According to M. Solomon, “Household decision making” is the process of the consumer decision making that involves more than one person on the purchasing for products or services that multiple consumers use.
Fig. 1. Stages in consumer decision making
Source: Solomon (2011)
This turns into a more complex decision process than the individual decision making, since different persons have to agree to best purchase they face factors of conflict among them because of: interpersonal need, product involvement and utility, responsibility and power. (Seymour, D and Lessne, G in Solomon 2011).
The document discusses various location strategy considerations for operations management. It covers factors that affect location decisions such as labor productivity, exchange rates, political risks, and proximity to markets/suppliers. Methods for evaluating location alternatives are described, including the factor-rating method, locational break-even analysis, and center-of-gravity method. Specific location strategies for different industries like hotels, call centers, and how companies use geographic information systems are also summarized.
The document provides an overview of cultural differences and strategic approaches to conducting business across cultures. It discusses Hofstede's model of cultural levels and strategic predispositions like ethnocentric, polycentric, regio-centric, and geocentric approaches. Specific differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries. Cultural similarities across some regions are also noted.
A very simple yet precise description of costing and pricing,with examples of both.help for both management and engineering students,specially for entrepreneurship development.like.comment and share.
Capital movement theory describes international capital movement as any transfer of capital between countries, in the form of physical capital or financial capital, with the goal of obtaining extra profit through interest, dividends, shares, or rental profits from corporations abroad. International capital movement plays an important role in the economic development of many countries by providing outlets for savings, helping to finance underdeveloped countries, easing balance of payments problems, and contributing to more stable economic growth patterns through smoothing of business cycles. One of the most significant economic developments of the 1990s was the surge in international capital flows resulting from greater financial liberalization and technological improvements.
The document discusses location planning and analysis. It covers factors organizations consider when making location decisions such as markets, raw materials, costs, and regulations. Location decisions can involve expanding existing facilities, opening new locations, closing locations, or doing nothing. The evaluation process involves identifying criteria, alternatives, and factors at the regional, community, and site levels to select the best location.
This document discusses various factors that influence international pricing strategies and decisions. It outlines analytical dimensions like production costs, exchange rates, and competition that managers consider. It also presents different pricing objectives such as market penetration or market skimming. The document then examines pricing policies like uniform pricing or market-by-market pricing. Finally, it analyzes environmental influences and provides alternatives for global pricing approaches.
Operations Management for Competitive AdvantageMBA ASAP
Operations management involves planning, organizing, coordinating, and controlling all the resources needed to produce a company's goods and services. Understanding your target market and customer segments, and how to make them happy, drives operating decisions for effectiveness and efficiency.
This document discusses the drivers and hurdles of globalization. The key drivers that propel globalization forward are technological advances in transportation and communication, political liberalization of trade policies, saturation of domestic markets leading companies to internationalize, leveraging costs differences between countries, and increased global competition. However, globalization also faces hurdles such as technological standards barriers between countries, cultural differences that make cross-border business difficult, debates around the ethics of international trade practices, and economic trade barriers that governments impose.
The document discusses current issues in international accounting including differences between countries' accounting standards, efforts toward harmonization, and convergence of standards. It notes that historically accounting grew independently in different countries, resulting in considerable differences. Major factors influencing these differences include a country's legal system, taxation practices, capital providers, culture, and historical events. International organizations are working to reduce differences and increase comparability through harmonization and convergence. Critics argue convergence has limitations and may not suit all countries.
The document discusses four general models of consumer behavior:
1) The economic model views consumers as rational actors seeking to maximize utility given scarce resources.
2) The psychological model views behavior as learned through stimuli, responses, and reinforcements.
3) The psychoanalytic model examines subconscious motives and how perception and experiences influence decisions.
4) The sociological model emphasizes the impact of social groups, culture, and reference groups on consumption patterns.
This document summarizes key concepts in production and operations management related to product development and management. It discusses that organizations exist to provide goods/services to customers and focus on core products. The product life cycle includes introduction, growth, maturity, and decline phases. It's important for operations to successfully introduce new products. Other topics covered include product strategy, design, development processes, and responding to environmental changes.
The document outlines an operations strategy framework to improve products, services, and operations processes. It discusses competing priorities, an operations strategy framework including order winners and qualifiers, integration of new products and services processes, and performance objectives and critical success factors. It provides examples of how the framework can be applied to reconcile operations and marketing strategies and set performance goals for a pump manufacturer.
Strategic role of compensation, strategic compensation policy, total compensa...Ramona Beharry
This PowerPoint deals with the Strategic role of compensation in the organization. States how you develop a total compensation strategy and also strategic compensation planning.
A) What is operations management?
B) Operations management is important in all types of organization
C) The input–transformation–output process
D) The process hierarchy
E) Operations processes have different characteristics
F) The activities of operations management
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
What is Pricing Strategy and what are the objectives and factors affecting the Pricing Strategy.
There are Certain types of Pricing Strategies as well. Each and every strategy has its own affect on the product and services offered by an organization.
Multinational companies demand multicultural teams, leaders have to manage different teams in different places, with different culture. Cultural differences could be a trap.
CRM plays an important role in the service industry, especially in the hospitality sector. CRM allows luxury hotels to collect customer information to build relationships and improve customer satisfaction and loyalty, which increases profitability. It also helps hotels provide personalized service to loyal customers. Using CRM, hotels can understand customer behavior, needs, and satisfaction to ensure their services meet customer expectations. In today's competitive environment, CRM has become a key strategy for attracting and retaining customers in the service industry.
Cost means the amount of expenditure (actual or notional) incurred on, or attributable to, a given thing.
The Institute of Cost and Management Accountant, England (ICMA) has defined Cost Accounting as – “the process of accounting for the costs from the point at which expenditure incurred, to the establishment of its ultimate relationship with cost centers and cost units.
In its widest sense, it embraces the preparation of statistical data, the application of cost control methods and the ascertainment of the profitability of activities carried out or planned”.
This document outlines the major aspects to consider in conducting a feasibility study for a new project. It discusses management aspects during construction and operation, marketing aspects including demand, supply, pricing and sales projections, technical aspects of production including machinery and waste disposal, taxation, financing, financial projections, assumptions, and the social desirability of the project in terms of jobs, tax revenues, and related industries. The feasibility study aims to analyze all relevant factors to determine if the project is viable and worthwhile.
This document provides an overview of cross-cultural training. It discusses the role of training in supporting expatriate adjustment and performance. Effective pre-departure training includes cultural awareness, preliminary visits, language skills, and relocation assistance. Training can vary in rigor from short lectures to month-long experiential programs. Components of cross-cultural training include cultural orientation, language training, sensitivity training, and field experience. The document also examines conceptual frameworks for cross-cultural training, including models by Tung, Mendelhall & Oddou, and Black & Mendelhall.
