operations budgeting

Operations Budgeting andCost-Volume-Profit Analysis

Saturday, April 8, 2023BAC-5132 Food and Beverage Management-II-Menu Engineering: Operations Budgeting

Recap of Pricing Methods

• Explain the Subjective Pricing methods.

• Itemize the Objective Pricing methods.

• Recall the formulas for All Simple Mark Up pricing methods.

• Recall calculation formulas of Contribution Margin Pricing method, Ratio Pricing method, Simple Prime cost method and Specific Prime cost Method.

Scope of the Session

1. The Budget Process Overview.2. Multi-Unit Budgeting.3. Calculate Projected Revenue Levels.4. Determine Profit requirements.5. Calculate Projected Expense Levels.6. Budget Development Process.7. Variance Analysis.

The Budget Process Overview

• The Operating Budget.

• Plan.

• Estimates.

• Meet the financial requirements and Goals.

• Long term, Short Term, Capital and Cash.

• Short Term is the most commonly used in Food and Beverage Business.

The Budget Process Overview• What happens if the expense category

gets overshot.

• What happens if the income levels fall below the forecasted levels.

• How does one compare Income and Expense with the actual % age levels.

• Why is it important to have a reasonable budget projection in the F & B business.

• The Main Goals set are for:

1. Revenue.

2. Profit Requirements.

3. Operating Expenses.

• Goals must be attainable and must not compromise with establishments quality requirements.

• The Budget evaluates the past to plan corrective actions for the future as well.

• The current period budget is used often to develop budgets for the next fiscal period.

• It helps in defining responsibilities, and empowers management personnel to meet the financial ends and be accountable for their actions.

Multi-Unit Budgeting

Bottom-up budgeting• Operating budgets assembled at unit level• Unit-level budgets “rolled” up the

organization• Budgets geared specifically to individual

operations• Creates “ownership” at unit manager level

Bottom Up Budgeting

• Bottom-up budgeting, also called participatory budgeting, is a somewhat modern approach to planning the use of a company's financial resources.

• Reserved for somewhat larger organizations, it differs from top-down budgeting where the high level executives

Top Down Budgeting

• Operating Budgets developed at Corporate Levels.

• Budgets are passed down to unit levels.

• Corporate profit requirements made part of individual unit plans.

The Top Down Budget

• A top-down budget process means that a binding decision on budget aggregates is taken before allocating expenditure within that aggregate.

• In each step of the budget process, the allocation of expenditure is subject to the constraints that have been set at the previous stage.

Top Down and Bottom Up

Budget Development Process

• The Budget development process is based on three important steps to minimize reforecasting unless the revenue earned reduces.

• Calculate Projected revenue levels.

• Determine profit requirements.

• Calculate project expense levels

1. Calculate Projected Revenue Levels

1. The easiest way is to first take the average check and multiply by Projected customers.• Revenue histories• Current factors• Economic variables• Other factors• Special concerns in forecasting

beverage revenueSaturday, April 8, 2023

BAC-5132 Food and Beverage Management-II-Menu Engineering: Operations Budgeting Slide 14 /25

• Revenue Histories: Past revenue level analysis and trends, commonly in times where there is a consistent rise every year.

• Current factors: New competition, Government projects, liability laws.

• Economic Variables: Inflation, Public Habits and life style change.

• Other factors: Mix between connected revenue from Room and derived revenue of F & B. Any mix of revenue like F & B connected to banquet revenue if not documented separately may lead to a merger.

• Special Concerns: Mix in the beverage product sales estimates because there is no segregation of Beverage sales.

2. Determine Profit requirements

• Two basic ways to treat profits when budgets are developed:

1. Profit = Revenue – Expenses.

2. Revenue - Required Profit = Allowable operating expenses.

a. Treats Profit as a cost b. Generates revenue.

c. Plan for desired profit. d. Have money to meet the expenses required to generate revenue.

3. Calculate Projected Expense Levels

• Fixed Costs:• Management

Salaries• Rent Expense.• Insurance.• Property Taxes• Depreciation.• Interest Expense

• Variable Costs:• Food Costs.• Beverage Costs.• Labor Costs.• Supplies Costs.

3. Calculate Projected Expense Levels

• Profits

• Profit Margin Ratio = Net Income

Total Revenue

• Return on Investment= Net Income

Average Owners Equity

• Return on Assets = Net Income

Average Total Assets

Budget Development Process

Calculate projected expense levels.• Simple mark-up method• Percentage method• Zero-based budget calculations.• Special Concerns in estimating

beverage expenses in beverage revenue.

• Estimating other expenses.

Estimating Expenses—Mark-Up Method

• Estimates future expenses on basis of current expense levels.

• Amounts of current expense levels are increased/decreased for new operating budget.

• Assumes all costs were reasonable during current year.

• Inefficiency could be extended into the new budget.

Estimating Expenses—Percentage Method

• Based on current percentage of each expense relative to revenue

• Applies same cost percentages of current year to upcoming year

• Assumes all costs were reasonable during current year

• Inefficiency could be extended into the new budget

Estimating Expenses—Zero-Based Method

• Builds new budgeted expenses from a zero base

• Current and previous years’ amounts/percentages are ignored

• Each expense item justified on its own merit

• Avoids extending inefficiency into new budget but requires considerable time/effort

Example• Exhibit-2,3, 4,5 & 6- Page 109 Operations

Budgeting and Cost-Volume- Profit analysis.

• Planning and Control for Food and Beverage Operations 7th Edition, 2009 American Hotel and Lodging Association 2113 N High street, Lansing Michigan 48906-4221. ISBN: 978-0-86612-339-6

• Jack. D. Ninemeir

Variance Analysis

Identifies differences between budgeted plans and actual results

Equations below: positive variances are favorable; negative variances are unfavorable

Revenue Variances = Actual Amount − Budgeted Amount

Expense Variances = Budgeted Amount − Actual Amount

Questions

CommentsSaturday, April 8, 2023

BAC-5132 Food and Beverage Management-II-Menu Engineering: Operations Budgeting Slide 26 /25

operations budgeting

operations

budget process

budget development

determine

operations

special concerns

operating

beverage management

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