Yes, the smaller, the better.
Financial management ( ) is the lifeblood of an enterprise, which is the management of the purchase of assets (investment), capital financing (financing) and cash flow (working capital) in operation, as well as profit distribution under certain overall goals. Corporate finance is often translated as "corporate finance" or "corporate financial management" in China. Financial management is an integral part of enterprise management, which is an economic management work that organizes the financial activities of enterprises and handles financial relations in accordance with financial laws and regulations and the principles of financial management.
Capital structure theory is a theory that studies the relationship between the way and structure of a company raises funds and the market value of a company. The 1958 study by Modigliani and Miller concluded that in a well-developed and efficient financial market, corporate value has nothing to do with capital structure and dividend policy—MM theory. Miller was awarded the Nobel Prize in Economic Sciences in 1990 for his MM theory, and Modiglinha was awarded the Nobel Prize in Economic Sciences in 1985.
Modern Portfolio Theory and the Capital Asset Pricing Model (CAPM)Modern Portfolio Theory is a theory about optimal investment portfolios. In 1952, Markowitz (Harry) put forward this theory, and his research conclusion is that as long as the changes in returns between different assets are not completely positively correlated, investment risks can be reduced through asset portfolios, for which Markowitz was awarded the Nobel Prize in Economics in 1990. The capital asset pricing model is a theory that studies the relationship between risk and return. Sharp et al. concluded that the risk-return rate of a single asset depends on the risk-free rate of return, the risk-return ratio of the market portfolio and the risk of the risky asset. Sharp was awarded the 1990 Nobel Memorial Prize in Economic Sciences.
Option pricing theory is the theory of determining the value or theoretical price of options (stock options, foreign exchange options, stock index options, corporate financial strategy research, convertible bonds, convertible preferred stock, warrants, etc.). In 1973, Scholes proposed the option pricing model, also known as the B-S model. Since the 90s, options trading has become the main theme of the world's financial field. Scholes and Morton were awarded the 1997 Nobel Prize in Economic Sciences.
The efficient market hypothesis is a theory that studies the degree to which the price of securities in the capital market reflects information. The capital market is said to be efficient if all relevant information is fully reflected in the price of the security. In such a market, it is not possible to obtain economic benefits from securities trading. The main contributor to the theory is Fama.
Agency theory is to study the level of agency costs under different financing methods and different capital structures, and how to reduce agency costs and increase corporate value. The main contributors to the theory are Jensen and McCollin. The theory of information asymmetry ( ) refers to the different degrees of understanding of the actual operating conditions of the company by internal and external personnel, that is, there is information asymmetry among the relevant personnel of the company, and this information asymmetry will cause different judgments on the value of the company.
Business Management Thesis Topics (including Financial Management, Management Accounting)
1. Discussion of management buyouts
2. The financial impact of MBO and information disclosure
3. Analyze the impact of the new enterprise income tax law on the profits of listed companies
4. Analysis and prevention of financial risks
5. Portfolio theory and financial risk prevention
6. Agent Theory and Financial Supervision
7. Financial Markets and Corporate Finance
8. Financing channels for enterprises under the conditions of market economy
9. Comparison of the financing structure of Chinese and Western enterprises
10. Research on earnings management behavior of listed companies based on earnings target
11. Research on enterprise performance evaluation indicators
12. Research on the optimization of enterprise capital structure
13. Research on the earnings quality of listed companies
14. Research on issues related to debt management
15. Research on dividend distribution policy
16. Analysis of the financial effects of mergers and acquisitions
17. Research on the independence of independent directors
18. Enterprise financial management in the era of knowledge economy
19. The choice of financial goals of modern enterprises
20. Problems and countermeasures in financial management of small and medium-sized enterprises
21. Research on the financing of small and medium-sized enterprises
22. Financing Model of China's Private Enterprises - Mergers and Acquisitions of Listed Companies
23. Research on enterprise performance evaluation based on enterprise stakeholders
24. Research on corporate financial strategy
25. Research on the operation strategy of financial companies
26. Some thoughts on capital management
27. Venture capital operation and management
28. On the Operational Mechanism of Venture Capital
29. Research on financial issues in the reorganization of enterprise assets
30. Research on management accounting issues of asset reorganization
31. Financial Decisions in Mergers and Acquisitions
32. Research on the selection of financing and payment methods for enterprise mergers and acquisitions
33. Strategic (institutional) investors and corporate governance
34. Research on stock option issues
35. Research on the governance structure and financing of listed companies in mainland China
36. Shareholding structure and corporate governance
37. Research on international tax planning
38. Tax planning for cross-border operations of enterprises
39. Tax planning and corporate financial management
Tax planning for 40.XXX taxes (e.g. corporate income tax).
