The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

Leading 10 retailers' share of the apparel market in the UK 2008-2018 Leading retailers' share of the apparel market in the United Kingdom (UK) in 2008 and 2018 2008 2018* M&S 9.7 7.6 Primark 4.4 7 Next 6.7 6.6 Arcadia 5.3 3.8 Asda 3.5 3.5 TK Maxx 2.2 3.1 Tesco 2.5 2.9 JD Sports 1.1 2.7 Debenhams 3.3 2.7 Sports Direct 1.3 2.4

wolfram alpha:

UK GDP per year =£2.08 trillion

UK GDP per week £38461538461

UK GDP per capita =£31177 per year (exchange rate dependent)

UK GDP per capita = £598.78 per capita per week

average UK salary = £29,009 per year

£557 = average wage per capita per week

Approx 2.5% increase in GDP per year

Retail sales strongly cyclical with 12 month period

disposable income per household = £29,400 median

for clothing 0.042*[disposableincome]

for £ use  0.106*[disposableincome] for supermarket

0.071*[disposableincome] for deptstore

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

wolfram alpha:

UK GDP per year =£2.08 trillion

UK GDP per capita =£31177 per year (exchange rate dependent)

UK GDP per capita = £598.78 per capita per week

average UK salary = £29,009 per year

£557 = average wage per capita per week

Add in MCI model with price and advertising effect

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

Leading 10 retailers' share of the apparel market in the UK 2008-2018 Leading retailers' share of the apparel market in the United Kingdom (UK) in 2008 and 2018 2008 2018* M&S 9.7 7.6 Primark 4.4 7 Next 6.7 6.6 Arcadia 5.3 3.8 Asda 3.5 3.5 TK Maxx 2.2 3.1 Tesco 2.5 2.9 JD Sports 1.1 2.7 Debenhams 3.3 2.7 Sports Direct 1.3 2.4

wolfram alpha:

UK GDP per year =£2.08 trillion

UK GDP per week £38461538461

UK GDP per capita =£31177 per year (exchange rate dependent)

UK GDP per capita = £598.78 per capita per week

average UK salary = £29,009 per year

£557 = average wage per capita per week

Approx 2.5% increase in GDP per year

Retail sales strongly cyclical with 12 month period

disposable income per household = £29,400 median

for clothing 0.042*[disposableincome]

for £ use  0.106*[disposableincome] for supermarket

0.071*[disposableincome] for deptstore

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.