Advantages and Disadvantages of taxation systemDeya Rajput
This document discusses the advantages and disadvantages of direct and indirect taxation systems. It begins by defining taxation as a tool governments use to redistribute income among citizens. It then outlines some key advantages and disadvantages of direct taxes, such as income tax, which are levied directly on individuals and corporations. Some advantages include redistributing income more evenly and enhancing civic awareness, while disadvantages include potential for tax evasion and reduced purchasing power. The document also examines advantages and disadvantages of indirect taxes, like sales tax, which are levied on goods and services and ultimately paid by consumers. Advantages include the ability to tax poorer citizens, while disadvantages include the taxes being regressive and potentially raising prices excessively. In general, the document provides a broad overview
Actionable Insights Through Association Mining of Exchange Rates: A Case Studyertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/actionable-insights-through-association-mining-of-exchange-rates-a-case-study/
Association mining is the methodology within data mining that researches associations among the elements of a given set, based on how they appear together in multiple subsets of that set. Extensive literature exists on the development of efficient algorithms for association mining computations, and the fundamental motivation for this literature is that association mining reveals actionable insights and enables better policies. This motivation is proven valid for domains such as retailing, healthcare and software engineering, where elements of the analyzed set are physical or virtual items that appear in transactions. However, the literature does not prove this motivation for databases where items are “derived items”, rather than actual items. This study investigates the association patterns in changes of exchange rates of US Dollar, Euro and Gold in the Turkish economy, by representing the percentage changes as “derived items” that appear in “derived market baskets”, the day on which the observations are made. The study is one of the few in literature that applies such a mapping and applies association mining in exchange rate analysis, and the first one that considers the Turkish case. Actionable insights, along with their policy implications, demonstrate the usability of the developed analysis approach.
Novartis introduced i-nexus to more effectively control and report on capital expenditure and to facilitate enhanced IQP (Innovation Quality Productivity) project management. The i-nexus Capital Expenditure and Operational Excellence StartPoint solutions have projects that have been initiated in divisions including pharma, vaccines and diagnostics, and consumer health.
The document discusses location planning and analysis. It covers factors organizations consider when making location decisions such as markets, raw materials, costs, and regulations. Location decisions can involve expanding existing facilities, opening new locations, closing locations, or doing nothing. The evaluation process involves identifying criteria, alternatives, and factors at the regional, community, and site levels to select the best location.
This document discusses various factors that influence international pricing strategies and decisions. It outlines analytical dimensions like production costs, exchange rates, and competition that managers consider. It also presents different pricing objectives such as market penetration or market skimming. The document then examines pricing policies like uniform pricing or market-by-market pricing. Finally, it analyzes environmental influences and provides alternatives for global pricing approaches.
Operations Management for Competitive AdvantageMBA ASAP
Operations management involves planning, organizing, coordinating, and controlling all the resources needed to produce a company's goods and services. Understanding your target market and customer segments, and how to make them happy, drives operating decisions for effectiveness and efficiency.
This document discusses the drivers and hurdles of globalization. The key drivers that propel globalization forward are technological advances in transportation and communication, political liberalization of trade policies, saturation of domestic markets leading companies to internationalize, leveraging costs differences between countries, and increased global competition. However, globalization also faces hurdles such as technological standards barriers between countries, cultural differences that make cross-border business difficult, debates around the ethics of international trade practices, and economic trade barriers that governments impose.
The document discusses current issues in international accounting including differences between countries' accounting standards, efforts toward harmonization, and convergence of standards. It notes that historically accounting grew independently in different countries, resulting in considerable differences. Major factors influencing these differences include a country's legal system, taxation practices, capital providers, culture, and historical events. International organizations are working to reduce differences and increase comparability through harmonization and convergence. Critics argue convergence has limitations and may not suit all countries.
The document discusses four general models of consumer behavior:
1) The economic model views consumers as rational actors seeking to maximize utility given scarce resources.
2) The psychological model views behavior as learned through stimuli, responses, and reinforcements.
3) The psychoanalytic model examines subconscious motives and how perception and experiences influence decisions.
4) The sociological model emphasizes the impact of social groups, culture, and reference groups on consumption patterns.
This document summarizes key concepts in production and operations management related to product development and management. It discusses that organizations exist to provide goods/services to customers and focus on core products. The product life cycle includes introduction, growth, maturity, and decline phases. It's important for operations to successfully introduce new products. Other topics covered include product strategy, design, development processes, and responding to environmental changes.
The document outlines an operations strategy framework to improve products, services, and operations processes. It discusses competing priorities, an operations strategy framework including order winners and qualifiers, integration of new products and services processes, and performance objectives and critical success factors. It provides examples of how the framework can be applied to reconcile operations and marketing strategies and set performance goals for a pump manufacturer.
Strategic role of compensation, strategic compensation policy, total compensa...Ramona Beharry
This PowerPoint deals with the Strategic role of compensation in the organization. States how you develop a total compensation strategy and also strategic compensation planning.
A) What is operations management?
B) Operations management is important in all types of organization
C) The input–transformation–output process
D) The process hierarchy
E) Operations processes have different characteristics
F) The activities of operations management
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
What is Pricing Strategy and what are the objectives and factors affecting the Pricing Strategy.
There are Certain types of Pricing Strategies as well. Each and every strategy has its own affect on the product and services offered by an organization.
Multinational companies demand multicultural teams, leaders have to manage different teams in different places, with different culture. Cultural differences could be a trap.
CRM plays an important role in the service industry, especially in the hospitality sector. CRM allows luxury hotels to collect customer information to build relationships and improve customer satisfaction and loyalty, which increases profitability. It also helps hotels provide personalized service to loyal customers. Using CRM, hotels can understand customer behavior, needs, and satisfaction to ensure their services meet customer expectations. In today's competitive environment, CRM has become a key strategy for attracting and retaining customers in the service industry.
Cost means the amount of expenditure (actual or notional) incurred on, or attributable to, a given thing.
The Institute of Cost and Management Accountant, England (ICMA) has defined Cost Accounting as – “the process of accounting for the costs from the point at which expenditure incurred, to the establishment of its ultimate relationship with cost centers and cost units.
In its widest sense, it embraces the preparation of statistical data, the application of cost control methods and the ascertainment of the profitability of activities carried out or planned”.
This document outlines the major aspects to consider in conducting a feasibility study for a new project. It discusses management aspects during construction and operation, marketing aspects including demand, supply, pricing and sales projections, technical aspects of production including machinery and waste disposal, taxation, financing, financial projections, assumptions, and the social desirability of the project in terms of jobs, tax revenues, and related industries. The feasibility study aims to analyze all relevant factors to determine if the project is viable and worthwhile.
This document provides an overview of cross-cultural training. It discusses the role of training in supporting expatriate adjustment and performance. Effective pre-departure training includes cultural awareness, preliminary visits, language skills, and relocation assistance. Training can vary in rigor from short lectures to month-long experiential programs. Components of cross-cultural training include cultural orientation, language training, sensitivity training, and field experience. The document also examines conceptual frameworks for cross-cultural training, including models by Tung, Mendelhall & Oddou, and Black & Mendelhall.
Advantages and Disadvantages of taxation systemDeya Rajput
This document discusses the advantages and disadvantages of direct and indirect taxation systems. It begins by defining taxation as a tool governments use to redistribute income among citizens. It then outlines some key advantages and disadvantages of direct taxes, such as income tax, which are levied directly on individuals and corporations. Some advantages include redistributing income more evenly and enhancing civic awareness, while disadvantages include potential for tax evasion and reduced purchasing power. The document also examines advantages and disadvantages of indirect taxes, like sales tax, which are levied on goods and services and ultimately paid by consumers. Advantages include the ability to tax poorer citizens, while disadvantages include the taxes being regressive and potentially raising prices excessively. In general, the document provides a broad overview
Actionable Insights Through Association Mining of Exchange Rates: A Case Studyertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/actionable-insights-through-association-mining-of-exchange-rates-a-case-study/
Association mining is the methodology within data mining that researches associations among the elements of a given set, based on how they appear together in multiple subsets of that set. Extensive literature exists on the development of efficient algorithms for association mining computations, and the fundamental motivation for this literature is that association mining reveals actionable insights and enables better policies. This motivation is proven valid for domains such as retailing, healthcare and software engineering, where elements of the analyzed set are physical or virtual items that appear in transactions. However, the literature does not prove this motivation for databases where items are “derived items”, rather than actual items. This study investigates the association patterns in changes of exchange rates of US Dollar, Euro and Gold in the Turkish economy, by representing the percentage changes as “derived items” that appear in “derived market baskets”, the day on which the observations are made. The study is one of the few in literature that applies such a mapping and applies association mining in exchange rate analysis, and the first one that considers the Turkish case. Actionable insights, along with their policy implications, demonstrate the usability of the developed analysis approach.
