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Demand Forecasting in Business Economics

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chirag bhatt
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Topics covered

  • data analysis,
  • cultural influences,
  • sociological factors,
  • market competition,
  • forecasting objectives,
  • forecasting methods,
  • statistical variables,
  • sales force opinion,
  • trend projection,
  • competitive conditions
0% found this document useful (0 votes)
40 views7 pages

Demand Forecasting in Business Economics

Uploaded by

chirag bhatt
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Topics covered

  • data analysis,
  • cultural influences,
  • sociological factors,
  • market competition,
  • forecasting objectives,
  • forecasting methods,
  • statistical variables,
  • sales force opinion,
  • trend projection,
  • competitive conditions

Business Economics

1.
INTRODUCTION :

One of the various approaches that management economics offers to companies of all sizes is
demand forecasting. Companies can use it to solve practical issues and increase the economic
impact of both short- and long-term planning decisions. Demand forecasting is also based on the
suggested marketing strategy and a specific set of inescapable and competitive forces; demand
forecasting is an estimation of sales for a given future term. There are different steps involved in
demand forecasting, to accomplish an objective, demand forecasting, survey and statistical must
be done methodically.

CONCEPT AND APPLICATION :

Prevailing economic conditions: The shifting pricing levels, nationwide and per capita income,
consumer spending patterns, saving and investing habits, high unemployment rates, etc. of an
economy can all have an impact on demand forecasting. To match demand forecasts with present
economic trends, it is crucial to evaluate the present economic situation.

Existing conditions of the industry: The overall state of the sector in which an organization
operates has an impact on how much demand there is for its goods and services. For instance,
industrial concentration raises the amount of competition, which directly impacts the demand for
the goods and services provided by various businesses in the sector. Demand projections made
by organizations may fail in such a situation.

The existing condition of an organization: Aside from business conditions, the internal state of
an organization has an impact on demand forecasting. Numerous factors within the organization
influence demand forecasting, such as production volume, quality of products, price of the
product, branding and production policies, financial policies, and so on.

Prevailing Market Conditions: Changes in market scenarios, such as modifications in the


prices of commodities; changes in consumers' expectations, tastes, and preferences; adjustments
in the prices of goods produced; and variations in consumers' income level, all influence demand
for an organization's products and services. Sociological factors such as population size and
density, age group, family size, family status, educational status, household income, social
awareness, and soon have a large impact on an organization's demand forecasts. For example,
markets with a large population of young people would have a higher demand for luxury items,
electronic devices, and so on.

Psychological Conditions: Psychological factors such as changes in consumer attitudes,


behavioral patterns, styling, personality, perspective, and cultural and religious beliefs, and soon
have a massive effect on an organization's demand forecast.

Competitive Conditions: A market is made up of several organizations that sell similar products.
This increases market competition, which has an impact on demand forecasting by organizations.
For example, lowering trade barriers tends to increase the number of new entrants into a market,
which influences demand for existing organizations' goods and services.

Import – Export policies: Changes in factors such as import and export control, both import and
export terms and conditions, import/export policies, shipping conditions, and soon have a direct
impact on demand for export-import goods.

Specifying the objective: Before beginning the process, the objective of demand forecasting
must be specified. The following criteria can be used to define the goal:
1. Short-term or long-term product demand
2. Sector demand or demand specific to a company
3. Demand for the entire market or demand for a specific market segment

Determining the time perspective: Depending on the goal, demand can be forecasted for a
short less than 3 years or prolonged period (beyond 10 years). Long-term demand forecasting
requires an organization to account for constant changes in the marketplace as well as the
economy.

Selecting the method for forecasting: Demand forecasting can be done in a variety of ways, not
all methods. However, are suitable for all kinds of demand forecasting. He organization must
choose the best forecasting method based on objective, time frame, and availability. The choice
of demand forecasting method is also influenced by the demand forecaster's experience and
expertise.

Collecting and analyzing data: After deciding on a demand forecasting method, data must be
gathered. Data can be collected from either primary or secondary data sources or both. Because
data is collected in its raw form, it must be reviewed to yield meaningful information.

Interpreting outcomes: After the evaluation is complete, it is used to forecast demand for the
specified years. In general, the obtained results are in the form of solutions, which must be
presented in an understandable format.

Market Research: Consumer-specific survey questionnaires are delivered in tabular design in


the market research approach to obtain information that a firm cannot obtain through internal
sales. It provides more information on the types of clients as well as demographic data that may
be used to target developing markets. Market research assists emerging businesses in better
understanding their client base.

Sale Force Opinion: The Sales Force Opinion approach forecasts demand using data from sales
groups. Because salespeople are nearest to their client base, they may provide useful information
about consumer wants, behavior, and feedback, as well as knowledge about market competitors.

