家族式中小企業(yè)融資存在的問題及對策——外文翻譯

1、<p><b>　　中文1825字</b></p><p><b>　　畢業(yè)論文外文翻譯</b></p><p>　　所在學(xué)院： </p><p>　　專 業(yè)： </p><p>　　班 級

2、： 08財管/國貿(mào)x班 </p><p>　　學(xué) 號： </p><p>　　姓 名： </p><p>　　指導(dǎo)教師： </p><p>　　2014 年 11 月 3 日</p

3、><p><b>　　譯文：</b></p><p>　　題目： 家族式中小企業(yè)融資存在的問題及對策 </p><p>　　一、家族式中小企業(yè)的現(xiàn)狀</p><p>　　家族式中小企業(yè)在我國的發(fā)展經(jīng)歷了一個由小到大、由弱變強的過程，當今中國的家族企業(yè)隨著經(jīng)濟體制改革的不斷深化而發(fā)展壯大，經(jīng)歷了四個階段:第一階段，1978

4、～1987年，1978年12月黨的十一屆三中全會以后，私營企業(yè)開始萌芽探索;第二階段，1988～1991年，1988年國家頒布了《私營企業(yè)暫行條例》，私營企業(yè)得到了立法保護;第三階段，1992～1996年，1992年春鄧小平同志南巡講話，鼓勵私營企業(yè)發(fā)展;第四階段，1997年黨的十五大肯定了非公經(jīng)濟是社會主義市場經(jīng)濟的重要組成部分，私營企業(yè)進入穩(wěn)步發(fā)展階段。</p><p>　　目前，我國家族式中小企業(yè)普遍采取家

5、族制管理模式，這種管理模式雖然雖然有利于企業(yè)監(jiān)管，減少了企業(yè)的委托—代理成本，但由此也增加了為建立企業(yè)認同感而產(chǎn)生的外部交易成本。一方面我國經(jīng)濟正處于轉(zhuǎn)軌時期，各項政策法規(guī)尚不完善，社會上還沒形成對家族式中小企業(yè)統(tǒng)一的認同感，這使家族式中小企業(yè)在開拓市場、獲取客戶特別是融資等方面都比較困難。另一方面由于家族式中小企業(yè)受家族的絕對控制，決策的專斷性和獨裁性較強，失誤率也較大，導(dǎo)致企業(yè)發(fā)展到一定階段就缺少動力，難以繼續(xù)發(fā)展。</p&g

6、t;<p>　　二、家族式中小企業(yè)融資過程中存在的主要問題</p><p>　　(一)家族式中小企業(yè)產(chǎn)權(quán)結(jié)構(gòu)及治理結(jié)構(gòu)不合理</p><p>　　我國家族式中小企業(yè)產(chǎn)權(quán)結(jié)構(gòu)普遍呈現(xiàn)出單一性、封閉性特征。據(jù)統(tǒng)計，家族企業(yè)創(chuàng)始人投資占企業(yè)總股本的75%，其控股比例也高達70%，而創(chuàng)始人的家族人員持股比例亦占到企業(yè)總股本的10%，兩者在家族企業(yè)的控股比例達80%，對企業(yè)具有絕對控制

7、權(quán)。這種單一和封閉的產(chǎn)權(quán)結(jié)構(gòu)使許多家族式中小企業(yè)一般不注重外部融資，企業(yè)發(fā)展資金仍依靠自身積累和家族內(nèi)部融資取得，這就限制了企業(yè)的擴張。</p><p>　　(二)家族式中小企業(yè)管理模式落后</p><p>　　目前，很多家族式中小企業(yè)的高管人員都來自家族內(nèi)部，而且由于家族對企業(yè)的絕對控制權(quán)，很多企業(yè)業(yè)主在決策時獨斷專橫，這樣會給企業(yè)帶來極大的經(jīng)營風(fēng)險，給企業(yè)帶來不穩(wěn)定性，這無疑加大了資金