Novartis introduced i-nexus to more effectively control and report on capital expenditure and to facilitate enhanced IQP (Innovation Quality Productivity) project management. The i-nexus Capital Expenditure and Operational Excellence StartPoint solutions have projects that have been initiated in divisions including pharma, vaccines and diagnostics, and consumer health.
This document summarizes a case study of AST Corporation implementing Oracle Hyperion Public Sector Planning and Budgeting (PSPB) for the Port of Los Angeles (POLA). The existing POLA budget process had several bottlenecks including a lack of integration between systems and manual processes. AST implemented PSPB to automate the budgeting process, integrate systems, and allow for centralized budget planning and approvals. The new process leverages pre-defined PSPB functionality for position and expense budgeting, line item budgeting, reporting, and workflow approvals. A demo of the PSPB system was provided and lessons learned focused on change management.
Budget execution - Eva Zver, Josar Dusan, SloveniaOECD Governance
This presentation was made by Eva Zver and Josar Dusan, Slovenia, at the 2nd Health Systems joint Network Meeting for Central, Eastern and Southeastern European Countries held in Tallinn, Estonia, on 1-2 December 2016
Impact of Firm Size on Capital Budgeting Techniques: An Empirical Study of Te...Muhammad Arslan
This study examines the type of capital budgeting methods used by textile firms in Pakistan and impact of firm
size on these methods. This study also investigates the relationship between the total assets of the firm and
annual turnover of the firm according to primary capital budgeting technique used. Questionnaire method is used
as a source of gathering primary data. SPSS is used as tool for analysis of data. Cross tabulation is applied on
each variable. Chi square test is also applied to investigate the relationship between total assets of firm and total
turnover of the firm according to primary capital budgeting technique used. Findings of this study reveal that net
present value method and internal rate of return are two mostly used methods. Findings also show that there is no
relationship between the total assets of the firms and turnover of the firm according to capital budgeting
technique used by firms. These results are well supported by the literature.
This document discusses an individual's interests which include being a creative director, biochemistry, games, MOOC's, and activities like family, sports, food, and fun. It also mentions topics in education technology like adaptive learning, pre-tests, scenario based learning, and application tests.
Game Theoretic Real Option Approach of the Procurement of Department of Defen...Marc Rabaey
The real option analysis for investments is well known. In order to make decisions (delay, stop, start up, continue), management is waiting to collect more information,
or is waiting for a better environment (market situation, political situation and so on).
However this is without taking into account the (inter)actions of the other players in the market. Option games will place the real options into a strategic (game theoretic) context., i.c. DoD for procurement.
In reality, the complexity of real options and the need for the permanent monitoring of the environment make some managers reluctant to introduce it in the enterprise for
investment decision-making. A generic framework “Intelligence Base” is being proposed to approach intelligence and game options in a holistic way for the strategy and the investments.
Working Links improves scenario modeling and forecasting with Adaptive InsightsAdaptive Insights
Working Links was facing challenges with their existing budgeting and forecasting system that made scenario modeling difficult and the process slow. They implemented Adaptive Insights within two months which provided an intuitive interface and robust scenario planning capabilities. This helped Working Links better understand the impacts of changes and reduced the time spent on budgeting. Users found Adaptive Insights easy to use and it provided increased transparency into the numbers.
The document discusses how complexity, volatility, uncertainty, and ambiguity are challenging executives and companies. It presents scenario planning as a strategic mindset that can help organizations embrace uncertainty and see beyond short-term predictions by developing realistic alternative futures. Scenario planning works by starting with a question, gathering information, identifying key drivers of change, and composing different plots or scenarios to explore implications. This allows companies to connect dots between current decisions and uncertain future events. The document also advocates for more agile and adaptive strategies that embrace change, take incremental steps, acknowledge risk, continually immerse in markets, and maintain organizational alignment.
Vietnam is a Southeast Asian country with a population of over 90 million people. It has a diverse landscape and climate, from the tropical south to the more temperate north. Cycling is a popular way for visitors to see the countryside and experience local life in Vietnam. Some of the top destinations for cycling include Hanoi, Ho Chi Minh City, Phong Nha, Hue, and various World Heritage Sites. Over 5 million international tourists visited Vietnam last year, with the government investing in coastal regions and cycling infrastructure.
The document discusses adaptive planning and its importance in complex settings. It introduces tools that can be used in an adaptive planning process, including scenario planning, systems mapping, network mapping, and pre-mortems. These tools help identify drivers of the future, envision potential variations, explore implications of different scenarios, and prepare organizations to adapt. The presentation provides examples of how these tools can be applied to an adaptive funding strategy and emphasizes rethinking assumptions through an iterative planning process.
Evaluate adaptive learning model at ICL December 05 2014Loc Nguyen
This document proposes criteria for evaluating adaptive learning models and provides an evaluation scenario. It introduces three evaluation criteria: (1) the system criterion evaluates how the adaptive learning system works with or without user modeling; (2) the academic criterion measures how well user modeling helps students learn; and (3) the adaptation criterion assesses the quality of the system's adaptation based on user satisfaction. An example scenario then applies these criteria, dividing evaluation into study, feedback, and evaluation acts performed by teachers and students with different learning methods.
WWF Japan's Energy Vision: Energy Scenario Proposal for Decarbonizing JapanNaoyuki Yamagishi
1. WWF Japan proposes an energy scenario to decarbonize Japan's economy by 2050 through massive energy savings, phasing out nuclear power, and increasing renewable energy supply.
2. Their analysis shows that energy demand can be halved by 2050 through energy efficiency measures. Renewable energy sources like solar, wind and biomass are sufficient to meet Japan's energy needs and the costs will decrease over time as the transition is made.
3. While the power grid will require investments to accommodate more renewable energy, studies show it can adapt if changes are made early. WWF Japan calls for ambitious targets and a shift to more renewable-centric thinking to achieve a 100% renewable energy system.
The document discusses strategic planning and critical thinking in business. It defines strategic planning as a plan of action to achieve major aims and notes that the process requires developing a mission statement and linking vision, mission, and strategy to business growth. Scenario planning is discussed as imagining alternative future environments to improve decision making. The document also covers accountability, noting that clear expectations, credible consequences for performance and non-performance, and purpose and direction are important.
The Small, Local, Open, Connected ScenarioLeNS_slide
The document discusses the "Small, Local, Open, Connected" scenario for sustainability. It proposes a vision of distributed systems where the global is made up of interconnecting local systems. These local systems are small in scale, flexible, and highly context-related. They are organized into networks to form resilient, adaptable, and participatory production and economic systems. The scenario is driven by risk management, balanced economy and ecology, and democratic and equitable values. It catalyzes diffuse creativity and social innovation through design approaches.
