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 |
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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)頁左側(cè)的在線咨詢圖標(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)頁左側(cè)的在線咨詢圖標(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)頁左側(cè)的在線咨詢圖標(biāo),與在線老師交流咨詢領(lǐng)取。
在快速變化的商業(yè)環(huán)境中,企業(yè)需要靈活而高效地管理其財務(wù)狀況,以應(yīng)對不斷變化的市場條件和資本需求。短期借款、拆入資金、向中央銀行借款、存入保證金以及可供出售金融資產(chǎn)的管理是企業(yè)財務(wù)策略中的關(guān)鍵組成部分。這些活動不僅影響企業(yè)的流動性和盈利能力,也決定了企業(yè)對市場波動的響應(yīng)能力。以下將探討如何有效管理這些財務(wù)要素以確保企業(yè)的穩(wěn)健運(yùn)營。
短期借款是企業(yè)為了滿足臨時性的資金需求而借入的期限較短的款項(xiàng)。管理短期借款的關(guān)鍵在于確保借款的成本效益,同時制定出適當(dāng)?shù)倪€款計劃,以避免流動性危機(jī)。企業(yè)應(yīng)根據(jù)實(shí)際的經(jīng)營周期和現(xiàn)金流預(yù)測來優(yōu)化短期借款的規(guī)模和期限,同時考慮到利率變動帶來的潛在影響。
拆入資金是金融機(jī)構(gòu)之間為了臨時資金周轉(zhuǎn)而進(jìn)行的短期借貸。對于非銀行企業(yè)而言,理解拆借市場的原理也很重要,因?yàn)樗鼈兛梢酝ㄟ^貨幣市場基金等金融工具間接參與。合理利用拆入資金可以幫助企業(yè)在資金短缺時獲得臨時流動性支持,但同樣需要注意成本控制和信用風(fēng)險。
向中央銀行借款通常是指銀行等金融機(jī)構(gòu)為滿足法定準(zhǔn)備金要求或應(yīng)對資金緊張情況而從中央銀行獲得貸款。這類借款的利率通常較低,但受到嚴(yán)格監(jiān)管和限制。企業(yè)應(yīng)密切關(guān)注中央銀行的貨幣政策變動,評估其對市場流動性和企業(yè)融資成本的影響。
存入保證金是企業(yè)在某些交易中為確保合同履行或維護(hù)市場信用而存放在第三方的資金。管理存入保證金要確保資金的安全性和可回收性,并在保證合同義務(wù)的同時最小化資金占用。企業(yè)應(yīng)監(jiān)控相關(guān)的法律法規(guī)變化,確保合規(guī)性,并利用有效的存款安排來提高資金使用效率。
可供出售金融資產(chǎn)是指企業(yè)持有并可在需要時出售的金融資產(chǎn),如股票、債券等。這些資產(chǎn)的管理需要平衡盈利性和流動性,企業(yè)應(yīng)根據(jù)市場情況和自身的風(fēng)險承受能力來配置資產(chǎn)組合。財務(wù)管理部門需定期評估這些資產(chǎn)的表現(xiàn),及時實(shí)現(xiàn)收益或減少損失。
綜上所述,短期借款、拆入資金、向中央銀行借款、存入保證金以及可供出售金融資產(chǎn)的有效管理對企業(yè)的短期資金流動和長期資本規(guī)劃至關(guān)重要。通過精確的財務(wù)分析和市場趨勢預(yù)測,企業(yè)能夠在保持足夠流動性的同時,優(yōu)化資本成本,把握投資機(jī)會,從而在激烈的商業(yè)競爭中占據(jù)有利地位。
CFA協(xié)會認(rèn)可的工作主要包括保險精算師、財經(jīng)編輯、財經(jīng)發(fā)行人、軟件開發(fā)人員、財務(wù)規(guī)劃師、財務(wù)主管、風(fēng)險投資分析師等,主要是有從中直接參與投資決策過程或者為投資決策過程提供支持等的相關(guān)工作都是被cfa認(rèn)可的。
CFA認(rèn)可的工作具體有包括:
1、保險精算師(Actuary)
2、財經(jīng)編輯/記者(Financial Editor/Reporter)
3、財經(jīng)發(fā)行人(FinancialPublisher)
4、產(chǎn)品/軟件開發(fā)人員(與投資相關(guān)的產(chǎn)品/服務(wù))[Product/Software Developer(ofinvestment-related products/services)]
5、財務(wù)規(guī)劃師(FinancialPlanner)
6、財務(wù)主管(Director ofFinance)
7、定量投資分析員/風(fēng)險分析員(Quantitative Investment or Risk Analyst)
8、房地產(chǎn)投資經(jīng)紀(jì)(Real EstateInvestment Manager)
9、風(fēng)險投資分析師(VentureCapital Analyst)
10、管理咨詢顧問(除人事類)[Management Consultant(excluding personnel)]
11、股票經(jīng)紀(jì)/證券經(jīng)紀(jì)人(Stockbroker/Registered Representative)
12、共同基金管理人(Director of Mutual Funds)
13、共同基金銷售/培訓(xùn)人員(Mutual Fund Sales/Trainer)
