What can you do here? First of all, analyze the work of the company’s employees, in particular, sales managers. You are wasting your money if:

• They offer customers something that is easier to sell to them.. A decrease in revenue usually occurs due to a lack of incentives for staff to perform well. Instead of selling products that bring the most profit to the company, managers advise customers what they like because it is easier. And leads to an inevitable decrease in revenue.
• Sales specialist working in a hurry precisely in order to avoid a decrease in profits. But it has long been known: if you rush, you will make people laugh. In this particular case, you will leave people without a choice, since the assortment on the shelves is not complete. Haste breeds inattention; as a result, popular goods are not delivered from the warehouse on time. The result is a decrease in revenue without any crisis.

How to determine the reasons for a decrease in revenue

There is nothing super complicated here. Just try to think about the following:

1. What was your revenue last year during the same time period? Maybe this is a normal seasonal decline, and a decrease in revenue is normal?
2. Continuing to talk about the season, is the assortment on the shelves suitable for it? The wider the range, the greater the revenue. Well, or at least less reduction in profits.
3. It also happens: almost or exactly the same amount of goods were sold as last year, but a decrease in revenue is a fact. This most likely has to do with the company's pricing policy.
4. If the decrease in revenue is not due to a seasonal decline, not because of the range or because of prices, think carefully about what changes have occurred in the company over the past year? Two or three years? The “incubation period” of some financial “diseases” can be quite long. And the financial “disease” is an inevitable decrease in revenue.
5. Perhaps the reason is something you did? Or, more precisely, inaction? Maybe they started saving on advertising? The consequences of minimizing advertising, or even completely abandoning it, also do not appear immediately and often lead to a decrease in revenue.
6. How are things going inside the company, or more precisely, with its employees? Of course, you shouldn’t suspect every second person, but it happens that a decrease in a company’s revenue is a consequence of banal theft.
7. And finally, if all parameters are normal, everything is exactly the same as a year or two ago, then the problem is not in your company. And the reduction in revenue is not up to you. Isn't it time to think about your competitors? If they did not loudly declare themselves, this does not mean at all that people are inactive. They are clearly doing something and taking part of your income for themselves. You have a decrease in revenue, on the contrary, they have an increase.

How to conduct a detailed analysis of the decline in revenue at an enterprise

Where should you start analyzing? You shouldn’t immediately study the decrease or increase in revenue throughout the company; focus first on its structural divisions. Calculate the contribution of all individual organizational units to the business of the entire enterprise, and draw up a monthly chart of the decrease or increase in profits over the past years. There are special indices that can be used to reflect price declines or increases in current or comparable prices. Indices of price changes for certain goods will also help.

If the company's revenue curve is growing steadily all the time, then everything is in order with your company, as it should be ideally. If there is a decline, you need to think about it. In general, the reasons for a decrease or increase in price dynamics can be measured using factor analysis techniques.

When analyzing the state of your enterprise, do not forget about certain indicators that, one way or another, are interconnected with the volume of product sales and the company’s profit. The indicators of decrease or increase are as follows:

• quantity of goods produced;
• product inventories in the warehouse premises of the enterprise;
• contracts for a certain number of company goods. Compliance of this quantity with the technical capabilities of the organization;
• How fully and efficiently are agreements on the production and loading of goods fulfilled;
• share of repayment of receivables.

If you intend to correctly assess the guarantees of receiving the greatest revenue (and especially not reducing it) from the sale of a product, you need to correctly calculate the balance between the number of product orders, the possibilities of its production and sales volume. A balance is also absolutely necessary between the company’s production volumes and their synchronous change. If the condition is not met, you risk a reduction in revenue. So, it is necessary to analyze the changes in the following points:

• Low or declining level of product sales. The reason for the decrease in revenue may be both problems with the sale of goods and overestimated production of products. The list also includes violation of contracts and problems with payment discipline.
• The growth rate of production volume exceeds the growth rate of sales volume. There are a lot of reasons for this. Incorrect market forecast regarding demand for products, fraught with a decrease in profits. Incorrectly defined dynamics of enterprise development. At some point, the company's products simply ceased to be in demand among potential buyers - hence the decrease in revenue.
• The growth rate of production volume is lower than the growth rate of sales volume. Same decline in profits. But here the situation is reversed compared to the previous one. And it remains to be seen which of the two is worse. In this situation, there is a risk of violating agreements concluded in advance, and in the best case, simply getting a shortage of products for sale. However, sometimes a decrease in production revenue is due to an oversupply of goods “in reserve.”
• The growth rate of production volume exceeds the growth rate of production orders in accordance with the agreements concluded this moment time of economic contracts for the supply of products. A decrease in revenue may occur due to the fact that the company’s regular customers have “turned away” from the product. Also included possible reasons decrease in revenue - the company’s product release program has not been fully developed, too rapid a change in the market, to which they did not have time to react in time. IN in this case, until alternative options for selling the product are considered, it will continue to uselessly take up space in warehouses. This means that an inevitable decline in revenue is guaranteed.
• The growth rate of production volume is lower than the growth rate of the volume of production orders in accordance with the economic contracts for the supply of products concluded at a given time. There is a decline in revenue, and not only business reputation is at stake here, although it will suffer first of all if the company is unable to fulfill its obligations to produce a certain product. This, in turn, is fraught with the loss of not only individual large customers, but also entire markets. Well, as a negative “bonus” there is an inevitable decrease in the company’s revenue.
• Reducing the number of contracts for the supply of products and their volumes. When warehouses are filled with goods, and no one is in a hurry to sign contracts for their purchase, then there is most likely one reason - there is more than enough product. This state of affairs indicates that the company's products are currently uncompetitive. The result is a decrease in revenue.

