Pricing: Deploying ModernModern

Pricing: Deploying Techniques to

Techniques
gaintocompetitive advantage
gain competitive advantage

Rahul Sahai
Rahul Sahai
About me: Rahul Sahai

• Look after After-Market Marketing for Cummins India:

• Product Management
• Pricing
• Channel Management & Strategy
• Business Development
• Marketing Communications
• 6 Sigma
• Product Engineering (New & ReCon Parts)
• Industrial Engineer (BE, PG) & MBA
• 6 Years in Cummins Aftermarket (Distribution & Parts)
• 6 Years in Venture Capital, Oil & Gas, Manufacturing
We are at the cusp of technology… making
modern pricing techniques very powerful

• “Rahul will teach modern techniques in pricing to the

students at NMIMS” and use, focusing on extracting value from the
knowledge we are imparting along the way. We want to see students take
charge of pricing from an objective point of view.

• “Pricing and Modern Analytics” for the modern render consumer, you
can expect to pay whatever you want for the tablet.This is reflected in the bag
prices of the tablets too. They have an average $140 price tag, which is more
than $250 less than the $370 iPad mini only.

End of GPT2 Output

Price is what you pay. Value is what
you get

MC

Consumer “Total surplus” refers to the sum of

Surplus consumer surplus and producer
surplus. Total surplus is maximized
Producer
Surplus
in perfect competition because
free-market equilibrium is reached.

MB

• Neoclassical economics- Consumer's perception of a product's value is the

driving factor in its price
• A consumer's first concern is to maximize personal satisfaction. Therefore, they
make purchasing decisions based on their evaluations of the utility of a product
or service
1st Degree Price Discrimination 3rd Degree Price Discrimination

• First-degree discrimination, or perfect price • Third-degree price discrimination occurs

discrimination, occurs when a business when a company charges a different price
charges the maximum possible price for to different consumer groups.
each unit consumed (based on WTP)
• For example, a theater may divide
• Because prices vary among units, the firm moviegoers into seniors, adults, and
captures all available consumer surplus for children, each paying a different price
itself, or the economic surplus.
when seeing the same movie.
• Many industries involving client services
2nd Degree of Price discrimination • This discrimination is the most common.
practice first-degree price discrimination,
where a company charges a different price
• Second-degree price discrimination
for every good or service sold.
occurs when a company charges a
different price for different quantities
consumed, such as quantity discounts
on bulk purchases.
• Common examples include quantity
discounts for energy use; the
variations in price for different sizes
of boxed cereal, packaged paper
products; and sodas and French fries
at fast food outlets.
3 Approaches to pricing

“
Pricing Strategies can be categorized in 3 Groups:

Cost Based Pricing

• Pricing has a huge impact on Profitability Add fixed margin to costs for arriving at
the pricing
• Customer Value based Pricing is
recognized as superior to all other
Competition/ Market Based Pricing
pricing strategies* Take perspective of Market where you explore
• The Profit Maximization Potential for the pricing of alternatives available and price
your products accordingly.
having a value-based pricing is far
Value Based Pricing
greater than with any other pricing Taking a view of customer value via
Quantitative model and pricing products
approach accordingly. Leveraging advanced
analytical frameworks such as Conjoint
*in literature Ingenbleek et al., 2003; Monroe (2002, P36) Analysis
Pros & Cons of Pricing Strategies
Cost Based Pricing Market Based Pricing Value Based Pricing

Definition Determines prices Uses anticipated or Value of Product/ Service

primarily with data from observed price levels delivered to a predefined
costing of competitors for segment as the main
pricing factor for setting prices

Main Strength Data readily available Data can be made Takes customer
available via Basic perspective into account
Market Research

Main Weaknesses Does not take Does not take Data is harder to collect
competition & customers into account and analyze- Needs
customers into account (WTP) support from Quantitative
(WTP etc) Models
Overall Weakest Approach Sub Optimal for setting Overall Best Approach
Evaluation prices but appropriate Direct link to customer
for commodities and centricity but the value
only if products/ service needs to be
cannot be differentiated communicated via a robust
communication strategy
Few modern pricing techniques

• No arbitrage Pricing- Oil & Gas (Market Based)

• Real Options Pricing- Factoring uncertainty (Project Financing,

Capex etc) (Value In use pricing factoring uncertainty)

• Risk Coverage Pricing- Warranty, Insurance (Cost plus)

• Real estate pricing (Cost plus)

• Pricing schemes, discounts (Value Based)

• Value based Pricing- Conjoint Analysis (Value Based Pricing)