8、的提供風(fēng)險。同時，在內(nèi)部利潤分配中，沒有建立可起持續(xù)發(fā)展理念，經(jīng)常只考慮到短期利益，對企業(yè)利潤分光吃凈，很少從企業(yè)發(fā)展的角度考慮用自留資金來補充經(jīng)營資金的不足，自身積累意識淡薄。</p><p>　　(三)家族式中小企業(yè)財務(wù)制度不健全</p><p>　　椐調(diào)查，我國家族式中小企業(yè)50%以上財務(wù)制度不健全，許多家族式中小企業(yè)的經(jīng)營管理者缺乏專業(yè)的財務(wù)管理知識，對重大的財務(wù)決策缺少合理合法的

9、分析制定，甚至準備多套帳來應(yīng)付監(jiān)管部門的檢查。由于大部分投資者給企業(yè)貸款主要考慮的是投資回報率，而分析投資回報率主要靠查看企業(yè)的財務(wù)報表，由于企業(yè)財務(wù)制度缺陷，很難提供準確會計信息資料，投資者也無法摸清企業(yè)的真實面目，自然不會給企業(yè)貸款。</p><p>　　三、解決我國家族式中小企業(yè)融資難的途徑</p><p>　　(一)淡化家族制色彩，引入多元化投資主體</p><

10、p>　　首先要明晰產(chǎn)權(quán)，根據(jù)貢獻原則、效率原則、公平原則理順家族成員產(chǎn)權(quán)關(guān)系，明確企業(yè)的性質(zhì)，界定企業(yè)產(chǎn)權(quán)，改革產(chǎn)權(quán)制度。在明晰內(nèi)部產(chǎn)權(quán)的基礎(chǔ)上向公眾化邁進，實現(xiàn)產(chǎn)權(quán)多元化，通過吸收社會資本，將家族股權(quán)由完全擁有轉(zhuǎn)變成控股股權(quán)，將出資人資本、人力資本和社會資本等同于股權(quán)進行分配，增加透明度和社會信任度。</p><p>　　(二)改革管理模式，促進制度創(chuàng)新</p><p>　　我國很

11、多的家族式中小企業(yè)在用人方面任人唯親、任人唯近。這種管理模式不利于家族式中小企業(yè)引進優(yōu)秀的管理人才，導(dǎo)致家族式中小企業(yè)經(jīng)營決策缺乏合理性，加大了家族式中小企業(yè)的經(jīng)營風(fēng)險，降低了家族式中小企業(yè)的信用水平，導(dǎo)致銀行和投資者不愿向其貸款和投資。鑒于此，家族式中小企業(yè)應(yīng)擯棄家族式管理，引入職業(yè)經(jīng)理人制度，按照現(xiàn)代企業(yè)制度的要求實行公司制改造，引入優(yōu)秀的管理人才，提高經(jīng)營效率，降低經(jīng)營風(fēng)險。這樣才能提高信用水平，增強融資能力。目前我國很多發(fā)展迅速

12、的家族企業(yè)采用家族以外的人員作為決策主管，如國美等。</p><p>　　(三)規(guī)范企業(yè)財務(wù)制度，提高財務(wù)管理水平</p><p>　　根據(jù)國家的有關(guān)規(guī)定，建立健全企業(yè)的財務(wù)、會計制度，不做假帳，建立完善的財務(wù)報表體系，提高企業(yè)財務(wù)狀況的透明度和財務(wù)報表的可信度。具體包括:1、籌集資金和有效使用資金，監(jiān)督資金正常運行，維護資金安全，提高公司經(jīng)濟效益。2、建立健全財務(wù)管理制度，認真做好財務(wù)收

13、支的計劃、控制、核算、分析和考核工作。3、加強財務(wù)核算的管理，以提高會計資訊的及時性和準確性。</p><p>　　總之，要真正有效地解決家族式中小企業(yè)融資難的問題，需要經(jīng)過企業(yè)、金融機構(gòu)的共同努力，創(chuàng)建一個家族式中小企業(yè)融資渠道多樣化、社會信用完善的社會經(jīng)濟環(huán)境，為家族式中小企業(yè)的發(fā)展提供一個寬松的融資環(huán)境。</p><p><b>　　原文：</b></p&

