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Journal articles on the topic 'Financial Strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 May 2022

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1

Krishna, K. Bala, Dr Satya Subrahmanyam, and Dr G. Srinivasa Rao. "Factoring Business –A Financial Revival Strategy." International Journal of Trend in Scientific Research and Development Volume-2, Issue-4 (June 30, 2018): 1064–66. http://dx.doi.org/10.31142/ijtsrd14195.

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2

Calandro, Joseph, and Robert Flynn. "On financial strategy." Business Strategy Series 8, no. 6 (October 2, 2007): 409–17. http://dx.doi.org/10.1108/17515630710684628.

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3

Jain, Kangan. "FINANCIAL LITERACY, FINANCIAL EDUCATION AND STRATEGY." Ramanujan International Journal of Business and Research 1, no. 1 (July 25, 2016): 73–81. http://dx.doi.org/10.51245/rijbr.v1i1.2016.147.

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4

Jain, Kangan. "FINANCIAL LITERACY, FINANCIAL EDUCATION AND STRATEGY." Ramanujan International Journal of Business and Research 1, no. 1 (July 25, 2016): 73–81. http://dx.doi.org/10.51245/rijbr.v1i1.2016.147.

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5

Samorodov, Borys, Galyna Azarenkova, Olena Golovko, Kateryna Oryekhova, and Maksym Babenko. "Financial stability management in banks: strategy maps." Banks and Bank Systems 14, no. 4 (November 20, 2019): 10–21. http://dx.doi.org/10.21511/bbs.14(4).2019.02.

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To prevent crises in the economy, it is necessary to ensure the financial stability of banks, which is one of the main tasks facing the banking system.The purpose of this article is to develop tools for improving the efficiency of financial stability management in a bank based on strategy maps.Using UkrSibbank (Ukraine) as an example, two strategy maps are developed: a general management map and a local map – for the international payments division of the operational payments department. Structural elements of the designed strategy maps are: finances, clients, internal processes, training and development.Implementing the developed general strategy map in the bank’s practical activities involves the following measures: increasing financial stability; avoiding credit risk and optimizing the credit process; increase in profit; cost reduction; introducing new banking products; increase in the number of satisfied consumers; involvement and retention strategic clients.The developed strategy map for the international payments division of the operational payments department provides for the following measures: ensuring sufficient liquidity level of the bank’s balance sheet; introducing an effective system of analysis of origin of individuals’ and legal entities’ funds; direct correlation between employees of the international payments division and bank customers; timely informing customers regarding requirements updated.

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6

Korwar, Ashok. "On Corporate Strategy and Financial Strategy." Vikalpa: The Journal for Decision Makers 21, no. 1 (January 1996): 3–13. http://dx.doi.org/10.1177/0256090919960101.

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This article by Ashok Korwar makes an attempt to systematically develop the link between corporate strategy and financial strategy. Drawing on concepts from both strategic management and financial theory, the paper develops propositions which may act as guidelines for top managers in formulating financial strategies, given the corporate strategies their companies are pursuing. A select number of corporate strategy types is considered, and the implications for capital structure, dividend policy, and capital budgeting policy of each corporate strategy type are disscussed.

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7

Štimac, M., V. Lych, and Yu Yurchenko. "FINANCIAL STRATEGY DEVELOPMENT PROCESS." Financial and credit activity: problems of theory and practice 3, no. 34 (September 30, 2020): 124–30. http://dx.doi.org/10.18371/fcaptp.v3i34.215437.

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8

Melnyk, О., and T. Kushchova. "ENTERPRISE FINANCIAL STRATEGY FORMATION." Agrosvit, no. 1 (January 24, 2020): 69. http://dx.doi.org/10.32702/2306-6792.2020.1.69.

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9

Grosse, Robert. "Financial strategy at YPF." Thunderbird International Business Review 45, no. 1 (January 2003): 93–104. http://dx.doi.org/10.1002/tie.10051.

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10

Mascarenhas, Briance. "The International Specialist Strategy: Financial Funding and Deployment." Multinational Finance Journal 16, no. 1/2 (June 1, 2012): 87–103. http://dx.doi.org/10.17578/16-1/2-4.

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11

Vlachý, Jan. "Corporate strategy and financial theory." Politická ekonomie 57, no. 2 (April 1, 2009): 147–62. http://dx.doi.org/10.18267/j.polek.678.

