Corporate planning

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The business planning is the process of planning in farms , where the intellectual anticipation and design of future structures, processes and events is understood to be planning. It is one of the most important tasks of management and controlling .

purpose

Corporate planning is used for target-oriented corporate management and the preparation of corporate decisions (e.g. for investment evaluation or strategy evaluation). Corporate planning forms the basis for the control loop: planning ⇒ target / actual comparison ⇒ deviation analysis ⇒ countermeasures . Without planning, no deviations can be determined, i.e. that is, there is no indication that countermeasures are required. The systematics of these countermeasures results from the various operational forms of adaptation . Corporate planning is also known as the roadmap for the fiscal year . It is also the basis for risk analysis and risk aggregation , because risks are defined as possible deviations from a planned value (corporate planning).

Planning horizon

With regard to the planning horizon, a distinction is made between strategic, tactical and operational planning:

  • The strategic plan sets out the basic objectives of a business firm and deals with the development and adaptation of strategies .
  • The tactical planning (also called medium-term plan) describes the specific operational objectives designed to achieve the strategic goals. Concrete resources are selected and measures are determined.
  • The operational planning in quantitative terms, the value-added processes.

Single-valued planning, risk and bandwidth planning

Most business plans are so-called "single-valued" or "deterministic" plans, i. H. Each plan value (e.g. for sales for the following year) is expressed by a number. Bandwidth planning (also called "stochastic planning") represents a further development. In these, existing risks are taken into account and plan values ​​are specified using a possible range (as frequency distribution or probability distribution). In this way, an expected value and, at the same time, the scope of possible deviations, i.e. the planning security, are displayed. The creation of a bandwidth plan requires a risk analysis and simulation calculations (see risk aggregation and Monte Carlo simulation ).

Business planning content

Economic parameters such as sales , costs , profits , returns and investments , as far as relevant , must always be planned for each operational functional area . Typical functional areas are e.g. B. Production / service provision, sales, administration, IT or marketing. A partial plan is created for each functional area. The “equalization law of planning” applies here, which describes the mutual interdependencies of the partial plans. Example: Sales can only sell as much as is produced, production should not produce more than can be sold. In other words, there may be dependencies and limitations of the sub-plans within the company.

Example of partial plans for operational functional areas.

Superordinate planning fields

The individual planning areas vary depending on the framework and the individual situation. The above list is only an option for business planning.

Results

The overall planning is the sum of the partial plans. The results of corporate planning are the plan profit and loss account, plan balance sheet and plan cash flow statement at the company level. The income statement shows a plan profit or a plan loss. The planning must be carried out by a committee, e.g. B. Supervisory Board to be adopted. The planned values ​​mentioned in the planning can be (mostly ambitious) target values ​​for corporate management or expected values ​​that can be achieved "on average" in view of the existing risks. Expected values ​​are required if corporate planning is to serve as a basis for decision-making. Their calculation requires a risk analysis .

Use of EDP

The corporate planning can be mapped in common ERP systems . The information obtained serves z. B. subsequent processes or deviation analysis .

However, there are now planning systems that were created solely for the budget process. Examples of systems that are more geared towards large companies are IBM Cognos Planning, IBM TM1, SAP BW IP, Tagetik, Oracle Hyperion Financials and TN Planning.

Basically, objects are defined for the operational functional areas. These can be cost centers, internal orders or profit centers, for example. As part of the planning process, these objects are to be filled with the corresponding planning figures. The systems offer planning aids such as scenario calculations to facilitate and accelerate the determination of the plan values.

Organizational theory and planning

In the organizational sciences it was assumed for a long time that organizing and planning were to be used as synonyms, until Herbert A. Simon and later James G. March or Niklas Luhmann revised the image of purposeful and rational organization. Given the complex environment of the organization and the resulting lack of transparency, planning appears to be a daring undertaking. In organizational theory, communication takes the place of planning.

strategic planning

The strategic planning and alignment has from the perspective of the company's most important. It has the highest degree of uncertainty , contains the greatest risk and demands the greatest responsibility from the planning authorities . Therefore, this is the responsibility of the management or the company management . The main subject of strategic planning is the strategic performance program and the other core statements of the corporate strategy , e.g. B. to desired competitive advantages.

Business planning and induction problem

In corporate planning, the epistemological induction problem arises , which was first described by David Hume in 1740. It relates to the question of whether and when an induction conclusion from individual cases to a generally applicable law is permissible or whether, in the context of company valuation, historical data can be inferred from future data.

Principles of proper corporate planning (GoP)

Corporate planning requirements are summarized in " Principles of Proper Planning ".

See also

literature

  • Harald Ehrmann: corporate planning . Kiehl, Ludwigshafen (Rhein) 2002, ISBN 3-470-46834-6 .
  • A. Mosler: Integrated corporate planning. Springer Gabler, Wiesbaden 2017, ISBN 978-3-658-08751-7 .
  • R. Rieg: corporate planning and budgeting. 3., completely reworked. Edition. Beck, Munich 2009, ISBN 978-3-406-57598-3

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