Read the attached article on Zero Based Budgeting at Shell and answer the following questions: 1. The article refers to a “substantial impact” on the company’s cost budget; how significant was the expected reduction? 2. What aspects of the business were “off limits” during this exercise? 3. Describe what YOU think “cost creep” means and how it may arise? 4. How was the program first established? 5. Did the exercise require a lot of resources? 6. What three fundamental questions were asked? 7. The results of the analysis were presented to the company’s leadership. What happened next? 8. The article refers to a “three-step implementation.” What were the three steps? 9. Briefly describe what they assumed to be the “must-have” activity? 10. What categories of “nice to have” activities resulted? 11. What items made their decisions more tough? 12. The article talks about rebalancing the work that is managed in-house and work that is contracted out; provide examples of activities that were reviewed. 13. What critical attributes are necessary to make sure that a ZBB is embraced?
Master Budget
A master budget can be defined as an estimation of the revenue earned or expenses incurred over a specified period of time in the future and it is generally prepared on a periodic basis which can be either monthly, quarterly, half-yearly, or annually. It helps a business, an organization, or even an individual to manage the money effectively. A budget also helps in monitoring the performance of the people in the organization and helps in better decision-making.
Sales Budget and Selling
A budget is a financial plan designed by an undertaking for a definite period in future which acts as a major contributor towards enhancing the financial success of the business undertaking. The budget generally takes into account both current and future income and expenses.
Read the attached article on Zero Based Budgeting at Shell and answer the following questions:
1. The article refers to a “substantial impact” on the company’s cost budget; how significant was the expected reduction? 2. What aspects of the business were “off limits” during this exercise? 3. Describe what YOU think “cost creep” means and how it may arise? 4. How was the program first established? 5. Did the exercise require a lot of resources? 6. What three fundamental questions were asked? 7. The results of the analysis were presented to the company’s leadership. What happened next? 8. The article refers to a “three-step implementation.” What were the three steps? 9. Briefly describe what they assumed to be the “must-have” activity? 10. What categories of “nice to have” activities resulted? 11. What items made their decisions more tough? 12. The article talks about rebalancing the work that is managed in-house and work that is contracted out; provide examples of activities that were reviewed. 13. What critical attributes are necessary to make sure that a ZBB is embraced?
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