In the world of corporate event planning, budgeting is often a paradoxical task, fraught with intricacies that undeniably require a harmonious blend of strategic foresight and practical execution. The aim is to create an event that not only aligns with the company's objectives, but also ensures a high return on investment (ROI). Successful budgeting hinges on the ability to balance the scales between financial constraints and event aspirations.

Before delving into the nitty-gritty of event budgeting, let's first decode the term 'Return On Investment (ROI)'. ROI, in corporate parlance, is a performance measure used to evaluate the efficiency of an investment. In event planning, it's the tangible or intangible returns a company anticipates from hosting the event. This, in essence, is the crux of strategic budgeting – to maximize ROI and create an event that is valuable for all stakeholders.

One must begin the budgeting process by gaining an in-depth understanding of the company's goals for the event. These goals may range from team building and employee recognition, to product launches or client networking. The financial allocation should directly correlate with these objectives, thus dictating where to splurge and where to conserve.

Next, consider the ‘fixed’ and ‘variable’ costs. Fixed costs, as the name suggests, are expenses that remain constant, regardless of the scale of the event – think venue rent, event planner's fee etc. Variable costs – food and beverages, transportation etc., fluctuate with the size of the event. Understanding this interplay can aid in making financially prudent decisions.

Resorting to a 'zero-based budgeting' approach could significantly influence the budgeting outcomes. Pioneered by former Texas Instruments controller, Peter Pyhrr in the 1970s, it proposes starting from a "zero base", where every function within an organization is analyzed for its needs and costs. Applied to event planning, this means that each aspect of the event, be it décor or entertainment, must justify its existence in terms of cost and contribution to the event's objectives.

It is quintessential to include a contingency fund within the budget. No matter the level of meticulous planning, unexpected costs are bound to arise. According to Murphy's Law, if something can go wrong, it will. Hence, creating a safety net for these unforeseen expenses is a wise move.

In this era of digital revolution, leveraging technology for budgeting can provide a comparative advantage. Tools like spreadsheets and event management software can aid in tracking expenses, generating financial reports, and offering insights for budget optimization. However, this should not negate the importance of human judgment. Machines can process data, but the final decision should always rest on the event planner’s discernment and expertise.

Let's also ponder upon the concept of 'Opportunity Cost', first coined by the 19th-century Austrian economist Friedrich von Wieser. In the context of event planning, it refers to the potential benefits an event planner might have received by choosing the next best alternative. For instance, opting for a high-profile speaker might mean forgoing a more elaborate menu. The key is to understand which option aligns more with the event's objectives and offers a greater ROI.

In conclusion, strategic budgeting for corporate events is a multidimensional process, intermingling domains of finance, strategy, and decision-making. It's a delicate tightrope walk necessitating foresight, planning, and a keen understanding of the corporate objectives. By applying principles from various fields, event planners can engineer budgets that not only meet the financial constraints but also maximize the value derived from the event. It is, indeed, a game of chess, where every move counts, and the end goal is to checkmate without forfeiting the king - the event's success.