Export Potential and Measures to Support Small and Medium-Sized Enterprises

Морковина, Светлана; Malitskaya, V. V.; Panyavina, Ekaterina; Sibiryatkina, Irina

doi:10.35808/ersj/1181

Cited by 8 publications

(6 citation statements)

References 14 publications

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“…-the risk of financial losses related to the interpretation of legislation by regulatory authorities and a taxpayer (Gugl, 2015); -the risk of additional tax charges, imposing penalties, fines resulting from a dispute and refusal by the regulatory authorities of the reimbursement of value-added tax (full name); -the risk of financial losses arising from office and field tax audits (Gennaioli, 2015); -the risk of irrational actions of officials responsible for the control and management of tax obligations (Morkovina, 2018).…”

Section: Discussionmentioning

confidence: 99%

Targets determination model for VAT risks mitigation at B2B marketplaces

Akhmadeev¹,

Morozova²,

Voronkova³

et al. 2019

JESI

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The objective of the study is to assess practical requirements for VAT implementation in relation to B2B e-commerce participants for the development and practical implementation of target determination model, considering the mitigation of tax risks associated with transactions on digital marketplaces, taking into account data disclosure upon corporate reporting submission. It was determined in the course of scientific and practical study of the specifics of implementation and payment of indirect taxes, that there is no general methodological approach to indirect taxation of international services accomplishment in the field of B2B e-commerce, due to the differences in the indirect taxes applied: VAT or retail tax. In this regard, the hypothesis is proposed that the provision of optimal tax conditions for electronic marketplaces to a considerable degree is fraught with the shift in business opportunities towards B2B transactions in tax jurisdictions, providing equal conditions for non-residents. In terms of international practice, the study is of significant interest as the experience of introduction of VAT implementation and payment in relation to B2B operations, VAT-exempt transactions, given that the tax and regulatory system of the jurisdiction under study is assessed as a system with increased business risks. The above calculations showed that B2B non-resident is in unequal conditions compared to the taxpayers of a particular jurisdiction, and the difference in the calculated VAT value is significant. However, the introduced obligation to pay VAT has not provoked the non-residents to move to the e-commerce marketplace of other tax jurisdictions. The risk zones identified during the study determined the essential need to build an optimal model on digital marketplaces, which, in our opinion, can be the basis for the development of the targets for mitigation of the tax risks associated with VAT payment on B2B marketplaces. In our opinion, the proposed model is universal for all business management systems and applied ERP systems, taking into account the provision of all parties in B2B transactions with access to information. According to the results of the study, it was determined that the disclosure of information on B2B operations, indirect taxes and tax risks in corporate reporting is not imputed by the regulators and has a largely inconsistent and unstructured nature. In this regard, any proactive disclosure in corporate public reporting on B2B is possible only if the company treats the information requests from external users as significant, taking into account the calculation of the cost of preparation of the information, which does not exceed the expected effects.

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Section: Discussionmentioning

confidence: 99%

Targets determination model for VAT risks mitigation at B2B marketplaces

Akhmadeev¹,

Morozova²,

Voronkova³

et al. 2019

JESI

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“…The primary goal of Tým Česko is to simplify access of companies to available state support, whether by sharing best practices, creating integrated product chains, or using synergies of shared products and services to support Czech businesses. Morkovina et al (2018) in their comparative study reviewed all the above activities for SME support and development.…”

Section: Discussionmentioning

confidence: 99%

“…The role of diversification of export territories can be a source of development potential for the SME segment according to Morkovina et al (2018). In addition to diversification, the authors evaluated demand mechanisms for SMEs focused on export based on a comparative analysis of SME development in the countries of the EU and RF.…”

Section: Literature Reviewmentioning

confidence: 99%

Diversification of export territories of family businesses as a tool of their further development

Petrů

Tomášková

Krošláková

2019

Problems and Perspectives in Management

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Family business is the largest global source of jobs in the private sector, whose multigenerational nature strengthens the stability of individual economies. A competitive small and medium-sized enterprise (SME) sector into which family businesses are classified is an essential prerequisite for the full-fledged integration of any economy into the global economic space. For the Czech economy, the importance of foreign trade is increasing, and is dependent on the capabilities of companies to expand to foreign markets. The goal of this article is to identify involvement of the generation of successors to export activities of family business, focusing on diversifying export territories in relation to structure of the industry A secondary goal is to discuss the demand mechanisms for SMEs/family business oriented toward export. The scientific hypotheses defined are focused on demonstrating a dependency between the diversification of export territories, the involvement of the generation of successors in the management of the company and structure of industry. Authors have demonstrated that family businesses managed by the first generation of founders export primarily to the territories of Slovakia, Germany, and the EU. Companies where the next generation contributes to management diversify territorial risk and also export outside the EU countries. A significant correlation was demonstrated between automotive industry and Germany, Slovakia and country outside the EU and mechanical engineering and country outside the EU. The uniqueness of this article lies in the topicality of the real transition of Czech family businesses to the next generation, which carries out foreign trade to promote the further development and sustainability of the family business for future generations.

