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1. Marketing Club Instructor
1
Budgeting

12. Company DNA

18. budgeting is real reflection for your business plan.

19. More precisely your key business drivers.
Non sense to allocate budget for international stand alone
consume all budget in mass marketing market and vice versa

28. Pre launch is the most crucial , the
norm to spend the year before
launch what equal to expenses of the
first year to build concept and brand
equity on top of mind.

29. Year of the lunch you could reach
to 25% of sales as marketing
expenses but not below 15%

30. you have to keep same level of expenses
for the second year Why
Because the market share you will land
in 18th month of the launch will be the
market share you will fight about in
normal

34. do not build your budget on
historical data

40. • Budgets are not connected to prior year
spending
Prevents “embedding” of existing spend in the
cost base
Allows spending levels to be set based on
necessary activities of a function, rather than
historical trends
Requires more work to understand activities and
cost structure

43. Budgets are tied to specific activities
and levels of service
• • Better aligns spending targets with required
activities of a function
• • Replaces “do more with less” with “do the
right things with the right amount”
• • Requires fairly detailed knowledge of
departmental activities and willingness to do
less or discontinue activities

44. Spending increases or cuts are not
simply spread evenly across budgets
• • Eliminates common “sandbagging” practices
in budgeting process
• • Allows for more strategic allocation of
planned spend
• • Requires more work to analyze and prioritize
activities and expenditures

45. Funding is targeted more to activities
that align with the strategy
• • Allows for better alignment of expenditure
with overall strategy and departmental
missions
• • Can reduce incidence of “we’ve always done
that”
• • Prioritizing activities across various functions
can be challenging

47. Zero-Based Budgeting
• • Resulting budget is well justified and aligned to strategy
• • Catalyzes broader collaboration across the organization • Supports cost
reduction by avoiding automatic budget increases, often resulting in
savings
• • Improves operational efficiency by rigorous challenging of assumptions
• • Costly, complex, and time consuming as budget is rebuilt from scratch
annually, whereas simpler and faster traditional budgeting requires
justification only for incremental changes
• • May be cost-prohibitive for organizations with limited funding
• • Risky when potential savings are uncertain
• • Execution challenged by budget cycle timing constraints
• • Typically requires specialized training or personnel to accomplish, and
requires more resources in general
• • May be disruptive to the organization’s operations
• • Could harm organizational culture or brand

66. Remember

73. 10th Cairo Marketing Club 30-12-2017