BUDGETING: A SYSTEMATIC APPROACH TO PROFIT PLANNING AND CONTROL
(A CASE STUDY OF MOBILE TELECOMMUNICATION NETWORK NIGERIA LIMITED’ (MTN), ENUGU STATE)
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ABSTRACT
Budgeting – A systematic approach to profit planning and control is a work centered on the use of budgeting as a tool for planning and control for profit maximization in a mobile telecommunication network Nigeria Limited Enugu as a case study.
The objective of the study is to show the importance of budgeting as a tool for systematic profit planning and control in the mobile telecommunication network Nigeria limited which has profit maximization as its principal objective.
The research is also aimed at identifying the steps adopted in the formulation of annual budget of MTN Nigeria.
Consequent upon this, the following hypothetical question were used for the study.
- Managers use budgeting as a systematic approach to profit planning and control in attaining the goals of the business.
- Decision making is performed in mobile telecommunication using budgeting
- Utilization of resources is achieved with the use of budget and budgetary control
Following the investigation and analysis of data, the following findings were made
- The organization uses budgeting in achieving the goals and objectives
- The main objective of the organization is profit maximization
- Efficiency and effectiveness of the organization is achieved through the use of budgeting.
From the findings, the conclusions were arrived that budgeting is very essential and indispensable tool for profit planning and control. It helps management to be well structured in sustaining the growth and expansion of the organization.
TABLE OF CONTENT
CHAPTER ONE
1.0 Introduction 1
1.1 Historical Development of the Firm 4
1.2 Background of mobile Telecommunication 5
Network Nigeria Limited/Present state of Affairs
1.3 Statement of problem 8
1.4 Objective of the study 8
1.5 Research Question 9
1.6 Research Hypothesis 10
1.7 Scope and limitation 10
1.8 Significance of the study 11
1.9 Definition of terms 12
CHAPTER TWO
2.0 Literature review 14
2.1 Introduction 14
2.2 Definition of budget 15
2.3 Types of Budget 17
2.4 The Budget period 20
2.5 Administration of the Annual Budget 21
2.6 Stages in the Budget process 24
2.7 Appraisal of fixed, flexible and other budget 43
2.8 Planning function 45
2.9 Controlling function 46
2.10 Budgeting control 50
2.11 Variance analysis 51
- Additional Tool for Budgeting and Budgetary
control: Zero Base Budgeting (ZBB) 57
CHAPTER THREE
3.0 Research Design and methodology 58
3.1 Research design 58
3.2 sampling technique 58
3.3 Sampling design and population size 58
3.4 Sources of data 60
3.5 Interview questions 60
3.6 Method of data analysis 60
CHAPTER FOUR
4.0 Presentation, Analysis and Interpretation of Data 63
4.1 Analysis of questionnaires returned 63
4.2 Hypothesis testing and proofing 71
CHAPTER FIVE
5.0 Summary of findings recommendations and conclusion 77
- Summary of findings 77
- Recommendations 79
- Conclusion 80
Bibliography 81
Appendix 83
CHAPTER ONE
- INTRODUCTION
The growing complexity of the business environment and the ever increasing competition among firms in the modern time, make planning an invaluable tool for business success. Successful management is no longer just a matter of flair, skill and determination, a conscious effort is needed to harness available resources towards the achievement of enterprise objectives. Budgeting is one of the tools adopted by management for effective cost planning and control.
A budget is commonly understood the forecast by a government, organization nor society of its expenditures and revenues for a specific period of time. The period covered by a budget is usually a year known as financial year. Budgeting is concerned with the utilization of financial resources to serve human needs. Although a budget may be characterized by a series of goals with price tags attached. It is mainly a mechanism for making choices among alternative expenditure. When such are coordinated so as to achieve desired goals, the budget becomes a plan. If there are specifications on how the goals are to be achieved, the budget becomes a psychological device to make administrators thin. If however, the emphasis is placed on achieving the desired objective at the lowest possible cost, then the budget is an instrument for ensuring efficiency.
An enterprise which is effectively and efficiently managed produces good and rewarding result. Management is efficient if it is able to accomplish the objectives with minimum efforts and costs.
Profit planning and control or budgeting is an integral part of management. The financial manager has a particular interest in profits planning and control because he helps to regulate flows of funds which is his function. The decision making process of management starts with planning. ‘Planning is the design of a desired future and of effective ways of bringing it about. In other words, planning involves the determination of the future course of action for accomplishing the objectives of the enterprise. The basic purpose of planning is to provide guidelines for making decisions. It is a forward process to reducing uncertainty about the future.
