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Decision Analysis

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YORK UNIVERSITY Faculty of Liberal Arts and Professional Studies School of Administrative Studies

AP/ADMS 3300 Section “A” - Decision Analysis Fall 2014

Assignment #2 Submitted to

Course Director: S. Abdullah

| |
|Personal Statement |
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|I/we, the undersigned: |
|• warrant that the work submitted herein is our/my work and not the work of others • acknowledge that we/I have read and understood the |
|Senate Policy on Academic |
|Honesty |
|• acknowledge that it is a breach of the University Regulations to give and receive unauthorized assistance on a graded piece of work |
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|• acknowledge that in case of cheating I/we will receive a score of “0” . |
|• acknowledge that in case of not typing my assignment or not submitting it on time as mentioned above, I/we will receive a score of “0”|
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|• acknowledge that non typed part will not be considered as part of this assignment hence will not be marked. |
|Last Name, First Name |Student # |Signature |
| | | |
|Vysotskiy Alexander |211991288 | |
| | | |
| | | |

Following questions are submitted, please check the respective boxes: (Note: For full marks you need to solve all questions.)

|Case # 1 |27 marks | | |
| | | | | | |
| | | | |
|Case # 2 |25 marks | | |
| | | | | | |
| | | | |
|Case # 3 |18 marks | | |
| | | | | | |
| | | | |
|Following Rule 2,3&4 |5 marks | | |
| | | | |
|Total : | | | |
| |75 marks | | |

Case 1

Part A

a)

EMV(1)=0.42*238’000’000+0.26*141’000’000-0.32*79’000’000=111’340’000$
EMV(1) is higher than 30 000 000 so the product should be launched.

b)

EMV=0.42*238’000’000+0.26*141’000’000+0.32*30’000’000=146’220’000$
EVPI=EMV-EMV(1) = 146’220’000-111’340’000 = 34’880’000$

Part B

c)

| |BRIGHT Consultant prediction |
|Actual Market |High Market |Medium Market |Low market |
|High |0.67 |0.15 |0.18 |
|Mid |0.11 |0.82 |0.07 |
|Low |0.13 |0.2 |0.67 |

P(BRIGHT consultant predict about High market | When actual market is Medium) = 1-0.67-0.15=0.18
P(BRIGHT consultant predict about Medium market | When actual market is Low) = 1-0.82-0.7=0.11
P(BRIGHT consultant predict about Low market | When actual market is High) = 1-0.67-0.13=0.2

| |Posterior probabilities |
|Actual Market |‘High’ |‘Medium’ |‘Low’ |
|High |0.8003 |0.1852 |0.2453 |
|Mid |0.0813 |0.6267 |0.0591 |
|Low |0.1183 |0.1881 |0.6957 |

H means High market
M means Medium market
L means Low market

P(H|’H’) = P(‘H’|H)*P(H) / (P(‘H’|H)*P(H)+P(‘H’|M)*P(M)+P(‘H’|L)*P(L) = 0.67*0.42 / (0.67*0.42+0.11*0.26+0.13*0.32) = 0.8003

P(‘H’) is given by the denominator and equals 0.3516

P(M|’H’) = P(‘H’|M)*P(M) / (P(‘H’|H)*P(H)+P(‘H’|M)*P(M)+P(‘H’|L)*P(L) = 0.11*0.26 / 0.3516 = 0.0813

P(L|’H’) = P(‘H’|L)*P(L) / (P(‘H’|H)*P(H)+P(‘H’|M)*P(M)+P(‘H’|L)*P(L) = 0.32*0.13 / 0.3516 = 0.1183

P(H|’M’) = P(‘M’|H)*P(H) / (P(‘M’|H)*P(H)+P(‘M’|M)*P(M)+P(‘M’|L)*P(L) = 0.15*0.42 / (0.15*0.42+0.82*0.26+0.2*0.32) = 0.1852

P(‘M’) is given by the denominator and equals 0.3402

P(M|’M’) = P(‘M’|M)*P(M) / (P(‘M’|H)*P(H)+P(‘M’|M)*P(M)+P(‘M’|L)*P(L) = 0.82*0.26 / 0.3402 =0.6267

P(L|’M’) = P(‘M’|L)*P(L) / (P(‘M’|H)*P(H)+P(‘M’|M)*P(M)+P(‘M’|L)*P(L) = 0.2*0.32 / 0.3402 = 0.1881

P(H|’L’) = P(‘L’|H)*P(H) / (P(‘L’|H)*P(H)+P(‘L’|M)*P(M)+P(‘L’|L)*P(L) = 0.18*0.42 / (0.18*0.42+0.07*0.26+0.67*0.32) = 0.2453

