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What management and leadership skills do the most successful Senior Executives possess?What are the qualities and characteristics of the ideal finance leader?Recently,CFO Research Services,in collaboration with Tatum,surveyed 250 senior finance executives at North American companies on the non-technical business management and leadership skills that finance executives not only under pressure to manage financial compliance,processes,and controls in an environment of intense regulatory scrutiny,but also need to meet the demands of an expanded business mandate.
Indisputably,broad management training will help senior executives manage and support the business,however they also seek training on industry and competitive dynamics,business management,and the skills often labeled as‘soft skills’-collaboration,negotiation,and communication.
This training will offer practical guidance to Senior Executives on how to consolidate and promote their financial leadership by adopting the advanced leadership outcome model and the applicable financial signatures,as well as explore on how performance management and decision making are being embraced throughout companies and in diverse business categories.Through presentations from leading thought leader and cutting-edge case studies,this training will highlight the extensive reach of the achievement of enterprise’s valuation goals.
A Revolutionary new approach to Executive assessment with a full suite of evaluation instruments
Increasing the valuation of the enterprise by choosing the right alignment process to best achieve the enterprise’s valuation goals
Enabling your top executives to understand the potential of their own financial profile to improve the enterprise’profitability and valuation and align their operational mission to the enterprise valuation goals.
Understanding how to identify,select,and retain executives with a winning financial signature
Strengthening enterprise Human Resource processes by implementing the correct HR processes for achieving the targeted level of profitability
Turning analytics into action for gaining the ability to change course in volatile circumstances as well as a true competitive advantage
Taking a methodical approach to improving decision making to boost revenue,shareholder return,and return on invested capital
C-level including CEO,CFO,COO,CMO,Chief Human Resources Officer,Chief Learning Officer
Line executives and managers including Vice-Presidents,P&L managers,General Managers
Training and development executives,including leadership development managers
Human resource executives including HR heads,recruitment,succession planning executives
Chapter 1 | Chapter 2 |
-The Leadership Outcome Model -Identifying and Measuring Financial Style and Personality -The components of Financial Style and Personality -Work group 1:Buying Mission Exercise -Financial Signatures and Missions -The Nine Financial Signatures -How Financial Signature is impacted by Corporate Strategy -Work group 2:Team Financial Style Simulation -Are there Good and Bad Financial Signatures? -Financial Signature and Executive Performance -Strategy and Innovation -Operations -Sales -Quality -Customer Service -Valuation and Financial Mission -Defining the Financial Mission of an Executive -Why Financial Signature and Mission Differ -The Components of Financial Mission -Alignment of Financial Mission with Team,Business Unit and Company Financial Missions -Work group 3:Company Financial Style and Valuation Simulation | -Maximizing Your Financial Performance -Turing Analytics into Action -Four Dimensions of Decision Making and Execution -Five Step Process for improving decision effectiveness -Financial Mission and Business Strategy -Work group 4:Valuation Impact of the CEO Exercise -Macroeconomic and Microeconomic Impacts of Financial Signature -Company Evolution -Capital Intensity -Market Evolution -Competitive Dynamics -Market Capitalization and Valuation -Work group 5:Competitive Simulation -Improving Leadership Outcome -Leadership Outcome Type and Financial Mission -Financial Mission and Career Success -Financial Mission and Leadership Agility -Changing Financial Mission -Work group 6:Leadership Outcome Simulation -Case Study–Financial Mission and Outcome -Work group 7:Coaching Simulation -Conclusions in Financial Leadership |
想了解最新詳細(xì)課程大綱及資料，點(diǎn)擊網(wǎng)頁(yè)左側(cè)的在線咨詢(xún)圖標(biāo)，與在線老師交流咨詢(xún)領(lǐng)取。
Worldwide famous‘Toyota pioneered lean practices’crashed and burned in early 2010,which changed the fate of the world top one automobile manufacturer and also rang the alarm bell to all the finance and operation executives that how to avoid Toyota tragedy while implementing lean finance into production.
As the lean approach percolates into ever wider circles of operations,it ceases to be about best practice and starts to become a part of the fabric of doing business.The important thing,in the heat of competition,will be how well companies implement them and averse the follow-up risks,which caused by the diversity of cultures,infrastructures and environments.
This training aims to look at wider ranging operational excellence programs and the methods of successful implementation.It is also more about building the energy and engagement of employees from the shop floor and the office pool upward,tapping into their ideas,focusing them on constant problem solving,and keeping them open to change and flexibility.
Learning how companies like Boeing,Parker Hannifin,Siemens,Messier Dowty and hosts of smaller firms are revolutionizing accounting,control and measurement processes
The first systematic lean program about the specifics of adapting financial systems to better serve lean operations by the world leading lean authority
Providing accurate,timely and understandable information to motivate the lean transformation throughout the organization,and for decision-making leading to increased customer value,growth,profitability,and cash flow
Using lean methods to eliminate waste from the accounting processes while maintaining thorough financial control
Supporting the lean culture by motivating investment in people,providing information that is relevant and actionable,and empowers continuous improvement at very level of the organization
Developing action plans for implementing Lean Accounting methods in participating companies considering the existing defense industry structural barriers
Learning the approach of how to design and measure work to achieve business objectives to implement your lean system design
Helping the design of a radically new way of the processes and savagely eliminating wastes from it
Putting performance measurement on a different level
Reducing customer wait times and creating value to them by kinds of tools
Executive Leaders,Financial Professionals,Lean Specialists
Financial Directors,Financial Managers,Accountants
Senior Managers in Operations,Product,Procurement,Sales,and Marketing,etc.
Highly recommending to bring a small group or team to the workshop to maximize the benefits
Lean Introduction
Five Principles of Lean Thinking
New lean methods of accounting,control&measurement
Box Score
The Structure of Box Score
Box Score implementing in lean accounting to prioritize the lean improvement projects
Value Stream Management
The importance and helpfulness of value streams
A standard method for determining the value stream flows
Flows implementing for developing the best value stream organization
Group Work:Design a value stream structure for a company making values and manifolds
Lean Performance Measurements
Lean measurements‘Starter Set’
‘Lean Performance Measurement Linkage Chart’
Changing‘command&control’management style to a lean management style
Value Stream Accounting
Value streams as the primary cost objects
Collecting information of summary,direct value stream revenue and cost
Creating a‘Plain English’income statement
Exercise
Value Steam Capacity
Value steam map
Capacity model
Value stream capacity usage and analysis
Exercise
Decision Making
Box Score decision-making templates
Effective decision making
Exercise
Transaction Elimination
Identifying and eliminating the wasteful transactions
Transaction Elimination Maturity Path Matrix
Lean Accounting‘Footprint’Chart–current&future state
Documenting the changes
Exercise
Box Score in an Administrative Process
Box Score for monitoring and improving the process
Radical improvement in an account payable process
Implementation of Basic Lean Accounting
Approach to the implementation of basic lean accounting
想了解最新詳細(xì)課程大綱及資料，點(diǎn)擊網(wǎng)頁(yè)左側(cè)的在線咨詢(xún)圖標(biāo)，與在線老師交流。
Accenture research shows that more than 70%business results will be influenced by outstanding finance function.Any enterprise doesn’t achieve the finance function transforming will definitely be threatened in nowadays fierce competition for lacking of decision support.As qualified finance executives,we should simplify the underlying business process,increase the time of decision-making support.Worldwide top companies have seized the opportunity to transform the finance function to achieve more effective financial work,then how about you?
