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02.11.2015
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Freestyle Financial required a new corporate identity along with professionally designed letterheads, compliments slips and business cards. Business stationery was then designed using subtle elements from the logo to create an interesting and professional identity for the business.
In addition, Inspired Design & Marketing developed the company's website at the same time which can be seen by clicking the link below. Inspired Design & Marketing were hired to create a high quality brochure promoting the latest Lloyds Homes development in Astwood Bank, Worcestershire. In addition to the clean, stylish design the print specification involved the use of spot UV to highlight important images within the brochure.
Inspired Design have been working closely with Fujitsu Siemens to provide professional brochures to promote their 'Lets Connect' home computing schemes, which have been running across the UK. Promotional materiala including advertising, posters and flyers can be very effective in creating awareness and new business for you company. Inspired Design have worked with lots of clients to develop marketing material that really deliver results.
Consistent brand indentity across offline (printed) & online (internet) marketing collateral. A comprehensive budget will include many components, but generally begins with planned sales.
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Purchase the Managerial Accounting Workbook 2016-2017 Edition (Chapters 17 through 24) for $39.95 here. Purchase the Managerial Accounting Solutions Manual 2016-2017 Edition (Chapters 17 through 24) for $44.95 here. Many associate the word a€?budgeta€? with a€?dreada€? or a€?drudgery.a€? Perhaps the word a€?budgeta€? should be avoided altogether. Despite these dismal remarks, it is imperative that organizations carefully plan their financial affairs to achieve financial success. Imagine that one has just been appointed as general manager of a newly constructed power plant. When things dona€™t go as planned, the budget is the tool that provides a mechanism for identifying and focusing on departures from the plan. Operations and responsibilities are normally divided among different segments and managers.
Budgets should provide sufficient detail to reflect anticipated revenues and costs for each unit. Within most organizations it becomes very common for managers to argue and compete for allocations of limited resources. But, successful managers also understand that their individual needs are subservient to the larger organizational goals.
Another advantage of budgets is that they can be instrumental in identifying constraints and bottlenecks. The budget committeea€™s work is not necessarily complete once the budget document is prepared and approved.
One disadvantage of the top-down approach is that lower-level managers may view the budget as a dictatorial standard. The bottom-up participative approach is driven by involving lower-level employees in the budget development process. On the negative side, a bottom-up approach is generally more time-consuming and expensive to develop and administer. It is very important for managers at all levels to understand how data are transformed as it passes through an organization. While these endeavors are often seen as attempts to reduce the cost of middle-level management, the overriding issue is to allow top management more clear and direct access to vital information originating with front-line employees (and vice versa). Because budgets frequently form an important part of performance evaluation, human behavior suggests that participants in the budget process are going to try to create a€?breathing rooma€? for themselves by overestimating expenses and underestimating sales. This deliberate effort to affect the budget is known as creating budget slack or a€?padding the budget.a€? This is done in an attempt to create an environment where budgeted goals are met or exceeded.
When slack is introduced into a budget, employees may fail to maximize sales and minimize costs. The problem of budgetary slack is particularly acute when the prior yeara€™s budget is used as the starting point for preparing the current budget.
With zero-based budgeting, each expenditure item must be justified for the new budget period. To maintain organizational integrity, senior-level managers need to be careful to provide realistic budget directives. The base or foundation for the master budget is an assessment of anticipated sales volume via the sales budget.
The planned business activities must be considered in terms of their cash flow and financial statement impacts. Mezan Shehadeh recently perfected a low-cost vinyl product that was very durable and could be used outdoors in conjunction with rear-screen projection equipment.
Note that the lower portion of the sales budget converts the expected sales to expected collections.
The direct material purchases budget provides the necessary framework to plan cash payments for materials. The direct materials budget also reveals a planned end of year inventory of 19,600 square feet, which has a cost of $27,440 (19,600 X $1.40). The direct labor hours used in the Factory Overhead sheet are drawn from the Direct Labor budget. The tax information is assumed; usually a tax accountant would perform an extensive analysis of the overall plan and provide this anticipated data. Look carefully at the Cash budget, and notice that the company is on track to end the second quarter with a cash deficit of $85,584 (before financing activities).