14、公司財務(wù)分析師(Corporate Finance Analyst)
15、公司財務(wù)顧問(Corporate Finance Consultant)
16、公司(非公開募股)估價師(Valuator of Closely Held Business)
17、公司管理者[Corporate Controller(not finance/not investment)]
18、公司首席財政官(CFO)
19、合規(guī)分析師/主任(Compliance Analyst/Officer)
20、機(jī)構(gòu)銷售人員(Institutional Sales Professional)
21、經(jīng)濟(jì)學(xué)(應(yīng)用于投資決策的)人士[(Economist(involvedin investment decision-making process)]
22、金融衍生品分析師(Derivatives Analyst)
23、教授/講師(投資、金融、經(jīng)濟(jì)領(lǐng)域)[(investment,finance,and economics)]
24、教授/講師(非金融工商管理領(lǐng)域)[Professor/Instructor(non-financial business administration)]
25、客戶服務(wù)代表/客戶關(guān)系經(jīng)理(Client Service Representative orRelationship Manager)
26、會計師(Accountant)
27、M&A(并購)評估師(Valuator of Mergers/Acquisitions)
28、期權(quán)/期貨/商品期貨(Options/Futures/CommoditiesAnalyst)
29、企業(yè)價值評估師(Business Appraiser)
30、企業(yè)/政府行政官(非金融/費(fèi)投資)[Corporate/GovernmentExecutive(not finance/not investment)]
31、投資分析師(Investment Strategist)
32、投資顧問(Investment Consultant)
33、投資公司監(jiān)管/監(jiān)督人(Regulator/Supervisor of Investment Firm)
34、投資經(jīng)理選聘顧問或投資政策顧問(Consultant on Investment Manager Selection/Investment Policy)
35、投資績效評估師(Portfolio Performance uator)
36、投資銷售(顧問式)[Investment Consultant(Consultative)]
37、投資銀行分析員(Investment Banking Analyst)
38、投資銀行行政管理人(Internal Manager of Investment Firm
39、投資組合管理者(Portfolio Administrator)
40、投資組合經(jīng)理(Portfolio Manager)
41、投資者關(guān)系(Investor Relations)
42、投資戰(zhàn)略制定者(Investment Strategy Formulator
43、審計(Auditor)
44、私人投資顧問(Private Client Investment Advisor)
45、信貸分析(Credit Analyst)
46、銀行融資(企業(yè))主任(Bank Lending Officer:Corporate)
47、銀行監(jiān)察員(Bank Examiner)
48、營銷(投資管理服務(wù),基金,證券等)人員[Marketer(of investment management services,funds,securities,etc.)]
49、證券承銷商(Securities Underwriter)
50、證券交易員(Securities Trader)
51、證券監(jiān)管人員(Securities Regulator)
52、證券投資分析師(Securities andInvestment Analyst)
53、公司行政規(guī)劃員(Internal Corporate PlanningAnalyst)。
考生申請cfa證書時,需要相關(guān)的工作經(jīng)驗(yàn),對工作經(jīng)驗(yàn)描述時,需要注意的有:
1、考生需要保留申請材料的備份,以便在申請材料提交至協(xié)會前可及時更新;
2、考生需要提交的工作崗位名稱是協(xié)會認(rèn)可的;
3、在提交協(xié)會認(rèn)可的工作職位時,考生需要寫明職責(zé)范圍;
4、考生需要提交所負(fù)責(zé)的工作職位的具體工作細(xì)節(jié)。
隨著金融市場改革深化,民營資本準(zhǔn)許進(jìn)入銀行業(yè),第三方融資機(jī)構(gòu)興起,以及銀行業(yè)的市場競爭加劇,都在一定程度上有助于企業(yè)融資渠道的拓寬,企業(yè)自身也必須轉(zhuǎn)變過分依賴銀行信貸的理念,充分認(rèn)識多樣的融資產(chǎn)品,設(shè)計多元化的融資方式,全面分享金融改革帶來的紅利。
■銀行向來不會扮演雪中送炭的福利者角色,企業(yè)是否能真正享受利率市場化帶來的好處?
■企業(yè)傳統(tǒng)融資渠道受到政策制約,如何更好的開拓銀行創(chuàng)新融資產(chǎn)品或非銀行融資渠道?
