How to manage the financial situation of the chain operation in the catering industry

There are two lines of income and expenditure, money and accounts are managed separately, each has its own responsibilities, is directly responsible for the general manager, strict financial system, clear reward and punishment system, the key is to choose a good person, use women without men, women are easier to manage, (female compatriots don't hit me, haha, talk of experience), anything can be eliminated, it depends on how you are managing, otherwise those large groups have long been rotten cabinets, in addition, you must integrate employees into your career, so that each of them feels that they are a part of it, so that they will supervise each other.

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The financial division of chain catering enterprises can be divided according to factors such as the scale, organizational structure and operating characteristics of the enterprise. In general, the following are common financial functions and division of labor:1

Financial management department: mainly responsible for corporate financial management and budget control, responsible for the formulation and implementation of financial management policies and procedures, financial analysis and budget planning, etc.;

How to divide the financial division of chain catering enterprises.

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The financial division of chain catering enterprises can be divided according to factors such as the scale of the enterprise, the structure of the organization, the structure of the oak and the characteristics of the operation. In general, the following are common financial functions and division of labor:1

Financial management department: mainly responsible for corporate financial management and budget control, responsible for the formulation and implementation of financial management policies and procedures, financial analysis and budget planning, etc.;

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2.Accounting Department: Mainly responsible for business accounting, tax planning, accounting processing, etc., in accordance with tax laws and accounting standards, financial statement preparation, bookkeeping, clearing and management; 3.

Financial analysis department: mainly responsible for financial analysis, report preparation, budget control, cost accounting, etc., according to the company's operating characteristics and financial data for risk analysis and lack of baggage, to provide reference for business decision-making; 4.Tax Administration:

Mainly responsible for tax declaration, tax planning, tax payment, tax incentives, etc., responsible for the implementation of relevant tax policies, disturbing filial piety to ensure the legal and compliant operation of the enterprise.

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When dividing the division of financial functions, it is necessary to adjust and optimize according to the actual needs of the enterprise and the business environment, and transform it into a more refined, intensive and professional financial management model, so as to improve the efficiency of financial management and reduce costs. At the same time, we should pay attention to the training and management of personnel, improve the professionalism and management level of the financial team, and provide strong support for the sustainable development of the enterprise.

Expenses, revenues, and costs are managed separately, and monthly statements are formed, which are handed over to a holistic accountant for the overall financial statements.

That's simple, through a remote way. Centralized management of data for each store. Each store makes its own accounts, and the reports are combined.

Manage and register with chain catering software.

The current situation of financial management in the catering industry:

1. The concept of financial management is backward. The financial management of many enterprises is mainly bookkeeping and accounting, which does not involve the whole process of production and operation, and cannot meet the needs of the development of the modern catering market. The operation of funds and financial relations are chaotic, and there is a lack of effective financial budgets and strict internal control and decision-making analysis.

2. The implementation of responsibilities is not in place, and the quality of financial personnel is low.

3. Imperfect material procurement and inventory management. First of all, the material ** of financial stocks is too high. Secondly, the custodians of the catering industry are not able to account for the warehouse in a timely manner, resulting in the number of purchases not being able to match the demand.

Problems in the financial management of the catering industry:

1. The catering industry does not pay attention to the overall budget. Many F&B industries do not pay attention to the overall budget, and the budget only stays at the financial budget, completely ignoring the non-financial budget.

2. The implementation of internal control is not perfect. At present, the internal control formulated by many enterprises lacks practical guiding significance, and does not specifically cover every aspect of the operation and management of the catering industry. On the one hand, there is still a great deal of blindness in the procurement of raw materials, the regulation and control of vegetable prices, and the expansion of service business.

In addition, the internal control is not comprehensive enough, and does not involve the entire business process of the child, and it is not possible to discover potential risks in the business process in a timely manner. In addition, the awareness of internal control is not strong.

3. The account management is chaotic and the accounting is not timely. Many F&B businesses mix property ledgers with raw material ledgers. For the restaurant industry, there are a large number of low-value consumables, many of which do not have separate sub-accounts.

Measures to strengthen the financial management of the catering industry:

1. Improve the corresponding management system.

2. Strengthen the standardization of financial management.

3. Strengthen the scientificity and effectiveness of financial management.

Make detailed accounts, ask professional accountants to reconcile and do accounts every week.

Be careful when managing your accounts. Do what is within your ability. Lead by example.

When you feel comfortable managing your accounts, you can relax yourself.

It's best to sell today when you're off work or when you're free.

Make a breakdown of the results. Detail date. Month. The total amount of the year.

Finally, I went to work every day and wrote my own work diary. That's pretty much it.

If you are professional enough, you should first set up a cash journal, bank journal, general ledger, tax account, expense cost account, and other sub-ledgers are registered and accounted for according to the size of your business and the requirements of accounting.

The safest way is to hire another professional accountant to manage the accounts, and only by being impartial and impartial can justice protect everyone's interests. In terms of collection, there must also be an independent third party to collect and keep it separately, and no money and fees shall be paid without the signature of both partners. Of course, depending on the situation, you can sign afterwards, and this degree should be grasped.

The most common is that both parties receive money and pay the money themselves, and in the end they are all messed up, and they both say that they have paid more, and the relationship is not good.

The proportion of investment and dividends in the store must be determined.

If you want to save personnel, you can take the bill without collecting money, and the money from receiving money without bookkeeping, and deposit the money into a bank account that can only be withdrawn if both parties stamp at the same time. Reconcile accounts in a timely manner.

From the perspective of financial management of catering enterprises, this book not only talks about the common aspects of financial management, such as financial analysis, investment, and financing; Combined with the actual characteristics of the capital operation of catering enterprises, it emphasizes "cash management" and "comprehensive use of multiple settlement methods". It organically combines practice with financial management theory, and the content is easy to understand, which is convenient for beginners without financial knowledge. In this book, the successful experience of many catering enterprises is also introduced, which can promote more catering enterprises to strengthen financial management and move towards success.

The book also combines some internal control contents, emphasizing the importance of improving the enterprise system for the financial management of catering enterprises. The specific system design given in it can be modified to become the financial management system of catering enterprises.

The way and purpose of writing this book are to pay attention to its practical operability, and it has high reference value for the management personnel of small and medium-sized restaurants and restaurants, the managers of large hotels, or readers who are interested in the financial management of the catering industry.