profit centers
department in a business that generates both revenues and expenditures
cost centers
department in a business that generates costs, but no revenue
ways to organise profit centers and cost centers
- function
- product
- geography
financial role of profit and cost centers
- see better the performance of different parts of the business
- managers see the information and construct budgets with greater accuracy
motivational role of profit and cost centers
- provide employees with a greater sense of autonomy over budgets
(autoonomy improves motivation) - better sense on how to allocate funds
- greater efficiency and problem-solving
organisational role of profit and cost centers
- can make better decisions about future strategy and where to invest
- can devote more time, money, and energy to build on the profit successed of certain departments or units
- knowing the relative performance of the different parts of the business informs decision-making
budget
financial plan for a defined period of time
helps the planning, control, coordination and monitoring of expenditure
purpose of a budget
outline the financial resources available for achieving the objectives of that part of the business
short-term budgets
monthly for instance
budgets are usually set over a period of a year or for the duration of a project
two types of budgets
- short-term
- coordinated
coordinated budgets
departmental budgets set after the business’s corporate objectives have been arranged
feed into a centralised budget for the whole business
different ways to decide the size of a budget
- usually based on their budgets for previous years
- zero-based budgeting
zero-based budgeting
- departments bid for how much money they need for the year (explaining what they need the money for)
format of a budget order
income
- sales revenue
- interest earned
total income
costs
- salaries and wages
- materials
- rent
- advertising
- electricity
total costs
net income
variance analysis
compares a business’s budgeted sales revenue and costs with the actual figures over a period of time
favourable variance
when actual budget situation is better than the forecast
- actual costs are lower than the budgeted costs
- actual income is higher than the budgeted income
adverse variance
when the actual budget situation is worse bthan the forecast
- actual costs are higher than the budgeted costs
- actual income is lower than the budgeted income
no variance
actual budget was the same as the forecasted budget
when the actual budget situation is worse than the forecast
adverse variance
when the actual budget situation is better than the forecast
favourable variance
actual budget situation was the same as the forecasted budget.
no variance
variance for income in a budget for cost center
no variance
benefits of budgeting
- planning
- control
- coordination
- communication
- motivation
- measuring performance
budgeting benefit: planning
- refines long-term plans
- assist management in planning for the future
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1.1 What is a business?41
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1.2 Types of Businesses30
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1.3 Business Objectives26
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1.4 Stakeholders22
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1.5 Growth and Evolution55
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1.6 MNCs4
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Unit 3: Financial35
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3.1 Intro to Finance6
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3.2 Sources of Finance48
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3.3 Costs and Revenues15
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3.4 Final Accounts78
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3.5 Profitability and liquidity ratio analysis62
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3.6 Efficiency Ratio Analysis42
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3.7 Cash Flow33
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3.8 Investment Appraisal20
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3.9 Budgets29
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4.1 Introduction to Marketing32
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4.2 Marketing Planning36
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4.3 Sales forecasting12
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4.4 Market Research38
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BM Tools20
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Unit 2 Key words0
