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Decision Models
Decision Analysis
DecisionAnalysis
Summer 2013 1
BU.520.601
Let us flip a fair coin once (there is a fee).
If you win I give you $102. If I win, you give me $100.
How much fee will you pay me for playing the game: $5, $2,
$1, $0? You can select any other amount.
Let us flip a fair coin 1000 (there is a fee).
If you win a toss, I give you $102. If I win, you give me $100.
How much fee will you pay for the playing the entire game?
DecisionAnalysis BU.520.601 2
Decision Analysis (DA)
• DA is a methodology applicable to analyze a wide variety of
problems.
• Although DA was used in the 1950s (at Du Pont) and early
1960s (at Pillsbury), major DA development took place in mid
sixties. One of the earliest application (at GE) was to analyze
whether a super heater should be added to the current power
reactor.
• DA has been considered as a technology to assist
(individuals and) organizations in decision making by
quantifying the considerations (even though they may be
subjective) to deduce logical actions.
DecisionAnalysis BU.520.601 3
Decision Analysis (DA)
One can discuss many topics listed below; we will look at a few.
• Problem Formulation.
• Decision Making with / without Probabilities.
• Risk Analysis and Sensitivity Analysis.
• Decision Analysis with Sample / Perfect Information.
• Multistage decision making.
DecisionAnalysis BU.520.601 4
Decision analysis without probabilities
Concepts covered: Payoff table.
Different approaches: Maximax, maximin, minimax regret
Example: There are four projects; I can select only one. The
payoff table shows potential “payoff” depending upon likely
economic conditions.
DecisionAnalysis BU.520.601 5
Maximax
If you are an optimist, you will decide on the basis of Maximax.
Alternatives Economic Condition Step 1: Pick the max value
Recession Normal Boom for each alternative.
Project A 6100
4075 5000 6100
Project B 12080
0 5250 12080
Project C 10375
2500 7000 10375
DecisionAnalysis BU.520.601 6
Maximin
If you are a conservative you will use Maximin.
DecisionAnalysis BU.520.601 7
Minimax Regret You are neither optimist nor conservative.
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Decision analysis with probabilities
Typically, we use a tree diagram for the decision analysis.
1. A decision point is shown by a rectangle
2. Alternatives available at a decision point
DB are shown as decision branches (DB).
3. At the end of each DB, there
CB can be two or more chance
20%
55% events shown by a node and
Decision chance branches (CB).
point 25% Chance events must be mutually
exclusive and exhaustive (total
probability = 1).
4. At the end of each branch is an endpoint shown as a triangle
where a payoff will be identified.
DecisionAnalysis BU.520.601 11
Decision analysis with probabilities
Decision point: Chance event : End point:
DB: Decision Branch CB: Chance Branch
At the chance node, we calculate the average
(i.e. expected) payoff. The terminology used is
DB Expected Monetary Value (EMV)
If there is no chance event for a
CB particular decision branch, it’s
20%
55% EMV is equal to the payoff.
DecisionAnalysis BU.520.601 12
A larger tree diagram
DecisionAnalysis BU.520.601 13
Example 1 You bought 500 units of X @$10 each.
A dealer has offered to buy these from you @$14 each ( you can
make $4/unit profit).
Obviously, if demand exceeds 500, you will sell all 500. On the
other hand, if demand is under 500, you will have leftover units.
These leftover items can disposed off for $7 each ($3 loss, the
dealer will no longer buy these leftover units from you).
DecisionAnalysis BU.520.601 14
Example 1 .. Suppose you have 500 units of X in
Demand: X 300 400 500 600 stock, purchased for $10 each. Dealer
Pr(X) 0.30 0.45 0.20 0.05 sales price:$14, self sale price:$16
with salvage value:$7.
Start with the tree having 2 branches (DB) at the decision point.
There are no chance events in the dealer sale branch,
Dealer For the self sale, there are 4
Sale mutually exclusive possibilities.
Self sale
500, 20%
DecisionAnalysis BU.520.601 15
Example 1 ... Suppose you have 500 units of X in
Demand: X 300 400 500 600 stock, purchased for $10 each. Dealer
Pr(X) 0.30 0.45 0.20 0.05 sales price:$14, self sale price:$16
with salvage value:$7.