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12

Thackray, John. "What's new in financial strategy?" Planning Review 23, no. 3 (March 1995): 14–18. http://dx.doi.org/10.1108/eb054507.

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13

Michell, P. C. N. "Financial Analysis and Marketing Strategy." IEEE Engineering Management Review 13, no. 1 (March 1985): 24–27. http://dx.doi.org/10.1109/emr.1985.4306102.

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14

Kuperman, Jerome C. "Communicating strategy to financial analysts." Business Horizons 45, no. 5 (September 2002): 11–18. http://dx.doi.org/10.1016/s0007-6813(02)00238-0.

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15

BRITTON, ANDREW. "The Mid-Term Financial Strategy." Fiscal Studies 11, no. 2 (May 1990): 1–7. http://dx.doi.org/10.1111/j.1475-5890.1990.tb00129.x.

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16

Dasgupta, Sudipto, and Sheridan Titman. "Pricing Strategy and Financial Policy." Review of Financial Studies 11, no. 4 (October 1998): 705–37. http://dx.doi.org/10.1093/rfs/11.4.705.

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17

Chemla, Gilles. "Financial Analysis and Corporate Strategy." Review of Financial Studies 13, no. 1 (January 2000): 249–53. http://dx.doi.org/10.1093/rfs/13.1.249.

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18

Antohova, I., L. Vodianka, and L. Sybyrka. "Financial strategy of enterprise development." Science and Education a New Dimension VII(205), no. 34 (September 25, 2019): 38–41. http://dx.doi.org/10.31174/send-hs2019-205vii34-09.

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19

Eastaugh, Steven R. "Hospital strategy and financial performance." Health Care Management Review 17, no. 3 (1992): 19–31. http://dx.doi.org/10.1097/00004010-199201730-00004.

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20

Eastaugh, Steven R. "Hospital strategy and financial performance." Health Care Management Review 17, no. 3 (1992): 19–32. http://dx.doi.org/10.1097/00004010-199222000-00004.

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21

Tavakolian, Hamid. "Bankruptcy: An Emerging Financial Strategy." Management Research News 17, no. 5/6 (May 1994): 51–60. http://dx.doi.org/10.1108/eb028343.

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22

Smith, Roy C. "Planning Your Global Financial Strategy." Journal of Business Strategy 9, no. 5 (May 1988): 8–11. http://dx.doi.org/10.1108/eb039249.

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23

Botton, Neil. "Investment decisions and financial strategy." Long Range Planning 19, no. 6 (December 1986): 144. http://dx.doi.org/10.1016/0024-6301(86)90109-3.

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24

Kushchik, A. P., and S. V. Kryvosheenko. "FORMATION OF FINANCIAL DEVELOPMENT STRATEGY." Financial Strategies of Innovative Economic Development, no. 4 (2021): 105–10. http://dx.doi.org/10.26661/2414-0287-2021-4-52-19.

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25

Kulakova, Aleksandra Vitalevna. "Financial Forecasting in Financial Management Strategy: Goals, Objectives, Methods." Interactive science, no. 4 (59) (May 26, 2021): 56–58. http://dx.doi.org/10.21661/r-553845.

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The activity of the enterprise is inseparable from the adoption of managerial decisions. Forecasting is one of the tools that helps management to assess the future performance. Financial forecasting plays a key role in the development of a company's strategy and is an integral part of financial management. This article discusses the tasks and methods of financial forecasting, as well as the factors on the basis of which the choice of forecasting methodology is made for a successful assessment of the financial position of an enterprise and making the right management decisions.

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26

Pass, Christopher L., and Stephen F. Witt. "Financial Institutions, Corporate Control and Financing." Managerial Finance 11, no. 3/4 (March 1985): 61–72. http://dx.doi.org/10.1108/eb013552.

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27

Sasaev, Nikita I. "Sectoral strategy financing: strategic principles and efficiency." Economic Revival of Russia, no. 4 (70) (2021): 77–87. http://dx.doi.org/10.37930/1990-9780-2021-4-70-77-87.

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Structural changes and transformation of society, reindustrialization and digitalization of the economy, coupled with the manifestation of trends at the global, national and regional levels, emerge new strategic opportunities. Often, such opportunities, decomposed to the level of strategic priorities affecting both industrial development within a particular region and industrial development at the national level, declare the need to develop and implement large-scale projects that require the involvement of a large amount of resources and, above all, financial resources. In this regard, this research examines the main strategic principles, following which contributes to effective financing in industrial strategizing. Among such principles, the author distinguishes: social utility, complementarity of interests, hierarchy and integration, innovation, efficiency and multiplicativity. It is noted that compliance with these principles significantly simplifies the attraction of financial resources for the implementation of industrial strategies through increasing investment attractiveness.

