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MBMC Copyright c 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10: Thinking Strategically Slide 3 The Theory of Games Basic Elements of a Game The Players Their Strategies The PayoffsTRANSCRIPT
MB MC
Thinking Strategically
Chapter 10: Thinking Strategically Slide 2
MB MC
Copyright c 2004 by The McGraw-HillCompanies, Inc. All rights reserved.
Thinking Strategically
The payoff to many actions will depend onThe actions themselves.When the actions are taken.How the actions relate to those taken by
others.
Chapter 10: Thinking Strategically Slide 3
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The Theory of Games
Basic Elements of a GameThe PlayersTheir StrategiesThe Payoffs
Chapter 10: Thinking Strategically Slide 4
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The Theory of Games
ExampleShould United Airlines spend more on
advertising?
Chapter 10: Thinking Strategically Slide 5
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The Payoff Matrix for an Advertising Game
Raise adspending
Leave adspendingthe same
Raise adspending
Leave adspendingthe same
American American gets $5,500gets $5,500
American American gets $2,000gets $2,000
American American gets $8,000gets $8,000
American American gets $6,000gets $6,000
United gets United gets $5,500$5,500
United gets United gets $8,000$8,000
United gets United gets $6,000$6,000
United gets United gets $2,000$2,000
American’s Choice
United’s Choice
Chapter 10: Thinking Strategically Slide 6
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The Theory of Games
Dominant StrategyOne that yields a higher payoff no matter
what the other players in a game choose
Chapter 10: Thinking Strategically Slide 7
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The Theory of Games
Dominated StrategyAny other strategy available to a player
who has a dominant strategy
Chapter 10: Thinking Strategically Slide 8
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The Theory of Games
Nash EquilibriumAny combination of strategies in which
each player’s strategy is her or his best choice, given the other player’s strategies
Chapter 10: Thinking Strategically Slide 9
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The Theory of Games
Nash EquilibriumWhen each player has a dominant
strategy, equilibrium occurs when each player follows that strategy
Chapter 10: Thinking Strategically Slide 10
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The Theory of Games
Nash EquilibriumThere can be an equilibrium when players
do not have a dominant strategy
Chapter 10: Thinking Strategically Slide 11
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The Theory of Games
ExampleShould United Airlines spend more on
advertising?
Chapter 10: Thinking Strategically Slide 12
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Equilibrium When One Player Lacks a Dominant Strategy
Raise adspending
Leave adspendingthe same
Raise adspending
Leave adspendingthe same
American American gets $4,000gets $4,000
American American gets $3,000gets $3,000
American American gets $5,000gets $5,000
American American gets $2,000gets $2,000
United gets United gets $3,000$3,000
United gets United gets $8,000$8,000
United gets United gets $5,000$5,000
United gets United gets $4,000$4,000
American’s Choice
United’s Choice
Chapter 10: Thinking Strategically Slide 13
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What Should United and American Do If Their Payoff Matrix is Modified?
Raise adspending
Leave adspendingthe same
Raise adspending
Leave adspendingthe same
American American gets $2,000gets $2,000
American American gets $3,000gets $3,000
American American gets $3,000gets $3,000
American American gets $4,000gets $4,000
United gets United gets $3,000$3,000
United gets United gets $4,000$4,000
United gets United gets $3,000$3,000
United gets United gets $2,000$2,000
American’s Choice
United’s Choice
Chapter 10: Thinking Strategically Slide 14
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The Prisoner’s Dilemma
Prisoners DilemmaA game in which each player has a
dominant strategy, and when each plays it, the resulting payoffs are smaller than if each had played a dominated strategy
Chapter 10: Thinking Strategically Slide 15
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The Prisoner’s Dilemma
ExampleShould the prisoners confess?