This document discusses using binomial models and decision trees to value real options for projects. It introduces financial options versus real options and how real options can be used in project valuation. The document also describes how to solve real options problems using binomial trees and provides contact information for the professor Andres Lazo de la Barra who teaches about real option project valuation.
Leading the Rebellion: Turning Visionary Ideas into RealityStephen Anderson
(My presentation from Adaptive Path MX)
You’ve got an idea. Maybe it’s a better process that’s a bit unorthodox. Or maybe it’s a new product idea you need to push through your organization. The question is: How does that idea become reality? Between procedure, politics, and other pushbacks, implementing visionary ideas — however promising — requires a lot more than a good prototype or story.
To understand how unorthodox ideas can make it through an organization, we’ll look outside the design industry to filmmaking. Specifically, we’ll look at what it took to make the one of the most influential — and disruptive — films of all time: the original Star Wars movie. If we look behind the scenes, what did it take to get George Lucas’s space fantasy from script to screen? From assembling the right team to navigating the Hollywood corporate studio environment to tapping into powerful universal patterns, speaker Stephen P. Anderson will share six lessons that we as UX Managers — and leaders — can all learn from Lucas’ adventure.
The document discusses real options, which are options where the underlying asset is a real asset like a project or investment. Real options offer flexibility and help with decision making under uncertainty. Some key types of real options discussed include abandonment options, options to wait, expand, contract, switch projects, and defer or initiate projects. Real options can provide value above traditional net present value analysis by accounting for management flexibility.
This document discusses scenario mapping, a technique used in design and research. Scenario mapping involves gathering a project team, identifying key user goals or tasks, and then mapping out scenarios on post-it notes in a large space to understand user needs and envision possible designs. Scenario mapping provides benefits as both a research tool to understand user needs and an early design tool to ideate solutions before building prototypes.
Presentation from XP Days Ukraine (December, 2011) and QADnepr Mini Conference (Dnepropetrovsk, October 2011) about true role of testers and ways to fix development process to avoid their participation in usual stages of the quality control chain.
Objectives
• Know that standard NPV analysis does not account for real options
• Basic understanding of option pricing
– Black-Scholes formula
– Binomial model
• Know different types of real options and their implications
– Option to Expand
– Option to Wait
• Improve your ability to recognize valuable real options to make good business decisions
Techno-economic analysis of network investmentsTimo Smura
The document provides an overview of techno-economic analysis for network investments. It discusses discounted cash flow analysis and inputs for techno-economic modeling like revenue, capital expenditure, and operating expenditure modeling. It also covers risk and sensitivity analysis, different types of case studies, and common pitfalls. An example case study analyzes the feasibility of fixed WiMAX network deployments as a broadband access technology compared to DSL.
This document discusses tools for conducting an economic analysis of small hydro-power projects. It outlines various economic analysis methods like payback period, return on investment, net present value, benefit-cost ratio, and internal rate of return. It provides examples of how to calculate these metrics and compares the advantages and disadvantages of each. The document also includes an example economic analysis of a typical small hydro-power project, outlining parameters like installed capacity, estimated annual output, project costs, revenue assumptions, and results of the net present value and benefit-cost ratio calculations.
This document provides guidance on key questions to consider when planning a project to ensure it is thoroughly planned before work begins. It outlines questions about the project purpose, stakeholders to involve, expected results, constraints, assumptions, work activities, and scheduling. Specifically, it recommends defining the situation that led to the project, who will benefit, and consequences of not doing it. It also suggests identifying drivers, supporters and observers; measurable and targeted outcomes; limitations and needs; assumptions and risks; all required activities, their inputs, results and dependencies; and a detailed schedule with milestones and resource availability. Answering these questions comprehensively aids in developing project plans, commitment, and performance.
Empowering Innovation Portfolio Decision-Making through SimulationSopheon
New product development is a complex, high-risk endeavor for any organization. In order to execute a game-changing innovation program, leaders must be willing to engage the unknowns around future markets and the technologies that will serve them.
This webinar discusses how simulation and specialized business processes can provide a risk-free proving ground to challenge and compare innovation strategies, thereby empowering analysts and executives to confidently make difficult investment decisions.
To view this webinar, go to http://budurl.com/zgs5
20140528 - ESGs (Czech Society of Actuaries) - Shaun LazzariShaun Lazzari
This document discusses testing and validating stochastic economic scenarios. It covers:
1) Using economic scenario generators (ESGs) to generate scenarios for variables like interest rates, equities, and credit spreads for purposes like valuation and risk analysis.
2) Formulating calibration assumptions, which involves calibrating models to market data while addressing data limitations.
3) Validating scenario sets through analyses like no-arbitrage tests, market consistency checks, and assessing distributional features to ensure scenarios are reasonable.
This document summarizes some of the key challenges in computational finance, specifically around valuing and risk managing derivatives. It discusses how derivatives are priced using simple models but notes credit and liquidity risks were not fully accounted for. It then covers the importance of credit valuation adjustments to account for counterparty default. The rest of the document discusses the complexity of implementing these adjustments at a portfolio level with many instruments and counterparties, and the use of GPUs to help with the significant computational requirements. Finally, it outlines some research projects underway to develop more advanced modeling techniques.
Notes for Computational Finance lectures, Antoine Savine at Copenhagen Univer...Antoine Savine
The document discusses computational finance and machine learning in finance. It begins by noting the need for speed in pricing and hedging derivatives, as institutions must compute values and sensitivities rapidly to hedge risk before markets move. Traditional methods become impractical for complex transactions. The document then discusses various techniques to achieve faster computation, including Monte Carlo simulation, adjoint differentiation, leveraging hardware, and machine learning. Regulatory requirements like counterparty valuation adjustment (CVA) further increase computational demands. Overall, the document emphasizes that speed is critical in financial computation and an active area of research.
This document summarizes a case study analyzing rules for mining data from the S&P 500 stock market index. It discusses potential biases in backtesting rules to select superior performers and statistical methods to minimize these biases. Specific topics covered include data mining biases, techniques to avoid data snooping bias by splitting samples, defining the case study statistically, transforming data series into market positions with rules, constructing technical analysis indicators from price and volume data, and categories of rules examined including trends, extremes/transitions, and divergence.
Bridging marke- credit risk-Modelling the Incremental Risk Charge.pptxGarima Singh Makhija
This document discusses modeling credit migration risk using a generator-based simulation approach. It outlines the key components of an incremental risk charge (IRC) model, including assigning positions to liquidity buckets, simulating rating transitions, pricing positions, and calculating profit and loss. The document discusses important modeling considerations like using through-the-cycle versus point-in-time transition data and calibrating to risk-neutral probabilities. It also provides mathematical background on representing rating transitions as a Markov process and using the generator matrix to describe time-dependent transition probabilities between discrete time periods. The goal is to develop a risk measurement model that is consistent with Basel capital requirements and can evaluate credit migration risk over a one-year horizon at a 99.9%
Fundamentos para el armado de flujo de fondos miguel patoPTF
This document provides an overview of cash flow fundamentals and cash flow modeling. It discusses key concepts like supply and demand and the time value of money. It then covers the key elements of building a cash flow model, including setting up the model and proforma, applying assumptions, and selecting appropriate financial rates of return. Various rates are defined, like going-in capitalization rate, terminal capitalization rate, discount rate, and internal rate of return. Financial ratios used to evaluate cash flows are also introduced.
