economics.lecture.12 - uwcentre.ac.cn · deviation, and coefficient of variation of a probability...
TRANSCRIPT
6/2/18
1
Olivier J. de Jong, LL.M., MM., MBA, CFD, CFFA, AA www.centime.biz
Valuationandpricing(November5,2013)
Lecture12
DecisionsRisk&Uncertainty
10/8/16, 2:46 AM
Page 1 of 1https://targetcareers.co.uk/sites/targetcareers.co.uk/files/public/Bangor.jpg
Some keys from yesterday
15-3 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Learning Objectives v Explain the difference between decision making under
risk and under uncertainty v Compute the expected value, variance, standard
deviation, and coefficient of variation of a probability distribution
v Employ the expected value rule, mean‐variance rules, and the coefficient of variation rule to make decisions under risk
v Explain expected utility theory and apply it to decisions under risk
v Make decisions under uncertainty using the maximax rule, the maximin rule, the minimax regret rule, and the equal probability rule
6/2/18
2
15-4 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Risk vs. Uncertainty
v Risk ~ Must make a decision for which the
outcome is not known with certainty ~ Can list all possible outcomes & assign
probabilities to the outcomes v Uncertainty
~ Cannot list all possible outcomes ~ Cannot assign probabilities to the outcomes
15-5 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Measuring Risk with Probability Distributions
v Table or graph showing all possible outcomes/payoffs for a decision & the probability each outcome will occur
v To measure risk associated with a decision ~ Examine statistical characteristics of the
probability distribution of outcomes for the decision
15-6 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Probability Distribution for Sales (Figure 15.1)
6/2/18
3
15-7 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Expected Value v Expected value (or mean) of a
probability distribution is:
1
n
i ii
E( X ) Expected value of X p X=
= =∑
Where Xi is the ith outcome of a decision, pi is the probability of the ith outcome, and n is the total number of possible outcomes
15-8 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Expected Value
v Does not give actual value of the random outcome ~ Indicates “average” value of the outcomes
if the risky decision were to be repeated a large number of times
15-9 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Variance v Variance is a measure of absolute risk
~ Measures dispersion of the outcomes about the mean or expected outcome
v The higher the variance, the greater the risk associated with a probability distribution
2 2
1σ
n
X i ii
Variance(X) = p ( X E( X ))=
= −∑
6/2/18
4
15-10 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Identical Means but Different Variances (Figure 15.2)
15-11 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Standard Deviation
v Standard deviation is the square root of the variance
v The higher the standard deviation, the greater the risk
σ X Variance( X )=
15-12 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Probability Distributions with Different Variances (Figure 15.3)
6/2/18
5
15-13 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Coefficient of Variation v When expected values of outcomes differ
substantially, managers should measure riskiness of a decision relative to its expected value using the coefficient of variation ~ A measure of relative risk
συ
Standard deviationExpected value E( X )
= =
15-14 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Decisions Under Risk
v No single decision rule guarantees profits will actually be maximized
v Decision rules do not eliminate risk ~ Provide a method to systematically include
risk in the decision making process
15-15 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Expected value rule Mean-variance analysis
Coefficient of variation rule
Summary of Decision Rules Under Conditions of Risk
Choose decision with highest expected value
Given two risky decisions A & B: • If A has higher expected outcome & lower variance than B, choose decision A • If A & B have identical variances (or standard deviations), choose decision with higher expected value • If A & B have identical expected values, choose decision with lower variance (standard deviation)
Choose decision with smallest coefficient of variation
6/2/18
6
15-16 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Probability Distributions for Weekly Profit (Figure 15.4)
E(X) = 3,500 σA = 1,025 υ = 0.29
E(X) = 3,750 σB = 1,545 υ = 0.41
E(X) = 3,500 σC = 2,062 υ = 0.59
15-17 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Which Rule is Best?
v For a repeated decision with identical probabilities each time ~ Expected value rule is most reliable to
maximizing (expected) profit ~ Average return of a given risky course of
action repeated many times approaches the expected value of that action
15-18 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
v For a one-time decision under risk ~ No repetitions to “average out” a bad
outcome ~ No best rule to follow
v Rules should be used to help analyze & guide decision making process ~ As much art as science
Which Rule is Best?