P(‘L’) is given by the denominator and equals 0.3082

P(M|’L’) = P(‘L’|M)*P(M) / (P(‘L’|H)*P(H)+P(‘L’|M)*P(M)+P(‘L’|L)*P(L) = 0.07*0.26 / 0.3082 = 0.0591

P(L|’L’) = P(‘L’|L)*P(L) / (P(‘L’|H)*P(H)+P(‘L’|M)*P(M)+P(‘L’|L)*P(L) = 0.67*0.32 / 0.3082 = 0.6957

EMV(1) = (0.8003*238+0.0813*141-0.1183*79)*1000000= 192’589’000 $
EMV(2) = (0.1852*238+0.6267*141-0.1881*79)*1000000= 117’582’400 $
EMV(3) = (0.2453*238+0.0591*141-0.6957*79)*1000000= 11’754’200 $
EMV(4) = 0.3516*192’589’000+0.3402*117’582’400+0.3082*30’000’000 = 116’961’524.88 $
EMV(5) = 111’340’000 $ (calculated in part A)

EVof imperfect information = EMV(4)-EMV(5) = 116’961’524.88 - 111’340’000 = 5’621’524.88$

d)

EV of imperfect information is greater than $5 million (consultant fee), so the company should consult with BRIGHT.

Case 2

a) Without doing calculations I would advise Shirley to buy laptop F because it is one of the most reliable laptops (there is only 1 more reliable). And at the same time laptop F is just a little bit more expensive than the cheaper models.

b)

|Laptops |C |D |
|Up |1 |0 |
| | | |
|Ud |0 |1 |

Shirley estimates that the expenses for every extra day in the shop will be 150$. If we take laptop C as a base, Shirley will be indifferent between laptop C (price 900, number of days 10) and laptop X (price 1050, number of days 9).

We can derive the corresponding scores for laptop X by using a formula:
Ui (X) = (x-x-)/(x+-x-)

Up(X) = (1050-1625)/(900-1625)=0.7931
Ud(X) = (9-10)/(3-10)=0.1429

U(C)=U(X)
Kp(1)+Kd(0) = Kp(0.7931)+Kd(0.1429)
Kp(0.2069)=Kd(0.1429)
Kd=1.4479Kp

Including the condition that the weights must sum to 1:
Kd=1.4479(1-Kd)
Kd=1.4479-1.4479Kd
2.4479Kd=1.4479
Kd=0.5915 ; Kp=0.4085

c)

Laptops A and E are both more expensive and require more days in the shop than laptop D, so laptop D dominates laptops A and E. So we can eliminate those two options.

|Laptops |C |D |F |B |
|Up |1 | | |0 |
| | | | | |
|Ud |0 | | |1 |

We can derive the corresponding scores for other laptops by using a formula:
Ui (x) = (x-x-)/(x+-x-)

Up(D) = (1025-1625)/(900-1625) = 0.8276
Up(F) = (1100-1625)/(900-1625) = 0.7241
Ud(D) = (6-10)/(3-10) = 0.5714
Ud(F) = (5-10)/(3-10) = 0.7143

|Laptops |C |D |F |B |
|Up |1 |0.8276 |0.7241 |0 |
| | | | | |
|Ud |0 |0.5714 |0.7143 |1 |

Calculating overall utilities:

U(C) = 1*0.4085=0.4085
U(B) = 1*0.5915=0.5915
U(D) = 0.8276*0.4085+0.5714*0.5915 = 0.6761
U(F) = 0.7241*0.4085+0.7143*0.5915 = 0.7183

Purchasing laptop F comes out to be the best option comparing to other alternatives.

d) There could be some factors (other than money losses) that would be important in demining the tradeoff between cost and the reliability. For example, the amount of time Shirley will have to loose on bringing the laptop to the repair services and taking it back. Also, inability to perform some urgent activities via your computer. And finally, some valuable information can be lost if the laptop will suddenly break, so considering this factor is also important.