This course invites Dr.Alan Parkinson,the well-known professor of University College London,to be the honorable lecturer on presenting the impacts of the changing world on finance function,and raising the response of finance function to the external influences.Alan will also guide the finance executives to utilize‘DMAIC Principle’(Define,Measure,Analyze,Improve,and Control)for optimizing company’s finance process.This course will help companies create values from customers’perspective and implement effective financial reform for enhancing competitive advantages.
?Knowing current worldwide changes and their major influence on finance function
?Understanding the finance function solutions for coping the changes and the development tendency of finance accounting
?Learning‘DMAIC Principle’for optimizing the finance process
?Strengthening data mining and acknowledgement
?Building partnership between finance and management level
?Enhancing value creation from customers’perspective
CFO
Finance Director
Chief Accountant
Finance Manager
Finance/Accounting Personnel
Day 1 |
-The implications of a changing world for the Finance function -Tasks of Accountants -Changes in The Organisational World -Manual Workers vs Knowledge Workers -The Impact on the World of Accountants Finance in the Future -The Shift in Focus within Finance -Better Performance Through Better Finance Support -Finance and IT Interfaces -Changing Information Demands Improve the Finance process:Inputs into Outputs -‘Business Partners’ -‘Lean’methodology -Undesirable effects(UDE’s) -Force field analysis Balanced scorecards -BSC KPIs -BSC Mechanisms -Practical Application -Advice For Successful Implementation -The Efficiency/Effectiveness Matrix Key performance indicators -Measuring Efficiency,Effectiveness,Economy -The 3Es&VFM -Holistic Measures -The Efficiency/Effectiveness Matrix |
Day 2 |
USING BUDGETS TO MANAGE AND PLAN:Beyond Conventional Budgeting -STRATEGIC CORPORATE PLAN -Budget Relationships(based on commercial business) -Traditional Budgeting -Playing Games with the Budget -The Hockey Stick -Influencing behaviorthrough responsibility accounting -The Utility of Budgets From‘Old’to‘New’Budgeting -Alternative Business Structures -Six Principles of Devolved Leadership -Unsuitability of Budgets -Six Adaptive Processes Thoughts about costs -Another Way of Looking at Costs -Full Costing -Contribution Costing‘Contribution Significance’in Your Area -Activity Based Costing and Illustration -Cost Pools Variances from Budgets -Making Sense of Budget Variances -Investigating Variances |
想了解詳細(xì)課程資料，點(diǎn)擊網(wǎng)頁(yè)左側(cè)的在線咨詢(xún)圖標(biāo)，與在線老師交流。
CFO EVA,LIFO,FIFO,do these professional terms of accounting and finance still seem like a foreign language to you?Can you eliminate the mystery behind the numbers of the financial statements?Or,how would you utilize those financial concepts to become a greater asset to your company?
As a business executive,you experience the tide of global change in ways few others do.And you know that to manage this tide,which will only intensify in the years ahead,you need a foundation that is at once timeless and flexible.Higher position means greater responsibility where understanding and talking the language of finance becomes a significant part of the job,executives at all levels need to be adequately equipped.
Finance and Accounting for the Non-Financial Manager teaches the basics of financial reports,as well as the fundamentals of business valuation and the creation of shareholder value.The course begins by describing the accounting process and the creation of financial statement,meanwhile,reveals the company’s operation and finance truth behind the data.Once knowing how to read financial statements will be invaluable throughout your career,in analyzing business opportunities,assessing financial risks,communicating your ideas to others,and dealing with the real business situations.
