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Forecasting
Introduction
Forecasting is the estimation of the value of a variable (or set of variables) at some future point
in time. In this note we will consider some methods for forecasting. A forecasting exercise is
usually carried out in order to provide an aid to decision-making and in planning the future.
Typically all such exercises work on the premise that if we can predict what the future will be
like we can modify our behaviour now to be in a better position, than we otherwise would
have been, when the future arrives. Applications for forecasting include:
3. seasonal influence: predictable short-term cycling behaviour due to time of day, week,
month, season, year, etc.
5. random error: remaining variation that cannot be explained by the other four
components
each new forecast drops the demand in the oldest period and replaces it with the demand
in the most recent period; thus, the data in the calculation "moves" over time
It can range from true variation between seasons, to variation between months, weeks, days in
the week and even variation during a single day or hour.
1. a forecast for the entire period (ie year) must be made using whatever forecasting
technique is appropriate. This forecast will be developed using whatever
2. the forecast must be adjust to reflect the seasonal effects in each period (ie month or
quarter)
Use a high price where there is a uniqueness about the product or service. This approach is used
where a a substantial competitive advantage exists. Such high prices are charge for luxuries such
as Cunard Cruises, Savoy Hotel rooms, and Concorde flights.
Penetration Pricing.
The price charged for products and services is set artificially low in order to gain market share.
Once this is achieved, the price is increased. This approach was used by France Telecom and Sky
TV.
Economy Pricing.
This is a no frills low price. The cost of marketing and manufacture are kept at a minimum.
Supermarkets often have economy brands for soups, spaghetti, etc.
Price Skimming.
Charge a high price because you have a substantial competitive advantage. However, the
advantage is not sustainable. The high price tends to attract new competitors into the market, and
the price inevitably falls due to increased supply. Manufacturers of digital watches used a
skimming approach in the 1970s. Once other manufacturers were tempted into the market and
the watches were produced at a lower unit cost, other marketing strategies and pricing
approaches are implemented.