Chapter 10: Thinking Strategically Slide 16
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The Payoff Matrix for a Prisoner’s Dilemma
ConfessRemainsilent
Confess
Remainsilent
Jasper getsJasper gets5 years5 years
Jasper getsJasper gets20 years20 years
Jasper getsJasper gets0 years0 years
Jasper getsJasper gets1 years1 years
Horace getsHorace gets5 years5 years
Horace getsHorace gets0 years0 years
Horace getsHorace gets1 years1 years
Horace getsHorace gets20 years20 years
Jasper’s Choice
Horace’s Choice
Chapter 10: Thinking Strategically Slide 17
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The Prisoner’s Dilemma
ExerciseWhich of these games is a prisoner’s
dilemma?
Chapter 10: Thinking Strategically Slide 18
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Which of These GamesIs a Prisoner’s Dilemma?
Don’t Invest
Don’tInvest
Invest
10 for10 forChryslerChrysler
12 for12 forChryslerChrysler
4 for4 forChryslerChrysler
5 for5 forChryslerChrysler
10 for10 forGMGM
4 for4 forGMGM
5 for5 forGMGM
12 for12 forGMGM
Chrysler’s Choice
GM’s Choice
GAME 1
Invest
Chapter 10: Thinking Strategically Slide 19
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Which of These GamesIs a Prisoner’s Dilemma>
12 for12 forChryslerChrysler
5 for5 forChryslerChrysler
10 for10 forChryslerChrysler
4 for4 forChryslerChrysler
4 for4 forGMGM
5 for5 forGMGM
12for12forGMGM
10 for10 forGMGM
Chrysler’s Choice
GM’s Choice
GAME 2
Don’t Invest
Don’tInvest
Invest
Invest
Chapter 10: Thinking Strategically Slide 20
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The Prisoner’s Dilemma
Prisoner’s Dilemmas Confronting Imperfectly Competitive FirmsCartel
A coalition of firms that agrees to restrict output for the purpose of earning an economic profit
Chapter 10: Thinking Strategically Slide 21
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The Prisoner’s Dilemma
Economic NaturalistWhy are cartel agreements notoriously
unstable?
Chapter 10: Thinking Strategically Slide 22
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The Market Demandfor Mineral Water
Pric
e $/
bottl
e)
Bottles/day
Assume• 2 firms (Aquapure & Mountain Spring
• MC = 0• Cartel is formed & agree to split output and profits
2,000
D
1.00
1,000
MR
2.00
Impact of Cartel• Q = 1,000 bottles/day• P = $1/bottle• Each firm makes $500/day
Chapter 10: Thinking Strategically Slide 23
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The Temptation to Violate a Cartel Agreement
Pric
e $/
bottl
e)
Bottles/day
D
1.00
1,000 2,000
MR
2.00
1,100
0.90
Aquapure lowers P• P = $.90/bottle• Q = 1,100 bottles/day
Mountains Spring retaliates• P = $.90/bottle• Both firms split 1,100
bottles/day @ $.90• Profit = $495/day
Chapter 10: Thinking Strategically Slide 24
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The Payoff Matrix for a Cartel Agreement
Charge $1 Charge $0.90
Charge$1
Charge$0.90
Mountain Spring’s Choice
Aquapure’s Choice
$990/day for $990/day for Mountain SpringMountain Spring
$0/day for $0/day for Mountain SpringMountain Spring
$495/day for $495/day for Mountain SpringMountain Spring
$500/day for$500/day forAquapureAquapure
$0/day for$0/day forAquapureAquapure
$495/day for$495/day forAquapureAquapure
$990/day for$990/day forAquapureAquapure
$500/day for $500/day for Mountain SpringMountain Spring
Chapter 10: Thinking Strategically Slide 25
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The Prisoner’s Dilemma
Economic NaturalistWhen will the rival firms stop cutting
prices?
Chapter 10: Thinking Strategically Slide 26
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The Prisoner’s Dilemma
Economic NaturalistHow did Congress unwittingly solve the
television advertising dilemma confronting cigarette producers?
