【正文】 t 先確認(rèn)個(gè)別客戶的預(yù)期收入 ? Bottomsup staffing plans are prepared to support a minimum return on each client 在設(shè)定的客戶獲利標(biāo)準(zhǔn)下，決定可支持的服務(wù)人員成本 ? All central office costs are reviewed for efficiency and waste is eliminated 跨公司的成本謹(jǐn)慎評(píng)估 Budget OMW Expectations 如何作預(yù)算 ? Plans are developed to reduce excess capacity identified above 盡量減少產(chǎn)能的浪費(fèi) ? Zerobased cost buildup (not just prior year +x%) 由零開(kāi)始成本預(yù)估 ? Certain costs such as: salary amp。 headcount increases, freelance and Tamp。E are variable and give office some room to operate 營(yíng)運(yùn)的彈性 ∶ 薪資及人數(shù)在必要時(shí)可增加，外部資源的利用、差旅應(yīng)酬視為變動(dòng)成本 Budget OMW Expectations ? Agencies are not allowed to budget ―New Business‖ 不應(yīng)該有虛的新客戶的預(yù)算 ? Budget should stand on the supportable revenue base, which should be conservative 對(duì)收入的預(yù)估要保守 ? Additional costs to service new business should be addressed at each forecast 每一季修正預(yù)算時(shí)，可列出對(duì)新生意收入及成本之預(yù)估 – provided conversion to profit is acceptable ? Separate New Business targets and costs should be discussed but not included in the budget Budget OMW Expectations ? What do we look at: 一些特別值得注意的項(xiàng)目 – Year on Year movement in cost 逐年成本的改變 – Impact of unusual / extraordinary items 特別事件成本對(duì)當(dāng)年的影響 – Phasing 分階段企劃的必要性 —especially staffing which does not match revenue timing – Office expectations vs Market projections 整體市場(chǎng)的狀況 —Revenue Growth 市場(chǎng)的成長(zhǎng) —Cost Inflation 成本的上升 —Salary Increases 薪資水平的上升 ? Budgets are submitted meeting both and worldwide expectations for: 預(yù)算力求在下列項(xiàng)目上達(dá)到標(biāo)準(zhǔn) ∶ – Revenue Growth 收入成長(zhǎng) – Profit Growth 利潤(rùn)成長(zhǎng) – Margin Improvement 利潤(rùn)率之改善 – S/R% improvement 人員成本率之改善 – Productivity Improvement (Revenue/ Head) 生產(chǎn)力之改善 Budget OMW Expectations Budgeting The Process ? The region will receive a target expectation from OMW which is based on: – WPP Objectives – Market revenue growth expectations – Stage of business cycle (recovery vs mature) – Current margins and ratios ? The RFD should discuss these expectations with each unit and build budgets to meet the target The Budget 財(cái)務(wù)預(yù)算 ? Start with a clean piece of paper 一切從零開(kāi)始 ? Sit down with account people to get revenue estimates by client 預(yù)估每一個(gè)客戶的收入 ? Build a resource plan for each client 根據(jù)收入規(guī)劃服務(wù)人員 The Budget 財(cái)務(wù)預(yù)算 ? Determine what nonrevenue generating costs are necessary to run the office 預(yù)估非產(chǎn)出收入的相關(guān)成本 ? Finish Bottoms up Budget without looking at your actual cost base 由下往上的算出全部成本及收入 ? Determine whether Bottomsup budget meets expectation 檢視結(jié)果是否能達(dá)到目標(biāo) The Budget ? Compare Bottomsup Budget with the office’s real cost base 把由下往上算出的成本與實(shí)際成本作比較 ? Identify overcapacity / excess costs 找出差異點(diǎn) ? Develop action plan to eliminate overcapacity / excess costs 擬定計(jì)劃來(lái)降低差異點(diǎn) ? Commit to a Final Budget 完成預(yù)算 – Meets OMW Target expectations – Eliminates unproductive costs – Flexible to changes in revenues ( MUST BE DELIVERED ! ) Does Final Budget Show 最後的預(yù)算是否符合下列標(biāo)準(zhǔn) ? At least 15% profit Growth (bef. PY extraordinary) 利潤(rùn)成長(zhǎng) 15%以上 ? Margin improvement of 1% for revenue growth of 5% or less, greater improvement for higher revenue growth or lower margins. 獲利率至少比去年增加 1% ? S/R% improvement of at least 1% 人員成本比收入比率降低 1% ? Revenue Conversion vs 1998 of 30%+ 收入轉(zhuǎn)成利潤(rùn)比率 30%以上 ? Productivity Improvement of at least 5% 生產(chǎn)力改善至少 5% – Revenue per Head – Profit per Head Does Final Budget Show 最後的預(yù)算是否符合下列標(biāo)準(zhǔn) ? Specific CAPEX Requirements 列出必要的資本支出 ? Accurate Salary Increase requirements, which mirror market expectations 薪資的調(diào)整反應(yīng)出市場(chǎng)的狀況 ? Accurate Client Profitability by Client 個(gè)別客戶的獲利率 ? Adequate Payroll Utilization (Direct Staff / S/R%) 人員的利用率 Does Final Budget Show 最後的預(yù)算是否符合下列標(biāo)準(zhǔn) ? Client Contribution margins approaching 60% 客戶的 Contribution margins 達(dá)到 60% ? Local O/H to Revenue ratios below 35% 營(yíng)運(yùn)成本比收入比率低於 35% ? An action plan to move the pieces to acceptable levels. 有明確的計(jì)劃如何達(dá)到上述標(biāo)準(zhǔn) OMW Issues Forecasting 預(yù)算的重要性 ? OMW is a portfolio of about 160 reporting units in just about 50 countries 奧美在全球 50多個(gè)國(guó)家，有 160多個(gè)事業(yè)單位 ? If every office misses forecast by 23% we will and have over/understate consolidated profits by up to $5 million. 每個(gè)事業(yè)單位在預(yù)算達(dá)成上不足 23%，會(huì)造成整體美金 5百萬(wàn)利潤(rùn)之下降 Forecasting Units ? We need accurate forecast from each unit ? Since there is always a degree of risk in our business, units should forecast their most likely scenario (unless advised otherwise). ? At a topline level each FD should supply their RFD with the following forecast and mentary – Best Case – Most Likely (submitted forecast ) – Worst Case – Indicate cost flexibility to cover ups/downs Summary 總結(jié) ? Targets, Budget and Forecast enable us to understand where the business is headed 作預(yù)算讓我們知道公司營(yíng)運(yùn)的情況如何 ? We need accurate Budgets and Forecast which should be ZeroBased 作預(yù)算力求 準(zhǔn)確 ，最好用由零開(kāi)始作預(yù)算方式 ? We need to react quickly and decisively to changes in revenues 當(dāng)收入改變時(shí)，我們要果斷快速的應(yīng)變 Summary 總結(jié) ? Need to educate management and staff that we are entering a new world and not everything will remain constant 管理人員和員工都應(yīng)該認(rèn)知現(xiàn)在的生意環(huán)境變化甚快 ? Manage staff expectations 有效地管理員工期望 Exercise ? Client specific: – Business terms Comment on existing terms, highlight those unfavorable to us – Contribution profit Room for improvement – Risks in 2022 budget Contingency plan – Opportunity How to maximize ? General: – 3 things you will do to enhance our finance discipline – What other financial information will be helpful – What kind of help do you need from the senior management THANKS !