Case 3

a) EU(A) = 0.24*U(13208+3500)+0.76*U(-1273+3500) = 0.24*(0.008*16708-3.85*ln(16708))+0.76*(0.008*2227-3.85*ln(2227)) = 14.0801

EU(B) = 0.21*U(13894+3500)+0.79*U(-898+3500) = 0.21*(0.008*17394-3.85*ln(17394))+0.79*(0.008*2602-3.85*ln(2602)) = 13.8540

EU(C) = 0.18*U(6745+3500)+0.82*U(1200+3500) = 0.18*(0.008*10245-3.85*ln(10245))+0.82(0.008*4700-3.85*ln(4700)) = 12.4918

Expected utility of alternative A is higher so Brigg should choose alternative A.

b) EU(A) = 0.24*U(13208+7300)+0.76*U(-1273+7300) = 0.24*(0.008*20508-3.85*ln(20508))+0.76*(0.008*6027-3.85*ln(6027)) = 41.3776

EU(B) = 0.21*U(13894+7300)+0.79*U(-898+7300) = 0.21*(0.008*21194-3.85*ln(21194))+0.79*(0.008*6402-3.85*ln(6402)) = 41.3559

EU(C) = 0.18*U(6745+7300)+0.82*U(1200+7300) = 0.18*(14045*0.008-3.85*ln(14045))+0.82*(8500*0.008-3.85*ln(8500)) = 40.8027

Expected utility of alternative A is higher so Brigg should choose alternative A.

c) EU(A) = 0.24*U(13208+11500)+0.76*U(-1273+11500) = 0.24*(0.008*24708-3.85*ln(24708))+0.76*(0.008*10227-3.85*ln(10227)) = 73.2583

EU(B) = 0.21*U(13894+11500)+0.79*U(-898+11500) = 0.21*(0.008*25394-3.85*ln(25394))+0.79*(0.008*10602-3.85*ln(10602)) = 73.2755

EU(C) = 0.18*U(6745+11500)+0.82*U(1200+11500) = 0.18*(0.008*18245-3.85*ln(18245))+0.82*(0.008*12700-3.85*ln(12700)) = 72.9537

Expected utility of alternative B is higher so Brigg should choose alternative B.

d) EU(A) = 0.24*U(13208+3500)+0.76*U(-1273+3500) = 0.24*(0.0019*16708-1.25*e-16708/1215)+0.76*(0.0019*2227-1.25*e-2227/1215) = 10.6827

EU(B) = 0.21*U(13894+3500)+0.79*U(-898+3500) = 0.21*(0.0019*17394-1.25*e-17394/1215)+0.79*(0.0019*2602-1.25*e-2602/1215) = 10.7298

EU(C) = 0.18*U(6745+3500)+0.82*U(1200+3500) = 0.18*(0.0019*10245-1.25*e-10245/1215)+0.82*(0.0019*4700-1.25*e-4700/1215) = 10.8049

Expected utility of alternative C is higher so Brigg should choose alternative C.

e) EU(A) = 0.24*U(13208+7300)+0.76*U(-1273+7300) = 0.24*(0.0019*20508-1.25*e-20508/1215)+0.76*(0.0019*6027-1.25*e-6027/1215) = 18.0480

EU(B) = 0.21*U(13894+7300)+0.79*U(-898+7300) = 0.21*(0.0019*21194-1.25*e-21194/1215)+0.79*(0.0019*6402-1.25*e-6402/1215) = 18.0607

EU(C) = 0.18*U(6745+7300)+0.82*U(1200+7300) = 0.18*(0.0019*14045-1.25*e-14045/1215)+0.82*(0.0019*8500-1.25*e-8500/1215) = 18.0454

Expected utility of alternative B is higher so Brigg should choose alternative B.

f) EU(A) = 0.24*U(13208+11500)+0.76*U(-1273+11500) = 0.24*(0.0019*24708-1.25*e-24708/1215)+0.76*(0.0019*10227-1.25*e-10227/1215) = 26.0344

EU(B) = 0.21*U(13894+11500)+0.79*U(-898+11500) = 0.21*(0.0019*25394-1.25*e-25394/1215)+0.79*(0.0019*10602-1.25*e-10602/1215) = 26.0456

