Decision Trees Dr. Ron Lembke Operations Management.
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Transcript of Decision Trees Dr. Ron Lembke Operations Management.
![Page 1: Decision Trees Dr. Ron Lembke Operations Management.](https://reader036.fdocuments.in/reader036/viewer/2022062422/56649ebb5503460f94bc42ca/html5/thumbnails/1.jpg)
Decision Trees
Dr. Ron Lembke
Operations Management
![Page 2: Decision Trees Dr. Ron Lembke Operations Management.](https://reader036.fdocuments.in/reader036/viewer/2022062422/56649ebb5503460f94bc42ca/html5/thumbnails/2.jpg)
Decision Trees
Consider different possible decisions, and different possible outcomes
Compute expected profits of each decision Choose decision with highest expected
profits, work your way back up the tree.
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Decision Trees
Decision point Chance events Outcomes Calculate expected value of each chance
event, starting at far right Working our way back toward the
beginning, choosing highest expected outcome at each decision
A
B
3
4
10
5
C
D
E
F
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Simple Example
A
B
3
4
10
5
C 70%
D 30%
E
F
Expected value of A: 0.7*4 + 0.3*10 = 2.8 + 3 = 5.8Expected value of B: 5Choose A?
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Decision Trees Example 2 Computer store thinks demand may grow. Expansion costs $87k, new site $210k, and would cost
same if wait a year New site:
55% chance of profits of $195k. 45% chance of $115k profits.
Expand Current 55% chance of $190k profits 45% chance of $100k profits
Wait and see- enlarge store next year if demand grows If high demand, $190k with expanded store If high demand, $170 with current store If weak demand, $105k with current store
Find the expected profits over 5 years, choose best one.
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Basic Structure of Tree
Weak Growth
Weak Growth
Strong Growth
Strong Growth
Move
Expand
WaitandSee
Weak Growth
Strong Growth
Expand
Do nothing
Hackers’ComputerStore
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Outcomes in each scenario?
Weak Growth
Weak Growth
Strong Growth
Strong Growth
Move
Expand
WaitandSee
Weak Growth
Strong Growth
Expand
Do nothing
Hackers’ComputerStore
Revenue - Move Cost
Revenue - Move Cost
Revenue – Expand Cost
Revenue – Expand Cost
Revenue
Rev – Expand Cost
Revenue
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Add in Probabilities
Weak Growth
Weak Growth
Strong Growth
Strong Growth
Move
Expand
0.45
0.55
0.55
0.45
WaitandSee
Weak Growth
Strong Growth0.55
0.45
Expand
Do nothing
Hackers’ComputerStore
Revenue - Move Cost
Revenue - Move Cost
Revenue – Expand Cost
Revenue – Expand Cost
Revenue
Rev – Expand Cost
Revenue
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5 year Revenues and Costs Move, growth: 195*5 – 210 = 765 Move, low: 115*5 – 210 = 365 Expand, growth: 190*5 – 87 = 863 Expand, low: 100*5 – 87 = 413 Wait, strong, expand: 170+190*4-87=843
Sales of 170, then 4 years of 190 Wait, strong, do nothing: 170*5 = 850
Sales of 170 every year Wait, low, do nothing: 105*5 = 525
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Compute Payoff Values765
365
863
413Weak Growth
Weak Growth
Strong Growth
Strong Growth
Move
Expand
525
843
850
0.45
0.55
0.55
0.45
WaitandSee
Weak Growth
Strong Growth0.55
0.45
Expand
Do nothing
Hackers’ComputerStore
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Making the Decision
Starting at the far right, look at the “Wait and See” option. If demand is strong, we would obviously not expand.
$850k is better than $843. Eliminate the “Expand option”
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Pruning Branches765
365
863
413Weak Growth
Weak Growth
Strong Growth
Strong Growth
Move
Expand
525
843
850
0.45
0.55
0.55
0.45
WaitandSee
Weak Growth
Strong Growth0.55
0.45
Expand
Do nothing
Hackers’ComputerStore
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Expected Values
Move:0.55* 765 + 0.45*365 = $585,000
Wait and See: 0.55*850 + 0.45*525 = $703,750
Expand:0.55 * 863 + 0.45 * 413 = $660,500
Highest expected value is to Wait and see, and either way, do nothing!
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Expected Values765
365
863
413Weak Growth
Weak Growth
Strong Growth
Strong Growth
Move
Expand
525
843
850
0.45
0.55
0.55
0.45
WaitandSee
Weak Growth
Strong Growth0.55
0.45
Expand
Do nothing
Hackers’ComputerStore
$585,000
660,500
703,750
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Other Criteria
Another criteria to use is to pick the one with the highest down side.Best guaranteed resultUnder this, do nothing still wins.
Expected Value is not the only criteria you might want to use
Which has the best possible outcome?Expand, if sales are good, $863.
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Is Dollar next year =$1 Today?
Another criteria to use is to pick the one with the highest down side.Under this, do nothing still wins.
We could also consider the expected value of the future cash streams.
PV = $100/(1+r) = $100/(1.16)=$86.27
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Present Values – Appendix C
At 16%, Next year is worth 0.862=(1+rate)^(-years)Year 2: 0.743Year 3: 0.641Year 4: 0.552Year 5: 0.476
195 per year for 5 years: 195 * (3.274)=638.43
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Decision Tree-NPV428,487
166,544
535,116
240,429Weak Growth
Weak Growth
Strong Growth
Strong Growth
Move
Expand
343,801
529,874
556,630
0.45
0.55
0.55
0.45
WaitandSee
Weak Growth
Strong Growth0.55
0.45
Expand
Do nothing
Hackers’ComputerStore
$310,613
402,507
460,857
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Real Options
Assess the value to me of being able to change my mind in the future
Changed problem slightly -Reduced benefit doing nothing, high demand
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Decision Trees765
365
863
413
Weak
StrongMove
Expand
525
843
820
0.25
0.75
Wait and See
Expand
Do nothing
Hackers’ComputerStore
Weak
Strong0.25
0.75
Weak
Strong0.25
0.75
$465,000
533,000
604,500
820
525Weak
Strong0.25
0.75
Do Nothing
598,750
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Real Options
If we didn’t have the wait and see option, we would Do Nothing.
Option to wait and see is worth $5,750
Move
Expand
Wait and See
465,000
533,000
604,500
Do Nothing 598,750$5,750
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Summary
Building decision treesWhat are decisions, chance events, what is
the sequence?Costs of revenues of each sequence?
Calculating Expected values Deciding a course of action Just for your Edification
Time Value of MoneyReal Options