Practical Management Science
6th Edition
ISBN: 9781337406659
Author: WINSTON, Wayne L.
Publisher: Cengage,
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 9.3, Problem 6P
Summary Introduction
To perform: How much the company would be willing to pay.
Introduction: The variation between the present value of the
Expert Solution & Answer
Trending nowThis is a popular solution!
Students have asked these similar questions
On Monday, a certain stock closed at $10 per share. Before the stock market opens on Tuesday, you expect the stock to close at $9, $10, or $11 per share, with respective probabilities 0.3, 0.3, and 0.4. Looking ahead to Wednesday, you expect the stock to close 10 percent lower, unchanged, or 10 percent higher than Tuesday’s close, with the following probabilities.
Tuesday's Close
10 Percent Lower
Unchanged
10 Percent Higher
$9
0.4
0.3
0.3
10
0.2
0.2
0.6
11
0.1
0.2
0.7
Early on Tuesday, you are directed to buy 100 shares of the stock before Thursday. All purchases are made at the end of the day, at the known closing price for that day, so your only options are to buy at the end of Tuesday or at the end of Wednesday. You wish to determine the optimal strategy for whether to buy on Tuesday or defer the purchase until Wednesday, given the Tuesday closing price, to minimize the expected purchase price.
Develop and evaluate a decision tree.
a-1. Determine the optimal…
Suppose that you want to invest $10,000 in the stock market by buying shares in one of two companies: A and B. Shares in company A though risky, could yield a 50% return on investment during the next year. If the stock market if conditions are not favorable (bear market) the stock may lose 20% of it value. Company B provides safe investments with 15% return in a bull market and only 5% in a bear market Ali the applications you have consulted are predicting a 60% chance for a bull market and 40% for a bear market. Where you invest your money? Construct a decision tree.
If a project’s stand-alone, corporate, and market risk are known tobe highly correlated, would this make the task of evaluating theproject’s risk easier or harder? Explain.
Chapter 9 Solutions
Practical Management Science
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
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- You are given a payoff table: Positive market Negative market Probabililty 0.40 0.60 Alternatives Go 100 150 No Go 200 100 Based on these probabilities, a person would select the option "No Go". However, you have a concern about the accuracy of the probabilities. It can be stated that "No Go" is still the best alternative as long as the probability of option "Go" is at least:arrow_forwardYour company needs to make an important decision thatinvolves large monetary consequences. You have listedall of the possible outcomes and the monetary payoffsand costs from all outcomes and all potential decisions.You want to use the EMV criterion, but you realize thatthis requires probabilities and you see no way to findthe required probabilities. What can you do?arrow_forwardA store owner must decide whether to build a small or a large facility at a new location. Demand at a location can be either small or large, which probabilities estimated to be 0.4 and 0.6, respectively. If small facility is built and demand proves to be high, the manager may choose not to expand (payoff=P235,000) or to expand (payoff=P275,000). If a small facility is built and demand is low, there is no reason to expand and the payoff is P220,000. If a large facility is built and demand proves to be low, the choice is to do nothing (P60,000) or to stimulate demand through local advertising. The response to advertising may be either modest or sizable, with their probabilities estimated to be 0.3 and 0.7, respectively. If it is modest, the payoff grows to P230,000 if the response is sizable. Finally, if a large facility is built and demand turns out to be high, the payoff is P900,000.a.) Draw a decision tree.b.) Determine the expected payoff for each decision and event node.c.)…arrow_forward
