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Quantitative expression of mgmts plans
- Used for planning (forecasting)
- Used for control (variances)
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| one year budget for next operating year (detailed) |
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looking forward 3-5 yearss forecating budget |
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| fixed budget, not changing |
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| variable, static budget adjusted for actual activity. |
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| Rolling, comparing static to actual for month then adjust following months by comparison and adding in another month. |
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need to have a probable- what you think will happen best case- good economy worst case-bad economy |
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| helps mgmt to understand where the money is going and how it is being used. |
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| accumulation of all divisional budgets |
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1. The Sales Budget 2. The Production Budget 3. Inventory Purchases 4. Direct materials Budget 5. Direct labor budget 6. Mfg overhead budget 7. Ending finished goods inv budget 8. Selling & admin budget 9. Cash Budget 10.Budgeted I/S & Balance sheet |
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| a detailed plan showing how cash will be acquired and used over a period of time. |
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| Steps taken by mgmt to increase likelihood that all parts of the organization are working together to acheive goals set in planning stage. |
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| Responsibility accounting |
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| a system of accountability in which managers are held responsible for those items of revenue and cost that they control. |
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| key mgmt deliberates and produces a budget. |
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| bottom-up budget, many employees give input to the budget process. |
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| combination of participative and top-down. |
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| Ways to estimating sales budget |
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-econometrics model -correlate revenue to other factors - "grassroots" survey customers -guess |
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| padding the budget to hide inadequacy |
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| Relevent Range of fixed cost in budget |
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| Fixed cost stays the same in the budget as long as it is within the standards stated by activity level |
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| decision making is dipersed throughout the company. |
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-cost center -revenue center -profit center -investment center |
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| part of company that uses resources (provide product or services) |
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| part of company that generates revenue (sales) |
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| The entire organization is responsible for (sales-costs)in the company divisions |
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| assets of the company generating a return (the plant or equipment) |
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Return on investment (ROI) |
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Margin x Turnover operating income/ operating assets |
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Economic value added (EVA) Residual Income |
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the money generated to carry the cost of financing debt or equity.
Operating income - (assets * COC) |
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| Why not pay bonus for high ROI or give stock options |
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-may cause short sightedness -may skimp on assets or repairs -if giving bonus, pay part for ROI for year and part for the long-term average. - stock options are instant money after vesting period and still cause short sightedness |
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| one division of a company sells a component to another division of a company, this is called |
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-cost -cost+ -negotiated -mkt value |
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