41. Tax planning for high-tech enterprises
42. The Impact and Prospects of WTO Accession on the Mainland's Tax Accounting
43. Challenges faced by the mainland's financial management after its accession to the WTO
44. Problems and countermeasures in the application of management accounting in mainland enterprises
45. Value-added of economic value (EVA) - a new indicator for evaluating enterprise performance
46. Research on the credit guarantee system of small and medium-sized enterprises
47. Research on the issue of financial early warning of listed companies
48. Research on changes in the financial status of enterprises before and after mergers and acquisitions
49. Research on the performance evaluation system with the balanced scorecard as the core
50. Research on the choice of corporate financial strategies based on different development cycles
51. Formulation and decomposition of the overall budget target of the group company
52. Analysis of the application of the discounted cash flow method in evaluating corporate strategy
53. Fitting of financial indicators and non-financial indicators in evaluating the performance of managers
54. Research on financial management objectives and core competencies of enterprise finance
55. Research on risk aversion in enterprise tax planning
56. Empirical research on the dividend policy of listed companies
57. Analysis of the change trend of the governance structure of listed companies
58. Research on the refinancing of listed companies
59. Analysis of problems and countermeasures in budget management
60. Foreign exchange trading risks of multinational corporations and their management
61. Investigation and analysis of the current situation of financing of mainland companies
62. Investigation and analysis of the financing cost of mainland companies
63. Current Situation and Analysis of Capital Structure of Mainland Companies
64. The current situation and analysis of investment decisions of mainland companies
65. Analysis of the causes of enterprise financial risks and their utilization and control
66. Discussion on enterprise risk control issues
67. Research on the relationship between dividend policy and enterprise value
68. Analysis of the impact of debt management on the value of the company
69. Problems in the acquisition of mainland companies
70. Financial Effects of Debt Financing
71. Causes and control strategies of corporate financing risks
71. On the analysis of enterprise value based on free cash flow
72. Application of non-financial indicators in the performance evaluation system
73. On the problems and countermeasures of the internal control of mainland enterprises
74. Comparison of enterprise financial early warning and performance evaluation
75. Analyze the management of corporate earnings under the new accounting standards
76. Research on the model of enterprise mergers and acquisitions
77. Risks of Debt Financing for Small and Medium-sized Enterprises in the Mainland and Their Prevention
78. Tax planning in corporate finance
79. Research on enterprise internal control from the perspective of checks and balances
80. On the limitations of financial ratio analysis and improvement measures
81. Analysis and evaluation of financial risks of enterprise mergers and acquisitions
82. The current situation of the capital structure of listed companies in mainland China and the optimization countermeasures
83. Research on refinancing preference and performance of listed companies in mainland China
84. Comparative Thinking on the Capital Structure of Small and Medium-sized Enterprises at Home and Abroad
85. On the management of earnings of listed companies in mainland China
86. Research on the problems and countermeasures of the independent director system in mainland China
87. Research on the issue of direct financing of small and medium-sized enterprises in the mainland
88. On the relationship between internal control and risk management
89. Research on the impact of the reform of equity division on the interests of small and medium-sized shareholders
90. Research on agency cost in mainland corporate governance
91. Current situation and optimization strategy of enterprise budget management
92. On the current situation and countermeasures of financial supervision of mainland enterprises
93. Establish and improve the financial budget management system of enterprises
94. Analysis of the financial effect of stock repurchase of listed companies
95. Analysis of the motives and problems of stock repurchase of listed companies
96. Suggestions and countermeasures for improving the quality of listed companies after the reform of equity division