- A manager is deciding whether to build a small or a large facility. Much depends on the future demand that the facility must serve, and demand may be small or large. The manager knows with certainty the payoffs that will result under each alternative, shown in the following payoff table. The payoffs (in $000) are the present values of future revenues minus costs for each alternative in each event. Possible Future DemandAlternative Low HighSmall facility 200 270Large facility 160 800Do nothing 0 0What is the best choice if future demand will be low?arrow_forwardA retailer must decide whether to build a small or a large facility at a new location. Demand at the location can be either low or high, with probabilities estimated to be 0.4 and 0.6, respectively. If a small facility is built and demand proves to be high, the manager may choose not to expand (payoff = $223,000) or to expand (payoff = $270,000). If a small facility is built and demand is low, there is no reason to expand and the payoff is $200,000. If a large facility is built and demand proves to be low, the choice is to do nothing ($40,000) or to stimulate demand through local advertising. The response to advertising may be either modest or sizable, with their probabilities estimated to be 0.3 and 0.7, respectively. If it is modest, the payoff is estimated to be only $20,000; the payoff grows to $220,000 if the response is sizable. Finally, if a large facility is built and demand turns out to be high, the payoff is $800,000.Draw a decision tree. Then analyze it to determine the…arrow_forwardFor all problems where a risk-free rate or a dividend yield is given, assume that the interest rate and the dividend yield are annual and continuously compounded rates. The current price of a non-dividend-paying stock is $150. The volatility of the stock price is 20%, and the risk-free interest rate is 3% for all maturities. Using the Black-Scholes pricing model, estimate today’s probabilities that the stock price in one year will be (a) less than or equal to $120, (b) between $120 and $160, and (c) greater than $160.arrow_forward
- Consider a public project with the cost of 500. There are three individuals with the following benefits for the public good: v1=400, v2=200 and v3=0. Which of the following statement is false about the VCG (Vickrey-Clarke-Groves) mechanism? None of the options The budget deficit is 200 VCG mechanism is strategy-proof The tax for individual 3 is equal to 0 The tax for individual 1 is equal to 300arrow_forwardIf Jensen obtains the job based on a bid of $14,300, what is the probability that he will lose money on the job?Note: Use Appendix B (link to appendix b https://cxp-cdn.cengage.info/protected/prod/assets/b6/2/b62d7c39-0b28-4359-ade6-4e056146f23e.pdf?__gda__=st=1671734492~exp=1672339292~acl=%2fprotected%2fprod%2fassets%2fb6%2f2%2fb62d7c39-0b28-4359-ade6-4e056146f23e.pdf*~hmac=6aa777d3df8bd33ffb3bbf0e849b197e2f0e6fb7a521cce4eb085aa7faf52b03) to identify the areas for the standard normal distribution. If required, round your answer to four decimal places.arrow_forwardAn investor has a certain amount of money available to invest now. Three alternative investments are available. The estimated profits, in Kwacha, of each investment under each economic condition are indicated in the following payoff table: Event Investment selection A B C Economy declines 500 -2000 -7000 No charge 1000 2000 -1000 Economy Expand 2000 5000 20,000 Based on his own past experience, the investor assigns the following probabilities to each economic condition: P (Economy declines) = 0.30 P (No Change) = 0.50 P (Economy expands) = 0.20 i. Compute the coefficient of variation for each investment. ii. Compute the return-to-risk ratio (RTRR) for each investment. iii. Based on (i) and (ii), what investment would you choose? Why?arrow_forward
- A company is considering whether to market a new product. Assume, for simplicity, that if this product is marketed, there are only two possible outcomes: success or failure. The company assesses that the probabilities of these two outcomes are p and 1 2 p, respectively. If the product is marketed and it proves to be a failure, the company will have a net loss of $650,000. If the product is marketed and it proves to be a success, the company will have a net gain of $1,150,000. If the company decides not to market the product, there is no gain or loss. The company can first survey prospective buyers of this new product. The results of the consumer survey can be classified as favorable, neutral, or unfavorable. Based on similar surveys for previous products, the company assesses the probabilities of favorable, neutral, and unfavorable survey results to be 0.5, 0.3, and 0.2 for a product that will eventually be a success, and it assesses these probabilities to be 0.2, 0.3, and 0.5 for a…arrow_forwardConsider a 3-month European put option on a non-dividend-paying stock. The current stock price is $52, the strike price is $50, the risk-free interest rate is 12% per annum, and the volatility is 30% per annum. What is the price of the put according to the Black-Scholes-Merton model?arrow_forward
arrow_back_ios
arrow_forward_ios
Recommended textbooks for you
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,