Planning is a continuous process which would generally involve four fundamental steps.
- Establishing the objectives
- Determining the goals
- Developing strategies
- Formulating profits plans or budget.
Objectives are the statements of broad and long term desired state or position of the enterprise in the future. They are directional and motivational in nature and are generally the qualitative expressions of the desired future state. For instance, the primary objective of an enterprise may be customers satisfaction, employee welfare, long-run- survival which depends upon the maximization of the long-run profit, that is wealth maximization.
Goals represent the operational specifications of the broad objective with time and quantity dimensions. Goals are the quantified targets to be attained within a specific period e.g. long run profit maximization in order to increase the market value of the firm to shareholders is the broad objective of the firm. But the goal for the next year may be to earn a 20% after tax profit on investment or a 5% profit on sales.
Strategies specify the ways of achieving the goal operationally. For example, the strategies of a firm may include the use of retained earnings for expansion, keeping debt at a reasonable level, expanding sales through price reduction and aggressive advertisement. Financial plans may take many forms, but any good plan must be related to the firm’s existing strength and weakness. The strengths must understood, if they are to be used for proper advantage and the weakness must be recognized if corrective action is to be taken.
Finally, the formalization of objectives, goals and strategies for operational purposes is called the profit planning or budgeting. It is called the profit plan or budget because it explicitly state the goals in terms of time expectations and expected financial results for each major segment of the entity.
1.1 HISTORICAL DEVELOPMENT OF THE FIRM
It is important at this point to review briefly the history of the company mobile telecommunication Network Nigeria Limited (MTN). It was incorporated in Nigeria on November 8. 2000 as a private company. It secured a license to operate digital (Global system for mobile telecommunications GSM) telephony on February 9 2001, from the Nigerian communications commission. On May, 2001, MTN emerged as the first to make a call on its GSM network in the new dispensation. Thereafter, the company launched full commercial operations beginning with Lagos, Abuja and Port Harcourt in the company now provides coverage to 85 cities and well over 5,000 communities and villages, spanning every geo-political zone and 31 of Nigeria’s 36 states.
It is the first to erect a country wide microwave radio transmission backbone, offering unrivalled value for money evidenced by a loyal customer base attracted by MTN’s convenience, mobility, roaming on 30 international networks and economical Tarrifs. MTN’s product and services are available at its friendship centres and a nationwide network of dealership, banks and convenience channels including entries, petrol stations and neighourhood stores.
- BACKGROUND OF MOBILE ELECOMMUNICATION NETWORK NIGERIA LIMITED/PRESENT STATE OF AFFAIRS
The company through systematic planning and control represents several millions of Nara in investment. The company as at May 31, 2004, had a total of 21 mobile switching centres and over 940 radio base stations across the country. Several more are in the process of being installed. On January 20, 2003, MTN commissioned the first phase of its digital microwave transmission backbone, Y’ello Balm. Constructed at a cost of $120 million. Y’elloBalm is Africa’s most extensive transmission infrastructure and has significantly helped to enhance call quality on MTN’s network. Y’ello Balm spans 3,400 kilometers and traverses over 120 cities, villages and communities; while coverage has been extent to more than 90 major towns and a total of over 5,000 villages and communities across Nigeria. The second phase of Ye’llo Balm is currently on going and will spand another 4,500 kilometers.
MTN subsists on the core brand values of leadership, integrity, innovation, relationships and a ‘can do’ attitude, a passionate optimistic focus on the future. It prides itself on its ability to make the impossible possible – connecting people with friends, family and opportunities. The ownership structure is currently as follows: Mobile telephone Networks International Limited 76.44%
Nigerian partners 20.56%
International finance corporation and infrastructure investment arm of the world bank 3%
100%
TECHNICAL ASSISTANCE/COMEMRCIAL SERVICE AGREEMENT
The company is technically supported by Nami Tech in south Africa who doe the prepaid voucher and supplier to MTN.
COMPAY’S CONTRIBUTION TO NIGERIA ECONOMY
MTN currently employs more than 1,200 Nigerians. In addition, more than 160 Nigerian companies are currently MTN distribution partners. Of these, more htan 25 are banks, many of which have spun off subsidia