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28

Goncharenko, Tatiana P. "Strategic Management of the Main Elements of the Bank's Financial Strategy." Mechanism of an Economic Regulation, no. 4 (2020): 96–109. http://dx.doi.org/10.21272/mer.2019.86.10.

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The banking sector has typically operated in a highly competitive environment, which has increased significantly as a result of recent structural economic transformations. Such conditions require a more thorough exploration of one of the fundamental elements of a bank's strategic management, i.e its financial strategy, the proper construction and adherence of which will let it successfully adapt to existing and possible changes and ensure effective financial activities. This article systematizes the theoretical understanding of the main elements in the bank's financial strategy during strategic management, which include asset and liability management, risk management, revenue management, expenses and profit/loss. The author analyzes the history of the main object formation in the assets and liabilities management of the bank, as well as the peculiarities of financial analysis of assets and liabilities. In particular, the author studies the issue to ensure a sufficient level of bank liquidity, risk minimization and profit maximization as assets and liabilities management goals. While studying the features of revenue, expenses and profit/loss management, the main approaches and directions for their implementation are identified. As a result, the author of the article proposed to consider the bank’s financial strategy in terms of its main elements, distinguishing such components as the regulation of financial status indices and financial activity results. Key words: strategic management, bank, financial strategy, asset and liability management, risk management, revenue, expense and profit or loss management.

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29

P., Arunprasad. "Inevitable knowledge strategy." Employee Relations 39, no. 5 (August 7, 2017): 753–74. http://dx.doi.org/10.1108/er-01-2016-0006.

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Purpose The purpose of this paper is to determine the impact of strategic human resource management (HRM) practices and knowledge strategies on the performance of a sample of software companies in India. Design/methodology/approach The sample chosen for this study was software professionals in India; the software companies were chosen based on their listing in the NASSCOM annual report, with financial turnover as the basis for classification. In order to measure the tangible and intangible outcomes, instruments used in this study include financial and non-economic performance. Findings As per the contingency approach, the fit between strategic HRM practices (staffing, general training, specific training, performance appraisal, performance feedback, reward and compensation and employee development) and knowledge strategy dimensions (consolidator, transformer and co-inventor) was observed and the results revealed that the moderation effect has had a positive impact on the firms’ performance. Practical implications Investment in specific developmental programs for high-potential employees and quick learners will make knowledge-intensive firms financially sound in the long run. Through an appropriate reward strategy, employees who are capable of lateral and innovative thinking at work can be engaged in consistently delivering quality projects, which will have a significant positive impact on overall project costs and the financial performance of the firm. Originality/value The proposed model in this study can enhance a firm’s performance, provided the firm adopts a specific knowledge strategy and coherently aligns it with strategic HRM practices to achieve a sustained competitive advantage.

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30

Samsu Anuar, NOOR Hannah. "THE DETERMINANTS INFLUENCING PERSONAL FINANCIAL BEHAVIOR THROUGH PERSONAL FINANCIAL STRATEGY." Asia Proceedings of Social Sciences 4, no. 2 (April 22, 2019): 128–31. http://dx.doi.org/10.31580/apss.v4i2.763.

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Bankruptcy problems among the individuals in Malaysia is still a continuous concern regardless of its decreasing trend. Malaysian Department of Insolvency (MdI) reveals that most of the loan defaulters were consist of the early adulthood group. These individuals portray how do they make financial decisions in terms of budgeting, savings and expenditure. This study aims to understand the patterns of the savings and expenditure habit of the early adulthood in financial institutions. It is found that the early adulthood shows a good conduct of financial behavior, however there are not properly planned and organized in terms of savings. Apart from that, the objective of this study also is to investigate the significant determinants of financial management, financial attitude and normative influencer towards personal financial behavior by exploring the relationship exist between variables through multiple regression analysis. A survey approach using convenient sampling has been adopted to conduct the study and it was distributed among the employees of financial institution in selected branch of Employees Provident Fund (EPF), Inland Revenue Board of Malaysia (IRBM), CIMB Bank and Hong Leong Bank. Imperatively, Cronbachâ€™s alpha and Exploratory Factor Analysis were tested to improve the reliability of the survey. This study is differed from the previous studies as it adopts Statistical Analysis Software (SAS) for each analysis to gain a meaningful result. To further improve on the previous literatures, this study intends to propose a personal financial strategy which is the Balanced Money Formula on managing personal finance concerning to the allocation of monthly income towards budgeting, savings and expenditure in an optimal manner among early adulthoods. Thus, this particular study uses a real-time data that can be used as references for future research and a new theory on exploring and understanding new financial management methods may be achieved.

