A common problem faced by those responsible for making sales forecasts is "selling" the predictions to others such as the vice presidents of marketing, production, and human resources, and to the CEO or the CFO. These parties hesitate to use forecasts that can have major implications, especially if they are wrong, on their functional area. I. What can those responsible for sales forecasting do to better sell their results to management?
II. What forecasting guidelines should be followed to improve the predictions?