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Chapter 8. Organizational Demand Analysis BA 303 - L.P.Chew. OUR TERMINOLOGY… POTENTIAL= POSSIBILITIES FORCAST = EXPECTATIONS MARKET = INDUSTRY SALES = COMPANY.

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chapter 8 organizational demand analysis ba 303 l p chew

Chapter 8. Organizational Demand AnalysisBA 303 - L.P.Chew

OUR TERMINOLOGY…

POTENTIAL= POSSIBILITIES

FORCAST = EXPECTATIONS

MARKET = INDUSTRY

SALES = COMPANY

slide2

The formulation of market strategy is planned on the basis of the marketing potential associated with each of the firm's target segments

Once marketing strategy plans are set, a sales forecast can be developed and then used to guide tactical production, advertising, and logistics decisions

chapter 8 organizational demand analysis
Chapter 8. Organizational Demand Analysis
  • pivotal role of market potential analysis and sales forecasting in planning and controlling marketing activities, and to provide a firm understanding of the various approaches for measuring potential and forecasting sales.
chapter 8 organizational demand analysis4
Chapter 8. Organizational Demand Analysis
  • chapter focuses on the different approaches for calculating market and sales potentials
  • qualitative and quantitative forecasting approaches are discussed in terms of the applicability to various forecasting situations. Executive judgment, sales force composite, and the Delphi method are the qualitative forecasting methods
chapter 8 organizational demand analysis5
Chapter 8. Organizational Demand Analysis
  • Quantitative methods, including time series analysis and causal techniques
  • Executive judgment, sales force composite, and the Delphi method are the qualitative forecasting methods
  • These qualitative methods are most effectively applied to forecasts for new products or in situations where little historical data exists
methods of sales forecasting 1
Methods of Sales Forecasting (1)
  • Simple Trend Analysis—sales forecast based on firm’s recent performance.
  • Market Share Analysis—similar to trend analysis but assumes market share will stay the same.
  • Jury of Executives—company experts predict sales.
  • Sales Force Surveys—salespeople share experiences and customer feedback.
  • Consumer Surveys—measure attitudes, purchase intentions, expectations, consumption rates, and SWOT.
methods for sales forecasting 2
Methods for Sales Forecasting (2)
  • Chain-Ratio Method—firm starts with general market information and then computes a series of more specific information. Combined data yield a sales forecast.
  • Market Build Up Method—firmgathers data from small, separate market segments and aggregates them.
  • Test Market—sales estimate from short-run, geographically limited sales of new products.
  • Advanced Statistical Analyses—methods for sales forecasting that include computer simulations
time series
TIME SERIES
  • Time series models are based on the accuracy of historical sales patterns when sales trends are not likely to change in the future. Time series models are most useful when market forces are relatively stable within forecasting horizon.
moving averages exponential smoothing
Moving averages/ exponential smoothing
  • Moving averages is a method based upon a specified historical period to forecast the value for a future period.
  • When differential weights are desired, such as for recent years, exponential smoothing can be used.
multiple regressions models
Multiple regressions models
  • Multiple regressions models, employed when a number of factors have an impact on sales, allow managers to forecast industry sales, as well as incorporate the expected effects of any controllable marketing variables which are likely to be significant when forecasting company sales.
slide11

Sales penetration is the degree to which a company achieves its sales potential. A high level of sales penetration usually means there is little room for growth. 1. Sales penetration = Actual sales/Sales potential. 2. A firm with high sales penetration must realize that diminishing returns may occur if it attempts to convert remaining nonconsumers, since costs may outweigh revenues. Other segments may be better opportunities.

slide12

LINDELL MANUFACTURES INK FOR FOUR TYPES OF PRINTERS IN FIVE STATES.HISTORICAL SALES DATA SHOWS THAT INK COSTS THESE PRINTERS .1% OF EACH SALESDOLLAR.

  • HOW MUCH INK DID THEY CONSUME IN THE MOST RECENT YEAR THAT YOU ARE ABLE TO FIND IN OUR LIBRARY. I SUGGEST THAT YOU USE THE 1997 CENSUS OF MANUFACTURESOR THE MOST CURRENT ANNUAL SURVEY OF BUSINESS (MANUFACTURES).
lindell manufactures ink for four types of printers in five states
LINDELL MANUFACTURES INK FOR FOUR TYPES OF PRINTERS IN FIVE STATES..
  • PLEASE CONSULT YOU PACKET FOR A LIST OF SECONDARY DATA SOURCES TO ACCESS INCLUDING THE AFOREMENTIONED. KEY: USE $ VALUE OF SHIPMENTS.
  • YOU MAY WORK WITH THE SIC CODES, RATHER THAN THE NAICS CODES, BECAUSE THEDATA MAY BE EASIER TO FIND IN SIC, WHILE WE ARE IN TRANSITION FROM SIC TO NAICS
lindell manufactures ink for four types of printers in five states14
LINDELL MANUFACTURES INK FOR FOUR TYPES OF PRINTERS IN FIVE STATES..
  • STATES.....PENNSYLVANIA, OHIO, MICHIGAN, INDIANA AND ILLINOIS
  • SIC / NAICS CODES OF PRINTERS.........
  • 2711- NEWSPAPERS
  • 2721- MAGAZINES
  • 2732- BOOK
  • 2751- COMM LTR HD PRESS. PRINTING
lindell manufactures ink
LINDELL MANUFACTURES INK.
  • A- WHAT WAS THE TOTAL INK/PRINTER MARKET FOR THIS FIVE STATE REGION?
  • B- WHAT IS THE TOTAL MARKET BY STATE?
  • C- WHAT IS THE RELATIVE MARKET FOR EACH STATE?
  • D- HOW WOULD YOU PROJECT THE $ MARKET FOR THE COMING YEAR 2002?