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“…As for the interaction of the internal institutional environment of internal control with the institutional environment of an autonomous institution, the essence of this interaction and its efficiency is as follows. The external institutional environment of an autonomous institution is formed by formal and informal institutes that govern the relationship of the institution with the state, consumers of works and services, suppliers, credit organizations and other legal and physical entities, and this environment, in its turn, determines the internal institutional environment as part of formal and informal institutes (rules) determining the development and functioning of a specific autonomous institution [34]. At the same time, the internal institutional environment of internal control directly interacts with both the internal institutional environment of an autonomous institution and the external environment, which looks like a relationship between the micro level and the meso level, as well as the micro level and the macro level (figure 2).…”

Section: Methodsmentioning

confidence: 99%

Functional Application of the Internal Control System in Autonomous Institutions

2020

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Modern business conditions are based on the laws and characteristics of the development of market relations. Successful and stable activity of any business entity today directly depends on the effectiveness of the management system, the most important element of which is properly organized control. In the activities of any business entity, the place, role and importance of control are as important as accounting, management and analysis. The domestic science of control has rather deep roots, and the multifaceted nature and depth of the concept of “control” are closely related to the concepts of “management” and “management accounting”. In conditions of increasing competition, when the problems of increasing the effectiveness of control are significantly updated, the issues of organizing internal control, its development and integration are becoming more relevant. The study of the category of "internal control", its subjects and objects, the place in the management process allows us to identify in its structure individual species characterized by a targeted orientation and methodological features. The practical implementation of the internal control system should be carried out in accordance with the basic principles of its effective organization, which are closely interconnected, and the procedure for combining them to a greater extent depends on the prevailing specific business conditions and circumstances. Integration of the internal control system into the general management system will ensure the reliability of information at various levels, as well as significantly reduce the potential for making erroneous management decisions. The principles of making a choice when implementing a rational and economically reasonable accounting policy of an autonomous institution depend directly on the valid regulations of the accounting standards of the public sector system of the economy. This aspect makes it possible to influence not only the effectiveness of the use of material, labor and financial resources, but also to ensure a proper level of capital units’ turnover, to obtain additional internal sources of capital investments financing and current assets, to attract external resources to expand the scope of an autonomous institution. The application of various models of internal control, including elements of a risk-oriented approach allows to carry out to the right degree conceptual process of organizing enterprise control. The model of the internal control system of an autonomous institution suggested by the authors takes into account a systematic approach, risk orientation considering factors of the internal and external environment, incorporating the model in business processes, with regard to the ultimate goal of implementation - increasing the efficiency of business processes while reducing expenses and increasing profit in the financial responsibility centers. Indicative management model is widely used as the foundation of management. As a rule, it is based on a spatial vision of internal control, and as an analysis, depending on the activity type of an economic entity, the business processing is allocated, taking into account the influence of various indicators that reflect the factors influence of the external and internal environment, in particular, in the context of parameters of competitive advantage. We consider the use of an effective model to be the most promising model of internal control. Based on the author's idea of an integrated model of internal control, its main components will be: a systematic approach, a focus on risks, taking into account factors of the internal and external environment, incorporating the model in business processes and financial responsibility centers. Furthermore the main object of the suggested model of internal control will be risks arising as a result of the influence of factors of the internal and external environment. The purpose of the suggested model is to increase the efficiency of business processes existing in the economic entity while simultaneously reducing expenses and increasing profits in financial responsibility centers. Considering that the element “control environment” of internal control within the framework of the current legislation has changed to the institutional internal environment, it is noteworthy that the introduction into application practice of institutional environment of an autonomous institution internal control consists of the following levels: external and internal. The external environment in the form of formal and informal institutes is prevailing, having an impact on the internal environment of an economic entity, represented by its own specific cultural and functional “micro institutes” (formal and informal).

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Export Potential and Measures to Support Small and Medium-Sized Enterprises

Cited by 8 publications

References 14 publications

Targets determination model for VAT risks mitigation at B2B marketplaces

Targets determination model for VAT risks mitigation at B2B marketplaces

Diversification of export territories of family businesses as a tool of their further development

Functional Application of the Internal Control System in Autonomous Institutions

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