The analysis of changes in the above points is carried out in value terms for the entire activity of the company. Assortment analysis is done in physical terms.

How to manage costs to prevent sales revenue from declining

The dynamics of growth, as well as the size of the decrease or increase in the company’s revenue, also determine its financial balance. They are tied to both the turnover of the company’s assets, profitability of sales, and the actual attractiveness of the company for investment from outside.

Sales revenue depends on two factors:

1. The total volume of products sold, the piece value of each type of product.
2. Cost of goods sold, proceeds from sales.

In light of this, revenue will be equal to the total cost of the product and the revenue from its sale.

There are two groups of factors that determine a decrease or increase in revenue from sales of goods.

One group of factors is used to achieve a particular revenue from a product. The other solves the problem of achieving a certain amount of sales revenue, and the final financial result does not matter if, in the end, you do not go into the red.

However, most often in reality (and not in theory), business owners, in order to prevent a decrease in revenue, try to kill two birds with one stone, and therefore use both factors for calculations, especially if they take into account their relationship.

To effectively manage sales revenue, it is important to correctly determine the nature of the costs of the product being sold.

Variables are costs, the value of which depends on the quantity of products produced and its sales, and here everything is proportional. This includes money for raw materials for goods and piecework wages. Payment for energy for production (electricity, gas, fuel), as well as packaging for products, is also part of this topic.

Constant expenses include expenses that do not directly depend on the volume of production and sales. This is, say, rent for premises or depreciation of various enterprise assets.

By the way, there are more specific formulations of these costs, namely conditionally variable and conditionally constant. This is due to the fact that in some situations certain costs change their “color”, and one day a constant may become a variable, or vice versa.

Let's give a simple example. For example, in the employment contract of people working on piecework, there is a clause on payment for forced downtime. These amounts are not directly related to changes in production volumes. So it turns out that costs from the category of variables have been reclassified as constant.

It follows that it is simply impossible to compile an exact list of certain costs for a company for the entire period of its operation. However, this is why there are specialists who, in each individual case, calculate exactly which costs will “jump” after increasing the capacity of the enterprise, increasing the total sales volume, and in what proportion. And will there be a decrease or increase in revenue? So it is not only possible, but also necessary to temporarily divide costs into fixed and variable. This will help you understand how the demand curve for a product affects an increase or decrease in company revenue.

There are other types of costs that affect the decrease in revenue: direct and indirect. Those that go only to the production and sale of a specific type of goods are called direct costs. All the rest, without exception, are indirect costs.

This is where a little confusion may arise for a non-specialist. Because if direct costs in almost all cases will be variable, then some types of the latter are not always so “true” to direct ones and easily turn out to be indirect. Let's give a simple example. Let's say that different types of goods are produced in the same technical room. But there is only one electricity supply for all production lines.

As already mentioned, on certain type goods are tied exclusively to direct variable costs. For all other costs, the distribution across the product range is no more than conditional. What does it mean? And so, depending on the choice of a specific distribution feature, the costs of a certain product can either increase or decrease. This state of affairs is extremely useful for establishing upper and lower price limits for certain goods produced by the enterprise.

There is such a thing as marginal profit. In short and to the point, the sum of constant indirect costs and profits from the sale of goods contained in the revenue from sales of goods will be called marginally th profit. Depending on the demand for a particular product, some parts will be included in its price marginal arrived.

From all of the above, we can draw the following conclusion: the financial feasibility of selling a product is determined by one condition - the cost of sale must be higher than direct variable costs.

How to eliminate a decrease in revenue from product sales

1. Study the market thoroughly

“Go there, I don’t know where, find something, I don’t know what, and sell it somehow” - this phrase is not about business. In it, you can’t rely on chance at all. Therefore, before opening your own business and counting on some kind of revenue, you must carefully analyze all the components of your future market. In particular, collect information about possible competitors. Understand why they got such a result (a quick takeoff or, conversely, a catastrophic decline in revenue). Analyze their mistakes and findings. And, of course, it wouldn’t hurt to have a detailed business plan that takes into account the decrease and increase in revenue over different periods of time.

There is no normal revenue without advertising, as any more or less savvy businessman knows. Another question is how much it costs now. Eg, commercials on television, “thanks to” their exorbitant prices, they are not available to every company. Television is not clearly complaining about revenue. However, there is always a way out. To avoid a decrease in revenue, advertising banners on the roads, leaflets on poles and advertisements in newspapers have not yet been canceled. Among other things, with the development of the Internet, many other quite effective advertising platforms have appeared: email newsletters, various kinds of websites and social media. Spend money on advertising and you can avoid a decrease in revenue.

