A budget is a financial plan that sets out expected income and spending for a future period. Budgets are usually set for a year and broken down into months.

What is a sales budget?

A sales budget forecasts the volume and value of sales for each period. A consultancy's sales budget forecasts the fee income from each of its services.

Why is the sales budget usually prepared first?

Every other budget depends on how much the business expects to sell. Production, staffing and purchases are all planned to meet the forecast sales.

What is a production budget?

A production budget sets out how many units must be produced in each period to meet sales. The budget allows for the inventory the business wants to hold.

A manufacturing client expects to sell 4,000 units in March. It holds 600 units now and wants 800 units at the end of March. How many units must it produce?

The client must produce 4,200 units in March. The working is 4,000 + 800 − 600 = 4,200 units.

CCEA A-Level Professional Business Services 3210

The Business Environment

Topic overview Primary, secondary, tertiary and quaternary production Private, public and voluntary sector objectives Sole traders and partnerships Private and public limited companies Stakeholder interests and conflicts Factors of production

The Professional Business Services Sector

Topic overview The nature of professional business services The range of consultancy services Tangible goods and intangible services Local, national and global firms Why businesses use consultancy services

The Consultancy Process

Topic overview The consultancy process and the entry phase The diagnosis phase The action planning phase Implementation and termination phases

Understanding the Client's Market

Topic overview Market size, market share and market growth Reasons for market research and using its findings Primary market research methods Secondary market research and choosing a method Sampling methods in market research Market segmentation

Client Relationships

Topic overview Why client relationships matter Communication, personal contact and client needs Business culture and professionalism Trust, ethical behaviour, intellect and ideas

Business Ethics

Topic overview Fairness, integrity and freedom from bias Trust, confidentiality, transparency and openness The benefits of an ethical code

Persuading, Negotiating and Influencing

Topic overview Persuasion techniques for consultants Negotiation stages and strategies Influencing clients and stakeholders

Business Planning and Risk Management

Topic overview Strategic planning and cost–benefit analysis SWOT and PESTEL analysis in strategic planning The Ansoff matrix and the Boston matrix Assessing and managing business risk

Government Regulation

Topic overview The purpose of business regulation Regulators and compliance in Northern Ireland Codes of conduct versus external regulation

Organisational Structure and Culture

Topic overview Human resources and effective HR management Tall, flat, centralised and decentralised structures Roles, chain of command, span of control and delayering Changing and comparing organisational structures Culture, Schein's model and the McKinsey 7S framework

Recruitment and Selection

Topic overview Internal and external recruitment methods Job descriptions and person specifications Interviews and psychometric testing Competency profiling, situational judgement tests and EI questionnaires Contracts of employment and effective recruitment

Learning and Development

Topic overview Why learning and development matters to a business Induction, on-the-job, off-the-job training and CPD Outcomes of learning and development

Employee Well-Being and Motivation

Topic overview What employee well-being is and why employers value it Methods of supporting employee well-being Causes of low workplace well-being Maslow and Taylor on motivation Herzberg and Mayo on motivation Financial and non-financial methods of motivation

Managing Conflict

Topic overview Functional and dysfunctional conflict Causes of conflict at work Effects of conflict on performance, motivation and behaviour Improving employer–employee relations

Business Research Methods

Topic overview Research aims, objectives and literature searches Questionnaires, interviews and designing research tools Sampling, reliability, validity and research ethics Presenting, analysing and evaluating research findings

Sources of Finance

Topic overview Financial decision making in a client business Internal sources of finance Loans, overdrafts and share issues Leasing, hire purchase and trade credit Choosing the right source of finance

Cash Flow

Topic overview Types of budget and why firms set them Adverse and favourable variances Cash flow, profit and why firms forecast Constructing and analysing a cash flow forecast

Financial Statements

Topic overview Revenue, cost of sales and gross profit Expenses and net profit Assets on the statement of financial position Equity and liabilities

Ratio Analysis

Topic overview Profit margins and return on capital employed The current ratio, liquidity and gearing Trade receivables and trade payables days Earnings per share and return on equity Using and evaluating ratio analysis

Investment Appraisal and Financial Decisions

Topic overview The payback method Net present value and discounting Average rate of return and choosing a method Appraising an investment for a client Using financial data for growth and staffing decisions

IT Systems and Communication Technology

Topic overview The role of technology in business Management information and performance management systems Choosing and integrating IT systems Email, messaging, telephone and text Websites, document sharing, conferencing and social media

Technology for People and Operations

Topic overview Performance management software HR information systems Customer relationship management software Transaction processing technology Inventory management technology

