Decision-Making at Board Level Using Decision Analysis: Two Case Studies

Abstract

Two cases are described: the first in a newspaper publishing company concerned a strategic pricing decision; the second involved a property litigation problem in a food retailing company. Neither of the decision analysis models presented to the respective Boards of Directors was at all complex mathematically but they were highly influential on the decision-making processes. Indeed both were critical to the decisions made at those times. Some possible lessons are drawn from the cases with respect to these types of decision-making process, the type and complexity of model appropriate and information problems.