The document summarizes key concepts from Chapter 11 of the textbook "Investment Analysis and Portfolio Management" regarding security valuation. It discusses the two major approaches to valuation - discounted cash flow and relative valuation. For discounted cash flow, it covers the dividend discount model (DDM) and its assumptions of constant growth. It also discusses how to value bonds, preferred stock, and common stock using these approaches. The key inputs of growth rates and discount rates are also addressed.
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Capital Budgeting decision-making in telecom sector using real option analysis
1. CAPITAL BUDGETING
DECISION-MAKING IN
TELECOM SECTOR USING
REAL OPTION ANALYSIS
Master’s Thesis presentation
Mentor: Prof. Aleš Berk
Candidate: Dimitar Serafimov
Ljubljana, May, 2013
2. Introduction
Implementing risks techniques in capital budgeting decisions is
becoming increasingly more important, as:
• Recourses are getting scarcer;
• Competition is becoming more intense;
• The expenditures are large;
• The uncertainty related to the advanced technology is higher
• Regulators are increasing the requirements / constrains for
the operators with significant market power
• Business models are changing, etc.
The need for additional information related to uncertainty is of a
major importance for decision makers, as decisions made today
will definitely impact the future
3. Problem Description
The workhorse in capital decision making – Discounted Cash
Flow analysis or NPV
Primarily used and invented for evaluating financial assets,
which are passive by their nature
In contrast, Real assets are dynamic - management has options
to influence the project and thus alter the outcome of the
investment.
The mechanic of DCF analysis involves
forecasting the expected incremental net
cash flows of the project and discounting
them back to today with discount factor,
usually the WACC.
4. Problem Description cont‟d.
There are several problem in this technique:
• Beta is an estimate from past market
performance, while its application throughout
WACC is intended for the future project
performance
• The correlation between the asset and the market
is diluting the discount factor especially with low
correlated, but highly volatile asset because beta
is measure of both the correlation and the volatility
• The third is application of constant discount rate to
non constant future cash flows or non constant
uncertainty
• Can not accommodate the managements„
flexibility
5. Problem Description cont‟d.
Management has the opportunity alter the passive operating
strategy, hence modify the project‟s outcome
This opportunity to take action is in fact an option – a right, but
not an obligation.
As the underlying asset is real, Stewart Myers has coined the
term Real Options as to distinguish them from Financial Options
6. The Thesis
Managements‟ flexibility brings additional value over and above
the passive operating strategy – options are valuable
expanded NPV= passive NPV + value of the option
Not considering the embedded options leads to
underinvestment strategies
Thus the model for valuing future opportunities has to be
amended in order to reflect its true potential.
7. The Research
1.Qualitative review of the related literature
• Theoretical background
• Specific application of ROA, with focus on the
Telecommunication sector
2. Quantitative application of the models and techniques on a
particular project - FTTH
• Several types of Options
• Option to differ the investment
• Option to contract the investment
• Growth option
8. The Research cont‟d.
• Different calculation methodologies
• Closed form solution
• Lattices
• Simulation
• Application of five different parameterizations for
approximation of the diffusion process
9. Qualitative - application of ROA
Most extensive application of ROA in
• Natural resources utilization – Oil and Mining sector
• Pharmaceutical, specifically R & D
Due to:
• Capital intensity
• Availability of traded assets – option
• High uncertainty
Application of ROA in Telecommunication sector:
• With the beginning of deregulation of the sector and
regulation Telecom operators with significant market power
• Mostly for justification of costs and allowable investment base
• Only recently for application of new technologies
10. Qualitative - Required assumptions -
cont‟d
Conditions for application of Financial assets valuation tools to
valuation of Real assets
ROA is considered as an extension to the DCF/NPV analysis,
not as a substitute hence:
• average rational investor is a risk averse
• prefers more to less wealth
All option pricing models are based on the concept of riskless
hedge and no arbitrage opportunities hence:
• The market is complete - any state of the world can be
replicated by some combination of the existing securities.
11. Qualitative - Required assumptions -
cont‟d
• Complete market for Binomial - there are at least two linearly
independent securities:
• a twin security and a
• riskless bond
• Black - Scholes assumptions:
• There are no transaction costs;
• The investor may borrow any fraction of the purchase price at the short
term risk free interest rate;
• Short selling is permitted;
• The call option can be exercised only on its expiration date;
• Trading of securities takes place continuously;
• The stock price (underlying asset) follows a geometric Brownian motion
with constant drift and volatility, and
• The underlying security does not pay dividends.
12. Qualitative - Required assumptions -
cont‟d
The diffusion process – changes of the underlying asset value
• Geometric Brownian motion - continuous stochastic process,
with small random movements
• Pure jump process, each successive asset price is almost
the same as the previous price, but only occasionally with
low probability of occurrence significantly different
• Combination
• It has to correspond to the actual asset being analyzed
13. Qualitative - Required assumptions -
cont‟d
Incomplete market - partially solved by so called the integrated
– two risks type approach
The additional assumptions / conditions for this so called
“Partially complete market” are:
• Securities depend only on market states,
• The market is complete with respect to the market
uncertainties and
• Private events convey no information about future market
events.
Disaggregation of uncertainties
Drawback: Private and Market uncertainties might be correlated
14. Qualitative – Option valuation
techniques
Categorized in three broader valuation techniques:
1. Partial differential equations
- Black – Scholes as a closed – form solution
- Analytical approximations
- Numerical methods, such as finite difference method
2. Simulations
- Monte Carlo
3. Lattices
- Binomial
- Trinomial
- Quadrinomial
- Multinomial
15. Options
Strike or
Exercise price
Price of underlying asset
Net Payoff
Out-of-the-money In-the-money
At-the-money
Strike or
Exercise price
Price of underlying asset
Net Payoff
In-the-money Out-of-the-money
At-the-money
Payoff of Call Option Payoff of Put Option
16. Qualitative - Option valuation
techniques
Black – Scholes as a closed – form
solution
Where C is the value of the call option
S0 is the current value of the underlying
asset;
X is the cost of investing or strike price;
r risk free rate of return;
T is the time to expiration or validity of
the real option;
N(d1) and N(d2) are values from normal
standard distribution
is the volatility
r is the risk-free rate
𝐶 = 𝑁 𝑑1 𝑆0 − 𝑁 𝑑2 𝑋𝑒−𝑟𝑇 𝑑1 =
𝑙𝑛
𝑆𝑜
𝑋
+ 𝑟 +
𝜎2
2
𝑇
𝜎 𝑇
𝑑2 = 𝑑1 − 𝜎 𝑇
0
0.2
0.4
0.6
0.8
1
1.2
-3.00
-2.50
-2.00
-1.50
-1.00
-0.50
0.00
0.50
1.00
1.50
2.00
2.50
3.00
17. Qualitative - Option valuation
techniques
Simulations
is the volatility
St and St-1 are the values of the underlying asset at
time t and t-1
t is the time increment
r is the risk free rate of return
is value from normal standard distribution with mean
zero and a variance of 1.0.
