2. budgeting
Budgeting refers to the setting of the
expenditure with respect to the
organization’s core function which is
responsible for the overall functionality of
the firm.
3. Budgeting is the setting and allocation of
the capital which is then used in the
proper way to achieve the set or
designated targets of the firm.
4. Revenue Estimation
performed in the executive branch by
the finance director, clerk's office, budget
director, manager, or a team.
5. Budget Call issued to outline the
presentation form, recommend certain
goals.
Budget Formulation reflecting on the
past, set goals for the future and reconcile
the difference.
6. Budget Hearings can include
departments, sections, the executive, and
the public to discuss changes in the
budget.
7. Budget Adoption final approval by the
legislative body.
Budget Execution amending the budget
as the fiscal year progresses.
10. Validate compensation.
Validate bonus plans.
Obtain capital budget requests
Update the budget model.
11. Review the budget.
Process budget iterations.
Obtain approval.
Issue the budget
Load the budget
Verify loaded budget
12. TYPES OF BUDGETS
Operational budget - An operational
budget is the most common type of
budget used. It forecasts and tries to
pretty closely predict yearly revenue and
expenses for a business.
13.
14. Cash flow budget - A cash flow budget
details the amount of cash you collect and
pay out. This is generally tallied on a monthly
basis, but some businesses tabulate this
weekly. In this budget, you track your sales
and other receivables from income sources
and contrast those against how much you
pay to suppliers and in expenses. A positive
cash flow is essential to grow your business.
15. Capital budget - The capital budget
helps you figure out how much money
you need to put in place new equipment
or procedures to launch new products or
increase production or services. This
budget estimates the value of capital
purchases you need for your business to
grow and increase revenues.
16. Budget Planning Models
Budget models are financial projections
that allow companies to plan for future
cash inflows and outflows.
Budget planning models support general
business operations by setting financial
goals for each operational department.
17. Budget models help companies determine
how much income they must earn to pay
for the expenses generated from normal
business operations.
Many companies have capital planning
budgets to determine if any major
expenditures for equipment or production
facilities are needed.
19. Shinwari saltish restaurant
A restaurant of namak mandi dishes of
peshawer first opened in blue area
islamabad in 1992 .
Founder and owner of this restaurant was
NASIR KHAN SHINWARI(late).
Owner of Shinwari Saltish now is YOUSAF
KHAN SHINWARI.
20. SHINWARI SALTISH came out to be a
trend setter in the taste of people of
islamabad.
Soon it became symbol of peshawer
namak mandi dishes.
It has two branches, first in blue area and
the other in rawalpindi saddar.
21.
22. Main dishes of SHINWARI SALTISH are
Mutton karahi
Mutton tikka
Dumpukht
Kaabli pulao
Khadda sajji
Patta tikka
Chicken chargha etc.
23.
24. Mission statement
Shinwari Salish's goal is to multi-faceted
success. Our first responsibility is to the
financial well being of restaurant. This
goal can be achieved by considering on
Effects of product on health and well
being of our customer
And the high quality of fairness attitude
and understanding among
management, staff and customers.
25.
26. Anticipate it’s Costs
In the restaurant, budgeting is often a game of balancing
costs and income. In fact, a budget is much like a profit
and loss (P&L) statement extended over a longer period of
time. Shinwari saltish account for the following costs in its
annual budget:
Rent or mortgage payments
Taxes
Labor/payroll
Utilities
Loan payments
Operational supplies
Repairs and maintenance
Marketing
Training
Food service
27. Restaurant expenses
There are many expenses involved in
operating a restaurant:
Cost of goods sold
Occupancy cost
Payroll or labor cost.
Operating expenses
28. BUDGET PROCEDURES OF
SHINWARI SALTISH
Shinwari Salish's include all operating
costs, and is based on expected income
for the year.
An annual budget gives it goals to reach
and limits to beat. The budget is also
essential to plan for the restaurant's
future spending.
29. Plan by Month or Period
Shinwari saltish use a system of 12-
month or 13 four-week periods to track
their annual budget. By breaking the
budget down into these types of sections,
it is easier to see when money is moving
in and out of the restaurant.
30. Determine it’s Projected Sales
Ascertaining its projected sales, also
known as a sales forecast, helps it to
figure out how much restaurant will make
in sales during a given period.
31. Shinwari saltish plans to spend about 30
percent of its budget on food, 25 percent
on labor, 10 percent on rent, and 3
percent on utilities. The rest goes in small
parts to operational expenses, marketing,
taxes, maintenance and other variable
costs.
32. Swot analysis
Strength
It’s taste is its biggest strength
Its dishes are pure and clean
It’s dishes are just prepared by salt, no
extra spices are added
Shinwari’s do not compromise on taste
and quality of food.
33. Weakness
It has a poor management system.
It’s short of capital to expand its
registered branches unfortunately.
34. Opportunities
Offer To open shinwari saltish in U.A.E.
Offer had came from a multinational
company to start shinwari in partnership
35. Threats
Misuse of the brand
Competitors expanding their setup.
Increasing rate of meat.
36. Recommendations
Keep an eye on your profit and loss
Conduct inventory consistently
Portion food correctly
Keep record of all waste food
Train employees to care
Work on sitting arrangements.
37. SHINWARI SALTISH RESTATAUNT
BUDGETING REPORT
YEAR 2012.
January February March April May June
Sales Budgeted Actual Budgeted Actual Budgeted Actual Budgeted Actual Budgeted Actual Budgeted Actual
Food and drinks 2,000,000 2000000 2,000,000 1800000 2,000,000 1800000 2,000,000 2000000 2,000,000 2500000 3000000 3000000
Total Sales
Cost of Goods Sold (COGS)
Food and drinks 1400000 1400000 1400000 1400000 1400000 1200000 1400000 1200000 1500000 1800000 2000000 1800000
Total COGS
Gross Profit 600000 600000 600000 400000 600000 600000 600000 800000 500000 700000 1000000 1200000
Labor
Manager Salary
Employees
Overtime
Total Labor 200000 200000 200000 200000 200000 200000 200000 200000 200000 200000 200000 200000
Occupancy Expenses
Rent/Mortgage 120000 120000 120000 120000 120000 120000 120000 120000 120000 120000 120000 120000
Property Tax
Insurance
Utilities 50000 50000 50000 50000 50000 50000 50000 50000 50000 50000 50000 50000
Waste Removal 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000
Water and Sew er 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000 5000
Equipment Repairs 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000
Building Upgrades
Indirect Expenses
Payroll 25000 25000 25000 25000 25000 25000 25000 25000 25000 25000 25000 25000
Other insurance
Marketing 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
Training 1500 1500 1500 1500 1500 1500 1500 1500 1500 1500 1500 1500
Supplies 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
Other 411500 411500 411500 411500 411500 411500 411500 411500 411500 411500 411500 411500
Net Profit/Loss 188500 188500 188500 -11500 188500 188500 188500 388500 88500 288500 588500 788500
