in the face of the adjustment of national macro-policies, the financing difficulty of some small and medium-sized private enterprises has become a bottleneck restricting the development of private enterprises. Looking at the shortage of funds in famous enterprises, it is nothing more than the following situations: First, enterprises need to invest enough fixed assets to expand production capacity; Second, to increase production, it is necessary to invest working capital; Third, the diversified development of enterprises requires reinvestment. In either case, enterprises should not invest blindly when investing, but really need to invest and reinvest after evaluating the enterprises. However, this is not the case in most enterprises now. Whenever they encounter the above situation, they decide to invest, which will cost a lot of money, or the capital chain of enterprises will be broken due to the shortage of funds. So, what should the enterprise do after encountering the above situation? Enterprises must be calm after encountering the above situation, and don't blindly raise funds everywhere. Instead, we should start from the inside of the enterprise and evaluate the enterprise itself to see whether it needs funds and China funds. The enterprise itself can solve the problem of China and lack China. Only after doing the above work well can we make a decision on whether to raise funds and melt China's capital. Judging from the enterprises we have contacted, some enterprises are not short of funds. The reason for the shortage of funds is that they have not used funds scientifically and reasonably. First, the capital occupation is unreasonable. The annual sales revenue of enterprises is quite a lot, but most of them are receivables or other receivables, and there is no cash flow. There is also the fact that funds are not used in production, but borrowed by other relatives and friends, forming other receivables; The second is to stock a large number of raw materials and finished products. Because some enterprises are still in extensive management, the production is not planned, the internal coordination of enterprises is not good, production, sales, procurement and finance can not be well communicated, and a large number of raw materials and finished products are in stock, which accounts for a lot of funds; Third, there is no scientific and reasonable strategic development plan, but enterprises blindly invest in development, blindly pursue the effect of "eggs can't be put in one basket", and diversify their investments, resulting in a waste of funds. These are the problems that lead to the shortage of funds for enterprises. How can enterprises solve the above problems? Enterprises should make rational use of funds mainly from the following aspects: First, they should invest reasonably and not keep up with the competition. Every enterprise wants to make great achievements, especially some private enterprises that have scaled up. The boss of the enterprise talks about how to make the enterprise "make great achievements" and "make it the largest in Asia and the largest in the world" at every turn. In fact, their so-called "making great achievements" is only the pursuit of superficial size and the expansion of assets, which is not a reasonable economic scale. They just invest a lot of money to keep up with the competition, resulting in capital precipitation. Rational planning of investment does not mean not to invest in fixed assets, but to use investment reasonably. General enterprises want to invest in fixed assets, first of all, their own funds should account for more than 61% of the total investment, otherwise, it is easy to break the chain of funds. Because the current financial sector is particularly cautious about the investment in fixed assets of enterprises, if its own funds do not reach a certain proportion, even if the financial sector gives you financial support, your gap will be great. Many enterprises just don't have reasonable planning funds, which leads to the broken capital chain in the middle of the project. The second is to construct a reasonable capital circulation model to reduce the cost of capital use. We often come into contact with such enterprises: the boss of the enterprise runs outside all day and has no time to take care of the business operation. It is important for the boss to run funds, but before running funds, the boss must first look at his company's financial accounts and know whether the company has the potential for funds before going out. For example, one of our customers needs to invest 51 million yuan in a new project, and originally planned to borrow all the funds from the bank. Later, after evaluating the company's financial accounts, we thought that the unreasonable capital circulation of the company occupied more than 31 million yuan, and only exceeded the raw materials and other accounts receivable, it occupied more than 15 million yuan. Later, after hard work, the fund department was solved by the enterprise itself, and the project was completed without lending a penny to the bank. The third is to improve internal management and build a financing platform. Because of the professional relationship, I often hear some business owners complain about how difficult financing is. In fact, this is only one aspect, and on the other hand, the donor of funds is unwilling to invest in you. Some enterprises do not focus on the internal management of enterprises, but on the running relationship, "mom-and-pop shop", family management, enterprise management is not like management, management is a mess, there is no professional management team. Judging from the current situation of our company, good corporate financing is not very difficult. The good corporate here mainly refers to the sound corporate governance structure of the company. Corporate decision-making is not based on the boss alone, but the company's collective decision-making and scientific decision-making; Standardized management, reasonable process, sound system and a professional management team. Such an enterprise can make the funds * * * reassuring to the party. Therefore, in order to attract investment, we must start from ourselves, strengthen internal management and build an internal financing platform for enterprises. The fourth is to have a clear development strategy and implement strategic investment. Good strategy is the soul of enterprise development. If an enterprise wants to make great progress in the industry, it must make a scientific and reasonable development strategic plan. However, in reality, some private enterprises are not like this, blindly investing and blindly pursuing diversified development, resulting in a "black hole" in investment. The diversification of enterprises should consider whether there is a good matching relationship between their resource capabilities and the needs of their business units. This is mainly to consider whether the company's business can increase the company's resource strength from the financial or strategic point of view, and whether the resources owned by the company can fully support the resource needs of related businesses. Specifically, when a company has developed or contributed to the development of its required competitiveness and management capabilities in every business or industry it enters, diversification will increase shareholder value. And if it can't do this and lacks the necessary resource matching relationship, it should divest inappropriate business. Therefore, the blind development and diversification of enterprises will cause a "black hole" of funds for enterprises.