𝑆𝑡 = 𝑆𝑡−1 + 𝑆𝑡−1(𝑟 𝛿𝑡 + 𝜎𝜀 𝛿𝑡) 𝑚𝑎𝑥 𝑆𝑡 − 𝑋, 0
-1.50
-1.00
-0.50
0.00
0.50
1.00
1.50
0 0.2 0.4 0.6 0.8 1 1.2Time
Wiener Process Z w/o Drift
+STDEV(Z)=
+SQRT(T)
-STDEV(Z)=-
SQRT(T)
20. Qualitative research – Integration of
DTA
S0
S0
u
S0
udx1
S0
u
2
x1
S0
udy1
S0
u
2
y1
S0
d
S0
d
2
x1
S0
udx1
S0
d
2
y1
S0
udy1
p p1
(1-p) p1
p(1-p1
)
(1-p)(1-p1
)
p p1
(1-p) p1
p(1-p1
)
(1-p)(1-p1
)
Where
x1 and y1 are asset
correction factors
24. Quantitative – Option to defer
Step 0 1
Factors
u= 1,362
d= 0,734
p= 0,524
44,19
Sou e
32,44 8,69
So k
4,28 23,81
Sod k
0,00
Related decision
e - exercise the option
k- keep the option
𝑉 =
𝑝 𝑚𝑎𝑥 0, 𝑢 𝑆0 − 𝑋 + 1 − 𝑝 𝑚𝑎𝑥 0, 𝑑 𝑆0 − 𝑋
𝑒 𝑟𝛿𝑡
The input parameters (in million €) are as follows:
Stock price (PV of the cash flow as of now) S0= 32.4
Exercise price (PV of the investment as of Year 1) X=35.5
Standard deviation (annual volatility of the asset) =30.9%
Risk-free rate (continuous) rf=6.1%
Time to expiration T=1 Year
Time step t=1
BS yields 3.58 million €
Simulation yields 3.98 million €
25. Quantitative – Option to defer
Step 0 1 2 3 4 5
Factors 64,75
u= 1,148 Sou5
e
d= 0,871 56,39 29,25
p= 0,510 Sou4
k
49,11 21,32 49,11
Sou3
k Sou4
d e
14,47 42,77 13,61
42,77 Sou3
d k
Sou2
k 37 7,70 37,25
37,25 9,37 Sou2
d k Sou3
d2
e
Sou k 4,30 1,75
32,44 5,87 32,44 32,44
So k Soud k Sou2
d2
k
3,59 28,25 2,38 0,88
Sod k 28,25 28,25
1,31 24,60 Soud2
k Sou2
d3
k
Sod2
k 0,44 24,60 0,00
0 Soud3
k
Related decision 21 0,00 21,43
e - exercise the option Sod3
k Soud4
k
k- keep the option 0 19 0,00
Sod4
k
0,00 16,25
Sod5
k
0,00
26. Quantitative
Method
Annual volatility
in
Binomial
1 step
Binomial
5 steps
B-S
model
Standard deviation in firm value 40,64 5,90 4,95 4,84
Logarithmic stock price returns 30,91 4,28 3,59 3,58
Logarithmic CF from project returns 29,70 4,07 3,59 3,58
Implied volatility B-S model 27,47 3,69 3,42 3,43
Option value in 1.000.000 EUR
The option value is highly sensitive to the time step and
the volatility
29. Quantitative Different parameterizations
-1
0
1
2
3
4
5
6
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Project value
[million €]
Volatility
BS
CRR
Trigeorgis
RB
Hull
Haahtela
0
0.5
1
1.5
2
5% 10% 15% 20%
Option to Differ the Investment (Double Step) With Different
Parameterizations in Relation to Volatility
30. Quantitative Different parameterizations
Method
Annual
volatility
in %
BS model in
1.000.000
EUR
CRR 1
step
RB 1
step
Trigerogis 1
step
Hull 1
step
Haahtela
1 step
Standard deviation in firm value 40,64 4,8347 22,07 18,38 21,92 27,93 32,23
Logarithmic stock price returns 30,91 3,5818 19,47 21,86 19,17 23,05 30,92
Logarithmic CF from project returns 29,70 3,4251 18,90 22,27 18,71 22,24 30,83
Implied volatility B-S model 27,47 3,1371 17,55 22,98 17,68 20,46 30,66
Assumed volatility 20,00 2,1707 8,32 25,29 11,57 10,04 30,59
Assumed volatility 10,00 0,8889 -70,76 27,97 -30,71 -70,04 31,59
Assumed volatility 7,00 0,5184 -100,00 26,27 -94,02 -100,00 30,04
17,26 22,16 17,81 20,74 31,04
5,26 2,50 3,83 6,59 0,68Standard deviation of higher (20% and above) volatilities
Average of higher (20% and above) volatilities
Relative error between different parameterizations and
B-S as reference in %
Method
Annual
volatility
in %
BS model in
1.000.000 EUR
CRR 2
steps RB 2 steps
Trigerogis
2 steps
Hull 2
steps
Haahtela 2
steps
Standard deviation in firm value 40,64 4,8347 0,00 1,70 -0,13 -2,05 5,89
Logarithmic stock price returns 30,91 3,5818 2,94 1,09 2,72 -4,19 5,54
Logarithmic CF from project returns 29,70 3,4251 3,40 1,04 3,21 -4,56 5,42
Implied volatility B-S model 27,47 3,1371 4,29 0,97 4,22 -5,31 5,16
Assumed volatility 20,00 2,1707 7,69 1,28 8,71 -8,29 3,50
Assumed volatility 10,00 0,8889 -2,82 6,41 12,45 2,56 -4,06
Assumed volatility 7,00 0,5184 -63,46 12,37 -7,57 63,23 -10,99
3,67 1,21 3,75 -4,88 5,10
2,77 0,29 3,21 2,26 0,93
Average of higher (20% and above) volatilities
Standard deviation of higher (20% and above) volatilities
Relative error between different parameterizations and B-S
as reference in %
Single step
Double step
31. Quantitative Different parameterizations
Five step
Ten step
Method Annual volatility
in %
BS model in
1.000.000 EUR CRR 5 step RB 5 step
Trigerogis 5
step
Hull 5
step
Haahtela
5 step
Standard deviation in firm value 40,64 4,8347 2,40 0,56 2,35 3,36 6,09
Logarithmic stock price returns 30,91 3,5818 0,25 1,71 0,16 0,83 5,72
Logarithmic CF from project returns 29,70 3,4251 -0,20 1,82 -0,27 0,35 5,67
Implied volatility B-S model 27,47 3,1371 -1,19 1,99 -1,21 -0,71 5,58
Assumed volatility 20,00 2,1707 -7,28 2,23 -6,98 -7,09 5,09
Assumed volatility 10,00 0,8889 0,18 -1,18 4,89 0,26 1,39
Assumed volatility 7,00 0,5184 -23,24 -8,43 -5,48 -23,17 -6,02
-1,20 1,66 -1,19 -0,65 5,63
Standard deviation of higher (20% and above) volatilities 3,64 0,65 3,49 3,90 0,36
Relative error between different parameterizations and B-
S as reference in %
Average of higher (20% and above) volatilities
Method Annual volatility
in %
BS model in
1.000.000 EUR CRR 10 step RB 10 step
Trigerogis
10 step
Hull 10
step
Haahtela
10 step
Standard deviation in firm value 40,64 4,8347 2,02 2,23 1,99 2,47 -0,16
Logarithmic stock price returns 30,91 3,5818 2,46 2,29 2,42 2,74 0,23
Logarithmic CF from project returns 29,70 3,4251 2,48 2,30 2,45 2,74 0,31
Implied volatility B-S model 27,47 3,1371 2,47 2,32 2,45 2,69 0,47