97. Analysis of the optimization of the equity structure of listed companies after the reform of equity division
98. Analysis of financial risk prevention in colleges and universities
99. Analysis of the financial effects of enterprise credit management
100. Problems and countermeasures in the operation of venture capital
101. Solving the problem of financing for small and medium-sized enterprises and international reference
102. Analysis of payment method selection in mergers and acquisitions - taking XX company as an example
103. Analysis of countermeasures for cash flow control of modern enterprises
102. On the construction of the financial control system between the parent and subsidiary companies of an enterprise group
103. Problems and countermeasures of the "comprehensive budget fever" of enterprise groups
104. Analysis of enterprise performance evaluation based on core competency-oriented
105. Capital structure issues based on corporate governance
106. An empirical study on the dividend policy and financing cost of listed companies
107. Conflict of interest and coordination between parent and subsidiary of an enterprise group
108. Research on corporate value
109. Research on the idea of hierarchical management of finance
110. Financial issues of off-balance sheet financing of enterprises
111. Strategic (institutional) investors and corporate governance
112. Free Cash Flow and Enterprise Valuation
113. Research on enterprise credit policies
114. Research on the separation of the "three powers" of financial decision-making, implementation, and supervision
115. Exploration of financial management issues of group companies
116. Discussion on the management method of enterprise liquid assets
117. Research on the CFO system
118. Research on internal control based on risk management
119. Analysis of the impact of the governance structure of listed companies on financial crisis
120. Research on the role of value chain analysis in management accounting
121. Research on the integrated financial management mode of enterprise group based on ERP
122. Analysis of the quality of earnings in endogenous financing of small and medium-sized enterprises
123. Research on the design of the budget performance evaluation system of colleges and universities
124. Countermeasures for the financial management of enterprises under the influence of the financial crisis
125. Analysis of corporate governance issues from the perspective of financing methods
126. Reflections on the centralized integration of financial management models of large group companies
127. Research on the Causes of the Transfer of Control of Private Listed Companies
128. Analysis of the current situation and countermeasures of financing small and medium-sized enterprises in mainland China under the economic crisis
129. Research on the financial competitiveness of listed companies
130. Earnings management of listed companies based on the perspective of management compensation
131. Causes and preventive countermeasures of college loan risks
132. Discussion on the evaluation method of internal control strategy based on balanced scorecard
133. Deficiencies in the Balanced Scorecard and Measures for Improvement
134. Briefly discuss the current situation, causes and measures of the current enterprise accounts receivable management
Enterprise strategy classification, strategic project management(1) The premise of the construction of the enterprise strategic project management model
The enterprise is a complex, dynamic and open system, and effective project management activities must be able to integrate all project management activities within its scope according to the strategic requirements of the enterprise and from the perspective of the enterprise as a whole, and carry out enterprise strategic project management. The concept and characteristics of enterprise strategic project management have been studied earlier, so how can the project management activities scattered in the enterprise system be integrated into the strategic scope?
As a new management model, enterprise project management provides a platform for this topic. In fact, many successful foreign companies (such as Nortel, Ericsson, etc.) have successfully integrated concurrent engineering, change management, risk management, total quality management and other methods into their project management methodology. The introduction of strategic management ideas into the EPM platform and the integration of strategic management ideas into the enterprise project management system by using project management methodology are the prerequisites and foundations for the construction of the enterprise strategic project management model (ESPM).
