First, let's take a closer look at the issue of budgeting itself. Thinking metaphorically, we can see a budget as being similar to a bowling game: we have a few balls to use during the game. If we run out of time and haven't used them, they'll just be there, lost, and you might not have even knocked down enough pins to win the game. In fact, for a new game, new balls are needed; don't use the leftovers.
We have a similar situation with the budget. Either we invest or we may lose the chance to work with that capital: opportunities may disappear, new needs may arise and what could be directed to a certain area of a company ends up being left aside.
Yes, because budgets cannot be accumulated, and whatsapp saudi arabia is precisely where one of the most complex tasks a manager can have lies: the selection of investments and expenses must be extremely careful and based on strategic criteria, aiming at business growth. But how can one be careful and fair when all areas of the company need something and the demand, at least in the vast majority of cases, is greater than the company's "pot of coins"?
Furthermore, reinforcing the idea I presented at the beginning, at this time of year, many companies can count on a budget surplus, an issue that only increases the manager's responsibility. This happens because, among other factors, throughout the year, with more or less crisis, the tendency of the Brazilian market has been to restrain spending, a factor that tends to generate a capital surplus, which, in turn, can be invested to improve the business.
And what is the result of this equation? The truth is that, starting at this time of year, in just over 1 or 2 months, managers are bombarded with requests from the most diverse areas of a company. Therefore, it is natural that they have to seek assertive and quick decision-making to correctly distribute the business's budgetary resources.
And what is the best way to make these investments? There is no universal formula or model for the answer, but in my experience, I recommend that the focus of resource allocation be on sectors, teams and innovations capable of generating clear efficiency for a business. For each company, it is worth emphasizing that efficiency may be related to a specific theme or formula.
Efficiency obviously does not only mean savings. Many companies, for example, cut advertising or sales expenses at the end of the year because they have no sales. But this may be a hasty move, after all, who is going to generate sales and capital for the business if these operations are not carried out in a qualified manner?
Another step I recommend is that the priorities for choosing budget lines are linked to investments and expenses that bring demonstrably better results, whether in improving processes, automation, increasing production capacity, people, etc.
By following these two steps, I believe we have a better chance of succeeding in the strategic management of our business resources. And, if you are a supplier, show the efficiency that your products are capable of offering to the purchasing market, since there are budgetary investments being made and budget surpluses seeking a profitable direction.