Breakthrough the language of finance
Understanding the basic accounting model and its limitations
Analyzing and interpreting financial statements within the context of industry analysis and macroeconomic fundamentals
Mastering forecasting techniques
Providing rigorous tools and approaches to measure the effectiveness of your expenditures
Clarifying financial statements and their relationship to strategic decisions
Communicating more effectively with financial managers and accountants
Understanding different valuation techniques and respective benchmarks
General Managers,Directors,Experienced Managers
Vice President and Top Executives in all respective
Business Managers,Department Heads&Managers
Sales&Marketing Managers
Accountants,Corporate Treasury Managers
Investment Professionals
Any staff with a non-financial background looking to learn the fundamentals of finance
Finance Fundamental | Management Application |
-Introduction to the Course -The role of the finance function -Working with the finance teams -How companies succeed on finance? -Accounting Information—The Language of Business -What is financial accounting? -Why Financial Accounting is necessary? -Some process,terminology and concepts -Learn how financial data is generated and reported -Users and interpretation of Financial Statements -Managers and Financial Statements -The concept of shareholder value -Demystifying Financial Statements -Components of Financial Reports:balance sheet and P&L -Use financial data to evaluate the performance of department,organization,or division -Understand how accountants measure income,and show how it is related to a balance sheet -Cost of goods sold -The accrual concept and timing adjustments -Financial statements:graphical balance sheet simulation -Revisit the Income Statement and Balance sheet in a financial perspective -Cash Flow Statement,Distinguishing income from cash flow -The shortcomings of accounting -Implications of Revenue Recognition -Know effects of fair value measurement on financial statement -Analysis of Financial Statement—Where do you find useful information? -Qualitative Characteristics of financial Information -Locate and use sources of information about business performance -How accounting information assists in decision making -Linking decisions to financial metrics -How to increase ROCE -Profitability ratios -Economic Value Added(EVA TM) -Financial Decision Making -Profitability,liquidity ratios -Managing working capital -Financial Leverage -Debt ratios -Measuring business risk -Cash management -Study of the Annual Report of a Listed Company -Case:analyzing and interpreting a listed company’s annual report -Accounting Creates Value -Functions of management accounting -Management accounting compared to financial accounting -How the use of cost information defines its focus and form -Break-even analysis:ensuring fixed costs are covered -The costing principles and avoiding costing traps -The difference between traditional cost management systems and activity-based cost management systems
| -Budgeting and Forecasting:A Must in Pricing Effectively for Profit.Selecting the Best Costing Method and the Relevant Practical Pricing Theory -Budgeting and Forecasting:Two sides of the same process -Understanding the different steps involved in the process -How to minimize the risks in assessing the hypothesis underlying the performance -The cost information for pricing and product planning -Cost based pricing:a value-added approach -Customers:an outside in pricing -Competitors:predict their price -How to price effectively for profit,evaluating pricing methods -Case Study -Capital Investment Decision:Cash is King! -Cash flow forecasts as a