(2) Characteristics of the strategic project management model
The ESPM model is characterized by linking the EPM platform, strategic management, and integrated system to study the systematic and forward-looking enterprise project management based on the strategic perspective in a highly uncertain environment. These include:
First, it is not an isolated and one-sided study of local and individual projects of the enterprise, but based on a strategic perspective, the system integration of project management activities within the enterprise is studied, the concept of enterprise strategic project management is proposed, and its content and characteristics are studied.
Second, the strategic management idea is introduced into the EPM platform, and the system and system engineering methods are used to integrate the project management activities within the enterprise, so as to establish a theoretical system including ESPM management objectives, management organization, system methods, information systems and corporate culture;
Thirdly, the idea of integrated innovation is introduced into the ESPM theory, and the theoretical analysis of abstract meaning is emphasized in the research method, and the structured analysis of enterprise strategic project management is carried out.
(3) The structure of the strategic project management model
It consists of five elements: corporate strategic project management objectives; Enterprise strategic project management organization; Enterprise Strategic Project Management Information System; Enterprise Strategic Project Management System Approach; Corporate strategic project management culture. The pattern can be seen as both a floor plan and a stereogram:
1. The floor plan refers to the realization of ESPM management objectives as the core, the ESPM system method, management organization, and information system as the supporting elements, and the special element of corporate culture is the operating environment of each element;
2. The three-dimensional diagram refers to the ESPM management goal as the top of the cone, and the other four elements as the bottom of the cone, reflecting the hierarchical nature of the ESPM model.
The meaning of ESPM management objective elements is that the purpose of enterprise strategic project management is to conform all project management activities of the enterprise to the strategic objectives and strategic management activities of the enterprise, so it is necessary to formulate the enterprise project management objectives under the guidance of the enterprise strategy, that is, the focus of the enterprise project manager should be guided by the achievement of the strategic objectives of the enterprise, rather than limited to the "delivery" at the project level. This element should fulfill the requirements of the strategic objectives and fulfill the requirements of the 5P's. The implication of the organizational elements of ESPM management refers to the fact that although ESPM requires all employees to participate in the project management activities of the enterprise, in order to make ESPM a continuous enterprise management activity, and because the project management activities require special project management theories and methods, the enterprise should establish a corresponding ESPM management organization, and the project management practice of today's enterprises also shows that the appropriate enterprise project management organization (person) is a necessary condition for the successful implementation of the project.
The implication of the elements of ESPM system method is that ESPM requires the use of systems thinking to solve enterprise project management problems, that is, the research object is regarded as an organic whole with specific functions composed of many interrelated and interacting elements, not only to study and analyze each element, but also to analyze and study the interconnection between the elements, and to optimize the system from the perspective of the system as a whole. The meaning of ESPM information system elements is that in order to optimize the ESPM system, the entire information flow must be optimized, that is, the right information is delivered to the people who need it at the right time. This kind of information includes the management support information of project management theory and method, and the information that can be supported by the enterprise itself and its external support, which is an all-round three-dimensional information network. The implication of ESPM's corporate culture elements is that ESPM requires the corporate culture to be adjusted accordingly to meet the requirements of enterprise strategic project management, and to form a unified and standardized language, so that enterprise project management can be integrated into corporate strategy, tactical decision-making and various activities, and become a conscious behavior of employees.
(4) The function of the strategic project management model
The functions of the ESPM (Enterprise Strategic Project Management) model are mainly manifested in three aspects: strategy-driven function, correlation interaction function and decision support function.
1. The strategy-driven function enables enterprise project managers to consider the classification of enterprise strategy from the perspective of strategic development when making decisions, so as to ensure that the guiding ideology of project management is consistent with the overall strategy of the enterprise;
2. The interactive function enables enterprise project management decision-makers to systematically consider the elements of enterprise project management and comprehensively view various project management activities within the enterprise;
3. The decision support function refers to the mode that can support enterprise project managers to comprehensively use relevant domain knowledge to analyze and reason about project management problems and make correct decisions.