idea. Also‚ in 2005‚ a new generation of batteries was launched on the market‚ which enables the batteries to recharge faster thus makes them more suitable for in the EV industry. I think that with his different view on the batteries‚ Mr. Agassi could best convince people that his idea would succeed. Up till then‚ the view on EV was that batteries were part of the car. Mr. Agassi turned away from that view and focused on the fact that the battery is not a part of the car‚ but of the whole infrastructure
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When a tail is obtained‚ €2 is lost Calculate the expected winnings. Outcome HEAD TAIL Winnings €4 -€2 Probability 0.5 0.5 Expected winnings in one toss: Expected Monetary Value (or just Expected Value (EV) = €1 Note: You never actually receive €1; you either receive €4 or lose €2. Play this game many times‚ sometimes you receive €4‚ sometimes lose €2‚ but it ‘averages out’ at €1 per game. This is your Expected Value. Expected winnings in
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Valuation & Accounting Global November 2001 Valuation Multiples: A Primer Global Equity Research www.ubswarburg.com/researchweb In addition to the UBS Warburg web site our research products are available over third-party systems provided or serviced by: Bloomberg‚ First Call‚ I/B/E/S‚ IFIS‚ Multex‚ QUICK and Reuters UBS Warburg is a business group of UBS AG Valuation Primer Series Peter Suozzo +852-2971 6121 ■ peter.suozzo@ubsw.com Stephen Cooper +44-20-7568 1962 ■ stephen.cooper@ubsw
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Valuation & Accounting Global November 2001 Valuation Multiples: A Primer Global Equity Research www.ubswarburg.com/researchweb In addition to the UBS Warburg web site our research products are available over third-party systems provided or serviced by: Bloomberg‚ First Call‚ I/B/E/S‚ IFIS‚ Multex‚ QUICK and Reuters UBS Warburg is a business group of UBS AG Valuation Primer Series Peter Suozzo +852-2971 6121 s peter.suozzo@ubsw.com Stephen Cooper +44-20-7568
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and sells electric vehicles globally. The company is traded publically on the NASDAQ with a market capitalization of $30.8 billion. Under the leadership of CEO‚ Elon Musk‚ the company seeks to provide a variety of high performance electric vehicles (EVs) to consumers in the near future. The following is an external analysis of Tesla Motors. STRENGTHS One of Tesla ’s greatest strengths involves optimizing cost advantages associated with building economies of scale. Making batteries in massive volumes
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Pocket Guide Print it - Fold it - Study wherever you go. Earned Value CV = EV - AC CPI = EV / AC SV = EV - PV SPI = EV / PV EAC ‘no variances’ = BAC / CPI EAC ‘fundamentally flawed’ = AC + ETC EAC ‘atypical’ = AC + BAC - EV EAC ‘typical’ = AC + ((BAC - EV) / CPI) ETC = EAC - AC ETC ‘atypical’ = BAC - EV ETC ‘typical’ = (BAC - EV) / CPI ETC ‘flawed’ = new estimate Percent Complete = EV / BAC * 100 VAC = BAC - EAC EV = % complete * BAC Mathematical Basics Average (Mean) = Sum of all members
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Decision Trees A Primer for Decision-making Professionals By Rafael Olivas 2007 Decision Trees A Primer for Decision-making Professionals ii Decision Trees A Primer for Decision-making Professionals Table of Contents Section Page Preface................................................................................................................................. iv 1.0 Introduction................................................................................................
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5-1 Earned Value Calculation 1. PV-BCWS=$3607.14 EV-BCWP=$3593.34 (.98 x 3666.67) CPI x AC AC-ACWP=$3666.67 (3593.34/.98) EV/CPI 2. SV= -13.8 (3593.34 – 3607.14) EV – PV CV=73.33 (3593.34 – 3666.67) EV – AC SPI=1.0 (3593.34/3607.14) EV/PV CPI=.98 (3593.34/3666.67) EV/AC 3. According to these calculations‚ the schedule variance is running late and the cost variance did not run over. The SPI is 1.0 which means that it is running on schedule. The CPI is .98 which is over budget by
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assume the following: PV = $ 120‚000 EV = $ 100‚000 AC = $ 90‚000 a. What is the cost variance‚ schedule variance‚ cost performance index (CPI)‚ and Schedule performance index (SPI) for the project? Answer a: Cost variance (CV) = Earned Value (EV) – Actual Cost (AC) CV = $100‚000 - $ 90‚000 = $ 10‚000 CV = $10‚000 Schedule variance (SC) = Earned Value (EV) – Planned Value (PV) SC = $100‚000 - $120‚000 SC = - $20‚000 Cost performance index (CPI) = EV – Actual cost (AC) CPI = $100‚000
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Decision Analysis Example Consider the following problem with three decision alternatives and three states of nature with the following payoff table representing profits: States of Nature s1 s2 s3 d1 4 4 Decisions d2 0 3 d3 1 5 Which decision do you choose? -2 -1 -3 Problem Formulation • A decision problem is characterized by decision alternatives‚ states of nature‚ and resulting payoffs. • The decision alternatives are the different possible strategies the decision maker can employ. • The states
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