Assumed volatility 20,00 2,1707 1,20 2,52 1,42 1,33 1,27
Assumed volatility 10,00 0,8889 -0,19 3,38 1,97 -0,16 3,43
Assumed volatility 7,00 0,5184 -11,94 2,53 -6,25 -11,93 3,28
2,13 2,33 2,15 2,39 0,42
Standard deviation of higher (20% and above) volatilities 0,56 0,11 0,45 0,61 0,52
Average of higher (20% and above) volatilities
Relative error between different parameterizations and BS as
reference in %
32. Quantitative – Inclusion of Dividend
yield
Marke share loss first year in %
Dividend yield
y in %
Binomial
1 step
Binomial
5 steps BS model
Binomial 1
step
Binomial
5 steps
B-S
model
0 0,00 4,28 3,59 3,58 0,524 0,510 0,524
30 0,58 4,20 3,50 3,49 0,514 0,506 0,517
50 0,96 4,15 3,43 3,42 0,507 0,503 0,512
100 1,93 4,02 3,28 3,27 0,491 0,496 0,499
Option value in 1.000.000 EUR p
33. Quantitative – Integration of DTA into
ROA
S0
S0
u
S0
udx1
S0
u
2
x1
S0
udy1
S0
u
2
y1
S0
d
S0
d
2
x1
S0
udx1
S0
d
2
y1
S0
udy1
p p1
(1-p) p1
p(1-p1
)
(1-p)(1-p1
)
p p1
(1-p) p1
p(1-p1
)
(1-p)(1-p1
)
Step 0 1 2
Factors
u= 1,362 61,25
d= 0,734 Sou2
x1 e
p= 0,524 25,75
p1= 0,100
x1= 1,02 33,01
y1= 1,00 Soudx1 k
44,19 0,00
Sou k
12,22 60,19
Sou2
y1 e
24,69
32,44
Soudy1 k
0,00
32,44
So k
6,02
33,01
Soudx1 k
0,00
17,79
Sod2
x1 k
23,81 0,00
Sod k
0,00 32,44
Soudy1 k
0,00
Related decision 17,48
e - exercise the option Sod2
y1 k
k- keep the option 0,00
34. Quantitative – Option to contract
The input parameters (in million €) are as follows:
Stock price (PV of the cash flow as of now) S0= 36.85
Savings from contraction cs=16.24
Contraction factor cf = 50%
Standard deviation (annual volatility of the asset) =30.9%
Risk-free rate (continuous) rf=6.1%
Time to expiration T=3 Year
Time step t=1
Step 0 1 2 3
Factors
u= 1,362
d= 0,734
p= 0,524
93,14
Sou3
k
93,14
68,38
Sou2
k 50
50,19 68,38 Sou2
d k
Sou e 50,19
36,85 50,74 36,85
So e Soud e
38,65 27,05 38,06
Sod e 27,05
30,48 19,86 Soud2
e
Sod2
e 29,76
26,17
Related decision 15
e - exercise the option Sod3
e
k- keep the option 23,53
Binomial
Vo=1,8 million €
B-S
Vo=1,45 million €
35. Quantitative – Sequential compound
Inter-project compoudness
Option on option
Stock price (PV of the cash flow as of now) S0= 36.85
Exercise prices X5= 2.24
X4= 3.28
X3= 8.05
X2= 12.35
X1= 10.06
X0= 7.93
Standard deviation (annual volatility of the asset) =30.9%
Risk-free rate (continuous) rf=6.1%
Time to expiration T=6 Year
Time step t=1
36. Quantitative – Sequential compound
Step 0 1 2 3 4 5 6
235,43
Factors 172,83 Sou6
e
u= 1,362 Sou5
e 233,19
d= 0,734 126,88 170,59
p= 0,524 Sou4
e 126,88
X5= 2,237 93,14 124,83 93,14 Sou5
d e
Sou3
e Sou4
d e 124,64
91,25 68,38 91,04
68,38 Sou3
d e 68,38
Sou2
e 50 66,40 50,19 Sou4
d2
e
50,19 68,38 Sou2
d e Sou3
d2
e 66,14
Sou e 48,33 48,09
36,85 50,19 36,85 36,85 36,85
So e Soud e Sou2
d2
e Sou3
d3
36,50 27,05 36,85 34,87 34,61
Sod e 27,05 27,05
26,27 19,86 Soud2
e Sou2
d3
e 19,86
Sod2
e 25,19 19,86 24,95 Sou2
d4
e
18,11 Soud3
e 17,62
15 17,88 14,58
Sod3
e Soud4
e 10,70
13 11 12,47 Soud5
e
Sod4
e 8,47
8,72 7,86
Related decision Sod5
e 5,77
e - exercise the option 5,75 Sod5
e
k- keep the option 3,53
37. Quantitative – Sequential compound
Step 0 1 2 3 4 5
Factors 170,73
u= 1,362 Sou5
e
d= 0,734 124,90 167,44
p= 0,524 Sou4
e
X4= 3,283 91,28 121,81 91,04
Sou3
e Sou4
d e
88,37 66,40 87,75
68,38 Sou3
d e
Sou2
e 48,33 63,31 48,09
50,19 65,09 Sou2
d e Sou3
d2
e
Sou e 45,43 44,81
36,50 47,11 36,85 34,87
So e Soud e Sou2
d2
e
33,99 26,27 33,57 31,78
Sod e 25,19 24,95
24,06 18,11 Soud2
e Sou2
d3
e
Sod2
e 22,28 17,88 21,66
16,80 Soud3
e
12,72 14,79 12,47
Sod3
e Soud4
e
9,81 8,72 9,19
Sod4
e
5,63 5,75
Related decision Sod5
e
e - exercise the option 2,47
k- keep the option
Asset values are replaced by
option values from previous
lattice
38. Quantitative – Sequential compound
Step 0 1 2 3 4
X3= 8,046 121,81
Sou4
e
88,37 113,76
Sou3
e
80,80 63,31
65,09 Sou3
d e
Sou2
e 45,43 55,26
47,11 57,05 Sou2
d e
Sou e 37,86
33,99 39,54 33,57 31,78
So e Soud e Sou2
d2
e
26,87 24,06 25,52 23,73
Sod e 22,28
16,50 16,80 Soud2
e
Sod2
e 14,71 14,79
8,76 Soud3
e
9,81 6,74
Sod3
e
3,32 5,63
Sod4
k
0,00
Related decision
e - exercise the option
k- keep the option
39. Quantitative – Sequential compound
Step 0 1 2 3 4
X3= 8,046 121,81
Sou4
e
88,37 113,76
Sou3
e
80,80 63,31
65,09 Sou3
d e
Sou2
e 45,43 55,26
47,11 57,05 Sou2
d e
Sou e 37,86
33,99 39,54 33,57 31,78
So e Soud e Sou2
d2
e
26,87 24,06 25,52 23,73
Sod e 22,28
16,50 16,80 Soud2
e
Sod2
e 14,71 14,79
8,76 Soud3
e
9,81 6,74
Sod3
e
3,32 5,63
Sod4
k
0,00
Related decision
e - exercise the option
k- keep the option
40. Quantitative – Sequential compound
Step 0 1 2 3
X2= 12,351 80,80
Sou3
e
68,45
57,05
Sou2
e 37,86
39,54 45,15 Sou2
d e
Sou e 25,51
26,87 28,35 25,52
So e Soud e
17,20 16,50 13,62
Sod e 14,71
7,23 8,76 Soud2
e
Sod2
e 2,36
1,16
Related decision 3,32
e - exercise the option Sod3
k
k- keep the option 0,00
41. Quantitative – Sequential compound
Step 0 1 2
X1= 10,056
45,15
Sou2
e
28,35 35,09
Sou e
17,20 18,89 13,62
So e Soud e
10,09 7,23 3,57
Sod e
Related decision 1,76 1,16
e - exercise the option Sod2
k
k- keep the option 0,00
Step 0 1
X0= 7,933
18,89
Sou e
10,09 10,95
So e
5,40 1,76
Sod k
Related decision 0,00
e - exercise the option
k- keep the option
42. Quantitative – Sequential compound
Option / project values taken
from related lattice
Step 0 1 2 3 4 5 6
Sou6
Sou5
233,19
167,44
Sou4
113,76 Sou5
d
Sou3
Sou4
d 124,64
68,45 87,75
Sou3