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31

Slater, Stanley F., and Thomas J. Zwirlein. "The structure of financial strategy: Patterns in financial decision making." Managerial and Decision Economics 17, no. 3 (May 1996): 253–66. http://dx.doi.org/10.1002/(sici)1099-1468(199605)17:3<253::aid-mde750>3.0.co;2-0.

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32

Zhang, Ming. "China's New International Financial Strategy amid the Global Financial Crisis." China & World Economy 17, no. 5 (September 17, 2009): 22–35. http://dx.doi.org/10.1111/j.1749-124x.2009.01164.x.

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33

Yuliansyah, Yuliansyah, Ashfaq Ahmad Khan, and Arief Fadhilah. "Strategic performance measurement system,firm capabilities andcustomer-focused strategy." Pacific Accounting Review 31, no. 2 (April 1, 2019): 288–307. http://dx.doi.org/10.1108/par-09-2018-0068.

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Purpose The impact of a firm’s strategic performance measurement system (SPMS) on its customer-focused strategy, under varying contexts, has largely been documented in the literature. However, the system’s capacity to positively influence the firm strategy through its impact on the firm’s peculiar internal and external capabilities, in the peculiar context of the developing countries’ financial services sector, has so far skipped a thorough academic enquiry. This study, using Indonesia’ financial services sector as its ‘site’, aims to fill this void in the literature. Design/methodology/approach The authors gleaned the study’s empirical data from financial services sector firms using survey questionnaire and analyzed it using SmartPLS. A total of 107 valid responses from management members of different financial services sector firms in Indonesia were deemed useable. Findings The study findings support the paper’s main thesis. The findings revealed that the strategic PMS contributes to enhancing firms’ market orientation and robustness by positively contributing to their customer-focused strategy from three distinct dimensions – competitors, customers and organizational learning. Research limitations/implications The authors posit that an effective customer-focused strategy can be accomplished by purposefully adapting the focus of the firm’s strategic PMS to positively influence the organizational learning, which subsequently translates into the firm’s high competitiveness in the marketplace. Originality/value The unexplored link between the SPMS, firm’s internal and external capabilities and customer-focused strategy in the particular context of a developing country’s financial services sector will not only fill the current void in the literature but also instigate a new academic debate. The study will also contribute to the management accounting practice in service firms in the developing countries context.

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34

Vunjak, Nenad, Jelena Vitomir, Tamara Antonijević, and Petra Stojanović. "Investment Management Strategy in Financial Markets." ECONOMICS 6, no. 2 (December 1, 2018): 49–56. http://dx.doi.org/10.2478/eoik-2018-0025.

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Summary The subject matter of this research is investment management and its forms practiced in developed financial markets. The goal of this research is to elaborate on the strategies and characteristics of investment companies, hedge funds, venture capital funds, and LBO funds. Investments companies deal with professional management of financial assets of individual and institutional investors. Investment companies also deal with funds management. Hedge funds establish a pool of assets to invest in securities. The strategy of hedge funds is: aggressive growth, unpayable securities, financial markets, and market neutrality. Venture capital funds use the capital of investors to finance entrepreneurs and promising companies. They function as general partners, while the investors are limited partners. LBO funds use credits to finance acquisitions of companies. They collect their assets by: issuing shares, speculative bonds, and private placement of debt securities.

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35

Prokopenko, Natalya V. ProkopenkoNatalya V. "FINANCIAL STRATEGY DURING MERGES AND TAKEOVERS." Scholarly Notes of Komsomolsk-na-Amure State Technical University 2, no. 7 (September 30, 2011): 102–5. http://dx.doi.org/10.17084/2011.iii-2(7).18.

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36

POLYUSHKO, Yu N. "FINANCIAL STRATEGY MATRIX: THEORY AND PRACTICE." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 8 (2020): 29–34. http://dx.doi.org/10.36871/ek.up.p.r.2020.08.01.004.

