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Decision-Making Process
1. Decision-Making Process Define the Problem Enumerate the Decision Factors Consider Relevant Information
Decision Making
- Peter Drucker
Decision Making
Define the Problem Enumerate Decision Factors Consider Relevant Information Identify the Best Alternative Develop a Plan for Implementing the Chosen Alternative Evaluate the Decision and the Decision Process
Controllable
Alternative
Courses of Action
Uncontrollable
Uncertainties in the Competitive Environment
information.
Company Action
Financial Outcome
$150,000
$110,000 $175,000 $90,000
Maintain price
Reduce price further
Maintain Price
$175,000
$90,000
Maintain Price
$175,000
$90,000
Expected value of perfect info: EMVcertainty EMVbest alt.: $168500 - $166500 = $2,000
2. It forces the case analyst to quantify outcomes associated with specific actions
3. It is useful in a variety of settings product, communication, channel, or pricing decisions 4. It can be used in determining the value of perfect information
Was a decision made? Was the decision appropriate, given the situation identified in the case setting?
Case Analysis
Approaching the Case
Become familiar with the issue(s) at hand Identify key facts and assumptions Do not rush to a conclusion Do not work the numbers until you understand their meaning
Case Analysis
Formulating the Analysis Framework for Analysis Nature of the industry, market, and buying behavior The organization A plan of action Potential outcomes
present situation?
Will the action enhance or reduce the organizations ability to compete in the future?
Case Analysis
Communicating the Analysis
2. Presentation outline
3. 4. 5.