planning tool -EBITDA,free cash flows -The analysis of return of capital employed,payback period,and discounted cash flow -Establishing cash flow forecasts -Calculating Net Present Values,IRR -Company Valuation:Risk and Corporate Characteristics -The fundamental tools of investment appraisal -The cost of capital and WACC,and how these are determined -The sensitivity analysis:how sensitive are key decision to potential changes in circumstances -Approaches to valuation -Capital Markets,Investment Banking and Financial Instruments:How to Face Your Long-term Financing Issues and More? -An introduction to capital markets -Different forms of financing(long term,short term) -Debt versus Equity -Gearing and beta factors -Capital Asset Pricing Models -Tax shields -Investing in China through Mergers or Acquisitions:Financial Business Practices and Managing the Related Risks -An Overview of the M&A market in China -Understanding the valuation gap between sellers and buyers -Understanding the structuring gap by the buyer -Understanding the negotiation gap between sellers and buyers -Understanding the execution gap -Understanding the challenges of the integration gap -Taking into account the Human dimension of any merger or acquisition |
想了解最新詳細(xì)課程大綱及資料，點(diǎn)擊網(wǎng)頁(yè)左側(cè)的在線咨詢(xún)圖標(biāo)，與在線老師交流咨詢(xún)領(lǐng)取。
在ACCA考試中，F(xiàn)9階段的 “Financefor SMEs 中小企業(yè)融資”一直都是考生們最容易混淆的考點(diǎn)之一，為了是大家進(jìn)一步理解，會(huì)計(jì)網(wǎng)整合了相關(guān)知識(shí)點(diǎn)進(jìn)行詳解，希望有所幫助。
Owner financing. 比如小豬佩奇想要開(kāi)一個(gè)麻辣香鍋，最直接的融資方式就是他自己掏錢(qián)，如果不夠，找親戚大豬佩奇借錢(qián)。
Overdraft. 同學(xué)們要了解所有的liability都是企業(yè)的融資，包括overdraft,payable,bankloan等，所以小豬佩奇可以辦理很多信用卡，因?yàn)槊總€(gè)信用卡都有透支額度，這樣就可以利用透支額度來(lái)融資。但是注意overdraft一般融資期只有一個(gè)月，所以最好不要逾期，否則overdraft的利息是非常高的。
Bank loan. 如果可以，就找銀行借款。但是這個(gè)對(duì)于一個(gè)麻辣香鍋店似乎有點(diǎn)困難。因?yàn)榈盅何锉容^少。
Payable. 拖欠供應(yīng)商的錢(qián)，欠錢(qián)就是賺錢(qián)。小豬佩奇買(mǎi)麻辣香鍋店的盤(pán)子、椅子、菜品都不立即付錢(qián)，可以和供應(yīng)商協(xié)商一個(gè)payable period，過(guò)段時(shí)間有錢(qián)了再付。不過(guò)也比較難，畢竟我們一般買(mǎi)菜都是去菜市場(chǎng)或者超市，不付錢(qián)?
Business angel financing. 找天使投資。如果小豬佩奇的麻辣香鍋店有很好的business strategy，戰(zhàn)略比較好，或者business model非常新穎，像mobike等共享單車(chē)一樣，那么就很有可能吸引天使投資人的注意。比如新東方的俞敏洪等都是著名的Angel。
VC. 找風(fēng)險(xiǎn)投資。這個(gè)一般適用于企業(yè)是中型企業(yè)。比如高頓財(cái)經(jīng)，那么可以找Venture capital。國(guó)內(nèi)的紅杉資本、阿里巴巴等等都是著名的VC。但是找VC是有風(fēng)險(xiǎn)的，很多VC都是大額注入資金，但是對(duì)于manager有很多限制。比如要求小豬佩奇三年內(nèi)要把麻辣香鍋?zhàn)錾鲜?，否則就低價(jià)收購(gòu)90%以上小豬佩奇在麻辣香鍋的股權(quán)。那么小豬佩奇這三年會(huì)趕腳亞歷山大。因?yàn)槿绻荒茏錾鲜校喈?dāng)于自己辛辛苦苦生的孩子送給了別人。
Leasing. 如果沒(méi)有錢(qián)，可以租椅子，租桌子，租店面operating leasing和financing leasing任您挑選。
Factor. 找保理公司。也就是把應(yīng)收賬款賣(mài)掉，比如現(xiàn)在小豬佩奇店里面有30個(gè)客戶(hù)一共欠款50000元，那么可以讓保理公司幫忙收款，這時(shí)候保理公司會(huì)收一筆高額的factor fee(所以，一個(gè)小規(guī)模的麻辣香鍋店，找保理?還是算了吧;而且因?yàn)榭蛻?hù)都是散戶(hù)居多，不是公司，所以factor也未必幫小豬佩奇收款)
P2P. 國(guó)內(nèi)今年來(lái)創(chuàng)新的peer to peer是一種非常好的幫助中小企業(yè)解決融資難問(wèn)題的business model.比如什么什么財(cái)富管理公司、微粒貸、拍拍貸(插播廣告一條，拍拍貸目前美國(guó)上市公司，老大曾是高頓學(xué)員)。這種P2P可以翻譯為眾籌。就是每一個(gè)人有錢(qián)了就把錢(qián)放進(jìn)拍拍貸，金額可大可小(有去銀行買(mǎi)過(guò)理財(cái)?shù)耐瑢W(xué)會(huì)知道，理財(cái)一般是有認(rèn)購(gòu)的初始額度要求的，比如5萬(wàn)，10萬(wàn)的;但是同學(xué)們手中可能只有200，也想賺點(diǎn)利息，又嫌棄余額寶給的利息少，怎么辦呢?可以放進(jìn)拍拍貸)。拍拍貸后面會(huì)把錢(qián)借給中小企業(yè)SMEs，讓后中小企業(yè)還錢(qián)給拍拍貸，拍拍貸再把利息支付給大眾?？瓷先ズ芎?jiǎn)單，和商業(yè)銀行的business model一樣，就是賺取存貸款利息差。但是需要這些財(cái)富管理公司對(duì)于中小企業(yè)的還款能力有一個(gè)很好的評(píng)估，否則就是龐氏騙局。
來(lái)源：ACCA學(xué)習(xí)幫
美國(guó)布魯克斯大學(xué)教育心理學(xué)碩士讀幾年？美國(guó)布魯克斯大學(xué)成立于1991年，是一所在教育、商科、計(jì)算機(jī)、醫(yī)療和心理學(xué)等領(lǐng)域世界聞名的高等學(xué)府與創(chuàng)新大學(xué)。目前開(kāi)設(shè)教育心理學(xué)碩士，學(xué)制1年，詳細(xì)信息小編整理在下文，感興趣的小伙伴快來(lái)看看吧！
一、教育心理學(xué)碩士讀幾年
學(xué)制：1年(具體以實(shí)際為準(zhǔn))
二、教育心理學(xué)碩士上課時(shí)間
在職非脫產(chǎn)入讀，每月僅利用一個(gè)周末兩天授課，不影響您工作。
三、教育心理學(xué)碩士課程內(nèi)容
專(zhuān)業(yè)必修課程：
基礎(chǔ)心理學(xué)概論Introduction to Basic Psychology