■企業(yè)如何選擇適合的融資方式,實(shí)現(xiàn)最優(yōu)的資本結(jié)構(gòu),并將融資成本控制在合理范圍內(nèi)?
【規(guī)劃合理藍(lán)圖】學(xué)會利用有用模型和工具評估企業(yè)所有業(yè)務(wù),合理規(guī)劃未來發(fā)展藍(lán)圖
【支持業(yè)務(wù)發(fā)展】明確財務(wù)策略的價值,學(xué)會對企業(yè)經(jīng)營活動的價值進(jìn)行有效管理和支持
【創(chuàng)新融資方式】掌握當(dāng)前銀行及第三方創(chuàng)新性融資產(chǎn)品和渠道,制定合理的融資結(jié)構(gòu)
■財務(wù)總監(jiān)/資金總監(jiān)/融資總監(jiān)等
■財務(wù)經(jīng)理/資金經(jīng)理
■融資部相關(guān)工作人員
一、融合于財務(wù)戰(zhàn)略的融資策略 | 二、選擇合理的融資方式 |
-結(jié)合經(jīng)營戰(zhàn)略制定合理的財務(wù)戰(zhàn)略 -如何制定合理的融資策略 | -企業(yè)常用的融資方式 -內(nèi)部融資/股權(quán)融資/債權(quán)融資/資產(chǎn)銷售融資 -四種不同融資方式的優(yōu)缺點(diǎn)比較 -不同融資方式的選擇策略 -優(yōu)先債務(wù)融資 -優(yōu)先股權(quán)融資 -優(yōu)先內(nèi)源融資 -折中選擇 -確定最優(yōu)資本結(jié)構(gòu) -計算融資成本 -資本資產(chǎn)定價模型(CAPM) -加權(quán)平均資本成本(WACC) |
三、修煉融資“內(nèi)功” | |
-確定承擔(dān)融資責(zé)任和風(fēng)險的融資主體 -修煉融資“內(nèi)功” -修煉業(yè)務(wù),提升財務(wù)報表質(zhì)量 -修煉信用,提升信用評估等級 -選擇合理的融資產(chǎn)品、融資渠道組合 -融資談判 -選取最有利的融資方式 -爭取最低的融資成本 |
想了解最新詳細(xì)課程大綱及資料,點(diǎn)擊網(wǎng)頁左側(cè)的在線咨詢圖標(biāo),與在線老師交流咨詢領(lǐng)取。
cfa工作經(jīng)驗(yàn)要求:具備符合要求的工作經(jīng)驗(yàn):申請持證需要最少在36個月內(nèi)獲得至少4,000小時的相關(guān)工作經(jīng)驗(yàn),可以是全職、兼職、自由職業(yè)或者實(shí)習(xí)經(jīng)驗(yàn)??梢栽趨⒓觕fa考試之前、之中和之后完成都可以。需要保證這些工作經(jīng)驗(yàn)與投資決策相關(guān)。
(點(diǎn)擊咨詢,專業(yè)老師1V1指導(dǎo))
1、通過三個級別的cfa考試
2、具備符合要求的工作經(jīng)驗(yàn):申請持證需要最少在36個月內(nèi)獲得至少4,000小時的相關(guān)工作經(jīng)驗(yàn),可以是全職、兼職、自由職業(yè)或者實(shí)習(xí)經(jīng)驗(yàn)??梢栽趨⒓觕fa考試之前、之中和之后完成都可以。需要保證這些工作經(jīng)驗(yàn)與投資決策相關(guān)。
3、提供兩位或三位推薦人:如果推薦人中有一位持有申請加入的cfa持證人地方協(xié)會的有效會員身份,申請人提供兩位推薦人的信息即可。非此情況則需要提供三位推薦人的信息。
4、完成并提交持證申請
超實(shí)用CFA備考資料包,助你順利拿下CFA證書,點(diǎn)擊下方免費(fèi)下載海量學(xué)習(xí)資料,現(xiàn)在領(lǐng)取,下一位CFA持證人就是你!