Technology for Finance and Disaster Recovery

Topic overview Spreadsheets for financial decisions Databases and accounting software Data security principles and cyber threats SSL, HTTPS and two-factor authentication Legislation on data and technology Disaster recovery planning and backup strategies

Big Data and the Ethics of Technology

Topic overview Big data, data analytics and KPIs Data storage systems Automated decisions, censorship and monitoring Personal data, the digital divide and acceptable use

Leadership and Management

Topic overview Leadership, management and emotional intelligence Fayol's functions and Mintzberg's roles The Tannenbaum–Schmidt continuum and leadership styles Transformational and transactional leadership The Blake Mouton grid and Adair's Action-Centred Leadership Performance management and review

Managing Teams

Topic overview Team working and Tuckman's stages Belbin's nine team roles Using and evaluating Belbin's model

Managing Change

Topic overview Reasons for change in the business environment Resistance to change Lewin, Kotter and Galbraith's change models Benefits and challenges of managing change

Project Management and Feasibility

Topic overview What a project is and why project management matters Project roles and responsibilities Project documents, plans and registers Client needs and feasibility research The business case and the project brief

Project Initiation and Planning

Topic overview The initiation stage and the project initiation document Project tolerances for time, cost, quality and risk The planning stage: scope, objectives and deliverables Resources, roles, quality and financial plans Gantt charts, risk plans and the stage review

Project Closure and Evaluation

Topic overview Monitoring and reviewing a project during execution Closing a project Evaluating a project and gathering stakeholder feedback

Cash Flow

4 subtopics
12 things to know
AS 3

What Cash Flow covers

Cash Flow is examined in Unit AS 3, Financial Decision Making. It covers types of budget and why firms set them, adverse and favourable variances, cash flow, profit and why firms forecast and Constructing and analysing a cash flow forecast.

Where it is assessed

AS 3

Financial Decision Making — a written examination.

Check the CCEA specification ↗

The 4 subtopics

Each one has its own page.

What you need to know

Answer each one before you reveal it.

Your recallNot started

Key term

Give three reasons for setting a budget.

Key term

A Belfast accountancy practice has a favourable revenue variance of £20,000 and an adverse staff cost variance of £8,000. Assess its performance against budget.

Key term

Define the term cash flow.

Key term

What are receipts in a cash flow forecast?

Key term

What is a budget?

Key term

What is a variance?

Key term

What is the difference between cash flow and profit?

Key term

What are payments in a cash flow forecast?

Key term

What is a master budget?

Key term

What is a favourable variance?

Key term

How can a profitable consultancy run out of cash?

Key term

What is net cash flow?

Take Cash Flow further

The same content, four other ways.

Commonly confused

Pairs that lose marks when they are blurred together.

Profit vs Cash flow
Profit: revenue minus costs for a period, whether or not money has been received. Cash flow: the movement of money into and out of a business over a period.
Adverse variance vs Favourable variance
Adverse variance: an actual result that is worse for profit than planned. Favourable variance: an actual result that is better for profit than planned.
Master budget vs Sales budget
Master budget: the summary plan that combines every departmental plan. Sales budget: the forecast volume and value of goods or services sold.

Questions from this topic

Each one with the model answer underneath.

1
What is a budget?
Model answer
A budget is a financial plan that sets out expected income and spending for a future period. Budgets are usually set for a year and broken down into months.
2
What is a master budget?
Model answer
A master budget brings all the separate budgets together into one summary plan. The master budget shows the forecast profit, cash position and financial position.
3
What is a sales budget?
Model answer
A sales budget forecasts the volume and value of sales for each period. A consultancy's sales budget forecasts the fee income from each of its services.
4
Why is the sales budget usually prepared first?
Model answer
Every other budget depends on how much the business expects to sell. Production, staffing and purchases are all planned to meet the forecast sales.
5
What is a production budget?
Model answer
A production budget sets out how many units must be produced in each period to meet sales. The budget allows for the inventory the business wants to hold.
6
A manufacturing client expects to sell 4,000 units in March. It holds 600 units now and wants 800 units at the end of March. How many units must it produce?
Model answer
The client must produce 4,200 units in March. The working is 4,000 + 800 − 600 = 4,200 units.

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The Business Environment

The Professional Business Services Sector

The Consultancy Process

Understanding the Client's Market

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A payback is usually preferred.

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Equity means the owner's investment in the business.

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Cash Flow revision questions

What does Cash Flow cover in CCEA A-Level Professional Business Services?: 4 subtopics: types of budget and why firms set them, adverse and favourable variances, cash flow, profit and why firms forecast and constructing and analysing a cash flow forecast. Each one has its own page with questions and model answers.
How is Cash Flow organised?: By the CCEA 3210 specification, subtopic by subtopic, so it matches the order you are taught it in.

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