發(fā)展心理學(xué)Development Psychology
學(xué)習(xí)心理學(xué)LearningPsychology
教育與教學(xué)心理學(xué)Educational and Instructional Psychology
積極心理學(xué)Positive Psychology
心理測(cè)量Psychological Measurement
青少年心理健康A(chǔ)dolescent Mental Health
咨詢(xún)心理學(xué)Counseling Psychology
心理學(xué)研究方Psychological Research Methods
統(tǒng)計(jì)Statistics
變革管理Change Management
國(guó)際貿(mào)易與法律Intemational Trade and Law
資本運(yùn)營(yíng)Capital Operation
投資學(xué)Investment Principal
選修課程(任選3門(mén))：
中國(guó)宏觀經(jīng)濟(jì)分析China Macro Economics Analysis
公司治理Corporate Governance
公司金融Corporate Finance
危機(jī)管理Crisis Management
商業(yè)模式Commercial Mode
企業(yè)倫理Business ethics
互聯(lián)網(wǎng)金融Internet Finance
國(guó)際商法Intemational Business Law
領(lǐng)導(dǎo)力Leadership
注:課程內(nèi)容如有個(gè)別調(diào)整，以通知為準(zhǔn)，學(xué)校保留對(duì)課程設(shè)置及授課老師的調(diào)整權(quán)。
四、教育心理學(xué)碩士課程有效期
3年完成所有課程，撰寫(xiě)論文無(wú)需答辯，便可順利獲得校本部頒發(fā)的學(xué)位證書(shū)，學(xué)位國(guó)際認(rèn)可。
注:招生信息均以官網(wǎng)發(fā)布為準(zhǔn)。部分內(nèi)容或網(wǎng)絡(luò)搜集信息僅供參考，不代表合作關(guān)系，如有侵權(quán)，聯(lián)系刪除。
在ACCA考試當(dāng)中，每年都會(huì)有一個(gè)?？键c(diǎn)出現(xiàn)在試卷里，這個(gè)考點(diǎn)就是“BOP”，對(duì)于初次報(bào)考的新考生來(lái)說(shuō)，很多人會(huì)對(duì)該考點(diǎn)比較陌生，對(duì)此，會(huì)計(jì)網(wǎng)今天就跟大家詳解。
BOP是什么?
BOP就是一個(gè)國(guó)家記錄進(jìn)出口貿(mào)易、國(guó)際貿(mào)易的賬戶(hù)，相當(dāng)于一個(gè)國(guó)家記錄國(guó)際貿(mào)易往來(lái)的會(huì)計(jì)賬簿，更有趣的是，BOP同樣運(yùn)用復(fù)式記賬(double entry bookkeeping)
注意： 復(fù)式記賬，簡(jiǎn)單來(lái)說(shuō)就是通過(guò)一進(jìn)一出兩個(gè)及以上科目來(lái)反映一筆交易。
重要：
當(dāng)進(jìn)口大于出口，也就是產(chǎn)生貿(mào)易逆差，我們稱(chēng)作 trade deficit
當(dāng)出口大于進(jìn)口，也就是貿(mào)易順差，我們叫做 trade surplus
于是，就涉及到對(duì)交易類(lèi)型進(jìn)行分類(lèi)，BOP一共有三個(gè)account-科目，分別是
1.current account
這個(gè)account專(zhuān)門(mén)用來(lái)記錄進(jìn)出口的貨物(goods)、服務(wù)(service)、投資收入(investment income)、
以及經(jīng)常轉(zhuǎn)移(current transfer)
注意： 經(jīng)常轉(zhuǎn)移，又叫做單邊轉(zhuǎn)移，指的是一邊對(duì)另外一邊的無(wú)償轉(zhuǎn)讓?zhuān)?，外?guó)捐助、僑匯等。
2.capital account
資本賬戶(hù)用處很小，微乎其微，主要是一些特定資本的轉(zhuǎn)移，如債務(wù)豁免、移民資產(chǎn)轉(zhuǎn)移等，都是資產(chǎn)的單邊轉(zhuǎn)移。尤其是，在一年內(nèi)，大部分國(guó)家此類(lèi)資本流動(dòng)都很少。
3.financial account
金融賬戶(hù)主要記錄兩項(xiàng)內(nèi)容：
1. 中國(guó)(本國(guó))在海外擁有的資產(chǎn)凈值的變化
2.外國(guó)在中國(guó)擁有的資產(chǎn)凈值的變化
解釋一下，凈變化指的是資產(chǎn)買(mǎi)賣(mài)差額的變化，和總變化是不同的概念。
根據(jù)IMF(國(guó)際貨幣基金組織)建議，financial account主要記錄
1. 直接投資
2. 證券投資
3. 其他投資
4. 儲(chǔ)備資產(chǎn)
以上，如果不懂也沒(méi)關(guān)系，具體來(lái)說(shuō)就是像證券投資/外匯資產(chǎn)/貨幣黃金等。
最后，回到這道題目，因?yàn)锽OP記錄的是一年中的變化，所以，通常而言，無(wú)論是trade surplus或者deficit 都出現(xiàn)在current account(貨物/服務(wù)交易)中。
來(lái)源：ACCA學(xué)習(xí)幫
直接融資和間接融資都是在企業(yè)融資過(guò)程中的融資方式，直接融資和間接融資是一種相對(duì)概念，直接融資的對(duì)稱(chēng)是間接融資，那么兩者相比哪個(gè)風(fēng)險(xiǎn)較大呢？
直接融資和間接融資的風(fēng)險(xiǎn)
在直接融資中，融資風(fēng)險(xiǎn)由債權(quán)人獨(dú)自承擔(dān)，風(fēng)險(xiǎn)較大，而在間接融資中，由于金融機(jī)構(gòu)的資產(chǎn)和負(fù)債是多元化的，融資風(fēng)險(xiǎn)可以通過(guò)多元化的資產(chǎn)和負(fù)債結(jié)構(gòu)來(lái)承擔(dān)，因此間接融資的風(fēng)險(xiǎn)較低，安全性較高。
直接融資和間接融資的優(yōu)缺點(diǎn)
直接融資的優(yōu)點(diǎn)
1、資金供求關(guān)系密切，有利于資金快速合理配置，提高使用效率。
2、融資成本低，投資收益大。
直接融資的缺點(diǎn)
1、直接融資方在資金數(shù)量、期限和利率方面受到許多限制。
2、直接融資使用的金融工具流動(dòng)性弱于間接融資，變現(xiàn)能力較低。
3、直接融資風(fēng)險(xiǎn)較大。
間接融資的優(yōu)點(diǎn)
1、銀行等金融機(jī)構(gòu)網(wǎng)點(diǎn)多，存款起點(diǎn)低。可以從社會(huì)各個(gè)方面廣泛籌集閑置資金，積累并形成巨額資金。
2、在直接融資中，融資風(fēng)險(xiǎn)由債權(quán)人獨(dú)自承擔(dān)，而在間接融資中，由于金融機(jī)構(gòu)的資產(chǎn)和負(fù)債是多元化的，融資風(fēng)險(xiǎn)可以通過(guò)多元化的資產(chǎn)和負(fù)債結(jié)構(gòu)來(lái)承擔(dān)，因此安全性較高。
3、降低融資成本。由于金融機(jī)構(gòu)的出現(xiàn)是專(zhuān)業(yè)分工與合作的結(jié)果，它有專(zhuān)門(mén)知識(shí)來(lái)了解和掌握借款人的相關(guān)信息，不需要每次資本盈余來(lái)收集資本赤字的相關(guān)信息，從而降低整個(gè)社會(huì)的融資成本。
4、有助于解決信息不對(duì)稱(chēng)導(dǎo)致的逆向選擇和道德風(fēng)險(xiǎn)問(wèn)題。
間接融資的缺點(diǎn)
因?yàn)榻鹑跈C(jī)構(gòu)是資金供求雙方之間的中介機(jī)構(gòu)，這就分離了資金供需雙方的直接聯(lián)系，在一定程度上降低了投資者對(duì)投資對(duì)象經(jīng)營(yíng)狀況的關(guān)注，降低了集資者對(duì)資金使用的壓力。
直接融資和間接融資是一對(duì)相對(duì)的概念，直接融資的對(duì)稱(chēng)是間接融資，但無(wú)論是直接融資還是間接融資，都是融資方式的一種，那么直接融資和間接融資的區(qū)別有哪些？
