A machine shop owner is thinking of expanding his operations. He has 3 options: a drill press, a lathe, and a grinder. The return on investment for each tool is largely determined by whether the company wins a government military contract. The profit and loss for each purchase and the probabilities associated with each contract outcome are shown in the payoff table below: Contract No Contract Purchase 0.40 0.60 Drill Press $40,000 ($8,000) Lathe $20,000 $4,000 Grinder $12,000 $10,000 Part 1) Compute for the expected value of each alternative and select the best option.

Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
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A machine shop owner is thinking of expanding his operations. He has 3 options: a drill
press, a lathe, and a grinder. The return on investment for each tool is largely
determined by whether the company wins a government military contract. The profit
and loss for each purchase and the probabilities associated with each contract outcome
are shown in the payoff table below:
Contract
No Contract
Purchase
0.40
0.60
Drill Press
$40,000
($8,000)
Lathe
$20,000
$4,000
Grinder
$12,000
$10,000
Part 1) Compute for the expected value of each alternative and select the best option.
Transcribed Image Text:A machine shop owner is thinking of expanding his operations. He has 3 options: a drill press, a lathe, and a grinder. The return on investment for each tool is largely determined by whether the company wins a government military contract. The profit and loss for each purchase and the probabilities associated with each contract outcome are shown in the payoff table below: Contract No Contract Purchase 0.40 0.60 Drill Press $40,000 ($8,000) Lathe $20,000 $4,000 Grinder $12,000 $10,000 Part 1) Compute for the expected value of each alternative and select the best option.
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