A Study on Corporate Overall Budget Management under the Balanced Scorecard: A Case Study of TCL Group

Abstract

In the fierce market competition, the management level of Chinese enterprises lags far behind foreign countries, and how to continuously digest, absorb and learn from the business philosophy and practices of foreign companies and shorten the gap with foreign enterprises has become an urgent problem. In enterprise operation, internal financial accounting is an important part of enterprise business activities. The world's top 500 companies use it as the basic structure of their operations. The system has been further developed by new research findings, such as the Integrated Finance and Balanced Scorecard. This makes it possible to add a new function to the original one. Starting from the definition of the connotation of comprehensive budget, this paper expounds the connection between financial accounting and financial accounting, and explains from the perspective of financial accounting that financial accounting rises from the financial accounting behavior at the operational level to the comprehensive financial management of the enterprise, and its essence is to use the scorecard method to carry out the strategic operation of the enterprise. The use of balanced scoring at all aspects of the budget (target system setting, preparation, assessment and incentives) highlights the strategic nature and operational possibilities. Combined with actual cases, the overall finance of TCL Group was studied.