Delphi Method: A group of external consultants is hired by a company using the Delphi Method.
Based on their industry knowledge, each Expert makes a prognosis. Projections are anonymously
communicated among experts following this approach, thus experts are impacted by one other's
forecasts. The experts are then asked to make another projection, and the process is repeated
again until all analysts reach a near consensus forecast. The procedure is designed to allow
professionals to build on one another's knowledge and evaluations.

Trend Projection: This is the most basic and often utilized demand forecasting approach in
businesses. Trend Projection forecasts future sales based on prior sales data. Organizations with
a large enough amount of historical sales data can use this technique. The data is grouped in
sequential order to produce a time series, which represents historical market patterns and may be
used to forecast future market trends.

Barometric Forecasting Technique: Demand is projected using the Barometric Technique


based on historical occurrences or events happening in the present. It is accomplished by the
examination of statistical and economic variables such as savings, investment, and income. This
strategy can be used even in the lack of previous data. For example, if the government plans a
huge housing project, this implies that building materials will be in high demand in the future.

Econometric Forecasting Technique: This approach combines previous sales data with
demand-influencing elements to produce a mathematical formula for forecasting future demand.
It determines the relationship between the dependent and independent variables. A single factor
that demands function or simple regression is used when only one factor influences demand.
When numerous factors influence demand, it is referred to as a multivariable demand function or
multiple linear regressions. Regression Equation: Y = a + bX , Y is the forecasted demand.

CONCLUSION:

Therefore, your fulfillment firm is a critical partner in demand forecasting. It can collect a large
number of data points required to provide reliable projections. Forecasting demand assists firms
in making sound business decisions. Different demand forecasting approaches may be utilized
depending on the company standards, sales statistics, market analysis, and economic
considerations. It is frequently an iterative, thorough, expert-driven process and economic
variables will aid your company's survival.

2.

INTRODUCTION:

Short run period refers to a certain period of time where at least one input is fixed while others
are variable. An organization cannot change the fixed factors of production such as capital,
factory buildings, plant and equipment etc. Variable cost such as raw material, employee wages
etc., change with level of output.
CONCEPT AND APPLICATION:

Total Fixed Cost (TFC) remains constant throughout the change in output. TFC remains constant
even when output is zero and it indicates straight horizon line to x-axis which is known as output.

Total Variable Cost (TVC) is directly proportional to the output of firm, when output increases
or decreases TVC also increases or decreases depending on the change in output.
SHORT RUN TOTAL COST (SRTC) = TFC + TVC
TFC remains constant, changes in SRTC are entirely due to variations in TVC

Short Run Average Cost (SRAC) = SRTC/Q = TFC - TVC / Q


= TFC / Q + TVC / Q
TFC / Q = Average Fixed Cost (AFC)
TVC / Q = Average Variable Cost (AVC)

Therefore, SRAC = AFC + AVC


SRAC declines in the beginning, reaches to minimum and starts to rise.

Quantity Total Total Total Average Average Average Marginal


Fixed Variable Cost Fixed Variable Total Cost
Cost Cost Cost Cost Cost
0 100 0 100 0 0 0 0
1 100 20 120 100 20 120 20
2 100 30 130 50 15 65 10
3 100 40 140 33.3 13.3 46.6 10
4 100 50 150 25 12.5 37.5 10
5 100 60 160 20 12 32 10

SHORT RUN MARGINAL COST (SRMC) = ∆SRTC/∆Q


Whereas ∆Q = 1, because it is total fixed cost does not change with the change in quantity.

SRMC = ∆SRTC/1

CONCULSION:
Therefore, SRMC = ∆ in SRTC = ∆ in TVC
3. A)
INTRODUCTION:

We are going to calculate the monthly individual income of elasticity of demand.

Y= Original Income
Y1= New Income
Q = Original Quantity Demanded
Q1= New Original Quantity Demanded
ey = Percentage change in quantity demanded / Percentage change in income
∆Q = New Quantity Demanded - Original Quantity Demanded
∆Y = New Income - Original Income

Given that,
Y = 20,000, Q = 40 UNITS
Y1= 25,000, Q1= 60 UNITS

CONCEPT AND APPLICATION:

Solution:

STEP 1: Change in income,


∆Y= Y1 - Y
∆Y=25,000 - 20,000
∆Y=5,000

STEP 2: Change in quantity demanded,


∆Q = Q1 - Q
∆Q = 60 - 40
∆Q = 20

STEP 3: The formula for calculating the income elasticity of demand is:

ey = (∆Q / ∆Y) x (Y / Q)

Substituting the values in the above equation,


ey = ( 20/5000) x (20000/40)
ey = 0.004 x 500
ey = 2
CONCLUSION:

INCOME ELASTICITY OF DEMAND = 2

3. B)
INTRODUCTION:

We are going to calculate the price elasticity of demand.

ep = Price Elasticity of Demand


P= Initial Price
∆P = Change in Quantity
Q = Initial Quantity Demanded
∆Q = Change in Quantity Demanded

Given that,
P = 500, Q = 20,000,
P1 = 400, Q1 = 25,000,

CONCEPT AND APPLICATION :

Solution:
STEP 1: FINDING ∆P

∆P = P1 - P
∆P = 500 - 400
∆P = 100 (fall in price)

STEP 2: FINDING ∆Q

∆Q = Q1 - Q
∆Q = 25,000-20,000
∆Q = 5,000 (Increase in quantity)

ep = (∆Q / ∆P) x (P / Q)

By substituting these values in the above formula, we get:


ep = (5000/100) x (500/20000)
ep = 50 x 0.025
ep = 1.25

CONCLUSION:

Thus, the absolute value of elasticity of demand is greater than 1.