It is essential that all of these individual budgets be drawn together into a set of reports that provides for outcome assessments. The accountant who is involved with external use reports has a duty to utilize appropriate care in preparing them; there must be a reasonable basis for the underlying assumptions.
This chapter has made several references to the fact that budgets will be used for performance evaluations. Budgets usually relate to specific future periods of time, such as an annual reporting year or a natural business cycle.
In working with budgets, especially budgets of governmental units, one may encounter an encumbrance. If you have existing marketing materials or already work with your own ad agency, design firm, or in-house design department, our creative professionals can coordinate the design of your emails with your existing marketing materials to provide a consistent message across all channels. Highly accomplished enterprising visionary combining outstanding sales & marketing talents with high caliber general management qualifications. Created a responsive market-driven department increasing market share from 25% to 50% in 3 years. Established 5 new SKU's with the Target Corporation triggering $2.5 million in additional sales revenues. Devised a "service team" approach for company's top 10 accounts creating a consultative sales process. Reengineered product specifications in the water kettle category producing cost savings that led to  product expansion opportunities within existing accounts.
Liaised with Customer Service Manager developing a QC reporting process across all categories.  Quality control scrutiny led to significant improvements of the Costco rice cooker and increased sales by 20%. Streamlined the sales presentation process through the creation of a "product development  database" providing sales managers with immediate access to product progress, features and pricing information. Conceived and implemented a sales strategy  targeting a niche market of clients with licensed  properties, which was adopted as the center of Teling's  international sales campaign. Established accounts with Elvis Presley  Enterprises, Marilyn Monroe Enterprises and Anna Kournikova.
Developed a six-month training program utilizing video tape for teacher performance training reviews. Gained hand-on experience in pre-press  production, project management, content writing and editing, layout and design and desktop publishing.
WorkBloom's goal is to help job seekers find work and reach their highest aspirations, one step at a time. Inspired Design came up with numerous ideas for the logo including different colour combination of the chosen design. The chapter begins with an examination of the importance of budgets to planning and shaping an organization's activities.
Businesses might utilize a continuously updating (perpetual) budget, in lieu of a single static budget that is intended to span well into the future. These plans are generally expressed as a€?budgets.a€? A budget is a detailed financial plan that quantifies future expectations and actions relative to acquiring and using resources. Compensation and ultimately the managera€™s job will depend on the financial success of the venture. Careful studies are performed to determine the most efficient levels of production for the plant, in conjunction with an assessment of customer demand. The budget is an essential tool to translate general plans into specific, action-oriented goals and objectives.
The budget provides the benchmarks against which to judge success or failure in reaching goals and facilitates timely corrective measures. This introduces the concept of a€?responsibility accounting.a€? Under this concept, units and their managers are held accountable for transactions and events under their direct influence and control. This philosophy pushes the budget down to a personal level, and mitigates attempts to pass blame to others.
Each business unit likely has employees deserving of compensation adjustments, projects needing to be funded, equipment needing to be replaced, and so forth.
Once the plan for resource allocation is determined, a good manager will support the overall plan and move ahead to maximize results for the overall entity. A remaining responsibility for many committees is to continually monitor progress against the budget and potentially recommend mid-course corrections. Each component of the entity will be involved in preparing budget information relative to its unit. These budgets will begin with upper-level management establishing parameters under which the budget is to be prepared. They signal expected sales and production activity that the organization is supposed to reach. Top management may initiate the budget process with general budget guidelines, but it is the lower-level units that drive the development of budgets for their units.
As one might suspect, the budget committee must then review the budget components for consistency and coordination. This occurs because of the repetitious process needed for its development and coordination.
As budget information is transferred up and down an organization, the a€?messagea€? will inevitably be influenced by the beliefs and preferences of the communicators.


Business growth is a natural incubator for expansion of the number of levels within an organization; as a result, great care must be taken to preserve the efficiency and effectiveness of growing entities. In addition to focusing on revenues and costs, the budget process should also be taken as an opportunity for continuous monitoring of the organizational structure of an entity. For example, once it is clear that budgeted sales goals will be met, there may be a reduction in incentive to push ahead. No expenditure is presumed to be acceptable simply because it is reflective of the status quo.