d
Sou2
55,26 Sou4
d2
35,09 Sou2
d Sou3
d2
66,14
Sou 25,51 44,81
10,95
So Soud Sou2
d2
Sou3
d3
5,40 3,57 23,73 34,61
Sod
0,00 Soud2
Sou2
d3
Sod2
2,36 21,66 Sou2
d4
0,00 Soud3
17,62
6,74
Sod3
Soud4
0,00 9,19 Soud5
Sod4
8,47
0,00
Sod5
2,47 Sod5
3,53
43. Quantitative – Changing volatilities
Stock price (PV of the cash flow as of now) S0= 28.55
Exercise price (PV of CAPEX as of Y2) X=43.10
Standard deviation (annual Volatility year 1) =40.64%
Standard deviation (annual Volatility year 2) =30.91%
Risk-free rate (continuous yearly) rf=6.1%
Time to expiration T=2 Years
Time step t=1
Step 0 1 2
Factors
u1= 1,501 58
d1= 0,666 Sou1u2 e
p1= 0,475 15,29
43
u2= 1,362 Sou1 k
d2= 0,734 7,53
p2= 0,524 31
Sou1d2 k
0,00
28,55
So k
3,37
26
Sod1u2 k
0,00
19
Sod1 k
0,00
Related decision 14
e - exercise the option Sod1d2 k
k- keep the option 0,00
r
2
= 2
+ 2
44. Quantitative – Different volatilities
r
2
= 2
+ 2
Stock price (PV of the cash flow as of now) S0= 28.55
Exercise price (PV of CAPEX as of Y2) X=43.10
Standard deviation (annual Volatility year 1) =74.17%
Standard deviation (annual Volatility year 2) =30.91%
Risk-free rate (continuous yearly) rf=6.1%
Time to expiration T=2 Years
Time step t=1
Step 0 1 2
Factors 234
u1= 1,362 Sou1u2u1u2
d1= 0,734 190
p1= 0,524 53
82 Sou1u2u1d2
u2= 2,100 Sou1u2 10
d2= 0,476 50 50 126
p2= 0,361 Sou1u2d1u2
83
29
Sou1u2d1d2
0
53
Sou1d2u1u2
10
12
19 Sou1d2u1d2
Sou1d2 0
2 2 29
Sou1d2d1u2
0
6
Sou1d2d1d2
28,55 0
So
13 13
126
Sod1u2u1u2
83
29
44 Sod1u2u1d2
Sod1u2 0
19 19 68
Sod1u2d1u2
25
15
Sod1u2d1d2
0
29
Sod1d2u1u2
0
6
10 Sod1d2u1d2
Sod1d2 0
0 0 15
Sod1d2d1u2
0
3
Sod1d2d1d2
0
Vp=12.6 million €
r=80.35%
VBS = 9.96 million €
45. Summary of the results
1.
Average Average
Method
Annual volatility
in %
Passive
NPV
Option
Value
Expanded
NPV
Option
Value
Expanded
NPV
Option
Value
Expanded
NPV
Option
Value
Expanded
NPV
Option
value
Expanded
NPV
Standard deviation in firm value 40,64 1,85 2,98 4,83 4,05 5,90 3,10 4,95 2,90 4,75 3,26 5,11
Logarithmic stock price returns 30,91 1,85 1,73 3,58 2,43 4,28 1,74 3,59 2,13 3,98 2,01 3,86
Logarithmic CF from project returns 29,70 1,85 1,58 3,43 2,22 4,07 1,57 3,42 1,39 3,24 1,69 3,54
Implied volatility B-S model 27,47 1,85 1,29 3,14 1,84 3,69 1,25 3,10 1,32 3,17 1,42 3,27
Logarithmic stock price returns 30,91 1,85 1,42 3,27 2,17 4,02 1,43 3,28 1,12 2,97 1,54 3,39
2.
Average
Method
Annual volatility
in %
Passive
NPV
Option
Value
Expanded
NPV
Option
value
Expanded
NPV
Logarithmic stock price returns 30,91 1,85 4,17 6,02 4,17 6,02
3.
Average Average
Method
Annual volatility
in %
Passive
NPV
Option
Value
Expanded
NPV
Option
Value
Expanded
NPV
Option
value
Expanded
NPV
Logarithmic stock price returns 30,91 1,85 1,45 3,30 1,80 3,65 1,63 3,48
4.
Average
Method
Annual volatility
in %
Passive
NPV
Option
Value
Expanded
NPV
Option
value
Expanded
NPV
Logarithmic stock price returns 30,91 1,85 3,55 5,40 3,55 5,40
5.
Average
Method
Annual volatility
in %
Passive
NPV
Option
Value
Expanded
NPV
Option
value
Expanded
NPV
Standard deviation in firm value 40,64
Logarithmic stock price returns 30,91
6.
Average Average
Method
Annual volatility
in %
Passive
NPV
Option
Value
Expanded
NPV
Option
Value
Expanded
NPV
Option
Value
Expanded
NPV
Option
value
Expanded
NPV
Logarithmic stock price returns 74,17
Logarithmic stock price returns 30,91
r
2
= 1
2
+ 2
2
80,35 1,85 8,11 9,96 8,55 10,40 8,33 10,18
CRR 1 step CRR 5 steps
CRR 3 stepsB-S
Sequential compound option in 1.000.000 EUR
Simulation
Option to differ the investment for two years with private risks in 1.000.000 EUR
Option to differ the investment for one year with competition inclouded (dividend yield y=1,93%) in 1.000.000 EUR
CRR 1 step + DTA
Option to contract the investment in the following three years in 1.000.000 EUR
B-S CRR 2 steps
Calculation model
Option to differ the investment for one year in 1.000.000 EUR
1,52 3,37
CRR 6 steps
Option to differ the investment for two years with changing volatilities in 1.000.000 EUR
CRR 2 steps
B-S
3,37
12,60
1,52
10,75
Option to differ the investment for two years with differnet volatilities in 1.000.000 EUR
non recomb. 2 steps
1,85
1,85 10,75 12,60
46. Conclusions
• Future management response to altered future business
environment conditions expands an investment opportunity
value by improving its upside potential or by limiting its
downside losses, relative to the passive operating strategy
• Related to the parameterizations conclusions are twofold:
• For low volatilities, combination of specifically designed
parameterizations and increased number of steps must be used
in order to have results that are with low margin of error and
• Within higher volatilities, all parameterizations are producing
fairly good estimates as long as the number of steps is greater
than two.
47. Conclusions
• The process of changes of the underlying asset value has to
corresponds to the actual project being analyzed
• The best approximation of the continuous process with the
discrete one, as used in the binomial approach the
conclusions are twofold:
• For low volatilities, combination of specifically designed
parameterizations and increased number of steps must be used
in order to have results that are with low margin of error and
• Within higher volatilities, all parameterizations are producing
fairly good estimates as long as the number of steps is greater
than two.