A new method of scenario analysis for strategic planning

We first present scenario analysis as a qualitative forecasting technique useful for strategic planning. Then we develop an overview of the two classes of methods for scenario analysis described in the literature. Based on both classes, a new method is developed which especially fits the needs of strategic planning. The method can be divided into three stages: 1. Determination of compatible scenarios, 2. Determination of scenario probabilities, and 3. Determination of main scenarios. An example is given to illustrate the method.     

The role of forecasting in corporate strategy: The xerox experience

This paper presents the system of analysis used by the Xerox Corporation to relate the external environment to company decisions. The system is sophisticated and elaborate, comes to grips with such issues as product forecasting, market monitoring, activity monitoring, materials and labour cost analysis, and product price analysis. In addition, the system examines the longer-term issues associated with corporate strategy, with the more recent initiatives directed toward the strategic focus The Xerox case illustrates very well how externally provided forecasts of economic environments, both at home and abroad, can be used as inputs to a variety of econometric products to serve the individual corporation. The challenge in this work is to build the bridges from the external forces to the critical company decisions. That is a task which requires sophisticated tools and skilled professionals to accomplish. This case study shows what can be done.     

The consistency,coherence and calibration of holistic,decomposed and recomposed judgemental probability forecasts

In this paper we make an empirical investigation of the relationship between the consistency, coherence and validity of probability judgements in a real-world forecasting context. Our results indicate that these measures of the adequacy of an individual's probability assessments are not closely related as we anticipated. Twenty-nine of our thirty-six subjects were better calibrated in point probabilities than in odds and our subjects were, in general more coherent using point probabilities than odds forecasts. Contrary to our expectations we found very little difference in forecasting response and performance between simple and compound holistic forecasts. This result is evidence against the ‘divide-and-conquer’ rationale underlying most applications of normative decision theory. In addition, our recompositions of marginal and conditional assessments into compound forecasts were no better calibrated or resolved than their holistic counterparts. These findings convey two implications for forecasting. First, untrained judgemental forecasters should use point probabilities in preference to odds. Second, judgemental forecasts of complex compound probabilities may be as well assessed holistically as they are using methods of decomposition and recomposition. In addition, our study provides a paradigm for further studies of the relationship between consistency, coherence and validity in judgemental probability forecasting.