1:保險精算師(Actuary)
2:財經(jīng)編輯/記者(Financial Editor/Reporter)
3:財經(jīng)發(fā)行人(Financial Publisher)
4:產(chǎn)品/軟件開發(fā)人員(與投資相關(guān)的產(chǎn)品/服務(wù))[Product/Software Developer(of investment-related products/services)]
5:財務(wù)規(guī)劃師(Financial Planner)
6:財務(wù)主管(Director of Finance)
7:定量投資分析員/風(fēng)險分析員(Quantitative Investment or Risk Analyst)
8:房地產(chǎn)投資經(jīng)紀(jì)(Real Estate Investment Manager)
9:風(fēng)險投資分析師(Venture Capital Analyst)
10:管理咨詢顧問(除人事類)[Management Consultant(excluding personnel)]
11:股票經(jīng)紀(jì)/證券經(jīng)紀(jì)人(Stockbroker/Registered Representative)
12:共同基金管理人(Director of Mutual Funds)
13:共同基金銷售/培訓(xùn)人員(Mutual Fund Sales/Trainer)
14:公司財務(wù)分析師(Corporate Finance Analyst)
15:公司財務(wù)顧問(Corporate Finance Consultant)
16:公司(非公開募股)估價師(Valuator of Closely Held Business)
17:公司管理者[Corporate Controller(not finance/notinvestment)]
18:公司首席財政官(CFO)
19:公司行政規(guī)劃員(Internal Corporate Planning Analyst)
20:合規(guī)分析師/主任(Compliance Analyst/Officer)
21:機(jī)構(gòu)銷售人員(Institutional Sales Professional)
22:經(jīng)濟(jì)學(xué)(應(yīng)用于投資決策的)人士[(Economist(involved in investment decision-making process)]
23:金融衍生品分析師(Derivatives Analyst)
24:教授/講師(投資、金融、經(jīng)濟(jì)領(lǐng)域)[(investment,finance,and economics)]
25:教授/講師(非金融工商管理領(lǐng)域)[Professor/Instructor(non-financial business administration)]
26:客戶服務(wù)代表/客戶關(guān)系經(jīng)理(Client Service Representative or Relationship Manager)
27:會計師(Accountant)
28:M&A(并購)評估師(Valuator of Mergers/Acquisitions)
29:期權(quán)/期貨/商品期貨(Options/Futures/Commodities Analyst)
30:企業(yè)價值評估師(Business Appraiser)
31:企業(yè)/政府行政官(非金融/費(fèi)投資)[Corporate/Government Executive(not finance/not investment)]
32:投資分析師(Investment Strategist)
33:投資顧問(Investment Consultant)
34:投資公司監(jiān)管/監(jiān)督人(Regulator/Supervisor of Investment Firm)
35:投資經(jīng)理選聘顧問或投資政策顧問(Consultant on Investment Manager Selection/Investment Policy)
36:投資績效評估師(Portfolio Performance uator)
37:投資銷售(顧問式)[Investment Consultant(Consultative)]
38:投資銀行分析員(Investment Banking Analyst)
39:投資銀行行政管理人(Internal Manager of Investment Firm)
40:投資組合管理者(Portfolio Administrator)
41:投資組合經(jīng)理(Portfolio Manager)
42:投資者關(guān)系(Investor Relations)
43:投資戰(zhàn)略制定者(Investment Strategy Formulator)
44:審計(Auditor)
45:私人投資顧問(Private Client Investment Advisor)
46:信貸分析(Credit Analyst)
47:銀行融資(企業(yè))主任(Bank Lending Officer:Corporate)
48:銀行監(jiān)察員(Bank Examiner)
49:營銷(投資管理服務(wù),基金,證券等)人員[Marketer(of investment management services,funds,securities,etc.)]
50:證券承銷商(Securities Underwriter)
51:證券交易員(Securities Trader)
52:證券監(jiān)管人員(Securities Regulator)
53:證券投資分析師(Securities and Investment Analyst
2025年cfa考試需要看什么書?推薦購買哪些資料?建議考生準(zhǔn)備考試官方教材、考試輔導(dǎo)書、歷年考題等資料,可以根據(jù)自己的實(shí)際情況來選擇備考資料。更多想起跟隨小編一起來看看吧!
CFA Level I教材名稱:
Volume 1:Ethical and professional Standards,Quantitative Methods
Volume 2:Economics
Volume 3:Financial Statement
Volume 4:Corporate Finance and Portfolio Management
Volume 5:Equity and Fixed Income
Volume 6:Derivatives and Alternative Investment
CFA一級教材名稱譯:
第1卷:道德和專業(yè)標(biāo)準(zhǔn),定量分析方法
第2卷:經(jīng)濟(jì)學(xué)
第3卷:財務(wù)報表
第4卷:公司財務(wù)和投資組合管理
第5卷:股票和固定收益
第6卷:衍生工具和另類投資
CFA Level II教材名稱:
Volume 1:Ethical and professional Standards,Quantitative Methods,and Economics
Volume 2:Financial Statement Analysis
Volume 3:Corporate Finance
Volume 4:Asset Valuation and Equity
Volume 5:Fixed lncome
Volume 6:Derivatives and portfolio Management
CFA二級教材名稱譯:
第1卷:道德和專業(yè)標(biāo)準(zhǔn),定量方法和經(jīng)濟(jì)學(xué)
第2卷:財務(wù)報表分析
第3卷:企業(yè)融資
第4卷:資產(chǎn)評估和股權(quán)
第5卷:固定lncome
第6卷:衍生工具和投資組合管理
CFA Level III教材名稱:
Volume 1:Ethical and professional Standards
Volume 2:Behavioral Finance,individual investors,and institutional investors
Volume 3:Capital Market expectations,market valuation,and asset allocation
Volume 4:Fixed income and equity portfolio management
Volume 5:Alternative investments,risk management,and the application of derivatives
Volume 6:Portfolio:Execution,evaluation and attribultion,and global investment performance standards
CFA三級教材名稱譯:
第1卷:道德和專業(yè)標(biāo)準(zhǔn)
第2卷:行為金融,個人投資者和機(jī)構(gòu)投資者
第3卷:資本市場的預(yù)期,市場估值和資產(chǎn)配置
第4卷:固定收益和股票投資組合管理
第5卷:另類投資,風(fēng)險管理,衍生品的應(yīng)用
第6卷:組合:執(zhí)行,評估和attribultion,以及全球投資表現(xiàn)標(biāo)準(zhǔn)
企業(yè)固定資產(chǎn)是企業(yè)擁有的主要資產(chǎn),是企業(yè)發(fā)展的一種勞動手段。固定資產(chǎn)在實(shí)務(wù)中屬于金融資產(chǎn)范疇嗎?
