financial management
The financial management module is used to summarize enterprise project operating income and expenditure, daily operating income and expenditure, all capital flows and annual balance data, helping managers to understand the company's income, expenditure, gross profit and profit rate in real time.
The core goal of financial management is to unify project income, project costs, daily operating expenses and capital changes, so that companies can not only see whether individual projects are profitable, but also check the overall operating results.
overall business process
Project income and expenditure process
Project income and expenditure mainly records the income and expenditure of a single project, and automatically calculates the project gross profit and profit rate. Managers can filter projects through the top search and count overall project revenue, project expenditures, gross profit and profit margin.
Daily income and expenditure process
Daily income and expenses are used to record non-project operating income and expenses, such as rent, water and electricity, office supplies, wages, marketing, other operating income, etc.
Capital flow process
Fund flow is used to count all the company's fund inflow and outflow records, including project income and expenditure, daily income and expenditure, and changes in funds caused by other financial actions.
Balance management process
Balance management is used to balance company financial data on an annual basis. After the balance is completed, the historical annual data is archived and saved, and the external financial page re-presents the latest year or latest cycle data to facilitate the company's ongoing operations statistics.
Submodule description
Project income and expenditure
Project income and expenses are used to record the income, costs and expenses of the project dimension, helping enterprises to judge the profitability of each project.
| Capability | Description |
|---|---|
| project income | Record project contract revenue, reimbursement or other project-related revenue |
| Project expenses | Record project purchasing costs, construction costs, service costs, or other project-related expenses |
| Project gross profit | Calculated based on project revenue minus project costs and expenses |
| Project profit margin | Calculated based on project gross profit and project income, used to judge project profitability |
| Top search statistics | Filter projects through the top search, and count the overall project income, expenses, gross profit and profit margin within the filtered range. |
daily income and expenditure
Daily income and expenses are used to record non-project income and expenses in the daily operations of the enterprise, which are not directly attributed to a certain project.
Common daily expenses include rent, water and electricity, office supplies, wages, travel, marketing, software service fees, etc.; common daily income includes non-project service income, subsidy income or other operating income.
Capital flow
Fund flow is used to summarize all company fund change records. Project income and expenditure, daily income and expenditure, and other financial actions will form a flow of funds, which facilitates financial personnel to view the inflow and outflow of funds according to time, type, project, account and other dimensions.
The focus of capital flow is not whether a single project is profitable, but whether the company's overall funds are in and out, when and why.
Balance management
Balance management is used to balance company financial data on an annual basis. When balancing, the system summarizes the project income and expenditure, daily income and expenditure, and capital flow of the year to form an annual financial balance record.
After the balance is completed, the historical annual data will be archived and saved, and the latest financial data will be re-presented on the external financial page, making daily operations clearer and preventing historical annual data from being mixed in current statistics for a long time.
Usage Advice
It is recommended that enterprises should try their best to classify project-related income and expenses into project revenue and expenditure, and classify operating expenses such as rent, wages, office, and promotion into daily revenue and expenditure. Each income and expenditure record should form a flow of funds, and after the end of the year, historical data should be archived through balance management. In this way, you can not only look at the profit of a single project, but also the overall operating results of the company.