EU(C) = 0.18*U(6745+11500)+0.82*U(1200+11500) = 0.18*(0.0019*18245-1.25*e-18245/1215)+0.82*(0.0019*12700-1.25*e-12700/1215) = 26.0264

Expected utility of alternative B is higher so Brigg should choose alternative B.

g) Risk neutral person would make his decision according to EMV. EMV(A) = 13208*0.24-1273*0.76 = 2202.44 EMV(B) = 13894*0.21-898*0.79 = 2208.32 EMV(C) = 6745*0.18+1200*0.82 = 2198.1 If Brigg is risk neutral, my recommendation would be – choose alternative B. Because it gives the highest EMV.

The given function represents a risk-averse behavior. U(x)=1.32-0.612*e-x/16054

EU(A) = 0.24*(1.32-0.612*e-13208/16054)+0.76*(1.32-0.612*e1273/16054) = 0.7520 EU(B) = 0.21*(1.32-0.612*e-13894/16054)+0.79*(1.32-0.612*e898/16054) = 0.7546 EU(C) = 0.18*(1.32-0.612*e-6745/16054)+0.82*(1.32-0.612*e-1200/16054) = 0.7819

So if Brigg is not risk neutral and the utility function is U(x)=1.32-0.612*e-x/16054 , I would recommend him to choose alternative C because it has highest expected utility.

To find certainty equivalent, we need to find the certain value of x that U(x)=EU

CE(A): 0.7520=1.32-0.612* e-x/16054 0.568=0.612* e-x/16054 0.9281= e-x/16054 ln(0.9281)= -x/16054 -0.0746*16054=-x x=1197.8819 CE(A)=1197.8819

CE(B): 0.7546=1.32-0.612* e-x/16054 0.5654=0.612* e-x/16054 0.9239= e-x/16054 ln(0.9239)=-x/16054 0.0792*16054=x x=1270.6972 CE(B)=1270.6972

CE(C): 0.7819=1.32-0.612* e-x/16054 0.5381=0.612* e-x/16054 0.8792= e-x/16054 ln(0.8792)=-x/16054 0.1287*16054=x x=2066.8381 CE(C)=2066.8381

The lowest CE has alternative A.

Risk premium = EMV – CE

Risk premium (A) = 2202.44-1197.8819 = 1004.5581 Risk premium (B) = 2208.32-1270.6972 = 937.6228 Risk premium (C) = 2198.1-2066.8381 = 131.2619

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Decision Analysis

...DECISION MODELS Decisions Making Under Uncertainty Decisions Making Under Risk 1. Max-Min Criteria (pessimist) 1. Expected Payoff (Average) - Best of the worst A. Multiply payoffs by probabilities and -Becomes (Min-Max) if loss table add up. (For each action separately) A. Find min (max) in each row B. Pick best action B. Pick the best of the Max (Min) 2. Expected Opportunity Loss A. Set up loss matrix -Subtract all numbers in each column Criteria Max-Max Criterion (Optimist) from the largest number in that column -Best of the best B. Find average opportunity loss Becomes (min-min) if loss table for each action. A. Find max (min) in each row - multiply the probability time loss and B. B. Pick the largest (smallest) add up. C. Pick smallest number (want to min loss) 3. Most Probable State of Nature 3. Weighted Average Criterion A. Determine the most probable state of nature - Coef. of Optimism = α (one with highest probability) - Optimistic=1, pessimistic=0 A. Calculate weighted value B. Pick the action with the highest expected α (best) + (1 - α) (worst) payoff. B. Pick best value C. Good criteria for a non-repetitive Decision 4. Minimizing Regret 5. Expected Value of Perfect Information - Savage opportunity...