固定資產(chǎn)屬于金融資產(chǎn)的范圍嗎?
固定資產(chǎn)不屬于金融資產(chǎn)。
金融資產(chǎn)是指一切代表未來收益或資產(chǎn)合法要求權(quán)的憑證,亦稱金融工具或證券。是指單位或個人擁有的以價值形態(tài)存在的資產(chǎn),是一種索取實(shí)物資產(chǎn)的權(quán)利。
金融資產(chǎn)是一切可以在有組織的金融市場上進(jìn)行交易、具有現(xiàn)實(shí)價格和未來估價的金融工具的總稱。金融資產(chǎn)的最大特征是能夠在市場交易中為其所有者提供即期或遠(yuǎn)期的貨幣收入流量。
金融資產(chǎn)通常指企業(yè)的庫存現(xiàn)金、銀行存款、其他貨幣資金(如:企業(yè)的外匯存款、銀行本票存款、銀行匯票存款、信用卡存款、信用證保證金存款、存入投資款等)應(yīng)收賬款、應(yīng)收票據(jù)、貸款、其他應(yīng)收款、股權(quán)投資、債權(quán)投資和衍生金融工具形成的資產(chǎn)等。
固定資產(chǎn)是什么?
固定資產(chǎn)是指同時具有以下特征的有形資產(chǎn):
1.為生產(chǎn)商品、提供勞務(wù)、出租或經(jīng)營管理而持有的;
2.使用壽命超過一個會計年度。
固定資產(chǎn)的核算:
入賬價值的確定:按進(jìn)價入賬(一般納稅人可以抵扣增值稅,小規(guī)模納稅人不可以抵扣,按全部進(jìn)價入賬。如購入的固定資產(chǎn)需安裝,則先計入在建工程,待達(dá)到預(yù)定可使用狀態(tài)后轉(zhuǎn)入固定資產(chǎn)。
計提折舊:根據(jù)該固定資產(chǎn)的類型定折舊年限和預(yù)計凈殘值,按一定的折舊方法計算折舊(注意:當(dāng)月確定的固定資產(chǎn),當(dāng)月不提折舊,從下月起提折舊)
受疫情影響,各大中小企業(yè)因熬不過疫情,紛紛倒閉,對于科研發(fā)展的小型微利企業(yè),銀保監(jiān)會作出了如下舉措,為了使小型微利企業(yè)度過這次難關(guān),銀保監(jiān)會針對融資難問題給出幫扶措施。
(一)增量
要努力提高小微企業(yè)貸款中的信用貸款、續(xù)貸和中長期貸款的比例,貸款增速不低于各項(xiàng)貸款增速,新增貸款要更多投向首次從銀行機(jī)構(gòu)獲得貸款的小微企業(yè)。具體為,增加供給量,重點(diǎn)加大支持對小型微利企業(yè)貸款的投放,發(fā)揮政策性銀行的調(diào)節(jié)作用,使小型微利企業(yè)度過難關(guān)。
(二)優(yōu)化信貸結(jié)構(gòu)
首先要降低小型微利企業(yè)融資成本,降低貸款利率,嚴(yán)查收費(fèi)不合理問題,豐富信用貸款的其他功能,能夠更好的匹配小型微利企業(yè)的需求,加大對小型微利企業(yè)的貸款力度,以滿足小型微利企業(yè)的需求。
(三)利用“云數(shù)據(jù)”提供服務(wù)
利用網(wǎng)絡(luò)渠道及云數(shù)據(jù)提供更優(yōu)質(zhì)的服務(wù),優(yōu)化小型微利企業(yè)的融資貸款制度,對小型微利企業(yè)實(shí)行不斷貸不壓貸,改進(jìn)審批和風(fēng)控的模式,降低小型微利企業(yè)的貸款成本,對不合理收費(fèi)問題嚴(yán)格查處。
對于小型微利企業(yè)的融資問題,銀保監(jiān)會為解決企業(yè)主的融資難問題給出了以上的通知,國家對于小型微利企業(yè)及高新技術(shù)產(chǎn)業(yè)都有一定的政策支持,目的就是為了降低企業(yè)的融資成本。
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,會計網(wǎng)整合了相關(guān)知識點(diǎn)進(jìn)行詳解,希望有所幫助。
Owner financing. 比如小豬佩奇想要開一個麻辣香鍋,最直接的融資方式就是他自己掏錢,如果不夠,找親戚大豬佩奇借錢。
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€信用卡都有透支額度,這樣就可以利用透支額度來融資。但是注意overdraft一般融資期只有一個月,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。但是這個對于一個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,欠錢就是賺錢。小豬佩奇買麻辣香鍋店的盤子、椅子、菜品都不立即付錢,可以和供應(yīng)商協(xié)商一個payable period,過段時間有錢了再付。不過也比較難,畢竟我們一般買菜都是去菜市場或者超市,不付錢?
