Abstract
The article analyzes financial condition of OJSC “Kazanorsintez” using a modified factor model of “DuPont”company. This approach helped to define the guidelines aimed at perfecting the incompany profit and efficiencyplanning, which allows to use resources rationally and to achieve maximal results. The conducted researchindicated the company’s unimproved opportunities, the implementation of which suggests the necessity oflowering current costs as well as further turnover acceleration by means of optimization of their structure,increasing efficiency in using all resources, strengthening financial stability and paying capacity, which willprovide additional profit markup owing to profitability of sales.
Highlights
In the current context, the performance of every economic entity is the subject of attention for a wide range of members of market relations, who are interested in the results of its functioning
Mentioned table data is used for profitability factor analysis of OJSC “Kazanorgsintez” (Table 3)
Leverage ratio has decreased for 1.05 units or 24.7%, which suggests the decline in the share of borrowed current assets of OJSC “Kazanorgsintez” in 2013
Summary
The performance of every economic entity is the subject of attention for a wide range of members of market relations, who are interested in the results of its functioning. Analytical profit and efficiency diagnostics of a company allows to reveal a considerable number of development trends and is aimed at indicating further successful development of a company. It indicates the drawbacks in business activity and reveals the reserves of profit and efficiency markup. In this regard, the development of factor models to analyze certain profitability performance profiles acquire certain theoretic and practical relevance, as well as their practical approval taking into consideration specific features of functioning of an enterprise. The works of many Russian (Safiullin, Samigullin, & Safiullin, 2013; Sarkin, Bagautdinova, & Averianov, 2013) and foreign authors (Ansoff, 1957; Averianov, Bagautdinova, & Sarkin, 2013; Black & Scholes, 1973; Freeman, 1999; Levy & Marshall, 1990; Paulsen, 1993; Geiger, Ritchie, & Marlin, 2006; Steiner, 1980) were devoted to this aspect of strategic management planning, though the issue of applying the given models to functioning of Russian companies still remains under-investigated
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