In business, the opportunity for gross inefficiency is kept in check by market forces, and there may not be sufficient savings to offset the cost of a serious zero-based budgeting exercise.
If employees feel that budgets are not possibly achievable, they may become frustrated or disenchanted. Many financial reporting frauds have their origin in overly optimistic budgets and forecasts that subsequently lead to an environment of a€?cooking the booksa€? to reach unrealistic goals. Lower-level managers need to be truthful in reporting a€?bad newsa€? relative to performance against a budget, even if they find fault with the budget guidelines. The expected sales level drives both the production plans and the selling, general, and administrative budget. The sales budget reflects forecasted sales volume and is influenced by previous sales patterns, current and expected economic conditions, activities of competitors, and so forth.
This product enables movie theaters to replace the usual lettered signs with actual videos to promote the a€?now showinga€? movies. The fall and winter seasons are typically the best for the release of new movies, and the anticipated pattern of screen sales aligns with this industry-wide business cycle. Shehadeha€™s dealers are normally given credit terms of 30 days, and the result is that roughly two-thirds of sales are collected in the same quarter as the sale itself.
Production is also a function of the beginning finished goods inventory and the desired ending finished goods inventory. Shehadeh plans to end each quarter with sufficient inventory to cover 25% of the following quartera€™s planned sales. Carefully examine this information, paying very close attention to how each quartera€™s desired ending finished goods can be tied to the following quartera€™s planned sales. For example, the scheduled production of 1,875 units for the second quarter will require 65,625 square feet of raw material. The lower portion of the spreadsheet shows that the raw material is slated to cost $1.40 per square foot. As shown later, this value will also be needed to prepare the budgeted ending balance sheet.
Based on an analysis, the annual factory overhead is anticipated at a fixed amount of $220,200, plus $5 per direct labor hour. Further, the sidebar notes also indicate that the average overhead rate (fixed and variable together, applied to the total labor hours for the year) is $13 per hour. Without an adequate supply of cash to meet obligations as they come due, a business will quickly crash.
In reviewing this document, notice that the data in most rows are drawn from earlier budget components (the beginning of year cash is assumed to be $50,000). As mentioned earlier, it is also assumed that Shehadeh is planning to purchase new production equipment at the end of the second quarter, as shown on row 15.
They will guide numerous operating decisions about raw materials acquisition, staffing, and so forth. This part of the budgeting process will result in the development of pro forma financial statements. In addition, professional standards dictate the reporting that must accompany such reports if they are to be released for external use. For purposes of monitoring performance, annual budgets are frequently divided into monthly and quarterly components.
These budgets may be constantly updated to relate to the next 12 months or next 4 quarters, etc. To illustrate, if a business greatly exceeded the sales goal, it is reasonable to expect certain costs to also exceed planned levels. Sending a clear message to a well-defined target audience was the only way to build a brand. Even if you have an extensive list of targeted customers and prospects, without a compelling design and expert programming, your email campaign may not succeed.
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Results-oriented, decisive leader, with proven success in establishing a lasting presence in new markets, identifying growth opportunities, and initiating strong business alliances. The expected sales are translated into a schedule of expected daily electricity production.
The manager will monitor operations and take corrective actions for deviations from the plan.
By adhering to the budgetary guidelines, the expectation is that the identified goals and objectives can be fulfilled. The budget is the tool that communicates the expected outcome and provides a detailed script to coordinate all of the individual parts to work in concert.
Without the harsh reality of an enforced system of responsibility, an organization will quickly become less efficient.
This naturally creates strain within an organization, as the sum of the individual resource requests will usually be greater than the available pool of funds. Personal managerial ethics demands loyalty to an ethical organization, and success requires teamwork.
The process is likely to be lead by a budget committee consisting of senior-level personnel. The budget committeea€™s decisions can greatly impact the fate of specific business units, in terms of resources made available as well as setting the benchmarks that will be used to assess performance.
This information is successively compiled together as it is passed through the organization until an overall budget plan is achieved. Further, such budgets can sometimes provide ethical challenges, as lower-level managers may find themselves put in a position of ever-reaching to attain unrealistic targets for their units.