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)險投資。這個一般適用于企業(yè)是中型企業(yè)。比如高頓財經(jīng),那么可以找Venture capital。國內(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)險的,很多VC都是大額注入資金,但是對于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?,否則就低價收購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趕腳亞歷山大。因?yàn)槿绻荒茏錾鲜?,相?dāng)于自己辛辛苦苦生的孩子送給了別人。
Leasing. 如果沒有錢,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)收賬款賣掉,比如現(xiàn)在小豬佩奇店里面有30個客戶一共欠款50000元,那么可以讓保理公司幫忙收款,這時候保理公司會收一筆高額的factor fee(所以,一個小規(guī)模的麻辣香鍋店,找保理?還是算了吧;而且因?yàn)榭蛻舳际巧艟佣?,不是公司,所以factor也未必幫小豬佩奇收款)
P2P. 國內(nèi)今年來創(chuàng)新的peer to peer是一種非常好的幫助中小企業(yè)解決融資難問題的business model.比如什么什么財富管理公司、微粒貸、拍拍貸(插播廣告一條,拍拍貸目前美國上市公司,老大曾是高頓學(xué)員)。這種P2P可以翻譯為眾籌。就是每一個人有錢了就把錢放進(jìn)拍拍貸,金額可大可小(有去銀行買過理財?shù)耐瑢W(xué)會知道,理財一般是有認(rèn)購的初始額度要求的,比如5萬,10萬的;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)。拍拍貸后面會把錢借給中小企業(yè)SMEs,讓后中小企業(yè)還錢給拍拍貸,拍拍貸再把利息支付給大眾??瓷先ズ芎唵危蜕虡I(yè)銀行的business model一樣,就是賺取存貸款利息差。但是需要這些財富管理公司對于中小企業(yè)的還款能力有一個很好的評估,否則就是龐氏騙局。
來源:ACCA學(xué)習(xí)幫
CFA考試通過后,可登錄賬號,點(diǎn)擊My Account,選擇Membership,申請類型選擇Apply for Regular Membership。按以下步驟完成CFA證書申請。
(點(diǎn)擊咨詢,專業(yè)老師1V1指導(dǎo))
1、核實(shí)個人信息
2、填寫工作經(jīng)驗(yàn)(關(guān)鍵步驟)
工作經(jīng)驗(yàn)將以小時計算,而非月或年來計算工作經(jīng)驗(yàn)。該時間基于每周工作中參與投資決策的時間百分比,以及申請人在其從事的每個職位的工作時長(多少個月)計算,需滿足最少在36個月內(nèi)獲得至少4,000小時的相關(guān)工作經(jīng)驗(yàn)。
工作描述:以英文書寫,不超過2000個單詞。
以下為工作經(jīng)驗(yàn)描述的小Tips:
a.協(xié)會推薦“短句+附件”的方式書寫,避免文字過于冗長復(fù)雜。
b.建議工作內(nèi)容可以展示申請者如何參與到投資決策過程中.