3. Make prices flexible

Not exactly a new trick to avoid revenue decline. Many potential clients have long since figured it out. However, it continues to work. How many times have you seen an ad in a particular store: 30 percent discount! Everything is fair, no one is deceiving anyone, there really is a discount. Only, some time before the reduction, the store raised prices for the same goods by 30 percent. And it’s good, if not by all 40.

4. Run more promotions

Various types of promotions are our everything to avoid a decrease in revenue. This is, one might say, a kind of game for adults. For example, collect a certain number of coupons and get something for free - no matter what. In the same retail chains “Pyaterochka”, “Dixie”, etc. every week there are discounts on certain categories of products - and this is also a promotion. Show your imagination, and you definitely won’t face a decrease in revenue!

5. Make changes to how your company operates.

Find out if your salespeople are as good as they said they were during the interview and promised that there would never be a decline in sales again. Or maybe the same product can be found much cheaper somewhere? Or your company's logo doesn't impress your clients?

Expert opinion

Attracting customers with a competitive offer

Timur Dasaev,

General Director of the company "Dachny Sezon"

Several years ago, after the company's revenue declined, a study was conducted based on information from competitors. Marketing agencies also analyzed the relevant industry for us. This allowed us to make an assessment of the total market volume, and then post a good commercial offer on the website to avoid a decrease in sales. This offer could not only compete on equal terms with other companies in terms of pricing policy, but also included some additional services, which provided additional revenue to the company:

• Different price range. To prevent a decrease in the company's revenue, we try to make the client an offer that will not only satisfy all his requests, but also correspond to his financial capabilities. Let's say we can build a house using the same technology in different configurations, no less than three. Among other things, each configuration can look different, as they say, for every taste and for the same money. And without reducing profits for us.
• Possibility of ordering additional services. For example, if the client expresses such a desire, then workers’ accommodation will be fully provided at the site during construction at reduced prices. The customer will not need to take care of the cabins for employees and the same electricity generator. He can rent all this from us at reduced prices.
• Simple and convenient presentation of information. Potential clients are attracted not only by quality and reduced prices, but also by the visibility of the offer. If you include simple and concise explanations in the presentation (and, for customers knowledgeable in construction, diagrams of the main components), this will ultimately have an impact on increasing the company’s customer base, and therefore its revenue. A reduced price for the buyer is good revenue for the organization.

By the way, after all these innovations, the company received twenty percent more orders than during the same period a year earlier.

Expert opinion

How to increase revenue by reducing the cost of services

Askar Rakhimberdiev,

CEO and co-founder of the My Warehouse service, Moscow

What will happen if one of the already reduced-priced services is made completely free for some time? That's what we did.

True, to begin with, everything was carefully calculated. Prices for our company’s services varied from 400 to 6,400 rubles monthly. There were four tariffs in total. After analysis, it turned out that the most reduced tariff in economic terms simply does not justify itself. There is such a thing as customer value - the total profit received by the company over the entire period of working with them. So, users who chose the minimum tariff brought the organization 27.5 times less profit than clients who ordered higher tariffs. And that is not all. Consumers with the lowest tariffs were four times more likely to abandon the company's services. Ultimately, the demand for the 400-ruble service stopped showing growth dynamics. That is, the decrease in sales from this tariff was absolute.

As already mentioned, the lowest tariff has become completely free. Those. a complete decline in sales. And it was accessible to absolutely everyone: both old clients and new ones. According to calculations, sales were expected to decline by five percent. And this is only if people paying for more expensive services do not decide to exchange them for free ones.

However, we took the risk of lower revenue in hopes of acquiring more customers. And then, having become accustomed to our company, they can switch from the “zero” tariff to a more expensive one. The calculation was not based on a reduction from scratch. The fact is that free service more suitable for very small companies, in a sense, this is even some kind of help for their growth. But when the company develops and “grows up”, the small tariff becomes too small for it, and it is necessary to switch to a larger one. That is, from a reduced tariff to a normal one.

There were two main ways to switch to the free plan. The first is due to a decrease in income: not to advertise our innovations too much (for fear of losing “paying” customers who will decide to reclassify as “free”). And the second is, on the contrary, to make the information publicly available and even conduct an advertising campaign about changing the company’s policy on reducing sales. We settled on the second path: we updated the website and sent out an offer to our client base. Hopes for revenue were tied to the influx of new customers into the company, precisely from among site visitors who were not previously our clients. The decline in revenue had to be offset by the number of users.

And the results were not slow to arrive:

• the number of visitors registered on the site increased by 23%;
• if previously there were no companies on the free tariff at all, then after the reduction there were 600 of them;
• The company’s revenue curve shows growth every month: over six months, profits not only did not decrease, but rose by 12.5%.

And most importantly, even after the introduction of a free tariff to the company’s services, the number of paying clients almost did not decrease - only by 1.5%. But total revenue has increased.

Expert opinion

Increasing revenue step by step

Daria Goryakina,

Director of the Retail Business Department of the Helix Laboratory Service

Several years ago, our company set itself the task of increasing revenue.

