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May 1, 2016
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Redemption In December 2011 “Due to overwhelming demand of hot product … redemption of some of our customers’ online orders. We are very sorry for the inconvenience this has caused…”
Bankrupcy "…unable to move their inventory," … That backlog left the company paralyzed, unable to buy fresh product or pay off its existing debts. Circuit City still owes $118M to HP, plus $116M to Samsung and $60 million Sony
Even a broken clock is right twice a day
Looks at how HIDDEN CURRENTS in the present signal POSSIBLE CHANGES in direction for companies, societies, or the world at large.
quoted from Harvard Business review "Six rules for effective forecasting" by Paul Saffo
Points 2 are quoted from Harvard Business review "Six rules for effective forecasting" by Paul Saffo
The following slides are to demonstrate an Iphone shipment forecast for the 4 quarters of 2016. All data are publicly available and downloadable from:
Apple financial report www.apple.com
Industrial or market public data www.statista.com or www.gartner.com
For the detail calculation of the data, please refer to Appendix
Caveat: All of this slide is prepared to demonstrate building/evaluating effective forecast applying the rules of distinguishing good forecast from bad. I have NO any implicit or explicit views on the forecasted numbers.
Understand customer purchasing behavior
Sales funnel conversion rate
What impact customer choice, Sasung royalty is higher than Apple? Especially when customer service satisfactory Apple is much higher than Samsung.
Dummy data. Compare it to history, identify weakness at stages.
Growth Rate reached peak at 2015, and goes down gradually.
Is it cost efficiency to spur short term growth curve, with investment, when in maturity stage?
Is the cost down potential support price competing, on the learning curve?
To further analyze, an internal confidential information is needed.
shipment.sim()
# Growth Rate ~ N(9%, 2%) # Market share 14~18% at 15%,20%,30%,20%,15% probability
Plan B for the extraordinary scenario ?
## ## Call: ## lm(formula = iphone.2016 ~ ms.sim + gr.sim, data = df.sen) ## ## Coefficients: ## (Intercept) ms.sim gr.sim ## -20363 15523 2256
Every 1% increase in Smartphone industrial growth rate, it will contribute 15,523 units of iphone shipment; 1% in market share, 2,256 units.
Variance of actual may signal the validness of assumptions made before.
## ## Call: ## lm(formula = S ~ Q, data = S.df, subset = sel) ## ## Residuals: ## Min 1Q Median 3Q Max ## -11.660 -5.905 -2.796 5.627 23.748 ## ## Coefficients: ## Estimate Std. Error t value Pr(>|t|) ## (Intercept) -11.078 2.927 -3.785 0.000617 *** ## Q 1.931 0.136 14.197 1.31e-15 *** ## --- ## Signif. codes: 0 '***' 0.001 '**' 0.01 '*' 0.05 '.' 0.1 ' ' 1 ## ## Residual standard error: 8.128 on 33 degrees of freedom ## Multiple R-squared: 0.8593, Adjusted R-squared: 0.855 ## F-statistic: 201.5 on 1 and 33 DF, p-value: 1.309e-15
## ## Call: ## lm(formula = S ~ Q, data = S.df, subset = sel, weights = 1/log(Q)) ## ## Weighted Residuals: ## Min 1Q Median 3Q Max ## -5.810 -3.343 -2.296 2.974 13.399 ## ## Coefficients: ## Estimate Std. Error t value Pr(>|t|) ## (Intercept) -8.2632 2.1667 -3.814 0.000569 *** ## Q 1.8059 0.1168 15.461 < 2e-16 *** ## --- ## Signif. codes: 0 '***' 0.001 '**' 0.01 '*' 0.05 '.' 0.1 ' ' 1 ## ## Residual standard error: 4.719 on 33 degrees of freedom ## Multiple R-squared: 0.8787, Adjusted R-squared: 0.875 ## F-statistic: 239 on 1 and 33 DF, p-value: < 2.2e-16
Key three brands Market share
Induce customer loyalty or brand shifting matrix
smartphone.tp
## Apple Other Samsung ## Apple.l1 0.3782093 0.2015956 0.42019508 ## Other.l1 0.0374973 0.8663642 0.09613853 ## Samsung.l1 0.2506479 0.2030633 0.54628883
Samsung's royalty is better than Apple. the "Other" is made up of more than 10 brands, the high aggregated loyalties are meaningless here.
ms.s[,ncol(ms.s)] %*% smartphone.tp
## Apple Other Samsung ## [1,] 13.96294 61.14233 24.89473
quoted from: http://www.slideshare.net/Mojolemu/kotler06-11e-business-markets-and-business-buyer-behavior-18314076
Others
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If you are to redistribute in any form of this document, please contact xizhijie_xm@outlook.com
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