c.建議使用容易理解的詞語,盡量避免使用公司內(nèi)部詞語。同時,確保強(qiáng)調(diào)的工作經(jīng)驗(yàn)是如何參與投資決策或如何為團(tuán)隊(duì)提出建議而助其做出更好決策,而非如何幫助老板或團(tuán)隊(duì)。
3、提供推薦人
-哪些人可以做你的推薦人
申請人可以優(yōu)先選擇其直系領(lǐng)導(dǎo)作為推薦人,也可以選擇其他推薦人來描述及證明申請人在投資決策過程中的職責(zé)(如同事、客戶、可以證明你工作中參與決策環(huán)節(jié)的大學(xué)教授);推薦人不一定需要是CFA持證人;申請人不能做自己的推薦人。
-推薦人會被問到的問題
CFA Institute發(fā)給推薦人的郵件中會包含四個問題。前兩個問題只需要回答是或否,第三個問題會要求推薦人描述申請者如何參與到?jīng)Q策過程中,最后一個問題會問推薦人是否支持申請者成為持證人。
4、證明所提供的信息無誤
5、提交申請
持證申請通過后,申請人還需激活持證人身份,并支付CFA Institute年費(fèi),之后會正式成為持證人。
證書寄送
CFA協(xié)會會通過郵件聯(lián)系持證人。申請者需要通過郵件提供郵寄地址,之后大概需要等待6-8周后,會收到紙質(zhì)證書。如果沒有收到郵件,請聯(lián)系membership cfainstitute.org或janice.hon cfainstitute.org。
CFA證書有效期
實(shí)際上,完成三個級別的CFA考試并無時間限制,之前的考試結(jié)果也不會過期,不過有次數(shù)限制,即每個級別最多考6次。
除此之外只要CFA考試的三個級別依次考過了,再加上年最少在36個月內(nèi)獲得至少4,000小時的金融業(yè)工作經(jīng)驗(yàn),那么CFA的證書終身有效。
而CFA認(rèn)證所需的3年工作經(jīng)驗(yàn)涉及以下幾點(diǎn):
a.評估或應(yīng)用金融財務(wù),經(jīng)濟(jì),或統(tǒng)計數(shù)據(jù)為投資運(yùn)作提供決策;涉及證券或類似的投資工作(例如公開上市和私募股票、債券、抵押貸款及其衍生品;基于有價商品的衍生品和共同基金;商品和其他投資資產(chǎn),如房地產(chǎn)和大宗商品,多元化的投資組合,有價證券的投資組合等);
b.從事或參與到投資產(chǎn)品設(shè)計,為其提供專業(yè)的有價值的信息,直接參與投資決策過程或者為投資決策過程提供支持等相關(guān)工作;
c.監(jiān)督、管理或指導(dǎo);亦或直接或間接執(zhí)行操作投資活動;
d.從事投資活動的咨詢、教學(xué)指導(dǎo)工作。職位本身的名稱不能直接決定是否被CFA協(xié)會認(rèn)可,主要是日常工作中涉及到的職務(wù)內(nèi)容必須50%以上和投資決策相關(guān)的才是被認(rèn)可。
如果工作中涉及的職務(wù)內(nèi)容和投資決策相關(guān),亦可提供詳細(xì)的工作經(jīng)驗(yàn)給CFA協(xié)會,也是被認(rèn)可的。
CFA認(rèn)可的部分工作經(jīng)驗(yàn)(按首字母排序):
保險精算師(Actuary)
財經(jīng)編輯/記者(Financial Editor/Reporter)
財經(jīng)發(fā)行人(Financial Publisher)
產(chǎn)品/軟件開發(fā)人員(與投資相關(guān)的產(chǎn)品/服務(wù))[Product/Software Developer(of investment-related products/services)]
財務(wù)規(guī)劃師(Financial Planner)
財務(wù)主管(Director of Finance)
定量投資分析員/風(fēng)險分析員(Quantitative Investment or Risk Analyst)
房地產(chǎn)投資經(jīng)紀(jì)(Real Estate Investment Manager)
風(fēng)險投資分析師(Venture Capital Analyst)
管理咨詢顧問(除人事類)[Management Consultant(excluding personnel)]
股票經(jīng)紀(jì)/證券經(jīng)紀(jì)人(Stockbroker/Registered Representative)
共同基金管理人(Director of Mutual Funds)
共同基金銷售/培訓(xùn)人員(Mutual Fund Sales/Trainer)
公司財務(wù)分析師(Corporate Finance Analyst)
公司財務(wù)顧問(Corporate Finance Consultant)
公司(非公開募股)
估價師(Valuator of Closely Held Business)
公司管理者[Corporate Controller(not finance/notinvestment)]
公司首席財政官(CFO)
公司行政規(guī)劃員(Internal Corporate Planning Analyst)
合規(guī)分析師/主任(Compliance Analyst/Officer)
機(jī)構(gòu)銷售人員(Institutional Sales Professional)
經(jīng)濟(jì)學(xué)(應(yīng)用于投資決策的)人士[(Economist(involved in investment decision-making process)]
金融衍生品分析師(Derivatives Analyst)