EMV = 2000
Payoff = 500*4 = 2000
Dealer
Sale Payoff = 300*6 – 200*3 = 1200
The risk profile shows all the possible economic outcomes and
provides the probability of each: it is a probability distribution for
the principal output of the model.
DecisionAnalysis BU.520.601 17
Example 3
We have received RFP (Request For Proposal).
• We may not want to bid at all (our cost: 0)
• If we bid, we will have to spend $5k for proposal preparation.
Based on the information provided in the RFP, a quick decision
is to bid either $115k or $120k or $125k.
We must select among 4 alternatives (including no bid).
DecisionAnalysis BU.520.601 19
Example 3…
1. There is a 30% probability that the competitor will not bid.
2. If the competitor does bid, there is
(a) 20% probability of bid under $115.
(b) 40% probability of bid $115 to under $120.
(c) 30% probability of bid under $120 to under $125.
(d) 10% probability of bid over $125.
DecisionAnalysis BU.520.601 20
Example 3: Actual Profit for our bid
Prob. Competitor
0 115 120 125
30% 1. No bid 0 15 20 25
14% 2a. < $115 0 -5 -5 -5
28% 2b. $115 to < $120 0 15 -5 -5
21% 2c. $120 to < $125 0 15 20 -5
7% 2d. > $125 0 15 20 25
bid
(-5)*(0.14) + 15 * (0.86) = $12.2
DecisionAnalysis BU.520.601 21
Example 3: Actual Profit for our bid
Prob. Competitor
0 115 120 125
30% 1. No bid 0 15 20 25
14% 2a. < $115 0 -5 -5 -5
28% 2b. $115 to < $120 0 15 -5 -5
21% 2c. $120 to < $125 0 15 20 -5
7% 2d. > $125 0 15 20 25
=MAX(D9:G9)
INDEX+MATCH
HLOOKUP ?
Value we are looking (12.2) is not in the ascending order in the table.
DecisionAnalysis BU.520.601 23
Example 3: Sensitivity analysis
What if 30% probability of no bid from competitor is incorrect?
DecisionAnalysis BU.520.601 24
Ex. 3: DA and value of information
Our decision was to bid $115 and EMV was $12.2. Suppose we
get competitor’s bid information. Can we improve our profit?
Profit for our bid
Competitor’s bid 0 115 120 125 What is the probability?
1. No bid 0 15 20 25 0.30
2a. Under $115 0 -5 -5 -5 0.7 * 0.2 = 0.14
2b. $115 to under $120 0 15 -5 -5 0.7 * 0.4 = 0.28
2c. $120 to under $125 0 15 20 -5 0.7 * 0.3 = 0.21
2d. Over $125 0 15 20 25 0.7 * 0.1 = 0.07
DecisionAnalysis BU.520.601 25
Example 3: Alternate method
CB=0
<115 -$5
15(.3)+11(.7) = $12.2 30% $15 20% 115 to <120 $15
40%
$0 70%
CB 30% 120 to < 125
OB= 10%
$15
No $115 >125 $15
bid
$20
30%
OB=
bid $120 70%
$5
Our $12.2 $9.5
-5(.2)+15(.4+.3+.1) = $11
decision OB=
$125
30% $25
70% -$2
$6.1 EMV Payoff
DecisionAnalysis BU.520.601 26
Example 3…..
OB=
$125
$6.1
DecisionAnalysis BU.520.601 27
•
Utility theory Different people will pay different
amounts to play the first game
Consider the gambling Expected payoff in the first game is $1
problems again. but most people do not want to play the
– Let us flip a fair coin once. game at all.
– If you win I give you $102 Why? Losing $100 is a bigger event
than winning $102
– If I win, you give me $100
• Most people will play the second game.
– How much will you pay me
to play this game: $5, $2, Still differ in how much they will pay.
$1, $0 ? • For most people a gain that is twice as
Consider another gamble big is not twice as good.
– Let us flip the same coin • A loss of twice as much is more than
(500 times) with the same twice as bad.
payoffs • People’s attitude towards risk can be
– How much will you pay me categorized as: risk averse, risk seeker
to play this game? and risk neutral.
• A common way to express it is through
the decision-maker’s utility function.
DecisionAnalysis BU.520.601 28
Utility is a measure of relative satisfaction. We can plot a graph of amount
of money spent vs. “utility” on a 0 to 100 scale. Typical shapes for different
types of risk takers generally follow the patterns shown below.
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