直接融資和間接融資的區(qū)別
直接融資是指雙方的的借貸不經(jīng)過(guò)任何的金融機(jī)構(gòu)完成，或者通過(guò)有價(jià)證券或合資的方式進(jìn)行融資。間接融資是指資金盈余單位與資金短缺單位之間沒(méi)有直接關(guān)系，而是只與金融機(jī)構(gòu)發(fā)生的交易。
直接融資和間接融資的種類(lèi)
直接融資的種類(lèi)有：
1、商業(yè)信用
商業(yè)信用是指企業(yè)提供的與商品交易直接相關(guān)的融資形式，其主要表現(xiàn)為兩類(lèi)：一類(lèi)是提供商品的，另一類(lèi)是提供貨幣的。
2、國(guó)家信用
國(guó)家信用是以國(guó)家為主體的資金融通活動(dòng)，其主要表現(xiàn)形式為：國(guó)家通過(guò)發(fā)行政府債券的方式籌措資金。
3、消費(fèi)信用
消費(fèi)信用指的是企業(yè)、金融機(jī)構(gòu)對(duì)于個(gè)人以商品或貨幣形式提供的信用。
4、民間個(gè)人信用
它指的是民間個(gè)人之間的資金融通活動(dòng)，一般稱(chēng)為民間信用或者個(gè)人信用。
間接融資的種類(lèi)有：
1、銀行信用
銀行信用是以銀行作為中介金融機(jī)構(gòu)、以其他金融機(jī)構(gòu)、以貨幣形式向客戶(hù)提供的信用一種的資金融通形式。
2、消費(fèi)信用
消費(fèi)信用主要指的是銀行為消費(fèi)者提供的購(gòu)買(mǎi)住房或耐用消費(fèi)品的貸款。
直接融資和間接融資的特點(diǎn)
直接融資的特點(diǎn)
1、直接性
資金的供應(yīng)者和資金的需求者之間建立的是一種直接的債權(quán)債務(wù)關(guān)系。
2、分散性
直接融資是在無(wú)數(shù)企業(yè)之間、政府與企業(yè)與個(gè)人之間、個(gè)人與個(gè)人之間、企業(yè)與個(gè)人之間進(jìn)行的。融資活動(dòng)分散于各種場(chǎng)合，具有一定的分散性。
3、差異性較大
由于直接融資是在企業(yè)之間、個(gè)人之間或企業(yè)與個(gè)人之間進(jìn)行的，因此不同企業(yè)或個(gè)人的聲譽(yù)存在很大差異。債權(quán)人往往很難深入了解債務(wù)人的聲譽(yù)，因此融資聲譽(yù)會(huì)有很大差異。
4、部分不可逆性
在直接融資中，通過(guò)發(fā)行股票所取得的資金，是不需要返還的。
5、相對(duì)較強(qiáng)的自主性
在直接融資中，在法律允許的范圍內(nèi)，融資的對(duì)象和數(shù)量融資者可以自行決定。
間接融資的特點(diǎn)
1、間接性
在間接融資中，資金需求者和資金初始供應(yīng)者之間不發(fā)生直接借貸關(guān)系。
2、相對(duì)的集中性
間接融資通過(guò)金融中介機(jī)構(gòu)進(jìn)行。在大多數(shù)情況下，金融中介不是基金供給者和基金需求者之間一對(duì)一的對(duì)應(yīng)中介，而是一方面面向基金供給者群體，另一方面面向基金需求者群體的綜合中介。
3、信譽(yù)的差異性較小
由于間接融資相對(duì)集中于金融機(jī)構(gòu)，世界各國(guó)普遍對(duì)金融機(jī)構(gòu)有嚴(yán)格的管理，金融機(jī)構(gòu)自身的運(yùn)作也受到相應(yīng)經(jīng)營(yíng)管理原則的約束。因此，與直接融資相比，間接融資具有較高的聲譽(yù)、相對(duì)較小的風(fēng)險(xiǎn)和較強(qiáng)的融資穩(wěn)定性。
4、可逆性
通過(guò)金融中介的間接融資均屬于借貸性融資，必須在到期時(shí)返還，并支付利息，利息是可逆的。
5、融資的主動(dòng)權(quán)掌握在金融中介手中
間接融資中的資金主要集中在金融機(jī)構(gòu)。
外源融資指的是企業(yè)通過(guò)一定方式向企業(yè)之外的其它經(jīng)濟(jì)主體籌集資金。外源融資包括：發(fā)行股票、企業(yè)債券、銀行貸款等，此外，外源融資的范圍還包括企業(yè)之間的商業(yè)信用、融資租賃。
外源融資的含義
外源融資指的是企業(yè)通過(guò)一定方式向企業(yè)之外的其它經(jīng)濟(jì)主體籌集資金。外源融資是指吸收其他經(jīng)濟(jì)主體的儲(chǔ)蓄，以轉(zhuǎn)化為自己投資的過(guò)程。在市場(chǎng)經(jīng)濟(jì)中，企業(yè)融資方式包括內(nèi)源融資和外源融資。隨著技術(shù)的進(jìn)步和生產(chǎn)規(guī)模的擴(kuò)大，單純依靠?jī)?nèi)源融資已很難滿(mǎn)足企業(yè)的資金需求，外源融資已逐漸成為企業(yè)獲得資金的重要方式。
外源融資包括什么
外源融資包括：發(fā)行股票、企業(yè)債券、銀行貸款等，此外，外源融資的范圍還包括企業(yè)之間的商業(yè)信用、融資租賃。外源融資指的是吸收其他經(jīng)濟(jì)主體的儲(chǔ)蓄，以轉(zhuǎn)化為自己投資的過(guò)程。
企業(yè)融資是什么
企業(yè)融資的意思是企業(yè)通過(guò)一定的方式和渠道,利用內(nèi)部積累或向企業(yè)的投資者及債權(quán)人籌集生產(chǎn)經(jīng)營(yíng)所需資金的一種經(jīng)濟(jì)活動(dòng)。
企業(yè)融資是以企業(yè)的資產(chǎn)、權(quán)益和預(yù)期收益為基礎(chǔ)，籌集項(xiàng)目建設(shè)、營(yíng)運(yùn)及業(yè)務(wù)拓展所需資金的行為過(guò)程。企業(yè)的發(fā)展，是一個(gè)融資、發(fā)展、再融資、再發(fā)展的過(guò)程。一般企業(yè)都要經(jīng)過(guò)產(chǎn)品經(jīng)營(yíng)階段、品牌經(jīng)營(yíng)階段及資本運(yùn)營(yíng)階段。
企業(yè)融資需要公司根據(jù)自身的生產(chǎn)經(jīng)營(yíng)狀況、資金擁有的狀況，以及公司未來(lái)經(jīng)營(yíng)發(fā)展的需要，通過(guò)科學(xué)的預(yù)測(cè)和決策，采用一定的方式，從一定的渠道向公司的投資者和債權(quán)人去籌集資金，組織資金的供應(yīng)，以保證公司正常生產(chǎn)需要，經(jīng)營(yíng)管理活動(dòng)需要的理財(cái)行為。
在企業(yè)融資過(guò)程中，融資方式可分為直接融資和間接融資兩種。兩者有著相對(duì)的概念、不同的特點(diǎn)，那它們的優(yōu)缺點(diǎn)分別有哪些呢？
直接融資和間接融資的優(yōu)缺點(diǎn)
直接融資的優(yōu)點(diǎn)
1、資金供求關(guān)系密切，有利于資金快速合理配置，提高使用效率。
2、融資成本低，投資收益大。
直接融資的缺點(diǎn)
1、直接融資方在資金數(shù)量、期限和利率方面受到許多限制。
2、直接融資使用的金融工具流動(dòng)性弱于間接融資，變現(xiàn)能力較低。
3、直接融資風(fēng)險(xiǎn)較大。
間接融資的優(yōu)點(diǎn)
1、銀行等金融機(jī)構(gòu)網(wǎng)點(diǎn)多，存款起點(diǎn)低?？梢詮纳鐣?huì)各個(gè)方面廣泛籌集閑置資金，積累并形成巨額資金。
2、在直接融資中，融資風(fēng)險(xiǎn)由債權(quán)人獨(dú)自承擔(dān)，而在間接融資中，由于金融機(jī)構(gòu)的資產(chǎn)和負(fù)債是多元化的，融資風(fēng)險(xiǎn)可以通過(guò)多元化的資產(chǎn)和負(fù)債結(jié)構(gòu)來(lái)承擔(dān)，因此安全性較高。
3、降低融資成本。由于金融機(jī)構(gòu)的出現(xiàn)是專(zhuān)業(yè)分工與合作的結(jié)果，它有專(zhuān)門(mén)知識(shí)來(lái)了解和掌握借款人的相關(guān)信息，不需要每次資本盈余來(lái)收集資本赤字的相關(guān)信息，從而降低整個(gè)社會(huì)的融資成本。
4、有助于解決信息不對(duì)稱(chēng)導(dǎo)致的逆向選擇和道德風(fēng)險(xiǎn)問(wèn)題。
間接融資的缺點(diǎn)
因?yàn)榻鹑跈C(jī)構(gòu)是資金供求雙方之間的中介機(jī)構(gòu)，這就分離了資金供需雙方的直接聯(lián)系，在一定程度上降低了投資者對(duì)投資對(duì)象經(jīng)營(yíng)狀況的關(guān)注，降低了集資者對(duì)資金使用的壓力。
