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1、Weygandt_2ndEd._CH101/22/091:23PMPage412CHAPTER10BudgetaryPlanningTURNINGTRASHINTOTREASUREBRIANSCUDAMOREstartedhiscompanyattheageof18andlaterwentontofranchise1-800-GOT-JUNK?asawaytoexpandoperations.Thecompanynowhasover300workingfranchiseoperationsinCanada,theUnitedStates,andAu
2、stralia.System-widesalesin2007exceeded$110million.1-800-GOT-JUNK?hasrevolutionizedcustomerserviceinthejunkremovalbusiness.Bysettingthemarkforservicestandardsandprofessionalism,thecom-panyhasensuredthatanindustrythatonceoperatedwithoutsetrates,pricelists,orreceiptsnowhastopserv
3、icestandards.“Theannualoperatingplanprocessbeginswiththecompany’sseniorman-agementteamsettingbigpicturetargetsforrevenueandmargins,”explainsElaineHirji,CA,leaderofthefinancialplanningandanalysisgroupat1-800-GOT-JUNK?“Eachyearchallengesareidentifiedandhighlevelinitiativespropos
4、ed,”addsCFOTrishSaltys,CA.Dataarecollectedthatdemonstratethesizeoftheissueoropportunity,soprioritiescanberigorouslyset.Thecompanyspendsabout4-6weeksgoingthroughaninteractiveprocesswithitsvariousstakeholders,includ-ingfranchisees,toformulateitsinitialoperatingplan,includingprio
5、ritizinginitia-tivesprojectedtobecarriedoutintheupcomingyear.“Afterconcludingthisinitialstageoftheplanningprocess,thecompanymovesontoconstructingadetailedplanningmodel,”saysMs.Hirji.Shegoesontoexplainthatthekeytosuccessintheplanningandbudgetingprocessliesinunderstandingthesens
6、itivitiesofcertainrevenuesandexpensestoplannedchangesinactivity.“Itisveryimportanttoidentifyresourcerequirementsaspartoftheplanningcycle,especiallythoserelatedtohumanresourcesandcapitalexpenditures,”saysMs.Saltys.Ourplanningprocessesareveryinteractiveandthat’showweobtainstakeh
7、olderbuy-in.Ourentireplanningandbudgetingprocesstakesaround3-4monthseachyear.Timeconsuming,yes—butit’sre-gardedasakeypriorityprocesswithinourorganization.”Afteranumberofyearsofrapidgrowthgeneratedprimarilybyresidentialcustomers,1-800-GOT-JUNK?expectsfuturegrowthtobeincreasingl
8、ydrivenbycommercialcustomers.High-qualitycustomerserviceandar