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The article discusses various scenarios that arise when developing a financial strategy of an enterprise. The author uses a practical example to reveal the General mechanisms for applying financial strategy models. All this makes it possible to determine the choice of the most preferable scenario for the enterprise in specific economic conditions. The empirical basis of the research is the data of a modern enterprise. The analysis was performed using a specialized econometric package of MS Excel, as well as tabular and graphical methods.

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37

Bagley, C. N., and U. Yaari. "Financial leverage strategy with transaction costs." Applied Mathematical Finance 3, no. 3 (September 1996): 191–208. http://dx.doi.org/10.1080/13504869600000010.

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38

Blackman, Ian D., Christopher P. Holland, and Timothy Westcott. "Motorola's global financial supply chain strategy." IEEE Engineering Management Review 45, no. 1 (2017): 137. http://dx.doi.org/10.1109/emr.2017.7888811.

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39

Ennew, Christine, Mike Wright, and Trevor Watkins. "Personal Financial Services: Marketing Strategy Determination." International Journal of Bank Marketing 7, no. 6 (June 1989): 3–8. http://dx.doi.org/10.1108/02652328910132051.

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40

Choi, Mankyu, and Keon-Hyung Lee. "A Strategy for Enhancing Financial Performance." Health Care Manager 27, no. 4 (October 2008): 288–97. http://dx.doi.org/10.1097/hcm.0b013e31818c806e.

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41

Bondarenko, Svetlana A., and Elena A. Vakhrusheva. "DEVELOPMENT OF FINANCIAL STRATEGY OF ENTERPRISE." Scholarly Notes of Komsomolsk-na-Amure State Technical University 2, no. 35 (September 24, 2018): 92–95. http://dx.doi.org/10.17084/iv-2(35).17.

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42

Blackman, Ian D., Christopher P. Holland, and Timothy Westcott. "Motorola's global financial supply chain strategy." Supply Chain Management: An International Journal 18, no. 2 (March 7, 2013): 132–47. http://dx.doi.org/10.1108/13598541311318782.

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43

Koch, Richard. "The financial times guide to strategy." Long Range Planning 29, no. 4 (August 1996): 592. http://dx.doi.org/10.1016/0024-6301(96)81511-1.

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44

Morgan, Malcolm J. "European financial control and business strategy." European Management Journal 9, no. 3 (September 1991): 343–44. http://dx.doi.org/10.1016/0263-2373(91)90020-q.

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45

Miremadi, Alireza, and Omidreza Ghanadiof. "CRM Competitive Strategy in Financial Institutions." European Journal of Business and Management Research 6, no. 3 (May 24, 2021): 111–17. http://dx.doi.org/10.24018/ejbmr.2021.6.3.867.

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This research highlighted the most essential factors that have influenced CRM from the customers’ side. To execute this research, the researcher has reviewed literature, design a questionnaire, and distributed 430 questionnaires among the respondents in main different cities. Furthermore, the results were analyzed through SPSS and SEM Software. This research’s comprehensive CRM models try to evaluate the association of Physical Environment Quality, Products & Services, Quality of Virtual Environment, and Quality of Electronic Banking Service as an indicator of External Customer Relationship (ECR). Moreover, this study has tried to measure the influence of Trust, Satisfaction, Commitment, and Loyalty in CRM and emphasizes the fact that CRM, ECRM, and Brand management are vital concepts systems that could enhance an organization’s revenue and increase the volume of valuable customers for the banking industry.

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46

Zhaken Kakitaevich, GALIEV, GALIEVA Nadezhda Valentinovna, and DROZDOVA Irina Vladimirovna. "Financial strategy for large coal producers." NEWS of the Ural State Mining University, no. 2 (June 15, 2021): 178–82. http://dx.doi.org/10.21440/2307-2091-2021-2-178-182.

