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Getting Your Forecasting and Planning Fundamentals Right: A Case Study


  • Alec Finney
  • Martin Joseph
  • Hannah Kurth


In our previous issue (Winter 2011), Alec Finney and Martin Joseph advised readers on how to fine-tune a company’s forecasting and planning fundamentals. They recommended a three-step audit to focus on: • How good do we think we are? • In reality, how good are we? • How good should we strive to become? This new article illustrates how the audit process plays out within an organization. It provides two accounts based on a case study of a global biotechnology specialty-care group based in Paris, France. Alec and Martin’s story presents the auditors’ viewpoint. It describes the way the audit and subsequent analysis probed beneath the surface to reveal not only consensus views but polarized and outlying views. Hannah’s story is the internal view at the company, describing the challenges faced, how the interviews were received, and how the recommendations were presented to management. She concludes with an assessment of the benefits that accrued. Copyright International Institute of Forecasters, 2011

Suggested Citation

  • Alec Finney & Martin Joseph & Hannah Kurth, 2011. "Getting Your Forecasting and Planning Fundamentals Right: A Case Study," Foresight: The International Journal of Applied Forecasting, International Institute of Forecasters, vol. 0(21), pages 30-34.
  • Handle: RePEc:for:ijafaa:y:2011:i:21:p:30-34

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    Cited by:

    1. Kahn, Kenneth B., 2014. "Solving the problems of new product forecasting," Business Horizons, Elsevier, vol. 57(5), pages 607-615.

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