In most situations the most organized in business wins. That means sales projections, wage budgets and expense forecasting in many different things. Budgeting goes even deeper than that it derives itself from the central core of the company. Which means we must be able to dig deep in order to successfully satisfy all the different criteria of expenditure budgeting.

Wages, sales, expenses, all must be budgeted for, requiring long term goals and short term plans that infiltrate to the main structure of the organization. Budgeting is about predicting future trends and making allowances for probable and possible realities. That we must be able to understand and predict tomorrows markets.

Organizations must predict strategies for their companies. Budgets must be procedures in order for the organization to survive and complete. Profits must be for casted and budgeted for and by which one has the capability to predict future transactions and capital flow. Cash purchases and management controls in budgeting is difficult.

One should expect and average 10-15% increase each year. Attain that or maintaining it is difficult. But it usually balances out and interrelates with other pre-requisites. The ratio or relationship between budgets and actual attainment is comparable.

It is almost impossible to achieve the exact figures. Though the information helps improve future budgeting. It would be nice to always have a balanced budget. It would be negligible to ignore the association between actual achievements and budget forecasts.