Chapter 10: Thinking Strategically Slide 27
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Cigarette Advertising as a Prisoner’s Dilemma
Advertise on TV Don’t advertise on TV
Advertise on TV
Don’tAdvertiseon TV
$10 million/year$10 million/yearfor Philip Morrisfor Philip Morris
$5 million/year$5 million/yearfor Philip Morrisfor Philip Morris
$35 million/year$35 million/yearfor Philip Morrisfor Philip Morris
$20 million/year$20 million/yearfor Philip Morrisfor Philip Morris
$10 million/$10 million/year for RJRyear for RJR
$35 million/$35 million/year for RJRyear for RJR
$20 million/$20 million/year for RJRyear for RJR
$5 million/$5 million/year for RJRyear for RJR
Philip Morris’s Choice
RJR’s Choice
Chapter 10: Thinking Strategically Slide 28
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The Prisoner’s Dilemma
Economic NaturalistWhy do people stand at concerts, even
though they can see just as well when everyone sits?
Chapter 10: Thinking Strategically Slide 29
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Standing versus Sitting at a Concert as a Prisoner’s Dilemma
Stand Sit
Stand
Sit
Other People’s Choice
Your Choice
-$2 for others-$2 for others
-$2 for you-$2 for you $1 for you$1 for you
$0 for you$0 for you-$3 for you-$3 for you
-$3 for others-$3 for others
$1 for others$1 for others $0 for others$0 for others
Chapter 10: Thinking Strategically Slide 30
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The Prisoner’s Dilemma
Economic NaturalistWhy do people shout at parties?
Chapter 10: Thinking Strategically Slide 31
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The Prisoner’s Dilemma
Tit-for-Tat and the Repeated Prisoner’s DilemmaCooperation between players will increase
the payoff in a prisoner’s dilemma.There is a motive to enforce cooperation.
Chapter 10: Thinking Strategically Slide 32
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The Prisoner’s Dilemma
Tit-for-tat strategy for repeated gamesTit-for-tat strategy
Players cooperate on the first move, then mimic their partner’s last move on each successive move
Chapter 10: Thinking Strategically Slide 33
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The Prisoner’s Dilemma
Tit-for-tat strategy for repeated gamesTit-for-tat strategy requirements
Two playersA stable set of playersPlayers recall other player’s movesPlayers have a stake in future outcomes
Chapter 10: Thinking Strategically Slide 34
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The Prisoner’s Dilemma
QuestionWhy is the tit-for-tat strategy unsuccessful
in competitive, monopolistically competitive, and oligopolistic markets?
Chapter 10: Thinking Strategically Slide 35
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Games in Which Timing Matters
The Ultimate Bargaining GameShould Michael accept Tom’s offer?
Rules of the gameo Experimenter gives $100 to Tomo Tom proposes how to divide $100 with Michaelo Tom must give Michael at least $1 (X = Tom and
$100 - X = Michael)o Michael must accept the proposalo If he does, Tom and Michael get the moneyo If he does not, the money goes to the experimenter
Chapter 10: Thinking Strategically Slide 36
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Decision Tree for Tom
A
Michaelaccepts
Michaelrefuses
$X for Tom$(100 – X) for Michael
$0 for Tom$0 for Michael
Tom proposes$X for himself,$(100 – X) forMichael
B
Possible Moves and Payoffs
Chapter 10: Thinking Strategically Slide 37
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Tom’s Best Strategy in an Ultimatum Bargaining Game
A
Michaelaccepts
Michaelrefuses
$99 for Tom$1 for Michael
$0 for Tom$0 for Michael
Tom proposes$99 for himself,$1 for Michael
B
• Tom can give Michael a take-it-or-leave-it offer• Tom will propose $1• Michael will accept• The outcome is a Nash Equilibrium
Chapter 10: Thinking Strategically Slide 38
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The Ultimatum Bargaining Gamewith an Acceptance Threshold
A
$X for Tom$(100 – X) for Michael
$0 for Tom$0 for Michael
Michael announces that he will reject any offer less than $Y
B
Tom proposes$X < $(100 - Y) for himself$(100 - X) > Y for Michael
Tom proposes$X > $(100 - Y) for himself$(100 - X) < Y for Michael
New Rule: Michael can specify in advancethe minimum offer he will accept
Chapter 10: Thinking Strategically Slide 39
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Games in Which Timing Matters
Credible Threats and PromisesCredible Threat
A threat to take an action that is in the threatener’s interest to carry out
Chapter 10: Thinking Strategically Slide 40
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Games in Which Timing Matters
ExampleIs it safe to steal Veronica’s briefcase?
