1. McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 6 Planning, the Balanced Scorecard, and Budgeting

2. 6-2 What are the Benefits of Budgeting? Planning Communication and coordination Resource allocation Evaluation and control

3. 6-3 What are the Costs of Budgeting? Time and resource requirements Adaptability Motivation and behavior Budgetary slack

4. 6-4 What is the Difference between Mandated and Participatory Budgeting? Mandated Top down Based on standards Participatory Bottom up Based on local information

5. 6-5 What is the Difference between Incremental and Zero-based Budgeting? Incremental Last year is the base Adjust for anticipated increases/decreases Zero-based Zero is the base Justify all activities and requests

6. 6-6 How Is Revenue Process Planning Related to the Balanced Scorecard? Balanced scorecard Goals and objectives Measurable outcomes for activities Revenue process planning Planning activities Budgetfinancial goals

7. 6-7 What are the Budgets that Result from Revenue Process Planning? Sales budget Units Dollars Cash receipts schedule Whencollection patterns How muchsales discounts offered Uncollectible amounts

8. 6-8 Revenue Budgets Continued Accounts receivable schedule Beginning balance Add sales Less cash received Less sales discounts Less uncollectible amounts Equals ending balance Marketing and distribution budget Expected costs of activities

9. 6-9 How Is Conversion Process Planning Related to the Balanced Scorecard? Balanced scorecard Goals and objectives Measurable outcomes for activities Conversion process planning Planning activities Budgetfinancial goals

10. 6-10 What is the Budget that Results from Conversion Process Planning? Production budget Number of units to sell Add desired ending inventory of finished goods Less beginning inventory of finished goods Equals number of units to produce

11. 6-11 How Is Expenditure Process Planning Related to the Balanced Scorecard? Balanced scorecard Goals and objectives Measurable outcomes for activities Expenditure process planning Planning activities Budgetfinancial goals

12. 6-12 What are the Budgets that Result from Expenditure Process Planning? Administrative budget Expected costs of activities Direct labor and manufacturing overhead budget Expected amount and cost of activities

13. 6-13 Expenditure Budgets Continued Direct materials purchases budget Number of finished goods units to produce Multiply by the amount of direct materials needed per unit of finished goods Add desired ending inventory of direct materials Less beginning inventory of direct materials Equals amount of direct materials to purchase Multiply by the purchase price per unit Equal direct material purchases

14. 6-14 Expenditure Budgets Continued Cash disbursements schedule Whenpayment patterns How muchpurchase discounts Accounts payable schedule Beginning balance Add net purchases Less cash payments Equals ending balance

15. 6-15 What is the Master Budget? Revenue process budgets Conversion process budgets Expenditure process budgets Capital resources process budgets (later in text) Budgeted (pro forma) financial statements