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Decision Making Analysis

...Britanie Baker Decision Making Analysis Summary April 27, 2015 MGT/230 Ronald Sprague Decision Making Analysis Summary “The business executive is by profession a decision maker. Uncertainty is his opponent. Overcoming it is his mission” John McDonald. This statement is the best description for Anne Mulcahy. CEO of Xerox, Anne Mulcahy, is a very successful CEO who started her made her way up the corporate latter starting in sales. Anne Mulcahy was dedicated to the success of Xerox, and had to make difficult decisions in order to make the company see growth in profits again. In order to fulfill her vision of the success of Xerox she had to sell divisions, and lay off employees. All though these were tough decisions to make Anne had to do what was necessary to save Xerox from bankruptcy. Ms. Mulcahy cut a billion in cost in her first year as CEO. She also made the executive decision to put money into new technology as a way of reinventing Xerox. During week two Learning Team A had to answer questions based on this information. Learning Team A discussed how Xerox embraced characteristics of taking risk, and characteristics of managerial decisions. Throughout the discussion it was clear that most of the team members in Learning Team A agreed that Xerox embraced risk taking. The reason for this is that Xerox was on the verge of falling into bankruptcy. In order to save the company Anne Mulcahy had to cut, terminate positions, and sell divisions in order to...

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Decision Making Analysis

...Decision Making Analysis Shon Kele MGT/230 August 28 2015 Steve Brennan Decision Making Analysis In every organization there is a golden goose. There is a hidden talent that most times is over looked and the potential of that individual is never unleashed. But there are a few that gets past with the vision of someone seeing potential, passion, and pride. Anne M. Mulcahy, was just the person Xerox was looking for. Potential, Passion, and Pride From reviewing the video in this week’s lesson, Anne Mulcahy was a sister of a brother whom worked for Xerox and thought it would be a great opportunity for his sister to work there. She did just that, and like everyone else would have to start from the bottom. An English Major who started off in Sales has worked her way up the cooperate ladder and was definitely making a name for herself. She became the head of human resources where I believe is an amazing place to work. I mean what better way to learn about the company and the people behind the scenes. Soon afterwards she developed a desktop printer division. Lastly, the final stepping stone was a former CEO by the name Paul Allaire, saw great things in Anne Mulcahy and requested she be put into company president positon and a molding tool for a shot at CEO. Making a difference Paul Allaire, saw so much potential in Anne Mulcahy, he appointed her President of Xerox where she worked a few years and soon became CEO. While at CEO, she had a few situations...

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Decision Making Analysis

...Decision Making Analysis Discussion Summary MGT/230 09/07/2015 Decision Making Analysis Discussion When Ann Mulcahy became the CEO of Xerox she was born into an environment full of conflict and strife. Inheriting a disastrous mess and the company drowning in debt, she had to make bold, decisive decisions that took the company away from its’ entrenched way of doing things. Conflict was definitely one of the characteristics of management that Mulcahy dealt with when she became the acting CEO of Xerox. Mulcahy had been with the company for thirty years and had held various positions in human resources, sales, and was the creator and leader of a desk jet printer division. In the video it says that Mulcahy considered the people of Xerox to be her family. This fact must have taken a heavy toll when she needed to make decisions about cutting costs and restructuring the company. Within the first year of Mulcahy taking over she cut one billion in costs, and included in that one billion was the deskjet printer division that she herself created. Job elimination was certainly part of Mulcahy’s plan to reduce costs, the source material does not specify whether or not employees were repurposed to different divisions or if many were subject to straight layoffs or if it was a combination of the two. It was fortunate that Mulcahy had a wealth of knowledge of how different departments operated before she became CEO. Having a from the ground up background with the company undoubtedly gave...

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Decision Making Analysis

...Customer Interview Assignment – Magazine Purchase Decision-Making Process Demographics Gender | Male | Rough income level : upper middle | Age | 37 | for this study: low = less than $20K, lower middle = $20-50K, upper middle= $50-100K, high = $100K | Marital Status | Married | | Target Market Fit A magazine subscription that included online access to current and archived article | Low | A magazine subscription that included access to articles on a reading device (i.e. Kindle, iPad) | Low | One-off, on demand purchases of magazine issues on a reading device (i.e. Kindle, iPad) | Low | DMP Description: Customer Decision Making Process (DMP) is really a very complicated process. Different customer will show difference expression during the process. The objective of this survey is to find out how customers make decision when they want to purchase magazines. Based on my interview and the DMP mode, analysis of this customer is as below: Life part: The internal fact to impact on this customer’s choice is this customer loves to know every single thing about fashion. Apparently, he is not satisfied by only searching data through internet. He wants to hold real magazine on his hand to enjoy the knowing process about information. That is why he likes to buy several magazines each month. The fact, he knows his needs very well, gives meaning, purpose and relevance to what he do. The external fact on this part is this customer connects to fashion industry closely...

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