UNIT 8 SALES : FORECASTING‚ BUDGET AND CONTROL Structure 8.0 8.1 8.2 8.3 8.4 Objectives Introduction Sales Forecasting Sales Quotas 8.3.1 How Quotas Are Set? 8.3.2 Attributes of A Good Sales Quota Plan Sales Budgeting 8.4.1 8.4.2 8.4.3 8.4.4 8.4.5 Purpose Methods Preparation Implementation and Feedback Mechanism Flexibility 8.5 8.6 Sales Control Methods of Sales Control 8.6.1 Sales Analysis 8.6.2 Marketing Cost Analysis 8.6.3 Sales Management Audit 8.7 8.8 8.9 Let Us Sum Up Key
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Chapter 10 – The Nature of Planning and Control The most important issues to consider however are those concerned with the nature of planning and control. Although planning and control are two separate activities‚ in practice‚ very difficult to separate.. These determined the ‘ingredients’ to be put into the operation and how those ‘ingredients’ were going to be positioned relative to each other. Planning and control is the next task – taking the designed operation and making it work on a continuous
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Discuss comprehensively with relevant examples Kenya’s budget making process. A budget is a financial plan and a list of all planned expenses and revenues. It is a plan for saving‚ borrowing and spending. In summary‚ the purpose of budgeting is to: • Provide a forecast of revenues and expenditures‚ that is‚ construct a model of how our business might perform financially if certain strategies‚ events and plans are carried out. • Enable the actual financial operation of the business to be measured
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MARKETING AND MANAGEMENT UNIT TITLE : MARKETING PLANNING AND CONTROL TASK : Analyze the importance of control. (10mks) : Discuss any major problems that confront attempts to control and evaluate market activities. (10mks) : Marketing planning is difficult for Toy companies because toys tend to be fads and toy companies must replace 60% of their volume every year. Given
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management job‚ acquiring‚ training‚ appraising rewarding‚ and providing a safe‚ ethical and fair environment for your company’s employees. (2) Human Resource planning: HRP is the process of analyzing and identifying the need for and availability of human resource. So that the organizating can meet its objectives. (3) Succession Planning: the process of finding suitable people and preparing them to replace important executives in an organization when these executives leave or retire. (4) Training: the
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Monthly Cash Budget | | February | March | April | Receipts: | | | | Cash Sales | $ 636‚000 | $ 614‚000 | $ 556‚000 | Credit Sales | $ 4‚195‚913 | $ 4‚038‚450 | $ 3‚863‚200 | | $ 4‚831‚913 | $ 4‚652‚450 | $ 4‚419‚200 | Payments: | | | | Salaries and Wages | $ 874‚000 | $ 916‚000 | $
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Production Planning and Control In any manufacturing enterprise production is the driving force to which most other functions react. This is particularly true with inventories; they exist because of the needs of production. In this chapter the relationship of production planning and control to work-in-process inventories is stressed. Objectives of Production Planning Control: The ultimate objective of production planning and control‚ like that of all other manufacturing controls‚ is to contribute
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Surge Tank Design CHE4042F Process Dynamics and Control Project 1 20 April 2013 Group 26 Table of Contents List of Figures ii List of Tables ii Glossary iii A. Analysis of Plant Data 1 B. Simulation of Surge Tank 2 i. Modelling the Surge Tank in Xcos 2 ii. Frequency Fluctuations in Density Data 5 iii. Testing of Model for the Product Density 6 iv. Comparison of Unconstrained and Constrained Output Volume of the Surge Tank 7 C. Control of Surge Tank 8 i. Implementation
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do you want to do and offer you customers and where you see yourself in the years to come? The first step is the planning process and the final step is controlling what you have planned. These processes are the most critical aspects in Management. 2. Mission and Vision: 2.1 The Mission statement: The mission statement is probably the most important part of the planning process. The mission on any organization should be the basis of the organizations purpose and existence. 2.2 The Vision
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considerations in the management control process. The paper will discuss both personal observations made as both a manager of an organization and as an employee‚ as well as certain academic aspects. The textbook describes the management control system as a circular four part process which begins as strategic planning‚ followed by budgeting‚ then measurement and reporting‚ and ending with evaluation [ (Anthony‚ Hawkins‚ & Merchant‚ 2007) ]. Strategic Planning The strategic planning is done at the higher
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