Hint....What are the costs and benefits of filing
charges in the theft of a briefcase?
Chapter 10: Thinking Strategically Slide 41
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Games in Which Timing Matters
Credible PromiseA promise to take action that is in the
promiser’s interest to keep
Chapter 10: Thinking Strategically Slide 42
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Decision Tree for the Kidnapper Game
AKidnapperkills victim
Victim goesto police
Victim dies,kidnapper survives
Victim promises to remain silent
B
Kidnapper setsvictim free
CVictim remainssilent
Victim remainsin danger,kidnapper survives
Victim is safe,kidnapper executed
Will the kidnapper release his victim?
Chapter 10: Thinking Strategically Slide 43
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Decision Tree for the Remote Office Game
A
Owner does not open remote office
Manager manages honestly;owner gets $1,000,manager gets $1,000
Managerial candidatepromises to managehonestly
B
Owner opensremote office
C
Manager manages dishonestly;owner gets -$500,manager gets $1,500
Owner gets $0,manager gets $500 byworking elsewhere
Should a business owner open a remote office?Is the outcome an equilibrium?
Chapter 10: Thinking Strategically Slide 44
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Games in Which Timing Matters
Commitment ProblemA situation in which people cannot achieve
their goals because of an inability to make credible threats or promises
Chapter 10: Thinking Strategically Slide 45
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Games in Which Timing Matters
Commitment DeviceA way of changing incentives so as to
make otherwise empty threats or promises credible
Chapter 10: Thinking Strategically Slide 46
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Games in Which Timing Matters
Commitment ProblemsPrisoner’s dilemmaCartelsKidnapperRemote office
Chapter 10: Thinking Strategically Slide 47
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Games in Which Timing Matters
Commitment DevicesUnderworld code, omertaMilitary arms control agreementsTips for waiters
Chapter 10: Thinking Strategically Slide 48
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Games in Which Timing Matters
What do you think?How could the kidnap victim create a
commitment device to remain silent?
Chapter 10: Thinking Strategically Slide 49
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Games in Which Timing Matters
What do you think?Will Sylvester leave a tip when dining on
the road?
Chapter 10: Thinking Strategically Slide 50
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The Strategic Roleof Preferences
Game theory assumes that the goal of the players is to maximize their outcome.
In most games, players do not attain the best outcomes.
Altering psychological incentives may also improve the outcome of a game.
Chapter 10: Thinking Strategically Slide 51
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The Strategic Roleof Preferences
QuestionIn a moral society, will the business owner
open a remote office?
Chapter 10: Thinking Strategically Slide 52
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The Remote Office Game with an Honest Manager
A
Owner does not open remote office
Manager manages honestly;owner gets $1,000,manager gets $1,000
Managerial candidatepromises to managehonestly
B
Owner opensremote office
C
Manager manages dishonestly;owner gets -$500,manager gets -$8,500
Owner gets $0,manager gets $500 byworking elsewhere
The value of dishonesty to the manager is $10,000
Chapter 10: Thinking Strategically Slide 53
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The Strategic Roleof Preferences
Are People Fundamentally Selfish?Do you tip at out-of town restaurants?What would be your first offer in the
ultimatum bargaining game?Would you refuse a lopsided offer?
Chapter 10: Thinking Strategically Slide 54
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The Strategic Roleof Preferences
Are People Fundamentally Selfish?If narrow self-interest is not the only motive
for making choices, then the other motives must be understood to predict and explain human behavior.
Chapter 10: Thinking Strategically Slide 55
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The Strategic Roleof Preferences
Preferences as Solutions to Commitment ProblemsConcerns about fairness, guilt, humor,
sympathy, etc. do influence the choices people make in strategic interactions.
Commitment to these preferences must be communicated for them to influence choices.
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