14、gt;<p>　　Family SME financing problems and countermeasures</p><p>　　1、The status of family SMEs </p><p>　　Family-owned SMEs in the development of our country experienced a small to large,

15、 from weak to strong in the process, along with the family business in China today the deepening of economic reform and development and growth, has gone through four stages: the first stage, From 1978 to 1987, after the

16、December 1978 Third Plenary Session of the Party, the private sector began to sprout exploration; the second stage, from 1988 to 1991, in 1988 the state promulgated the "Provisional Regulations on pr</p><

17、p>　　At present, China's family-owned SMEs in general to take the family system management mode, although this management model, although in favor of corporate governance, reducing the commission Enterprises - the

18、agency costs, but this also increases the external transactions arising from the establishment of corporate identity costs. On the one hand our economy is in a transition period, various policies and regulations are not

19、perfect, the community has not formed a unified identity for the family</p><p>　　2、The main problem of family exist in the process of SME financing </p><p>　　2.1 Family ownership structure and g

20、overnance structure of SMEs unreasonable </p><p>　　Our family ownership structure of SMEs in general showing unity, closed characteristics. According to statistics, the founder of the family business enterpr

21、ise investment accounted for 75% of total share capital, its holding ratio as high as 70%, while the proportion of shares held by the founder's family also accounted for 10% of the company's total share capital,

22、both in the family business of Holdings the proportion of 80%, the enterprise has absolute control. This single ownership structure </p><p>　　2.2 The family behind SME management mode </p><p>　　

23、Currently, many executives are from family-owned small and medium enterprises within the family, but also because of the family's absolute control of the enterprise, many business owners arbitrariness in decision-mak

24、ing, so that companies will bring tremendous business risk to the enterprise zone to instability, which will undoubtedly increase the risk of funding provided. Meanwhile, in the internal distribution of profits, there is

25、 no established concept of sustainable development can play, oft</p><p>　　2.3 The family-owned SME financial system is not perfect </p><p>　　As noted in the survey, more than 50 percent of famil

26、y-owned SMEs in the financial system is not perfect, and many family-owned small and medium business managers lack professional financial management knowledge, lack of major financial decision analysis to develop a reaso

27、nable and legitimate, and even prepare several sets of accounts to check payable regulatory authorities. Because most investors to corporate lending main consideration is return on investment, and ROI analysis depends ma

28、inly on</p><p>　　3、The Solution of family financing of SMEs </p><p>　　3.1 Family fade colors, introducing diversification of investors </p><p>　　First of all to clarify property rig

29、hts, according to the contribution principle, the principle of efficiency, fairness rationalize the relationship between members of the family property, clear the nature of the enterprise, the definition of enterprise pr

30、operty rights, reform of property rights. Forward to the public on the basis of clear property rights on the inside, diversify their ownership by absorbing social capital, the equity is fully owned by the family into a c

31、ontrolling stake, the in</p><p>　　3.2 Change management model to promote institutional innovation </p><p>　　Many of our family-owned small and medium enterprises in the employment context nepoti

32、sm, meritocratic closer. This management model is not conducive to family-owned small and medium enterprises to introduce outstanding management personnel, resulting in a lack of family-owned small and medium business de

33、cision rationality, increasing the risk of family-owned small and medium business, reducing the level of family credit for SMEs, resulting in banks and investors unwilling to its loans and inves</p><p>　　3.3

34、 Cegulate corporate financial system, improve financial management </p><p>　　According to the relevant regulations of the state, the establishment of financial and accounting system sound enterprises, not co

35、oking the books, establish and improve financial reporting system to improve the credibility and transparency of the financial situation of the financial statements. These include: 1, raise funds, and the effective use o

36、f funds, supervision and funding normal operation, maintenance, financial security, boost profits. 2, establish a sound financial management system, f</p><p>　　In short, to be truly effective in solving the

37、difficult problem of family SME financing, companies need to go through joint efforts of financial institutions, to create a family-owned diversified financing channels for SMEs, social credit sound socio-economic enviro