Some of the most efficient and successful organizations have a hallmark strategy of being a€?lean and mean.a€? The budget is a most effective communication device in getting employees to hear the message and perform accordingly. These individual budgets are then grouped and regrouped to form a divisional budget with mid-level executives adding their input along the way. This may require several iterations of passing the budget back down the ladder for revision by lower units. It fosters the a€?team-baseda€? management philosophy that has proven to be very effective for modern organizations. Another potential shortcoming has to do with the fact that some managers may try to a€?pada€? their budget, giving them more room for mistakes and inefficiency. Sometimes the very attributes that contribute to growth can be undone by the growth itself. Accordingly, it is easy to slip into a trap of becoming inattentive about the estimates that form the basis for a budget. Haphazardness should be replaced by study and statistical evaluation of historical information, as this provides a good starting point for predictions. In fact, there may be some concern about beating sales goals within a period for fear that a new higher benchmark will be established that must be exceeded in a subsequent period. It is presumed that established levels from previous budgets are an acceptable baseline, and changes are made based on new information. Nevertheless, business managers should be familiar with zero-based budgeting concepts as one tool to identify and weed out budgetary slack. These events usually start small, with the expectation that time will make up for a temporary problem. All too often, the carnage that follows a business collapse will be marked by management claims that they were misled by lower-level employees who hid the truth.
In addition, a business should develop plans that have a successful outcome; the budgeted financial statements are key measures of that objective. If care is used in constructing the embedded formulas, it becomes very easy to amend the budget to examine the impact of different assumptions about sales, sales price, expenses, and so forth. The sales budget is complemented by an analysis of the resulting expected cash collections.
The budgeted units of production can be calculated as the number of units sold, plus the desired ending finished goods inventory, minus the beginning finished goods inventory. Shehadeh started the new year with 525 units in stock, and planned to end the year with 700 units in stock.
Shehadeh maintains raw material inventory equal to 20% of the following quartera€™s production needs.
As revealed by the Labor sheet, the scheduled production is multiplied by the number of hours necessary to produce each unit.
The fixed portion includes depreciation of $3,000 per quarter for the first half of the year and $7,000 per quarter for the last half of the year (the increase is due to a planned purchase of equipment at the end of the second quarter).
Even the most successful businesses can get caught by cash crunches attributable to delays in collecting receivables, capital expenditures, and so on. The cash received from customers is taken from the Sales spreadsheet, the cash paid for materials is taken from the Materials spreadsheet, and so on. Much of this borrowing will be repaid from the positive cash flow that is anticipated by the end of the third and fourth quarters, but the company will still end the year with a $25,000 debt ($150,000 - $75,000 - $50,000). But, at this point, it is very difficult to assess the success or failure of Shehadeha€™s plans!
Almost every item in the budgeted income statement is drawn directly from another element of the master budget, as identified in the a€?notesa€? column. The 20X9 amounts are logically deduced by reference to the beginning balances and information found in the details of the master budget. While these documents are very common and heavily used for internal planning purposes, great care must be taken in allowing them to be viewed by persons outside of the entity.
Those reporting standards become fairly complex, and the specifics will depend on the nature of external use.
These comparisons will help identify strengths and weaknesses, areas for improvements, and potential staffing changes.
In such a case, the budget cycle may be more logically geared to match the model year of the cars. For instance, utilities costs can vary considerably with changes in the weather, and businesses need sufficiently detailed budgets to plan accordingly. A good driver will constantly monitor conditions well beyond the upcoming intersection, anticipating the need to change lanes as soon as distant events first come into view.
After all, some items like cost of sales, sales commissions, and shipping costs are directly related to volume. New Channel Direct’s creative services give your email messages the polish to get noticed, while giving you peace of mind that your message will be delivered successfully and will display correctly across all computer platforms. Researched and analyzed potential  markets, financial affairs, competitive bidding, and entire  project management. Edited  engineering bids for infrastructure projects, semi-conductor plants, nuclear energy plants and high speed rail projects.
The process of budget preparation is sometimes seen as painful, and it is not always clear how the effort that is required leads to any productive output.


This chapter will illustrate the master budget, which is a comprehensive set of documents specifying sales targets, production activities, and financing actions.
Each transaction is under direct oversight of this person and hopefully he or she has the ability to keep things on a logical course.