In such cases, it is best to act in stages:

• Increase in repeat orders

To maximize revenue and to ensure that clients return to us again and again, we have added online medical consultations to the list of company services, and not even at reduced prices, but absolutely free. A similar service has become available to anyone who contacts any of the organization’s centers to get tested. The fact is that test results from our diagnostic center can be received by e-mail, which is both fast and convenient. And along with the results, the client receives an offer to receive a free online consultation with a doctor, of course, immediately with the necessary link. Letters regarding the results of the analysis are read by everyone without exception, and therefore the proposal catches the eye of everyone. As a result, 28 percent of clients opened the site page and applied for this service of ours.

• Increasing consumer loyalty

There are two areas of work here:

• Firstly, a prompt solution to the client’s problem.

For this there is a so-called feedback. You can go to our website or " Personal Area", call the call center and voice your wishes, suggestions or complaints - and not even at a reduced rate, but absolutely free!

• Secondly, the use of bonuses for dissatisfied customers.

To resolve conflict situations, the company has a special budget (30 thousand rubles every month), which is managed by the head of service quality control. Money can be used for a variety of purposes. For example, someone can retake tests for free (including at home using our mobile service). Next time someone will undergo an examination at a reduced rate (30 percent discount), while others will simply be pleased with a small gift certificate or a token of attention in the form of a bouquet of flowers from the company.

• Changing the motivation system

This part affected primarily company administrators. Previously, they had a rate of 180 rubles/hour, and now – 100 rubles/hour. Income seems to have decreased, but bonuses have been added that directly depend on revenue. But that is not all. Company employees receive additional bonuses for offering comprehensive services to visitors. Bonuses for attracting customers and their loyalty (50 percent of all bonuses) are awarded according to a special scheme.

• Increase in average check

Previously, the job of administrators was only to listen to the visitor and place the order he needed, even if at a reduced rate. There were no counter offers, but the vast majority of clients may simply not be aware of the entire list of services provided by the company. Let's say about the same online consultation or the possibility of a comprehensive examination. There was only one way out: in order to increase revenue, change both the form and content of communication between administrators and clients. A specially developed script program helped us with this, which automatically processes all available data about the visitor: age, gender, previously ordered studies and their results, many other factors, including, for example, pregnancy and current orders. After viewing the results of the program analysis, the administrator already knows approximately what other services or studies will be of interest to the client. The decline in income has stopped.

• Project "Heroes"

In order to increase the company's revenue, we have created a new position, namely, diagnostic center manager. His task is to solve certain urgent problems and control the work of administrators. The manager also reports to senior management on the sales plan. But the main thing here is that a certain link has appeared between subordinates and management. As a result, “staff turnover” decreased (to 3%), and the planned profit at retail outlets, on the contrary, increased (to 96%).

How to prevent a decrease in sales revenue during a seasonal sales decline

• Development of special service offers

A good businessman must thoroughly prepare not only for the seasonal lull, but also for the onset of the so-called “high” season, i.e. active sales season. If you approach it correctly in the future, it will pay dividends. Let's give one example. A company selling high-quality software Every year, due to a seasonal decline in sales, we lost revenue in the summer, when many people go on vacation. What did the owners do? During the winter and spring months of high sales, they announced one interesting promotion. Its essence was as follows: subject to a certain amount spent on software in the summer, the buyer has the right to free training for one of the employees, but only in the summer. As expected, many people were interested in the proposal. As a result, the seasonal decline in revenue was not so noticeable. And the competitiveness of the company has increased significantly.

• Business diversification

Behind the complex name there is a simple essence. If your business directly depends on the season, try to redirect it to another, more profitable direction during “bad” times. For example, one owner of a hotel chain on the Black Sea in winter months placed workers there and held various events. For example, alumni reunions, corporate events, etc. There was a decline in revenue, but not catastrophic.

• Long-term project planning

Prepare your sleigh in the summer and your advertising strategy in the winter. And best of all, at the end of the year, taking into account all the past shortcomings. Particular attention should be paid to future seasonal downturns and resulting declines in revenue. Advertising will help here: both stable old and new ones aimed at attracting new clients to the company. It would also be a good idea to try to develop activities in other markets during the forced decline of the priority business. With outside income you can “zero out” the decrease in revenue from seasonal business.

• Launch of new products to the market

New products that have not previously been produced by the company are also a good way to combat the seasonal decline in revenue. Experts have calculated that the best time to introduce new products to the market is January and July. An example is the strategy of car dealers, who provide customers with the most favorable conditions for purchasing goods during the months of greatest decline in profits. Thus, they offset the seasonal decline in revenue.

• Assortment adjustment

The product range should also be selected depending on the season. Agree, in winter they often order mulled wine and various kinds of hot drinks in restaurants, and in summer, on the contrary, cocktails, shakes or cold juice. It's the same in many other businesses. For example, mass flash mobs from advertising campaigns can be seen more often in the summer than in winter in thirty-degree frost.

• Short-term promotions and employee motivation

The decline in revenue or its growth largely depends on the ordinary employees of the company. And if they are well motivated, then an increase in profits will not be long in coming. What can be done for this? For example, a competition for the best employee of the month. Or the simplest option is a good bonus for the highest sales.

