In the realm of small businesses, every financial decision is laden with potential consequences for growth and development. The decision to implement a Customer Relationship Management (CRM) system is no exception. The integration of a CRM system is a transformative investment that enhances the operational efficiency, customer service, and profitability of a business. However, the financial implications of implementing such a system can be daunting, particularly for small businesses. Hence, formulating a well-structured budget is an imperative precursor to the implementation phase.

In an era where data is king, CRM systems offer a panoptic view of a business' customer base, enabling businesses to streamline their operations and devise targeted marketing strategies. From an economic perspective, this investment is justified by the principle of economies of scope, which posits that efficiency increases with the integration and sharing of resources across different areas of a business.

Firstly, understanding the cost components related to CRM implementation is critical. These costs may be classified into direct and indirect costs. Direct costs include software acquisition, hardware purchases or upgrades, and initial data migration. Indirect costs encompass items like training, maintenance, and potential downtime during the implementation phase.

CRM pricing models often fall into one of two categories: perpetual licensing or subscription-based. The former involves a one-time payment and is typically accompanied by annual fees for maintenance and upgrades. The latter operates on a pay-as-you-go basis, usually monthly or annually. The choice between these models involves a cost-benefit analysis. Perpetual licensing may be more expensive upfront but could prove economical in the long run, while subscription-based models offer lower initial costs but can accumulate to a larger sum over time.

A robust budgetary forecast should also account for a risk contingency component. This safeguards against unforeseen costs that may arise due to technical glitches, data migration errors, or extended training times. It is prudent to set aside around 5-10% of the total estimated budget for such contingencies.

The budgeting horizon, or the time span over which the budgetary plan is spread, is another critical consideration. While the budgeting horizon is often a function of the business's financial capacity, it should ideally coincide with the targeted Return on Investment (ROI) period for CRM implementation.

Moreover, the Pareto principle or the 80/20 rule can be useful when deciding on which CRM features to invest in. According to this principle, 20% of the CRM features will likely generate 80% of the benefits. Therefore, focusing on the most relevant features might lead to substantial cost savings.

Finally, it is important to evaluate the cost-efficiency gains from CRM implementation. The efficiency gains can be quantified through metrics such as time savings, increased customer retention, and enhanced cross-selling and upselling. This post-implementation evaluation serves to reconcile the estimated budget with the actual spending and provides valuable insights for future budgeting exercises.

In conclusion, the process of budgeting for CRM implementation in small businesses requires a rigorous understanding of the cost components, pricing models, and risk contingencies, along with a strategic focus on the most beneficial features. The goal should not be merely cost minimization but also an optimization of the investment to achieve maximum value. A comprehensive post-implementation evaluation forms an essential part of this process, enabling businesses to learn from their experiences and make more informed budgeting decisions in the future. This strategic and structured approach to budgeting will go a long way in ensuring that CRM implementation serves as a catalyst for the growth and development of small businesses.