Unfortunately, sales growth could be such that the natural gas pipeline cannot deliver enough fuel to meet the planta€™s demand. Based on this information, long-term supply contracts are negotiated for natural gas supplies. The remainder of his time can be spent on public relations marketing, employee interaction, and so forth. Successful managers will learn to make a strong case for the resources needed by their units. Here, the budget process is the device by which the greater goals are mutually agreed upon, and the budget reflects the specific strategy that is to be followed in striving to reach those goals.
Such individuals bring valuable insights about all aspects of sales, production, financing, and other phases of operations. As a result, members of the budget committee will generally take their task very seriously.
But, beyond the data compilation, there is a critical difference in how budgets are actually developed among different organizations. Furthermore, the budget is prepared by those who have the best knowledge of their own specific areas of operation. Top management can lose touch with information originating on the front line, and front-line employees may not always get a clear picture of the goals and objectives originating with senior management. The charts of some entities consume many pages and involve potentially dozens of a€?levels.a€? Other companies may have worked to a€?flattena€? their organizational chart to minimize the number of links in the chain of command. Governmental units usually do not face a market test; they rarely fail to exist if they do not perform with optimum efficiency.
There is nothing to suggest that every unit must engage in zero-based budgeting every year.
The initial seemingly harmless act is frequently followed by an ever-escalating pattern of deception that ultimately leads to collapse.
And, lower-level employees will claim that they were pressured by management to hide the truth. Such budgets consist of many individual building blocks that are tied together in logical harmony and reflect the organizationa€™s financial plan. Factory overhead may be applied based on labor, but it is ultimately driven by overall production.
Sales often occur on account, so there can be a delay between the time of a sale and the actual conversion of the transaction to cash.
Shehadeh started 20X9 with $100,000 in receivables, which is assumed to be collected in the first quarter of 20X9.
In planning production, one must give careful consideration to the productive capacity, availability of raw materials, and similar considerations.
Thus, Shehadeh plans to start the second quarter with 13,125 square feet (65,625 X 20%) and end the quarter with 19,950 square feet (99,750 X 20%).
The resulting total direct labor hours are multiplied by the expected hourly cost of labor. The bottom portion of the budget reconciles the total factory overhead with the cash paid for overhead (depreciation is subtracted because it is a noncash expense). Assuming an average-cost method, ending finished goods inventory can be valued as shown on the Finished Goods spreadsheet. Most fixed items will be the same each quarter, although some fixed costs, such as an advertising campaign, can fluctuate periodically. The notes in column H are intended to help one trace the resulting 20X9 balance for each account. But, those reports will necessarily include language that makes it very clear that the participating accountant is not certifying their achievability.
In addition, other regulations (Reg FD) may require a€?full disclosurea€? to everyone when such information is made available to anyone.
But, the process for performance appraisal is far more complex than simply comparing budget to actual results. This approach provides for continuous monitoring and planning and allows managers more insight and reaction time to adapt to changing conditions. For instance, a department may have $100,000 budgeted for office supplies for the upcoming year. In fact, many marketers are facing an increasingly complex landscape of consumers, media platforms and service providers that can cause them to spend more time trying to save their jobs than creating effective marketing.Multifarious marketing is multiple groups working toward multiple goals on multiple platforms and reaching multiple audiences with one core message.
Managed new business development and  strategic planning to maximize growth and profitability. Carefully linked electronic spreadsheets prove quite helpful in budgeting, and a comprehensive illustration is shown. Furthermore, budgets can be seen as imposing constraints that are hard to live with and establishing goals that are hard to meet! Poor management and bad execution are not the only reasons things dona€™t always go according to plan.
Without a budget, an organization can be destroyed by constant bickering about case-by-case resource allocation decisions.
Not only are these individuals ideally positioned to provide the best possible information relative to their respective units, but they are also needed to effectively advocate for the opportunities and resource needs within their unit.
Lower-level personnel have very little input in setting the overall goals of the organization.
Likewise, padding the planned level of expenses can actually provide incentive to overspend, as managers fear losing money in subsequent budgets if they dona€™t spend all of the currently budgeted funds. Instead, governmental entities tend to sustain their existence by passing along costs in the form of mandatory taxes and fees.