Expert opinion

How to prepare in advance for a seasonal sales decline

Valery Razgulyaev,

information manager for Izbenka and VkusVill companies, Moscow

The main thing here is accurate and subtle calculation. There should be just enough product (or close to it) so that it does not deteriorate and at the same time can fully cover customer requests. It should be remembered that during the off-season, less of certain products are sold, therefore, supplies must equal consumer demand. This is ideal, of course. To do this you need to work in three directions:

• Seasonality coefficients. Such coefficients are used to determine the company's revenue in a specific month of the year. Based on the calculation results, you need to plan the quantity of goods ordered. But these coefficients are a guideline only in the case when the product delivery period is long. The calculation formula, expressed as a percentage, is as follows: the ratio of the amount of sales for a particular month to the average monthly amount of sales for the year. By the way, this formula for calculating the stock of goods is suitable both during the sales season and out of season. As for the short delivery period, it is best to focus on the sale of products over the last week or two.
• Inventory of seasonal and non-seasonal goods. The calculation of reserves is done using seasonality coefficients. Here is an example of such a calculation. 100 units sold in April. one product and 50 units. another. We calculate the amount of basic products for May using the following formula:

quantity of goods for May = quantity sold in April × (kn: kn – 1), where

kn - seasonality coefficient in the last month of the season;

kn – 1 - seasonality coefficient in the penultimate month of the season.

• Timely advertising. With advertising, you don’t have to wait until the last minute, that is, until the seasonal decline. Consumers should know in advance that the store will soon expand its product offerings. However, at the very beginning of the season, advertising will also not hurt, as, in fact, at the end - one way or another, but it is advisable to still sell the remaining products.

Information about the experts

Timur Dasaev, General Director of the Dachny Sezon company. Timur Dasaev graduated from the Moscow State University of Civil Engineering (MISI named after V. V. Kuibyshev) and Moscow State Technical University named after. N. E. Bauman. He began his career at the Mirax Group and participated in the development of large projects. Worked his way up from engineer to site manager. In 2005, he headed the construction company “Dachny Sezon”. "Dachny Season" is a company founded in 2002. Field of activity - low-rise country construction of frame houses and wooden cottages. There are 20 people on staff.

Askar Rakhimberdiev, CEO and co-founder of the My Warehouse service, Moscow. Loginex LLC. Field of activity: trade automation, cloud services ("My Warehouse" service). Territory: head office - in Moscow, branch - in Nizhny Novgorod. Number of employees: 35. Increase in turnover: 77% (in 2014).

Daria Goryakina, director of the retail business department of the Helix Laboratory Service. Daria Goryakina graduated from the Russian State University of Trade and Economics and received an Executive MBA degree from St. Petersburg State University. She began her career at the Mobile TeleSystems company, where she worked her way up from a marketing specialist to a commercial director of a retail network. He has been working in his current position since 2013. “The Helix laboratory service was created in 1998 in St. Petersburg. More than 170 diagnostic centers and laboratory points have been opened under the company’s brand in Russia.

Valery Razgulyaev, information manager at Izbenka and VkusVill companies, Moscow. Graduated from the Moscow State Institute of Electronics and Mathematics (Faculty of Applied Mathematics) and the Institute of Economics and Finance (Faculty of Management). Over the years, he held the positions of analyst, marketer, logistician, and head of departments. Conducts business trainings. Has been with the company since 2011. “Izbenka” and “VkusVill” are chains of healthy food stores. On the market since 2009. Today there are more than 300 retail outlets in the network in Moscow and the Moscow region.

Financial Director

And at the end of each month, Albert subtracts the correctly calculated expenses from the correctly calculated revenue. This way he gets the right profit.

Despite the fact that everything is very correct, a problem arises - Albert does not know why the profit is becoming more or less. He sees only the final result and does not understand how he arrived at it.

When Albert compares the results of two months, he does not understand what happened.

In this article, we will understand how to calculate profit so that you can analyze it and then make an informed decision on how to increase it. But first, let’s show why there is little point in calculating profit in the “revenue minus expenses” style.

Why the “Revenue minus expenses” report is about nothing

Albert Poseidonov calculated the profit in May and wants to compare it with April ↓

The report shows that profits have fallen. But it's unclear why

Albert sees: revenue has increased, but profits have fallen. This means something happened with expenses. But how to analyze this? Compare each number with the previous month?

It seems normal when the cost of purchasing, delivery, advertising and sales percentages increase along with income. We needed to pour more money into advertising this month to attract more clients. More customers means more goods need to be purchased. Sales did not appear out of thin air, so we gave a percentage of each purchase to managers.

Everything seems clear, but there are no conclusions

From the “revenue minus expenses” report, only the result is visible. To figure it out, you need to dig into each number in detail. Check supplier prices, cost of leads, prices for delivery of orders, average checks. In short, to do a decent amount of work, most of which is in vain.

The solution is to “filter” profits

It was not for nothing that we gave Albert Poseidonov a business related to aqua filters. Imagine a filter, let it be three-stage. At the first stage, the water is cleared of manganese, at the second - from iron, at the third - from all bacteria. Cleaning occurs in stages, you can then disassemble the filter and see at which stage there is the most dirt.

Profit filters just like water

It’s the same with profit. Revenue is dirty water, which is gradually cleared from expenses. After cleaning, we can disassemble this filter and see what costs have increased or decreased. This way we will see not only the result (clean water), but also its causes.

