1. Since forecasts are always wrong, there is no need to forecast. Inaccurate forecasts can still be useful as long as you treat the result as a guide rather than the gospel. At the very least, having one forecast for the whole company keeps departments from coming up with their own grossly different forecasts.
2. Forecasting requires statistics and math wizards. While number crunching is important, what will ultimately make or break a forecast is how well you know your customers and the market. That requires a sales force that can both communicate with customers and honestly share that information with the rest of the compnay.
Register or login for access to this item and much more
All Information Management content is archived after seven days.
Community members receive:
- All recent and archived articles
- Conference offers and updates
- A full menu of enewsletter options
- Web seminars, white papers, ebooks
Already have an account? Log In
Don't have an account? Register for Free Unlimited Access