教授/講師(投資、金融、經(jīng)濟(jì)領(lǐng)域)[(investment,finance,and economics)]
教授/講師(非金融工商管理領(lǐng)域)[Professor/Instructor(non-financial business administration)]
客戶服務(wù)代表/客戶關(guān)系經(jīng)理(Client Service Representative or Relationship Manager)
會計師(Accountant)
M&A(并購)評估師(Valuator of Mergers/Acquisitions)
期權(quán)/期貨/商品期貨(Options/Futures/Commodities Analyst)企業(yè)價值評估師(Business Appraiser)
企業(yè)/政府行政官(非金融/費(fèi)投資)[Corporate/Government Executive(not finance/not investment)]
投資分析師(Investment Strategist)
投資顧問(Investment Consultant)
投資公司監(jiān)管/監(jiān)督人(Regulator/Supervisor of Investment Firm)
投資經(jīng)理選聘顧問或投資政策顧問(Consultant on Investment Manager Selection/Investment Policy)
投資績效評估師(Portfolio Performance uator)
投資銷售(顧問式)[Investment Consultant(Consultative)]
投資銀行分析員(Investment Banking Analyst)
投資銀行行政管理人(Internal Manager of Investment Firm)
投資組合管理者(Portfolio Administrator)
投資組合經(jīng)理(Portfolio Manager)
投資者關(guān)系(Investor Relations)
投資戰(zhàn)略制定者(Investment Strategy Formulator)
審計(Auditor)
私人投資顧問(Private Client Investment Advisor)
信貸分析(Credit Analyst)
銀行融資(企業(yè))主任(Bank Lending Officer:Corporate)
銀行監(jiān)察員(Bank Examiner)
營銷(投資管理服務(wù),基金,證券等)人員[Marketer(of investment management services,funds,securities,etc.)]
證券承銷商(Securities Underwriter)
證券交易員(Securities Trader)
證券監(jiān)管人員(Securities Regulator)
證券投資分析師(Securities and Investment Analyst
企業(yè)持有的交易性金融資產(chǎn),一般是為了短期獲利,比如從二級市場購入的股票、債券等。對于交易性金融資產(chǎn),應(yīng)如何做賬?
持有交易性金融資產(chǎn)如何做賬?
1.初始計量
?、侔垂蕛r值計量,相關(guān)交易費(fèi)用計入當(dāng)期損益;
?、谝训礁断⑵诘形搭I(lǐng)取的利息或已宣告發(fā)放但尚未領(lǐng)取的現(xiàn)金股利單獨(dú)確認(rèn)為應(yīng)收項(xiàng)目。
借:交易性金融資產(chǎn)——成本
應(yīng)收股利/應(yīng)收利息
投資收益(交易費(fèi)用)
貸:銀行存款
2.后續(xù)計量
總原則:資產(chǎn)負(fù)債表日按公允價值計量,公允價值的變動計入當(dāng)期損益
(1)反映公允價值的變動
升值:
借:交易性金融資產(chǎn)——公允價值變動
貸:公允價值變動損益
貶值:
借:公允價值變動損益
貸:交易性金融資產(chǎn)——公允價值變動
注意:此類金融資產(chǎn)不計提減值
(2)持有期間
借:應(yīng)收股利/應(yīng)收利息
貸:投資收益
借:銀行存款
貸:應(yīng)收股利/應(yīng)收利息
交易性金融資產(chǎn)是指企業(yè)打算通過積極管理和交易以獲取利潤的債權(quán)證券和權(quán)益證券。企業(yè)通常會頻繁買賣這類證券以期在短期價格變化中獲取利潤。
例如企業(yè)以賺取差價為目的從二級市場購入的股票、債券、基金等,交易性金融資產(chǎn)是以公允價值計量的。
公允價值變動損益是什么?
公允價值變動損益是指一項(xiàng)資產(chǎn)在取得之后的計量,即后續(xù)采用公允價值計量模式時,期末資產(chǎn)賬面價值與其公允價值之間的差額。公允價所變動損益“損”就是損失,表示虧損;“益”就是收益,表示盈余。公允價值變動損益就是因?yàn)楣蕛r值的變動而引發(fā)的“損”或是“益”。
交易性金融資產(chǎn)屬于哪類科目?
交易性金融資產(chǎn)屬于資產(chǎn)類科目。借方登記交易性金融資產(chǎn)取得成本、資產(chǎn)負(fù)債表日其公允價值高于賬面余額的差額。貸方登記資產(chǎn)負(fù)債表日其公允價值低于賬面余額的差額、企業(yè)出售交易性金融資產(chǎn)時結(jié)轉(zhuǎn)的成本。企業(yè)應(yīng)當(dāng)按照交易性金融資產(chǎn)的類別和品種,分別設(shè)置“成本”、“公允價值變動”等明細(xì)科目進(jìn)行核算。