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1985 | Buch

Forecasting for Sales and Materials Management

verfasst von: Geoffrey A. Lancaster, Robert A. Lomas

Verlag: Macmillan Education UK

Buchreihe : Macmillan Studies in Marketing Management

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SUCHEN

Inhaltsverzeichnis

Frontmatter
Chapter 1. Purpose
Abstract
The task of business management would be far simpler if industry was not in a continual state of change. This change is reflected in increasing competition, business tasks becoming more complex, trends towards internationalisation within businesses, and the fact that nowadays circumstances in general tend to change more rapidly. This makes it increasingly important and necessary for organisations to predict their future prospects in terms of sales, costs, profits, etc.
Geoffrey A. Lancaster, Robert A. Lomas
Chapter 2. The choice of forecasting technique
Abstract
In the previous chapter we discussed the importance of accurate forecasting in the profitable running of a business. We are now going to look at some of the practical aspects of choosing a forecasting technique for a particular application. The newcomer to forecasting is often swamped by a multiplicity of different methods, ranging from pure guesswork to highly mathematical statistical analysis. Which one should be used to solve a particular problem?
Geoffrey A. Lancaster, Robert A. Lomas
Chapter 3. Data collection
Abstract
Of central importance to the development of a forecasting system within the firm (or the application of one of the many quantitative forecasting methods available) is the availability of statistical data. Depending upon the degree of required accuracy, most forecasting techniques require that a considerable amount of data be collected and analysed in terms of its usefulness and validity before it is utilised in the forecasting process.
Geoffrey A. Lancaster, Robert A. Lomas
Chapter 4. Objective techniques (time series)
Abstract
This chapter covers the family of techniques known as time series analysis. These are a set of techniques which all make the same underlying assumption, which is that the only independent that needs to be considered is time. The use of time as a proxy variable to simplify the complexity that exists in reality results in methods that are arithmetically straightforward and simple for the beginner to use. It should also be borne in mind that even though some of the time series techniques are extremely simple, they are capable of yielding very accurate results, provided they are applied in the correct circumstances.
Geoffrey A. Lancaster, Robert A. Lomas
Chapter 5. Objective techniques (causal)
Abstract
This chapter covers the family of techniques known as Causal forecasting techniques. These are a set of techniques which again all make the same underlying assumption, but in this case, unlike time series analysis, the assumption is that there is a discernible relationship between the forecasted dependent variable and a measurable independent variable. Once this relationship has been established, the value of the forecast can be arrived at by inserting the known value of the independent variable into the relationship. A tacit assumption of this type of objective approach is that the independent variable can be measured to at least the same accuracy as that to which the forecast is desired. Rather than use a complex relationship between the forecast variable and an independent variable (which has also to be guessed), it is simpler, and quite probably more accurate, merely to guess the forecast. It will usually be cheaper and quicker as well.
Geoffrey A. Lancaster, Robert A. Lomas
Chapter 6. Subjective techniques
Abstract
Up to now we have concentrated on objective forecasting techniques which rely on mathematics to a greater or lesser degree in their computation. It could be said that all forecasting relies on mathematics, because at the end of the day we must produce a set of figures in the form of a sales forecast. However, for one reason or another, it may not be appropriate to employ an objective technique, and the forecaster may be reduced to using one of the judgemental methods that are termed subjective (or intuitive) techniques (or, more unkindly perhaps, ‘naive’ methods). This chapter describes such techniques, and it is demonstrated later that it is possible to use a combination of subjective and objective techniques when preparing a sales forecast.
Geoffrey A. Lancaster, Robert A. Lomas
Chapter 7. Budgets
Abstract
A prime cause of business failure is the inability to attain and maintain the correct balance between expenditure and income. Many causes of business failure relate to an inability to meet short-term commitments in what are otherwise reasonably healthy enterprises.
Geoffrey A. Lancaster, Robert A. Lomas
Chapter 8. Forecasts applied to business
Abstract
So far this text has addressed itself to the question of how a forecast is produced, where the information comes from, how it is processed and how the results are presented. This final chapter discusses what the forecast is used for within the context of the whole company.
Geoffrey A. Lancaster, Robert A. Lomas
Backmatter
Metadaten
Titel
Forecasting for Sales and Materials Management
verfasst von
Geoffrey A. Lancaster
Robert A. Lomas
Copyright-Jahr
1985
Verlag
Macmillan Education UK
Electronic ISBN
978-1-349-17851-3
Print ISBN
978-0-333-36583-0
DOI
https://doi.org/10.1007/978-1-349-17851-3