Common questions

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The Barometric Forecasting Technique uses past events as indicators of future market trends by analyzing statistical and economic variables such as savings, investment, and income levels. It doesn't necessarily rely on historical sales data, making it versatile even without such data. For example, if the government announces a major infrastructure project, a construction materials company could use this technique to forecast increased demand for its materials without directly using past sales data, but by understanding future market conditions inferred from the government's decision .

Sociological factors such as population size and density, age distribution, family size, social awareness, and household income significantly influence demand forecasting by affecting consumer behavior and preferences. For example, a market with a large youth population could see a higher demand for technologically advanced products and services, as younger consumers often have preferences for modern gadgets and luxury items. These variables allow organizations to tailor their products and marketing strategies to match the expectations and needs of different demographic groups .

The Delphi Method enhances the demand forecasting process by relying on industry experts to provide predictions. Its uniqueness lies in the iterative process where experts' forecasts are anonymous and shared among the group, allowing them to revise their projections to reach a consensus forecast without being influenced by groupthink or dominant individuals. This method leverages the collective expertise and independent opinion of consultants to produce more accurate demand forecasts .

Calculating the income elasticity of demand is significant for businesses as it measures how demand for a product changes with consumer income. A high income elasticity indicates that demand for a product is very sensitive to changes in income, which can be crucial for luxury goods. Understanding this elasticity helps businesses in forecasting demand under varying economic conditions, setting pricing strategies, and making investment decisions. Products with high income elasticity might be prioritized or deemphasized depending on economic forecasts, helping organizations allocate resources efficiently .

In the short run, total fixed cost (TFC) and total variable cost (TVC) together constitute the short-run total cost (SRTC) of an organization. TFC remains constant regardless of output levels, representing expenses that do not fluctuate with production volume, such as rent and salaries. In contrast, TVC varies directly with the firm's output, encompassing costs like raw materials and hourly wages. Consequently, any changes in SRTC in the short run arise solely due to changes in TVC, as TFC remains unchanged. This relationship helps in determining pricing strategies and profit margins .

Demand forecasting is influenced by various complex factors such as prevailing economic conditions, existing industry conditions, internal organizational factors, market conditions, sociological factors, psychological factors, competitive conditions, and changes in import-export policies. Each of these can affect demand forecasts significantly; for example, economic factors like income levels and consumer spending patterns must be accounted for to align forecasts with current trends . Internal organizational factors such as production volume, pricing, and branding also play significant roles, as do market conditions and competitor actions .

Selecting appropriate data sources for demand forecasting is crucial because the quality and relevance of data directly affect the accuracy of forecasts. Data can be gathered from either primary sources, like surveys and sales data, or secondary sources, such as market reports and statistics. The challenge lies in ensuring data reliability, relevance to forecasting objectives, and timeliness. Poor-quality data can lead to incorrect forecasts, impacting inventory levels, staffing, and financial planning. Additionally, integrating data from diverse sources while maintaining consistency and correctness poses another significant challenge .

Specifying the objective of demand forecasting is critical as it determines the scope and approach of the entire forecasting process. It helps in selecting the appropriate forecasting methods, as different objectives might require distinct approaches. For instance, short-term forecasts may focus on immediate sales data while long-term forecasts need to account for broader economic trends. Clear objectives ensure that the process is aligned with the company’s strategic goals, such as targeting specific market segments or preparing for future market demands .

In a competitive market, the impact of competitive conditions on demand forecasting is profound, as fluctuating competitor actions can directly influence demand for a company's products. For instance, the introduction of a similar product by a competitor, changes in pricing strategies, or improved marketing campaigns can significantly alter demand predictions. Businesses must factor in these potential market shifts and competitor signals when forecasting demand. The implications include the need for robust competitive analysis processes, agility in marketing and production strategies, and continual updates to forecasting models to maintain forecast accuracy and business responsiveness .

Trend projection plays a significant role in demand forecasting as it uses historical sales data to predict future sales patterns. It is often utilized by businesses because it provides a straightforward approach to forecasting that relies on existing data without needing complex models. This method assumes that past sales trends will continue into the future, which can be beneficial for businesses with stable demand patterns. It's particularly effective when a large amount of historical data is available to create a reliable time series .

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