Research On Overall Budget Management Of X Company Based On Balanced Scorecard

For today’s modern companies,doing a good job of comprehensive budgeting is the key to a company’s foothold in the market.Today,the overall management model has been widely used in enterprise management,not only improving the company’s operating efficiency,optimizing the company’s resource allocation,but also making the company’s management model more scientific.However,with the continuous development of the market economy and fierce competition in the market,the drawbacks of the traditional comprehensive budget management model in which money and quantity are merely the planning and adjustment of the financial status of the company are gradually exposed.For example,the traditional comprehensive budget management model can not adapt to the development and implementation of the company’s long-term strategy;assessment indicators are limited to the financial situation,is not conducive to the overall management of the enterprise;it is difficult to respond to changes in the corporate environment under the market economy.This requires companies to make adjustments or reforms to the overall budget management in order to adapt to the changing market environment and the development of the company’s strategic goals.For the improvement of comprehensive budget management,after a long period of research and practice by experts,there are mainly two methods that combine EVA theory with comprehensive budget management and the combination of balanced scorecard and comprehensive budget management.Must achieve results.This article takes X Company as an example,introduces the concept of Balanced Scorecard into the enterprise’s overall budget management,and combines these two enterprise economic management tools to make up for the inadequacies of traditional comprehensive budget management and improve X Company’s overall budget.This article sums up the research of domestic and foreign experts and scholars on comprehensive budget management and balanced scorecards,and focuses on analyzing the Kaplan budget management model,the improved Kaplan budget management model,and balanced scorecards,KPIs,and budget integration models.Combined with the actual situation of Company X,the study found that under the traditional comprehensive budget management model,Company X lacked strategic guidance in the budget preparation,lacked attention to non-financial indicators,and the budget management system was not complete.Then,aiming at the existing problems of the X company’s current comprehensive budget management model,through the introduction of the Balanced Scorecard as a management tool,X has built a comprehensive budget management system based on the Balanced Scorecard.First,analyze the feasibility of the introduction of the Balanced Scorecard for theX company’s overall budget management.Afterwards,determine the company’s strategic objectives through SWOT analysis.Use the four dimensions of the balanced scorecard to decompose and refine the strategic objectives into budgets for each department.Indicators,optimize the company’s overall budget content,add some necessary budget tables,optimize the company’s budget preparation methods,strengthen the control and supervision of budget execution,and cooperate with performance evaluation and reward and punishment systems to increase the company’s enthusiasm for completing budget targets and promote the company’s overall The implementation of budget management.Finally,it puts forward the guarantee measures for X company’s comprehensive budget management,and gradually improves and perfects the company’s overall budget management model.