Instead, a rolling schedule that thoroughly reexamines each unit once every few years may provide a cost-effective alternative.
Suffice it to say that preparing a budget involves more than just number crunching; there is a fair amount of organizational psychology that a good manager must take into account in the process. For the budget to be useful, careful consideration must also be given to the timing and pattern of cash collections. Shehadeha€™s dealer network has been carefully selected and the company has very few problems with late payments or uncollectible accounts. Budgeted purchases can be calculated as direct materials needed in planned production, plus the desired ending direct material inventory, minus the beginning direct materials inventory (65,625 + 19,950 - 13,125 = 72,450).
The cash budget provides the necessary tool to anticipate cash receipts and disbursements, along with planned borrowings and repayments. For example, ending accounts receivable of $140,000 would relate to the uncollected sales during the fourth quarter ($420,000 sales - $280,000 collected = $140,000), found on the Sales sheet. Conversely, failing to meet sales goals should be accompanied by a reduction in variable costs. However, the department may have already entered into a $500 per month contract for copy machine repair services. Established growth plans for individual accounts and personally  managed account calls throughout the United States.
They require estimations and are subject to failings, such as deliberate introduction of slack. Suppliers might become concerned, as they sense that revenues might be inadequate to cover the added fuel cost. Knowledge of these sorts of potential problems is the first step to resolving or avoiding them. The upper-level executives call the shots, and lower-level units are essentially reduced to doing the basic budget calculations consistent with directives. It is unlikely they could all be upgraded in just 1 or 2 years; capital expenditure budgets may cover as much as a 5- to 10-year horizon.
Certainly it would make no sense to congratulate a manager for holding costs down in this case!
Although $100,000 is budgeted, the remaining free balance is only $94,000 because $6,000 ($500 X 12 months) has already been committed for the repair service. These days, your company’s message should be about your core purpose and benefits rather than the tightly-defined needs of some small group. Budgeting is sometimes done on an incremental basis by beginning with a prior period plan, but an alternative is zero-based budgeting that requires justification of all expenditures each period. Explanations for failure are many and varied, but are often pinned on a€?undercapitalizationa€? or a€?insufficient resources to sustain operations.a€? Many of these postmortem assessments reflect a failure to adequately plan!
As a result, vendors might begin to insist on shortened payment terms, thereby pressuring the companya€™s cash supply. Periods during which cash might be tight are noted and a line of credit is set up with a local bank to cover those periods. Mid-level executives may unite the budget process by refining the leadership directives as the budget information is passed down through the organization.
Some governmental leaders push for zero-based budgeting concepts in an attempt to filter necessary services from those that simply evolve under the incremental budgeting process. A flexible budget is one that reflects expected costs as a function of business volume; when sales rise so do certain budgeted costs, and vice versa. At any point in time, the total budget, minus actual expenditures, minus remaining encumbrances, would result in the residual free budget balance for the period.
Once again, the electronic spreadsheet draws data from preceding sheets via embedded links. Liaise with 25 factories in  China to oversee cost saving product adjustments, product  specifications, quality control and order fulfillment. Live out your message in the media you choose and the campaigns you run.Multiple PlatformsUsing a single platform to deliver your message (whether it’s TV, Facebook, print or email) is just leaving customers and sales on the table. Smart marketers now expect their plans to be integrated, but the complexity comes in ideation. The very successful Tweet-a-Beer campaign by tenfour + Waggener Edstrom must have been created in an environment where there was no predisposition to the 30-second TV spot.
Most marketing teams don’t conceive of ideas outside of their experience and comfort zone. If new ideas are just old ideas combined or used in a new way, people who have diverse experiences and skill sets simply have more to draw from. Design schools are hip to this and have begun turning out graduates with broad-based skills and knowledge, and the best agencies are snatching them up. ROI is tough to measure, and CMOs are being pressured more and more by the rest of the C-suite to produce. Is growing a Facebook following important, or is traffic on your own website a better goal? In a single year, the family-man was named AMA-Atlanta’s Agency Marketer of the Year, Catalyst Magazine’s No.
When not brainstorming at the office or helping a client, McMullen spends time with his wife and two kids, probably reading Dr.



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