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Relevance of the study. In the current context, there are quite negative trends in the coal industry: instability of the situation in the coal markets and increased competition, which creates risks of financial instability of enterprises. In these conditions, it is important to develop a financial strategy aimed at fulfilling promising production tasks. The purpose of the study is to substantiate the financial strategy of large coal producers. Research methods – scientific generalization, logical analysis, methods of comparison and analogies. Results of the study. The key points of the financial strategy have been identified: the goal of the effective development of a coal producer; time – long-term benchmarks; mechanisms – financing; directions – the implementation of financial activities; conditions – external and internal environment. The development of a financial strategy is based on a system of financial ratios used to form an acceptable structure of working capital. Calculation formulas are proposed to determine the required amount of cash, short-term financial investments, accounts receivable and the amount of stock in the composition of working capital. The quantitative values of these indicators that are acceptable from the point of view of the financial strategy have been determined: not less than 25%, not more than 25%, not more than 50%, respectively. The set of financial ratios for the formation of an acceptable ratio of own and borrowed funds, their calculation formulas and recommended values are recommended. The values of the coefficient Kз/с of the ratio of borrowed and own funds, which determines the possibility of using borrowed funds, are given. In direct connection with Кз/с, the autonomy coefficient is considered and its reasonable values are justified. Conclusions. The specified conditions for the formation of a financial strategy are primarily related to large coal producers, where there are opportunities for revenue growth and a reduction in the duration of the production cycle. The proposed acceptable values of financial ratios will make it possible to achieve sustainable financial independence of enterprises and ensure their effective development.

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47

POLYUSHKO, Yu N. "ROLE AND SIGNIFICANCE OF THE FINANCIAL STRATEGY IN THE OVERALL STRATEGY OF THE ORGANIZATION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 5 (2020): 66–71. http://dx.doi.org/10.36871/ek.up.p.r.2020.05.01.009.

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The scientific article is devoted to the study of the role and significance of financial strategy in the formation of the overall strategy of the organization. The principles and factors of the company's financial strategy were identified. The author concludes: taking full account of the financial capabilities of enterprises, objectively assessing the nature of external and internal factors, the financial strategy ensures that the financial and economic capabilities of the enterprise meet the conditions prevailing in the market. The financial strategy provides for defining long-term goals of financial activity and selecting the most effective ways to achieve them.

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48

Mashigo, Polly, and Humayun Kabir. "Village banks: a financial strategy for developing the South African poor households." Banks and Bank Systems 11, no. 2 (July 2, 2016): 8–13. http://dx.doi.org/10.21511/bbs.11(2).2016.01.

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Access to financial services is a vital component of poverty alleviation, community and individual development. The major constraint experienced by poor South African households is lack of financial support emanating from systemic weaknesses of the formal financial institutions which include lack of infrastructural facilities, high transaction costs and traditional collateral. The objective of this study is to propose a financial strategy that would improve access to financial services and develop the poor households in South Africa. The research is literature-based since it draws on a wide range of academic literature that documents village/community banks and financing the poor. International best practices which are equally important and crucial are used to identify financial inclusion strategy that alleviates the need for collateral and high transaction costs in financial transactions. The study reveals that village banks create access to basic financial services to the poor households on a sustainable basis through community/village mutual trust, relationships, accountability, perfect knowledge, customs and participation. Based on these findings, it is recommended that village banks be established and supported adequately and used as a financial inclusion strategy for developing the poor households in South Africa

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49

Yang, Chi-Lin, Min-Hsien Chiang, and Chien-Wei Chen. "Financial leverage and competitive strategy of cross-listing firms." Australian Journal of Management 44, no. 2 (October 9, 2018): 306–24. http://dx.doi.org/10.1177/0312896218792967.

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This study investigates the relationship between financial leverage and competitive strategies based on the investigation into the cross-listing announcements, through which the financial condition of a firm might shape the competition outcome. The empirical evidence shows that cross-listing announcements normally attract positive market responses to cross-listed firms but incur negative market responses to rival firms, especially upon the strategic substitutes competition. Cross-listed firms obtain more positive market responses if their financial leverage is lower, but the firms have no advantages when they are financially constrained. Less leveraged rival firms could weaken the negative impact and even gain positive market responses upon the strategic complements competition. JEL classification: G14, G32, M16

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50

Liu, Yuxuan. "Financial Risk Management and the Avoidance Strategy in Corporate Financial Projects." Modern Management Forum 4, no. 3 (September 18, 2020): 86. http://dx.doi.org/10.18686/mmf.v4i3.2406.

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<p>With the rapid development of social economy, enterprises enter into an era with best opportunities for development, and are facing with great challenges at the same time. Especially in the current situation, it is important for enterprises to make careful decisions to avoid financial risks when carrying out financial projects. Based on this, this article, starting with the financial risks in corporate financial projects, scientifically divides financial risks into different types and puts forward specific strategies to avoid risks for reference.</p>

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