Practical Management Science, Loose-leaf Version
5th Edition
ISBN: 9781305631540
Author: WINSTON, Wayne L.; Albright, S. Christian
Publisher: Cengage Learning
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Chapter 9, Problem 72P
Summary Introduction
To explain: The meaning of the two numbers and certainty equivalent of the safer decision.
Decision making under uncertainty:
The decision-making process is made with uncertainty as to the managers who make these decisions must deal with the risk and uncertainty present in each outcome.
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If you want to invest in a project that cost $3.5 million. As we are unsure about the future demand, there is a 40% probability of high demand with a present value for the project $3 million. There is a 25% probability of moderate demand with a present value of $2.5 million. In addition, there is a 35% probability of low demand with a present value is $1.5 million.
Draw a decision tree for this problem. What is the expected net present value of the business? Should you invest? Explain.
Assume that you can expand the project by investing another $0.6 million after you learn the true future demand state. This would make the present value of the business $3.9 million in the high‐demand state, $3.5 million in the moderate demand state, and $1.80 million in the low demand state. Draw a decision tree to reflect the option to expand. Evaluate the alternatives. What is the net present value of the business if you consider the option to expand? How valuable is the option to expand?
Your company must decide whether to introduce a new product. The sales of the product will be either at a high (success) or low (failure) level. The conditional value for this decision is as follows
Decision
High
Low
Introduce
$4,000,000
-$2,000,000
Do Not Introduce
0
0
Probability
0.3
0.7
You have the option to conduct a market survey to sharpen you market demand estimate. The survey costs $200,000. The survey provides incomplete information about the sales, with three possible outcomes: (1) predicts high sales, (2) predicts low sales, or (3) inconclusive. Such surveys have in the past provided these results
Result
High
Low
Predicts High
0.4
0.1
Inconclusive
0.4
0.5
Predicts Low
0.2
0.4
c) Draw the complete decision tree, including the survey option.
Explain where the values on the decision tree come from
Identify each of the following examples as a programmed or nonprogrammed decision.
Example
Determining when to pay taxes
Determining whether or not to ground an entire fleet of airplanes after one similar airplane has
had an accident
Identify the order in which the following steps are taken in the decision-making process.
Step
Monitoring the outcomes of a decision to see if it meets its objective
Gathering information relevant to the problem
Recognizing the problem
Selecting the alternative that best meets the decision objective
Listing and evaluating alternative courses of action
Implementing the decision
Identifying the objective of the decision
Order
7
2 ▼
1 ▼
5 ▼
4 ▼
6
3 ▼
Programmed
Decision
Nonprogrammed
Decision
Chapter 9 Solutions
Practical Management Science, Loose-leaf Version
Ch. 9.2 - Prob. 1PCh. 9.2 - Prob. 2PCh. 9.2 - Prob. 3PCh. 9.3 - Prob. 4PCh. 9.3 - Prob. 5PCh. 9.3 - Prob. 6PCh. 9.3 - Prob. 7PCh. 9.4 - Explain in some detail how the PrecisionTree...Ch. 9.4 - Prob. 9PCh. 9.4 - Prob. 10P
Ch. 9.5 - Prob. 11PCh. 9.5 - Prob. 12PCh. 9.5 - Prob. 13PCh. 9.5 - Prob. 17PCh. 9.5 - Prob. 18PCh. 9.5 - Prob. 19PCh. 9.5 - Prob. 21PCh. 9.5 - The model in Example 9.3 has only two market...Ch. 9.6 - Prob. 26PCh. 9.6 - Prob. 27PCh. 9.6 - Prob. 28PCh. 9 - Prob. 30PCh. 9 - Prob. 31PCh. 9 - Prob. 32PCh. 9 - Prob. 34PCh. 9 - Prob. 36PCh. 9 - Prob. 37PCh. 9 - Prob. 38PCh. 9 - Prob. 39PCh. 9 - Prob. 46PCh. 9 - Prob. 48PCh. 9 - Prob. 53PCh. 9 - Prob. 67PCh. 9 - Prob. 68PCh. 9 - Prob. 69PCh. 9 - Prob. 70PCh. 9 - Prob. 71PCh. 9 - Prob. 72PCh. 9 - Prob. 73PCh. 9 - Prob. 74PCh. 9 - Prob. 75PCh. 9 - Prob. 76PCh. 9 - Prob. 77P
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