Chapter 3 Flashcards

1
Q

Define Opportunity Cost

A

the opportunity cost of an action is what you give up (forgone profit) to pursue it.

  • Costs imply decision-making rules and vice-versa
  • The goal is to make decisions that increase profit
  • If the profit of an action is greater than the alternative, pursue it.
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2
Q

What do you consider WRT Costs and Benefits

A

In computing costs and benefits, consider

  • all costs and benefits that vary with the consequences of a decision
  • and only those costs and benefits that vary with the consequences of the decision.

These are the relevant costs and benefits of a decision.

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3
Q

Define Fixed and Variable Costs

A

Fixed costs do not vary with the amount of output.

Variable costs change as output changes.

Decisions that change output will change only variable costs.

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4
Q

What is the “fixed cost” or “sunk cost” fallacy

A

The fixed-cost fallacy or sunk-cost fallacy means that you consider irrelevant costs. A common fixed-cost fallacy is to let overhead or depreciation costs influence short-run decisions.

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5
Q

What is the hidden cost fallacy

A

The hidden-cost fallacy occurs when you ignore relevant costs. A common hidden-cost fallacy is to ignore the opportunity cost of capital when making investment or shutdown decisions.

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6
Q

Identifying Costs

A

“What decision am I trying to make?”

  • If you start with costs, you will always get confused
  • If you start with a decision, you will never get confused
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7
Q

Define EVA

A

Economic Value Added

  • EVA®= net operating profit after taxes minus the cost of capital times the amount of capital utilized
  • Makes visible the hidden cost of capital
  • The major benefit of EVA is identifying costs.

If you cannot measure something, you cannot control it.

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8
Q

Define the Endowment Effect

A

the endowment effect means that taking ownership of item causes owner to increase value she places on the item.

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9
Q

Define Loss Aversion

A
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10
Q

Define Confirmation Bias

A

confirmation bias – a tendency to gather information that confirms your prior beliefs, and to ignore information that contradicts them.

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11
Q

Define Anchoring Bias

A

anchoring bias – relates the effects of how information is presented or “framed”

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12
Q

Define Overconfidence Bias

A

overconfidence bias – the tendency to place too much confidence in the accuracy of your analysis

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