Stages of profit cleaning. Revenue→ Variable expenses → Fixed expenses → Depreciation → Loans → Taxes → Investment income → Net profit

Knowing how revenue is cleared at different stages, we will understand why profits change - fall or grow. It will be possible to draw conclusions about which expenses have begun to eat up profits more or less, and whether we have become more effective at managing them.

This is just one of the profit analysis methods that is suitable for businesses with one direction. For example, if you are engaged in retail trade and nothing else. Let's analyze this method step by step.

1. Variable expense filter

Variable expenses- these are those that depend on revenue. For example, the cost of purchasing goods, percentages on sales to managers, and something else. If you don’t sell anything, then you won’t incur these expenses. And it works in the opposite direction: the more you sell, the higher the variable costs.

Filtering revenue from variable expenses ↓

It became cleaner. Marginality shows how many percent of revenue remains after this filtering stage, when we subtracted variable costs

Albert Poseidonov already sees that in May, after deducting variable expenses, 48% of revenue remains, and not 63%. This means that variable expenses have increased more than revenue. Alarm bell. Let's filter further.

2. Fixed expenses filter

Fixed expenses- these are those that do not depend on revenue. For example, office rent, employee salaries, purchasing water for the office. Even if you don't sell anything, you will still incur these costs.

We took away the fixed costs and got an operating profit. It shows whether the business is able to make money at all in the moment. But the proceeds, as you can see, are still dirty. Let's clean further

3. Filter loans, depreciation, taxes and investments

To arrive at net profit, all that remains is to subtract interest on loans, depreciation and taxes from operating profit. And also add income from investments so that they do not artificially improve the real picture in business. Let's get started.

Now we're done. We gradually cleared the revenue and received a net profit

What's next

With this calculation of profit, we see not only the final result, but also how we arrived at it. Now we look not only at the amount of net profit, what expenses and in what quantity it had to be cleared.

When you subtract all expenses from revenue and when you break them down by type, the net profit will be the same. But in the second case, you have analysis tools. That's the whole difference.

In the next article, we’ll look at how to filter profits in a business with several directions and understand which direction is cooler.

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Chapter 2. Analysis of the financial results of the organization

Objectives, main directions of analysis of the financial results of the organization’s activities and its information support

In a market economy, profit and profitability indicators, which are the economic results of the activities of business entities, become important.

Profit is the basis for the economic development of an organization, because profit growth creates a financial basis for self-financing, expanded reproduction, solving problems of social and material needs of the workforce, and technical re-equipment of the organization. Therefore, in market conditions, the orientation of organizations towards making a profit is an indispensable condition entrepreneurial activity. Profit characterizes the absolute efficiency of an organization’s activities and is the most important indicator for assessing its production and commercial activities, business activity and financial well-being.

Profitability is a relative indicator. Profitability reflects the final results of business more fully than profit, because profitability comprehensively reflects the degree of efficiency in the use of material, labor and monetary resources.

The main objectives of analyzing financial results are:

Assessment of the implementation of business plan tasks based on economic results;

Analysis of the dynamics of the composition and structure of the organization’s profit;

Determining the influence of individual factors on sales profit;

Consideration of the composition and dynamics of operating and other income and expenses, and their impact on net profit;

Analysis of the impact of paid taxes on profit;

Analysis of the total amount of income and expenses;

Calculation of profitability indicators and determination of the influence of individual factors on profitability indicators;

Profitability analysis;

Identifying the results of further increase in profits, increasing profitability.

Sources of information when analyzing financial results are the Balance Sheet and the Statement of Financial Results.

Analysis of the financial results of the organization’s activities is carried out for the purposes of:

Systematic control over the implementation of product sales plans and profit generation;

Identification of factors influencing sales volume and financial results;

Identification of reserves for increasing the volume of product sales and the amount of profit;

Development of measures for the use of identified reserves.

General assessment of the dynamics and structure of profit

Profit is the final financial result of an organization’s activities, characterizing the absolute efficiency of its work.

A general assessment of the dynamics and structure of profit (loss) is given on the basis of horizontal and vertical analysis according to the “report of financial results”

When making a general assessment of profit, it is necessary to calculate the absolute deviation, profit growth rate and specific weights different types profit in the organization's revenue.

Profit generation mechanism:

1) Gross profit is the difference between revenue (Qvyr.) and cost (C/C), i.e.

Pval =Qvyr. - C/C, (2.1)

2) Profit from sales is the difference between gross profit (Pval) and commercial (CR) and management (UR) expenses, i.e.

Prod= Pval - KR-UR, (2.2)

3) Profit before tax is profit from sales minus interest payable (PU) and other expenses (PR) and the addition of interest received (PP) and other income (PD), i.e.

Pd.n.o.= Prod + PP – PU + PD – PR, (2.3)

4) Net profit is the sum of profit before tax (Pd.n.o) and deferred tax assets (DTA) minus current income tax (CIT) and deferred tax liabilities (DTL), i.e.

