# Time Series Methods and Business Intelligent Tools for Budget Planning--Case Study
## 2 Methods of Quantitative and Value Strategic Planning of Budget  
Budgeting methods are essential tools that organizations use to manage their finances efficiently and align their resources with strategic goals. The choice of a budgeting method can significantly impact how resources are allocated, costs are controlled, and performance is evaluated. This section provides a literature overview of various budgeting methods, each with its unique approach and advantages, ranging from traditional methods to more dynamic and performance-focused techniques. The following types of budgeting methods can be distinguished:  
* Incremental-Based Budgeting (IBB) is a traditional budgeting method where the previous period's budget serves as the base. Adjustments are then made for the new period based on expected increases or decreases in costs. This approach assumes that future expenses will be similar to past ones with only incremental changes [4, 5]. * Performance-Based Budgeting (PBB) allocates funds based on the achievement of specific, measurable performance goals and outcomes. This method links the funding of programs to their results, aiming to improve efficiency and effectiveness in resource allocation [5, 6]. * Activity-Based Budgeting (ABB) is a budgeting method that focuses on identifying and analyzing activities that incur costs within an organization. The budgets are then developed based on the costs associated with these activities. This approach aims to create efficiencies by scrutinizing every activity that leads to costs [5; 7]. * Zero-Based Budgeting (ZBB) is a budgeting method where every expense must be justified for each new period, starting from a \"zero base\". Unlike traditional budgeting, which adjusts previous budgets, ZBB requires a fresh evaluation of all expenses, ensuring that only essential and efficient costs are included [5; 8]. * Priority-Based Budgeting (PYBB) allocates funds based on the priorities and goals of an organization. This method identifies the most important goals and directs resources to areas that align with these priorities, ensuring that spending is focused on achieving key outcomes [5]. The above-mentioned forecasting methods only use descriptive analysis techniques, indicating which indicators or underlying data should be taken into account in budgeting. They do not provide analytical tools for evaluating indicators or priorities but rely on internal expert judgement. In addition to the methods mentioned above, decision-making processes in the budgeting framework can be supported by advanced techniques of advanced decision making, including the following:  
* Multiple criteria decision making (MCDM) is a critical approach (rather one particular method) in strategic planning, enabling organizations to evaluate and prioritize multiple competing criteria [9]. By quantifying subjective judgments, MCDM reduces bias and enhances the objectivity of the decision-making process. Some methods considered as part of MCDM are: simple additive weighting (SAW), technique for order preference by similarity to ideal solution (TOPSIS) [10], or analytic hierarchy process (AHP) [11]. * The Quantitative Strategic Planning Matrix (QSPM) method is designed to objectively evaluate and prioritize strategic alternatives based on input provided by the user [12]. It offers a quantitative approach, enhancing objectivity and rigor in strategic planning. QSPM requires identifying key factors influencing considered decisions; then, weights are assigned to factors and attractiveness scores to decisions. Based on those inputs, Total Attractiveness Scores are calculated, allowing us to compare those options. This method is widely used [13; 14]. * Fuzzy methods introduced by [PERSON] are a collection of methods based on fuzzy logic [15].