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EVALUATING PRODUCT PLANS USING REAL OPTIONS

机译:使用实物期权评估产品计划

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Product planning helps a company to strategically plan its current and future product platforms and offer product variants in the marketplace. Product platforming is widely touted as a successful strategy for mass customization. However, due diligence should be exercised before implementing any product platform strategy. The product planning exercise should account for future uncertainties. Traditional financial tools such as the net present value (NPV) are static since they do not compensate for any exogenous and endogenous uncertainties during the course of the project. The crux of the problem lies in the evaluation model that is used for evaluating the product planning projects. While many view uncertainties in a product planning project as problematic, it can also be viewed as a source of new opportunities. We argue that uncertainties should be an integral part of the evaluation model. If the future possibilities (or strategic options) are not considered in the evaluation model, a corporation may face a "myopic syndrome." In this article, we consider two important product planning decisions— platform decisions and product variant decisions. The platform decision involves strategic selection of a concept product platform from various possible alternative concept product platforms. The product variant decision involves deciding how long a company should continue to offer its current product variant in the marketplace and whether the existing product variant should be discontinued, scaled down, or scaled up with additional product features. To address the two aforementioned decisions, we developed a real options-based methodology that considers technical, project implementation, and market-related uncertainties. The proposed methodology uses a binomial and quadranomial lattice approach to build a decision tree. Product planning decisions at various decision tree nodes are evaluated using a risk-neutral option valuation methodology. We demonstrate the working of the proposed methodology using an illustrative example.
机译:产品规划可帮助公司从战略上规划其当前和未来的产品平台,并在市场上提供产品变体。产品平台化被广泛宣传为大规模定制的成功策略。但是,在实施任何产品平台策略之前,应进行尽职调查。产品规划工作应考虑到未来的不确定性。诸如净现值(NPV)之类的传统财务工具是静态的,因为它们无法在项目过程中补偿任何外生和内生的不确定性。问题的症结在于用于评估产品计划项目的评估模型。尽管许多人认为产品规划项目中的不确定性是有问题的,但也可以将其视为新机会的来源。我们认为不确定性应该是评估模型不可或缺的一部分。如果评估模型中未考虑未来的可能性(或战略选择),则公司可能会面临“近视综合症”。在本文中,我们考虑两个重要的产品计划决策-平台决策和产品变型决策。平台决策涉及从各种可能的替代概念产品平台中战略性地选择概念产品平台。产品变型决策包括决定公司应继续在市场上提供其当前产品变型多长时间,以及是否应该终止,缩小或扩大具有其他产品功能的现有产品变型。为了解决上述两个决定,我们开发了一种基于实物期权的方法,该方法考虑了技术,项目实施以及与市场相关的不确定性。所提出的方法使用二项式和四项式格方法来构建决策树。使用风险中性期权评估方法评估各个决策树节点上的产品计划决策。我们使用一个示例说明了所提出方法的工作。

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