Pchist= Pd.n.o + ONA – TNP –ONO, (2.4)

Table 2.1- Analysis of the dynamics and structure of profit

Indicator name	Amount, thousand rubles	Growth rate %	Specific gravity
as of 12/31/13	as of 12/31/14	Deviation (+;-)	as of 12/31/13	as of 12/31/14	deviation
1. Revenue					-	-	-
2. Cost of sales
3. Gross profit
4. Business expenses
5.Administrative expenses
6. Profit from sales
7. Interest receivable
8. Interest payable
9. Other income
10. Other expenses
11. Profit before tax
12. Current income tax
13. Change in deferred tax liabilities
14. Change in deferred tax assets
15. Other
16. Net profit

Conclusion to table 2.1

Analysis of the table data allows us to draw the following analytical conclusions:

Revenue in 2014 compared to 2013 decreased by _______ thousand rubles or by ______%, which is a negative point;

Gross profit decreased by _______ thousand rubles or by _____%, which is a negative point;

Profit from sales decreased by ______ thousand rubles or by ____%, which is a negative point; the organization can be recommended to reduce business expenses;

Profit before tax decreased by _______ thousand rubles or by ______%, which is also a negative point; the organization needs to more carefully monitor other income and expenses;

Net profit decreased by _______ thousand rubles or by _____;

It is worth noting that all types of profit of the organization in the reporting year, compared to the previous year, decreased; the organization needs to pay attention to increasing revenue and reducing costs and all types of expenses;

Different growth rates of revenue and cost caused changes in the profit structure:

The share of gross profit increased by ____%;

The share of profit from sales increased by ____%;

The share of profit before tax increased by _____%;

The share of net profit increased by _____%.

The redistribution occurred in favor of gross profit, which indicates that the growth rate of the cost of the organization under study is less than the growth rate of revenue.

Sales profit analysis

Sales profit typically makes up the largest portion of pre-tax profit. Therefore, it is important to determine the influence of individual factors on it.

When analyzing profit (loss) from sales according to the “Income Statement”, you can determine the influence of the following factors:

Change in revenue;

Changes in product prices;

Changes in business expenses;

Changes in administrative expenses;

Changes in product costs.

Let's consider the impact of each indicator.

1) The impact of price changes on sales profits.

To determine the impact of changes in product prices on sales profits, it is advisable to use the following calculations:

Let's define the price index (Y):

where is the inflation of the reporting year;

Let’s find the revenue from sales of products (Q’) in comparable prices, which is defined as the ratio of the revenue of the reporting period to the price index (Y):

The impact of price changes on revenue (∆Qvyr.price) is determined by the difference in revenue in reporting period and revenue from sales of products at comparable prices:

∆Qcalc.price=Qcalc.report.-Q’calc. , (2.7)

Now you can determine the change in sales profit under the influence of changes in product prices (∆Pts):

, (2.8)

where is the profitability of sales, determined by dividing profit from sales by revenue;

2) The impact of changes in revenue on sales profit:

The impact of a change in the volume of revenue from product sales is determined by multiplying the additional sales revenue received in connection with the improvement of the organization’s business activities by the profitability of sales in the previous year, i.e.

where Qcalc.report. – revenue in the reporting period, Qvyr.pr. – revenue in the previous period, Re – profitability of sales, determined by dividing profit from sales by the amount of revenue in previous periods.

3) The effect of changes in cost on sales profit is determined by the formula:

, (2.10)

where is the cost of the reporting period;

Cost of the previous period;

Revenue of the reporting period;

Revenue of the previous period;

4) The effect of changes in business expenses on sales profit is determined by the formula:

, (2.11)

where - business expenses of the reporting period;

Selling expenses of the previous period.

5) The impact of changes in management expenses on sales profit is determined by the formula:

, (2.12)

where - administrative expenses of the reporting period;

Management expenses of the previous period.

Using these formulas, we will conduct a factor analysis of the profit from sales of the JSC. The results are presented in Table 2.2.

Table 2.2- Analysis of sales profit

It is important for an entrepreneur to know that to reduce income tax payments, there are many legal, that is, instruments provided for by law. Let's consider how and in what cases they can be applied.

How to reduce corporate income tax

The main way to reduce income tax is to not pay it at all. However, this method involves either something illegal, or a transition to other taxation systems - simplified tax system, UTII, or becoming an individual entrepreneur and buying a patent. But this radical ways get rid of the obligation to pay income tax.

If you need to pay tax, for example, the size of the business does not allow you to simplify your own taxation system, and the enterprise operates according to the basic taxation system (OSNO), then in this case, too, it is possible to “reduce the cost” of the tax component of the business. Therefore, we will consider how to reduce income tax under OSNO.

Reducing OSNO income tax means reducing the tax base. This can be achieved in two ways:

1. reduce income: what we are not interested in due to illegality (for example, not recording revenue) or because it contradicts the very nature of commercial activity;
2. increase costs: legal ways to reduce income tax provide tools for competent work with the costs of the enterprise. But this should not be a wholesale increase in costs, because in the end it will be more profitable to pay the tax than to inflate the cost. It's about on the redistribution of expenses that already exist, but were not previously taken into account when taxing profits, that is, they did not reduce the tax base.

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The main way to reduce tax is to convert capital costs into current ones

The company cannot immediately write off capital costs as cost. This applies to the acquisition of fixed assets, machinery, equipment, buildings and structures that the entrepreneur uses in commercial activities.

