ENTERPRISE FINANCIAL STRATEGY FORMATION

Abstract

The article studies modern approaches to forming the financial strategy of enterprises. In today's economic environment, financial strategy is first and foremost a tool for forming and realizing the goals of financial and economic activity of an enterprise, which is aimed at solving the main inconsistency between the need for financial resources and the possibility of using them. Based on the study of scientific literature, we have defined and detailed the algorithm for forming the financial strategy of the enterprise: analysis of external and external environment of enterprise; development of a system of strategic goals; study of possible variants of the financial strategy of the enterprise (setting a goal, tasks, directions, implementation period); formation of financial strategy; implementation of financial strategy; monitoring of financial strategy (control over execution, comparison of purpose and results); detection of deviations, adjustment of the chosen strategy or activity of the enterprise depending on external and internal factors. Econometric and trend models of financial performance are substantiated to further predict and build an effective financial strategy. The calculations made on the example of the agricultural enterprise make it possible to quantify the degree of influence of the selected factors, changing which can influence the final financial result of an entity's activity. The most modern tool of strategic and operational management that alows to connect the company's financial strategic goals with the business processes and day-to-day operations of staff at each level of management, as well as overseeing the implementation of the overall strategy is the calculation of a balanced scorecard (BSC). Therefore, based on the data of agricultural enterprise, we will calculate a balanced scorecard that contains a financial component. With the help of a balanced scorecard, they form a strategic map. The directions of improvement of the system of analytical and information support for the development of the financial strategy by introducing strategic maps based on a balanced scorecard are identified.