6/2/18
7
15-19 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Expected Utility Theory
v Actual decisions made depend on the willingness to accept risk
v Expected utility theory allows for different attitudes toward risk-taking in decision making ~ Managers are assumed to derive utility from
earning profits
15-20 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
v Managers make risky decisions in a way that maximizes expected utility of the profit outcomes
v Utility function measures utility associated with a particular level of profit ~ Index to measure level of utility received for
a given amount of earned profit
Expected Utility Theory
[ ] 1 1 2 2π π π πn nE U( ) pU( ) p U( ) ... p U( )= + + +
15-21 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Manager’s Attitude Toward Risk
v Determined by the manager’s marginal utility of profit:
v Marginal utility (slope of utility curve) determines attitude toward risk
Δ π ΔπprofitMU U( )=
6/2/18
8
15-22 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
v Risk averse ~ If faced with two risky decisions with equal
expected profits, the less risky decision is chosen
v Risk loving ~ Expected profits are equal & the more risky
decision is chosen v Risk neutral
~ Indifferent between risky decisions that have equal expected profit
Manager’s Attitude Toward Risk
15-23 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
v Can relate to marginal utility of profit
v Diminishing MUprofit
~ Risk averse
v Increasing MUprofit
~ Risk loving
v Constant MUprofit
~ Risk neutral
Manager’s Attitude Toward Risk
15-24 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Manager’s Attitude Toward Risk (Figure 15.5)
6/2/18
9
15-25 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Manager’s Attitude Toward Risk (Figure 15.5)
15-26 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Manager’s Attitude Toward Risk (Figure 15.5)
15-27 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Finding a Certainty Equivalent for a Risky Decision (Figure 15.6)
6/2/18
10
15-28 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Manager’s Utility Function for Profit (Figure 15.7)
15-29 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Expected Utility of Profits v According to expected utility theory,
decisions are made to maximize the manager’s expected utility of profits
v Such decisions reflect risk-taking attitude ~ Generally differ from those reached by decision
rules that do not consider risk ~ For a risk-neutral manager, decisions are
identical under maximization of expected utility or maximization of expected profit
15-30 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Decisions Under Uncertainty
v With uncertainty, decision science provides little guidance ~ Four basic decision rules are provided to
aid managers in analysis of uncertain situations
6/2/18
11
15-31 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Maximax rule
Maximin rule
Minimax regret rule
Equal probability rule
Summary of Decision Rules Under Conditions of Uncertainty
Identify best outcome for each possible decision & choose decision with maximum payoff.
Determine worst potential regret associated with each decision, where potential regret with any decision & state of nature is the improvement in payoff the manager could have received had the decision been the best one when the state of nature actually occurred. Manager chooses decision with minimum worst potential regret.
Assume each state of nature is equally likely to occur & compute average payoff for each. Choose decision with highest average payoff.
Identify worst outcome for each decision & choose decision with maximum worst payoff.
15-32 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Summary v Under conditions of risk, the manager can list all
possible outcomes and assign probabilities to them; uncertainty exists when one cannot list all possible outcomes and/or cannot assign probabilities to the various outcomes
v To measure risk associated with a decision, managers can examine several statistical characteristics of the probability distribution of outcomes for the decision
v While decision rules do not eliminate risk, they do provide a method of systematically including the risk in the process of decision making ~ Three decision rules: the expected value rule, the mean-variance
rules, and the coefficient of variation rule
15-33 ©2016byMcGraw-HillEducation.Thisisproprietarymaterialsolelyforauthorizedinstructoruse.Notauthorizedforsaleordistributioninanymanner.Thisdocumentmaynotbecopied,scanned,duplicated,forwarded,distributed,orpostedonawebsite,inwholeorpart.
Summary v Expected utility theory is a theory, not a rule, of decision
making under risk that formally accounts for a manager’s attitude toward risk, which postulates that managers make risky decisions with the objective of maximizing the expected utility of profit
v In the case of uncertainty, decision science can provide very little guidance to managers beyond offering them some simple decision rules to aid them in their analysis of uncertain situations ~ Four basic rules for decision making under uncertainty are: the
maximax rule, the maximin rule, the minimax regret rule, and the equal probability rule
6/2/18
12
What is next • Review your notes for this afternoon Tutorial
• Key Elements • Understand difference between risk and uncertainty. • Then apply risk tolerance of decision maker to the issue faced by
your firm.
• Questions • Ch 15 Technical Questions p651 1, 3, 6, 8.