直接融資和間接融資的種類(lèi)
直接融資的種類(lèi)有：
1、商業(yè)信用
商業(yè)信用是指企業(yè)提供的與商品交易直接相關(guān)的融資形式，其主要表現(xiàn)為兩類(lèi)：一類(lèi)是提供商品的，另一類(lèi)是提供貨幣的。
2、國(guó)家信用
國(guó)家信用是以國(guó)家為主體的資金融通活動(dòng)，其主要表現(xiàn)形式為：國(guó)家通過(guò)發(fā)行政府債券的方式籌措資金。
3、消費(fèi)信用
消費(fèi)信用指的是企業(yè)、金融機(jī)構(gòu)對(duì)于個(gè)人以商品或貨幣形式提供的信用。
4、民間個(gè)人信用
它指的是民間個(gè)人之間的資金融通活動(dòng)，一般稱(chēng)為民間信用或者個(gè)人信用。
間接融資的種類(lèi)有：
1、銀行信用
銀行信用是以銀行作為中介金融機(jī)構(gòu)、以其他金融機(jī)構(gòu)、以貨幣形式向客戶(hù)提供的信用一種的資金融通形式。
2、消費(fèi)信用
消費(fèi)信用主要指的是銀行為消費(fèi)者提供的購(gòu)買(mǎi)住房或耐用消費(fèi)品的貸款。
直接融資和間接融資是兩個(gè)相對(duì)的概念，直接融資是一種沒(méi)有金融中介機(jī)構(gòu)介入的資金融通方式，而間接融資包括公開(kāi)債務(wù)融資和非公開(kāi)債務(wù)融資。
直接融資和間接融資區(qū)別
直接融資和間接融資的區(qū)別主要在于融資過(guò)程中資金的需求者與資金的供給者是否直接形成債權(quán)債務(wù)關(guān)系。在有金融中介機(jī)構(gòu)參與的情況下，判斷是否直接融資的標(biāo)志在于該中介機(jī)構(gòu)在這次融資行為中是否與資金的需求者和資金的供給者分別形成了各自獨(dú)立的債權(quán)債務(wù)關(guān)系。
一般認(rèn)為，直接融資活動(dòng)從時(shí)間上早于間接融資。直接融資是間接融資的基礎(chǔ)。在現(xiàn)代市場(chǎng)經(jīng)濟(jì)中，直接融資與間接融資并行發(fā)展，相互促進(jìn)。直接融資和間接融資的比例關(guān)系，既反映一國(guó)的金融結(jié)構(gòu)，也反映一國(guó)中兩種金融組織方式對(duì)實(shí)體經(jīng)濟(jì)的支持和貢獻(xiàn)程度。
直接融資市場(chǎng)通常是指資金需求者直接從資金所有者那里融通資金的市場(chǎng)，一般指的是通過(guò)發(fā)行債券和股票方式在金融市場(chǎng)上籌集資金的場(chǎng)所。直接融資的典型代表是投資銀行。
間接融資是盈余方和赤字方以金融機(jī)構(gòu)為中介而進(jìn)行的融資活動(dòng)。間接融資典型代表是商業(yè)銀行。
間接融資有什么特點(diǎn)？
(1)資金獲得的間接性，即資金需求者與資金初始供應(yīng)者之間不發(fā)生直接信貸關(guān)系，而是由金融中介機(jī)構(gòu)起橋梁作用，二者只與金融機(jī)構(gòu)發(fā)生債權(quán)債務(wù)關(guān)系。
(2)融資的相對(duì)集中性。
(3)融資信譽(yù)的差異性相對(duì)較小。
(4)全部具有可逆性(即可返還性)。通過(guò)金融中介的融資均屬借貸融資，到期必須歸還并支付利息。
(5)融資的主動(dòng)權(quán)主要掌握在金融中介機(jī)構(gòu)手中。由于間接融資的資金集中于商業(yè)銀行等金融機(jī)構(gòu)，資金貸給誰(shuí)不貸給誰(shuí)，并非由資金的初始供應(yīng)者決定，而是由商業(yè)銀行等金融中介機(jī)構(gòu)決定。
在新會(huì)計(jì)準(zhǔn)則中，未確認(rèn)融資費(fèi)用屬于負(fù)債類(lèi)科目，未確認(rèn)融資收益屬于資產(chǎn)類(lèi)科目，兩者存在明顯的區(qū)別。
未確認(rèn)融資費(fèi)用和未確認(rèn)融資收益怎么區(qū)分？
1.未確認(rèn)融資費(fèi)用是長(zhǎng)期應(yīng)付款的備抵科目。
未確認(rèn)融資費(fèi)用的攤銷(xiāo)即確認(rèn)融資費(fèi)用：
[(長(zhǎng)期應(yīng)付款-分期付款額×期數(shù))-(未確認(rèn)融資費(fèi)用-已確認(rèn)融資費(fèi)用)]×實(shí)際利率。
長(zhǎng)期應(yīng)付款賬面價(jià)值=“長(zhǎng)期應(yīng)付款”科目余額-“未確認(rèn)融資費(fèi)用”科目余額。
2.未確認(rèn)融資收益是長(zhǎng)期應(yīng)收款的備抵科目。
未確認(rèn)融資收益的攤銷(xiāo)即確認(rèn)利息收益：
[(長(zhǎng)期應(yīng)收款-分期收款額×期數(shù))-(未確認(rèn)融資收益-已確認(rèn)融資收益)]×實(shí)際利率。
長(zhǎng)期應(yīng)收款賬面價(jià)值=“長(zhǎng)期應(yīng)收款”科目余額-“未確認(rèn)融資收益”科目余額。
長(zhǎng)期應(yīng)付款是什么？
長(zhǎng)期應(yīng)付款是在較長(zhǎng)時(shí)間內(nèi)應(yīng)付的款項(xiàng)，而會(huì)計(jì)業(yè)務(wù)中的長(zhǎng)期應(yīng)付款是指除了長(zhǎng)期借款和應(yīng)付債券以外的其他多種長(zhǎng)期應(yīng)付款。主要有應(yīng)付補(bǔ)償貿(mào)易引進(jìn)設(shè)備款和應(yīng)付融資租入固定資產(chǎn)租賃費(fèi)等。
企業(yè)發(fā)生的長(zhǎng)期應(yīng)付款及以后歸還情況的核算與監(jiān)督，在會(huì)計(jì)賬上設(shè)置一個(gè)“長(zhǎng)期應(yīng)付款”科目。該科目屬于負(fù)債類(lèi)科目，其貸方登記發(fā)生的長(zhǎng)期應(yīng)付款，主要有應(yīng)付補(bǔ)償貿(mào)易補(bǔ)償?shù)怯浺M(jìn)設(shè)備款及其應(yīng)付利息、應(yīng)付融資租入固定資產(chǎn)的租賃費(fèi)等;借方登記長(zhǎng)期應(yīng)付款的歸還數(shù);期末余額的貸方，表示尚未支付的各種長(zhǎng)期應(yīng)付款。該科目應(yīng)按長(zhǎng)期應(yīng)付款的種類(lèi)設(shè)置明細(xì)科目，進(jìn)行明細(xì)核算。
長(zhǎng)期應(yīng)收款是什么？
長(zhǎng)期應(yīng)收款是指企業(yè)融資租賃產(chǎn)生的應(yīng)收款項(xiàng)和采用遞延方式分期收款、實(shí)質(zhì)上具有融資性質(zhì)的銷(xiāo)售商品和提供勞務(wù)等經(jīng)營(yíng)活動(dòng)產(chǎn)生的應(yīng)收款項(xiàng)。
企業(yè)的長(zhǎng)期應(yīng)收款項(xiàng)，包括融資租賃產(chǎn)生的應(yīng)收款項(xiàng)、采用遞延方式具有融資性質(zhì)的銷(xiāo)售商品和提供勞務(wù)等產(chǎn)生的應(yīng)收款項(xiàng)，以及經(jīng)營(yíng)租賃產(chǎn)生的應(yīng)收款項(xiàng)等，通過(guò)“長(zhǎng)期應(yīng)收款”科目核算。實(shí)質(zhì)上構(gòu)成對(duì)被投資單位凈投資的長(zhǎng)期權(quán)益，也通過(guò)本科目核算。本科目可按債務(wù)人進(jìn)行明細(xì)核算。本科目的期末借方余額，反映企業(yè)尚未收回的長(zhǎng)期應(yīng)收款。
什么是負(fù)債融資?負(fù)債融資是指企業(yè)利用銀行借款、發(fā)行債券、融資租賃、商業(yè)信用等方式向銀行、其他金融機(jī)構(gòu)、其他企業(yè)單位等融入資金。相對(duì)于銀行借款、發(fā)行債券、融資租賃、商業(yè)信用等傳統(tǒng)方式而言，新型負(fù)債融資方式日益受到關(guān)注。
一、負(fù)債融資的特點(diǎn)
1.籌集的資金在使用上具有時(shí)間限制,必須按期償還;
2.無(wú)論項(xiàng)目法人今后經(jīng)營(yíng)效果好壞,均需要固定支付債務(wù)利息,從而形成項(xiàng)目法人今后固定的財(cái)務(wù)負(fù)擔(dān);
3.資金成本一般比權(quán)益融資低,且不會(huì)分散對(duì)項(xiàng)目未來(lái)權(quán)益的控制權(quán).
