Racquet Centers, Inc. (RCI) is a small investment company. The company is considering building a new racquet center. If the demand for the center is high (i.e., there is a favorable market for the racquet center), RCI could realize a net profit of $100,000. If the market is not favorable, RCI could lose $40,000. Of course, they don't have to proceed at all; in which case, there is no cost. In the absence of any market data, the best RCI can guess is that there is a 50-50 chance the center will be successful. What should RCI do? Obviously they should construct the center as the following table shows the Expected Monetary value of construction the center is $30,000 Probabilities 0.5 0.5 Favorable Market Unfavorable Market Construct The Center Do Nothing $100,000.00 0 ($40,000.00) 0 EMV= EMV= $30,000.00 $0.00
Racquet Centers, Inc. (RCI) is a small investment company. The company is considering building a new racquet center. If the demand for the center is high (i.e., there is a favorable market for the racquet center), RCI could realize a net profit of $100,000. If the market is not favorable, RCI could lose $40,000. Of course, they don't have to proceed at all; in which case, there is no cost. In the absence of any market data, the best RCI can guess is that there is a 50-50 chance the center will be successful. What should RCI do? Obviously they should construct the center as the following table shows the Expected Monetary value of construction the center is $30,000 Probabilities 0.5 0.5 Favorable Market Unfavorable Market Construct The Center Do Nothing $100,000.00 0 ($40,000.00) 0 EMV= EMV= $30,000.00 $0.00
College Algebra (MindTap Course List)
12th Edition
ISBN:9781305652231
Author:R. David Gustafson, Jeff Hughes
Publisher:R. David Gustafson, Jeff Hughes
Chapter6: Linear Systems
Section6.8: Linear Programming
Problem 5SC: If during the following year it is predicted that each comedy skit will generate 30 thousand and...
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a. Develop a new decision tree for RCI to reflect the options now open with the market study.
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