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What is the difference between planning, budgeting and forecasting for a business?

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Planning, budgeting and forecasting for a business are three distinct financial management tools used in business, each serving a different purpose. Key differences between planning, budgeting and forecasting for a business Here are key difference between planning, budgeting and forecasting for a business.

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Transcript: Tom Hancock, GMO

Barry Ritholtz

Its index and its benchmark. There’s also quantitative metrics that we look at Those have evolved, but always within that capa, that cluster of high returns on investment stability across the economic cycle are consistent and strong balance sheets. GMO is kind of famous for doing seven year forecasts, right?

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Transcript: Greg Davis, CIO Vanguard

Barry Ritholtz

So a variety of risk meetings, a variety of economic meetings. They create the benchmark. So when there’s a major turnover like that that happens, you always have the option, “Hey, can you do it exactly on the time that it enters the benchmark? So, our active team has been successful outperforming their benchmarks.

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Transcript: Kristen Bitterly Michell

Barry Ritholtz

And so, coming out of school, I studied Economics and Spanish Literature, and I applied to a — a program that actually targeted Liberal Arts majors. You have a background, undergraduate, your economics degree from Notre Dame, but you were dual-major Spanish language and Literature degree, how useful was that in Latin America?

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Transcript: Rick Rieder

Barry Ritholtz

And because remember, Lehman had the Lehman Agg and that was the benchmark. There is above benchmark returns to be generated by active selection of credit quality duration and specific bonds. RIEDER: And all of a sudden, you change the economic paradigm so darn fast. There is alpha. Can you manage that through downturns?

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Transcript: Richard Bernstein

Barry Ritholtz

You get a BA in Economics from Hamilton College. So what we did was we figured out the economic rationale, the macroeconomic influences about why growth and value work at any point in time. So you can see how the forecasts are there. I found this conversation to be fascinating, and I think you will also. You get an MBA from NYU.

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Transcript: Kenneth Tropin

Barry Ritholtz

RITHOLTZ: And last question about the various teams, does everybody have a different benchmark? Well, I’m not forecasting another 20% down, but I do think we could go down 5% or 10%. How do you contextualize the economic data and the broad stamp recession when you’re thinking about managing risk? TROPIN: Yeah.