In this case, capital costs are not written off as cost immediately, but gradually, over the useful life of this capital property.

This happens through depreciation. For example, if the service life of a building is 20 years, then the costs of its acquisition or construction will be written off as cost over the entire 20 years. Cars, equipment, and machines are usually written off within 5-10 years.

Convert major repairs to current ones

When it is necessary to carry out a major overhaul of an office space - change windows, add an entrance, redesign something, then the costs of this overhaul increase the cost of the building itself and will also be written off along with the cost of the building.

That is, if you spend a certain amount this month on major repairs, you can write it off as expenses over several years. Although it is economically feasible to write off immediately and, accordingly, receive a reduction in income tax in the current year, and not over the next few years.

This can be done, for example, by concluding an agreement with a construction (repair) organization to provide services not for capital repairs, but for current repairs.

It would seem that the amount spent on major repairs will in any case be written off as expenses and, in any case, will reduce the cost and it seems - what difference does it make when this happens? Valid here general rule value of money: money today is always more expensive than tomorrow.

Important! By saving money on income taxes now, you can use it for development tomorrow!

However, in the case of transferring “capital” into current expenses, you need to be careful: not all expenses can be written off as current expenses - there is a clear division of which expenses go where and the gap for making a decision “overhaul or routine repairs” is actually small.

The tax inspectorate may have questions that you will have to answer and prove the correctness of your actions.

Convert fixed assets into leased ones

To do this, you need to transfer (or sell) your fixed assets, including buildings and structures, to another company, and then rent them from that company.

You will continue to use your equipment in your normal activities, but you will write off its cost not in small parts over several years, but in the form of rental payments, which are significantly greater than depreciation amounts.

A company that you create yourself can act as a lessor; this company will operate under a simplified taxation system. In this case, it will not yet be subject to property tax paid on the residual value of fixed assets.

Of course, the amount of rental payments that you write off as the cost of your company will at the same time be the income of your other company operating under the simplified tax system. But even taking into account paying 6% on the income of that company, your savings will be impressive.

And if you transfer to that company fixed assets for which depreciation has already been completed, then you will receive a double benefit effect: you will write off as expenses the cost of renting property, the cost of which was already taken into account in the cost price and when reducing income tax.

When applying this scheme, it is necessary to take into account that all costs written off as cost and reduced by income tax must be economically justified.

The fact is that the tax service may recognize the transaction of transferring property to another company and leasing it back as imaginary and you will have to pay income tax “in full.” To prevent this from happening, you will need to prove that everything you did was justified.

To do this, you can make sure that the established company operating under the simplified tax system does something else besides renting out your property to you, and uses this property in this other activity.

How to reduce income tax for individual entrepreneurs

Tax reduction due to leasing

If you are going to purchase fixed assets or equipment, it is better to do it on lease. Leasing, or financial lease, allows you to apply accelerated depreciation to the acquired property, writing it off as expenses and thereby reducing income tax faster and in a larger amount than writing off the cost of fixed assets as expenses according to the usual depreciation scheme.

Accelerated depreciation is not applied by you, but by the leasing company from which you purchase the fixed asset. You write off the lease payments you make as expenses in the same period when you pay.

Using leasing, you write off the property as a cost during the term of the leasing agreement (usually 1-3 years). If you purchased the property yourself and wrote it off using normal depreciation rates, then this write-off would take you 10 years or more.

One of the advantages of using leasing is that you do not spend the entire amount necessary for this on purchasing property at once, but in parts. And even by paying the leasing company its commission (ensuring its profitability of work) and compensating it for the interest on the bank loan, which the leasing company most often uses, you still remain in the black.

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Other ways to reduce income taxes

Reducing taxes by creating reserves

A firm may have a situation where it will have a lot of specific costs over a period of time. This could be, for example, a planned repair of fixed assets or the holiday season, when the majority of employees go on vacation in the summer and vacation pay needs to be paid to almost everyone at once.

A reserve is a kind of piggy bank when a company saves money in small amounts throughout the year, and then spends everything accumulated at once.

Creating reserves for future large expenses does not allow one to literally reduce income tax payments at the end of the tax period (at the end of the year), but it does reduce the size of quarterly advance payments. From the point of view of the concept of the difference in the price of money between today and tomorrow, this is beneficial.

Writing off losses from previous years also leads to tax reductions

If a company made a profit in a certain year, and before that there was a loss, then this loss can be transferred to the current period, thereby reducing income tax.

Moreover, last year’s loss can be transferred in full as one amount or divided into parts and income tax reduced for 10 years: for example, last year’s loss can be written off as expenses not in the current year, but after 3 or 4 years.

Offshores help reduce taxes

There are several dozen jurisdictions (countries) in the world in which the tax system is simplified as much as possible. More often than not, all taxes come down to the payment of a single annual fee. In addition, there is no need to maintain accounting as such: it comes down to a simple calculation of income and expenses.

The offshore tax reduction system is not suitable for everyone. The fact is that the amount of duty in many offshore companies is inversely proportional to the authorized capital of the company: the larger the authorized capital, the lower the duty. It turns out that only large businesses can take advantage of low taxation offshore.