1. If your business has constraints on external financing, as a new business or a long standing business, could the owner or senior management use the processes of Zero Based Budgeting to justify each function and job in one or many areas using what I call a "good/better/best"approach to providing services to internal or external customers?

>In other words, do we need to budget the most and best resources to do everything for everyone - customer facing, or internally - in the fastest time possible at the highest quality level, or is a good turnaround at a good or adequate level OK for some tasks, better for some tasks, and best for some tasks?

>>What is an example of an activity that should be resourced at the "best" level?

>>What is an example of kind of activity should be staffed at the "good" level?
2. If based on a SWOT analysis the owner or senior management sees that one or more functions of the business will need to undergo some significant change to ramp up or ramp down resources to deal with changes, would it be beneficial to use Zero Based Budgeting? Why or how so or not?

3. Can we use the processes from Zero Based Budgeting to move resource $ from one department to another? Like can we reduce one accounts payable clerk we do not really need and use the savings to buy more advertising? What do you think?