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Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
Sales budget ,forcasting and control
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Sales budget ,forcasting and control


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hey this is a nice ppt for sales and budgeting

hey this is a nice ppt for sales and budgeting

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    Jitendra Singh
    Roll No. - 19
  • 2. Sales Budget
    • A budget is a plan expressed usually in monetary terms. It is a process of allocating a portion of an organization’s resources for its various activities for a specified period of time.
    • 3. It helps in planning and coordination of the organization’s activities. Sales budgets are developed for the smooth functioning of the sales function.
  • Cont.
    • Developing sales budgets serve two purposes –
    • 4. As a mechanism of control and
    • 5. An instrument of planning.
    There are several benefits an organization derives from budgeting.
  • 6. Cont.
    • They are –
    Improved planning
    Better communication and coordination
    Performance evaluation
    Psychological benefits
    Avoiding uncontrolled expenditure.
  • 7. Cont.
    • Interlink Role
    Marketing Plane
    Sales Force Budget
    Sales Forecast
  • 8. Types Of Budget
    • In practice, sales managers prepare three types of budgets –
    • 9. Sales budgets
    • 10. Selling expense budget
    • 11. Administrative budget
    • 12. A sales budget gives a plan showing the expected sales for a specified period in the future.
  • Cont.
    • Selling expense budgets details the schedule of expenses that may be incurred by the sales department to achieve planned sales.
    • 13. Administrative budget specifies the budgetary allocations for general administrative expenses that would be incurred by the sales department.
  • Methods For Budgeting
    • The different methods for budgeting include the-
    • 14. Affordability method
    • 15. Percentage-of-sales method
    • 16. Competitive parity method
    • 17. Objective-and-task method
    • 18. Return-oriented method.
  • Sales Forecasting
    • Sales forecasting is a difficult area of management. Most managers believe they are good at forecasting. However, forecasts made usually turn out to be wrong! Marketers argue about whether sales forecasting is a science or an art. The short answer is that it is a bit of both.
  • Cont.
    • Market Forecast refers to the estimates of future sales of a company’s products in the market.
    • 19. Sales forecasting is very popular in industrially advanced countries where demand conditions are always uncertain than the supply conditions.
  • Reasons for undertaking Sales Forecast
    • Businesses are forced to look well ahead in order to plan their investments, launch new products, decide when to close or withdraw products and so on.
    • 20. The sales forecasting process is a critical one for most businesses.
  • Cont.
    Key decisions that are derived from a sales forecast include:-
    - Employment levels required- Promotional mix- Investment in production capacity
  • 21. Types Of Forecasting
    There are two major types of forecasting, which can be broadly described as macro and micro:
    Macro forecasting is concerned with forecasting markets in total. This is about determining the existing level of Market Demand and considering what will happen to market demand in the future.
    Micro forecasting is concerned with detailed unit sales forecasts. This is about determining a product’s market share in a particular industry and considering what will happen to that market share in the future.
  • 22. Selection Of Forecasting
    • The selection of which type of forecasting is use depends on the several factors which can be described as:
    (1) The degree of accuracy required– if the decisions that are to be made on the basis of the sales forecast have high risks attached to them, then it stands to reason that the forecast should be prepared as accurately as possible. However, this involves more cost
  • 23. Cont.
    (2) The availability of data and information- in some markets there is a wealth of available sales information (e.g. clothing retail, food retailing, holidays); in others it is hard to find reliable, up-to-date information.
    (3) The time horizon that the sales forecast is intended to cover. For example, are we forecasting next weeks’ sales, or are we trying to forecast what will happen to the overall size of the market in the next five years?
  • 24. Cont.
    (4)The position of the products in its life cycle.
    For example, for products at the “introductory” stage of the product life cycle, less sales data and information may be available than for products at the “maturity” stage when time series can be a useful forecasting method.
  • 25. The Relationship of Forecasting to Budgets
    • Relation
    Sales Forecasts
    Sales Budget
    Production Budget
    Sales & Administration Expenses Budget
    Revenue Budget
    Direct Labor Budget
    Revenue Budget
    Cost of Goods Sold Budget
    Factory O/H Budget
    Budgeted P/L Statement
    Budgeted Balance Sheet
  • 26. Purposes Of Short term Forecasting
    Appropriate production scheduling
    Reducing cost of purchasing R/M
    Determining appropriate price policy
    Setting sales targets and establishing controls and incentives
    Evolving a suitable promotional program
    Forecasting short-term financial requirements
  • 27. Purposes Of Short term Forecasting
    Planning of a new unit or expansion of an existing unit
    Planning of long-term financial requirements
    Planning of man-power requirements
  • 28. A common method of preparing a sales forecast has three stages
    Prepare a macroeconomic forecast – what will happen to overall economic activity in the relevant economies in which a product is to be sold.
    Prepare an industry sales forecast – what will happen to overall sales in an industry based on the issues that influence the macroeconomic forecast.
    Prepare a company sales forecast – based on what management expect to happen to the company’s market share.
  • 29. Forecasting Process
    Determined independent and dependent variables
    Develop Forecast Procedure
    Forecast Objective
    Select forecast Analysis method
    Evaluate Result versus forecast
    Total forecast Procedure
    Gather & analyze data
    Present assumption about data
    Make & finalize forecast
  • 30. Cont.
    • Forecasting can be classified into qualitative forecasting and quantitative forecasting. The methods used in qualitative forecasting are:
    user expectations,
    sales force composite,
    jury of executive opinion,
    Delphi technique and market test.
  • 31. Cont.
    • The methods used in quantitative forecasting are:
    time series analysis
    moving averages
    exponential smoothing regression and correlation
    analysis, and multiple regression models
  • 32. Control
    • Control was defined as “a process used by managers to direct, regulate, and restrain the actions of people so that the established goals of an enterprise may be achieved.”
    • 33. Revenue control is clearly an important goal of sales control, but it is not the only one.
  • Sales Control
    • Like any other control system, sales control requires the establishment of standards, the evaluation of actual performance and the correction of deviation in performance.
    • 34. Sales control implies not only managerial action with regard to actual sales, but it also embraces all other marketing functions required for the even flow of products or services form producers to consumers.
  • Cont.
    • All promotional and auxiliary efforts in marketing require as much control as the actual selling efforts demand.
    • 35. Nevertheless, control of promotional and auxiliary efforts in marketing is more difficult and cannot be exercised with that exactness which is possible in case of actual selling efforts.
  • Cont.
    • Because of their intangible performances, ancillary activities in marketing are placed under some broad measures of control, and they are measured and appraised by managerial judgment, skill or experience.
    • 36. The basic tool for controlling these efforts is to be found in the sales expense budget .
    • 37. For controlling performances of salesmen, the sales budget or in the absence of a sales budget, the sales programme provides the standard for control.
  • Goals of Sales Control
    Optimize number of sales
    Maximize profit
    Control revenue
  • 38. Systematic View
    Sales Control
    Behavioral Aspects
    Cost Aspects
    Sales Effort
    Allocation of
    Sales-function Administration