In two previous posts, I claimed that by segmenting your forecast and focusing your energy in the right areas, you can increase revenues and forecast accuracy while decreasing inventory. Does that sound too good to be true? Are you skeptical of this claim… as skeptical as you are about your forecast? After all, how much good can you do if you spend more time on a specific customer than another? Or could you increase your revenue if you spent more time with a particular sales rep than another?
I aim to prove, with real life examples, that you can.
Ask some people in your company: “On a scale of 1–10, how much do you trust the sales forecast?”