| At the end of 2019,the COVID-19 epidemic ravaged the world.In order to protect the safety of people’s lives and property,the Party and government began to implement regular management of epidemic prevention and control.In addition,the small and sporadic outbreak of the epidemic in the following years has caused a well-known impact on enterprises in various industries.Especially in the high-risk real estate industry,the industry reshuffle accelerates,some real estate enterprises with limited management ability and insufficient economic strength are on the verge of bankruptcy,and the industry concentration is getting higher and higher,which intensifies the competition among real estate enterprises.Real estate enterprises in this "war",want to maintain their own competitive advantage,seeking a foothold,we must improve their management ability and innovation ability.Budget management is an important part of the enterprise internal management,and the effective budget management can achieve the promotion of the core competitiveness of enterprises.However,with the development of The Times,the budget management of many real estate enterprises is relatively backward,and the traditional budget management is difficult to adapt to the development of the new period,resulting in the disconnection between the budget management and the strategic goals of enterprises,which is not conducive to the future development of enterprises.In this context,this paper takes S companies in the real estate industry as the main research object,and studies the budget management based on the balanced scorecard theory.Firstly,clarify the research background and significance of this paper,summarize the research situation at home and abroad,define the core concepts of the paper,discuss the relationship between the balance management and SC,then analyze the basic situation of the budget management and identify the main problems.Finally,optimize the budget management of S Company,and puts forward the corresponding safeguard measures.After research,the following conclusions are drawn: there are problems in the budget management of S Company,such as disconnection between budget objectives and strategic objectives,budget preparation focusing on cost reduction,budget analysis limited to data comparison and lack of non-financial indicators in budget evaluation.To solve the existing problems,S Company should introduce the balanced scorecard concept in the budget management.First,to analyze the internal and external environment of the enterprise,Determine the strategic objectives of the enterprise,And start from four dimensions: finance,customer and other aspects,To down the strategic objectives,Clarify the budget objectives of the enterprise;Second,to determine the key success factors in each dimension,Selection of reasonable key performance indicators,Clear performance indicators according to different levels,Clarify the specific budget preparation content of each department;Third,to strengthen the analysis of financial data and non-financial data,Build the early warning mechanism of the tidal wave system,Timely detection of potential risks,And make detailed provisions on the conditions and procedures of budget adjustment,This can also avoid some personnel in the pursuit of the interests of the department at the situation of illegal operation;Fourth,to determine the budget evaluation index system,And expand the application scope of the budget evaluation results,Not limited to the rewards and penalties for applied substances,It should also be applied in the evaluation and training.Due to the limitation of research capacity,there are still many areas to supplement the existing research.It is expected that the research in this paper will provide a reference for S company and even other real estate enterprises to better apply the balanced scorecard in the budget management and improve the effectiveness of the budget management. |
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