二、集團(tuán)授信貸款針對(duì)的對(duì)象是哪些?
1.在股權(quán)上或者經(jīng)營(yíng)決策上直接或間接控制其他企事業(yè)法人或被其他企事業(yè)法人控制的;
2.共同被第三方企事業(yè)法人所控制的;
3.主要投資者個(gè)人、關(guān)鍵管理人員或與其近親屬共同直接控制或間接控制的;
4.存在其他關(guān)聯(lián)關(guān)系，可能不按公允價(jià)格原則轉(zhuǎn)移資產(chǎn)和利潤(rùn)，銀行視同其為集團(tuán)客戶(hù)并進(jìn)行授信管理。
三、集團(tuán)授信貸款的好處有什么?
集團(tuán)授信貸款主要針對(duì)集團(tuán)客戶(hù)。集團(tuán)客戶(hù)是指具有以下特征的企事業(yè)法人授信對(duì)象：
1.通過(guò)集團(tuán)統(tǒng)一授信，實(shí)現(xiàn)集團(tuán)客戶(hù)對(duì)成員公司資金的集中調(diào)控和統(tǒng)一管理，增強(qiáng)集團(tuán)財(cái)務(wù)控制力
2.便于集團(tuán)客戶(hù)集中控制信用風(fēng)險(xiǎn)，防止因信用分散、分子公司失去集團(tuán)控制而各自為政，從而有效控制集團(tuán)整體財(cái)務(wù)風(fēng)險(xiǎn)
3.通過(guò)集團(tuán)授信，依靠集團(tuán)整體實(shí)力取得多家銀行的優(yōu)惠授信條件，降低融資成本
4.有利于成員企業(yè)借助集團(tuán)資信取得銀行授信支持，提高融資能力。集團(tuán)授信已成為我國(guó)企業(yè)貸款融資的主要方式。
在投資市場(chǎng)中，投資的品種五花八門(mén)，但無(wú)論什么樣的投資都是以盈利為目的的，投資市場(chǎng)中的融資融券也是如此。那么什么是融資融券呢？在投資的過(guò)程中需要注意什么？
融資融券的定義
融資融券是指證券公司向客戶(hù)借入資金購(gòu)買(mǎi)上市證券，并將證券借給客戶(hù)出售的業(yè)務(wù)。在買(mǎi)賣(mài)過(guò)程中，應(yīng)收取一定數(shù)量的抵押品和利息。
融資融券又可以分為融資和融券，向客戶(hù)借入資金買(mǎi)入證券就是融資，借出證券并賣(mài)出就是融券。
融資融券的作用
1、融資融券交易有助于投資者表達(dá)對(duì)股票實(shí)際投資價(jià)值的預(yù)期，引導(dǎo)股價(jià)反映其內(nèi)在價(jià)值，在一定程度上減緩證券價(jià)格的波動(dòng)，維護(hù)證券市場(chǎng)的穩(wěn)定。
為了有效緩解市場(chǎng)的資金壓力，證券公司的融資渠道可以有多種方式，如資金，因此融資自由化和銀行資金進(jìn)入市場(chǎng)也將分兩步進(jìn)行。在股市低迷的情況下，對(duì)于基金等需要資本監(jiān)管的機(jī)構(gòu)來(lái)說(shuō)，它不僅可以解決急需，還可以帶來(lái)相當(dāng)好的投資回報(bào)。
2、融資融券交易有利于市場(chǎng)交易的活躍，利用市場(chǎng)記憶的資本放大效應(yīng)也是刺激股票市場(chǎng)活躍的一種方式，有利于增加股市的流動(dòng)性。
3、融資融券交易不僅可以為證券公司帶來(lái)大量的傭金收入和息差收入，還可以衍生出大量的產(chǎn)品創(chuàng)新機(jī)會(huì)，為自營(yíng)業(yè)務(wù)降低成本和套期保值提供了可能。
4、融資融券制度是現(xiàn)代多層次證券市場(chǎng)的基礎(chǔ)，也是解決新舊分割后不可避免的結(jié)構(gòu)性供求失衡的配套政策。
融資融券投資的注意事項(xiàng)
1、證券賣(mài)空會(huì)導(dǎo)致股價(jià)調(diào)整的速度和程度進(jìn)而可能會(huì)引起恐慌，并導(dǎo)致市場(chǎng)后續(xù)連續(xù)拋售，這將使投資者不得不減少投資。因此，投資者應(yīng)盡可能避免大規(guī)模的證券借貸和賣(mài)空，尤其是在市場(chǎng)低迷時(shí)。
2、散戶(hù)投資者持有的資本和證券相對(duì)較少。因此，一般而言，基于賣(mài)空動(dòng)機(jī)的賣(mài)空只適用于機(jī)構(gòu)投資者；散戶(hù)投資者只能長(zhǎng)期做空一只股票或跟隨市場(chǎng)趨勢(shì)。但是，他們必須要了解個(gè)別股票和總體趨勢(shì)，否則風(fēng)險(xiǎn)會(huì)很大。
3、融資融券交易的數(shù)據(jù)信息可以為市場(chǎng)提供最新趨勢(shì)的風(fēng)向標(biāo)。
4、當(dāng)經(jīng)紀(jì)銀行強(qiáng)行關(guān)閉投資者的信用賬戶(hù)時(shí)，投資者將會(huì)失去再次獲利的機(jī)會(huì)，且在市場(chǎng)恢復(fù)時(shí)才能彌補(bǔ)損失。
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