Professional Documents
Culture Documents
Rahul Samaddar
19P104
• Investors often throw in good money after bad money. So, normally
investors invest some more money in a poorly profitable business like
a Manhattan Restaurant hoping things to turn around instead of
pulling out of it.
The mental models that can be associated with this are as follows:
YKK invested a lot of time and capital into making their operations close to
perfect in each part of the value chain which gave them a distinct
competitive advantage over competitors who would be affected by supply
chain issues and other challenges. A case-in-point was when the Japanese
earthquake struck and while other firms were severely impacted, YKK’s
operation was not hampered
They brought all stages of the zipper making process in-house including
smelting brass, concocting their own polyester, spinning and twisting their
own thread, dying, forging, molding zipper teeth etc. In addition, they even
make the boxes in which they ship their zippers. Also, they manufacture
their own zipper-manufacturing machines maintaining secrecy so that no
leaks can reach the competitors.
DEFINITION:
In Peltzman’s view, this was due to “risk compensation,” where drivers who
felt safer made riskier choices that canceled out the safety benefits. This
phenomenon was recognized as common, and the Peltzman Effect was
born.
EXAMPLES:
This theory can be applied to the case of introduction of fines for not
wearing seat belts in cars. Initially seat belts were introduced to decrease
the number of deaths due to road accidents. Traffic police also started
fining people who were not wearing a seat belt while driving. The intention
was to incentivize people from not paying the hefty fines and wear seat
belts which would in turn reduce the number of instances of deaths from
road accidents.
This line of thinking is also applicable for the case of anti-lock brakes in
cars. Even though ABS is designed to increase vehicle safety by allowing
the vehicle to steer whilst braking. However, a number of studies show that
drivers of vehicles with ABS tend to drive faster, follow closer and brake
later, accounting for the failure of ABS to result in any measurable
improvement in road safety.
• Free oneself from biases and take a bird’s eye view of the situation,
not having a tunnel vision regarding the situation.
• The person should think about the inter-relation between the
information present along with the existing information
• The odds which are there in a Bayes Theorem can be changed
because of the information and should be recalculated
Let’s imagine that you and a friend are playing your favorite board game.
Something your friend says leads you to make a friendly wager: that with
one roll of the die from the game, you will get a 6. Straight odds are 1/6, a
16% probability. But then suppose your friend rolls the die, quickly covers it
with her hand, and takes a peek. “I can tell you this much,” she says; “it’s
an even number.” Now you have new information and your odds change
dramatically to one in three, a 33% probability. While you are considering
whether to change your bet, your friend teasingly adds: “And it’s not a 4.”
With this additional bit of information, your odds have changed again, to
one in two, a 50 percent probability. With this very simple example, you
have performed a Bayesian analysis. Each new piece of information
affected the original probability, and that is Bayesian reasoning.
The big idea behind Bayes’ theorem is that we must continuously update
our probability estimates on an as-needed basis.