No arbitrage pricing

• Price your
product to the
closest available
alternate
method of
purchase for the
customer
• Import parity
pricing used in
Blue- Your locations Oil & Gas
Black- Customer Locations
downstream
Bubble- minimum time taken to travel from closest location
Real Options Pricing: Factoring uncertainities

Valuing a real option looks at the premium between inflows and outlays for a particular project.
Inputs to the value of a real option (time, discount rates, volatility, cash inflows and outflows) are
each affected by the terms of business, and external environmental factors that a project exists in.
Risk Coverage Pricing- Leverage Recursive
Partitioning (PARTY Algorithm)
Pricing schemes, discounts, loyalty programs and
promotions- Leveraging advanced analytics (MLP)
Load Dataset (7044 Rows of Data)- Telecom Data
set for evaluating customer churn
customerID gender SeniorCitizen
Partner Dependents
tenure PhoneService
MultipleLines
InternetService
OnlineSecurity
OnlineBackup
DeviceProtection
TechSupportStreamingTVStreamingMovies
Contract PaperlessBilling
PaymentMethod
MonthlyCharges
TotalCharges
Churn
7590-VHVEG Female 0 Yes No 1 No No phone service
DSL No Yes No No No No Month-to-month
Yes Electronic check
29.85 29.85 No
5575-GNVDE Male 0 No No 34 Yes No DSL Yes No Yes No No No One year No Mailed check 56.95 1889.5 No
3668-QPYBK Male 0 No No 2 Yes No DSL Yes Yes No No No No Month-to-month
Yes Mailed check 53.85 108.15 Yes
7795-CFOCW Male 0 No No 45 No No phone service
DSL Yes No Yes Yes No No One year No Bank transfer (automatic)
42.3 1840.75 No
9237-HQITU Female 0 No No 2 Yes No Fiber opticNo No No No No No Month-to-month
Yes Electronic check70.7 151.65 Yes
9305-CDSKC Female 0 No No 8 Yes Yes Fiber opticNo No Yes No Yes Yes Month-to-month
Yes Electronic check
99.65 820.5 Yes
1452-KIOVK Male 0 No Yes 22 Yes Yes Fiber opticNo Yes No No Yes No Month-to-month
Yes Credit card (automatic)
89.1 1949.4 No
6713-OKOMC Female 0 No No 10 No No phone service
DSL Yes No No No No No Month-to-month
No Mailed check 29.75 301.9 No
7892-POOKP Female 0 Yes No 28 Yes Yes Fiber opticNo No Yes Yes Yes Yes Month-to-month
Yes Electronic check
104.8 3046.05 Yes
6388-TABGU Male 0 No Yes 62 Yes No DSL Yes Yes No No No No One year No Bank transfer (automatic)
56.15 3487.95 No
9763-GRSKD Male 0 Yes Yes 13 Yes No DSL Yes No No No No No Month-to-month
Yes Mailed check 49.95 587.45 No
7469-LKBCI Male 0 No No 16 Yes No No No internet
Noservice
internet
Noservice
internet
Noservice
internet
Noservice
internet
Noservice
internet
Two
service
year No Credit card (automatic)
18.95 326.8 No
8091-TTVAX Male 0 Yes No 58 Yes Yes Fiber opticNo No Yes No Yes Yes One year No Credit card (automatic)
100.35 5681.1 No
0280-XJGEX Male 0 No No 49 Yes Yes Fiber opticNo Yes Yes No Yes Yes Month-to-month
Yes Bank transfer (automatic)
103.7 5036.3 Yes
5129-JLPIS Male 0 No No 25 Yes No Fiber opticYes No Yes Yes Yes Yes Month-to-month
Yes Electronic check
105.5 2686.05 No
3655-SNQYZ Female 0 Yes Yes 69 Yes Yes Fiber opticYes Yes Yes Yes Yes Yes Two year No Credit card (automatic)
113.25 7895.15 No
8191-XWSZG Female 0 No No 52 Yes No No No internet
Noservice
internet
Noservice
internet
Noservice
internet
Noservice
internet
Noservice
internet
One
service
year No Mailed check 20.65 1022.95 No
9959-WOFKT Male 0 No Yes 71 Yes Yes Fiber opticYes No Yes No Yes Yes Two year No Bank transfer (automatic)
106.7 7382.25 No
4190-MFLUW Female 0 Yes Yes 10 Yes No DSL No No Yes Yes No No Month-to-month
No Credit card (automatic)
55.2 528.35 Yes
4183-MYFRB Female 0 No No 21 Yes No Fiber opticNo Yes Yes No No Yes Month-to-month
Yes Electronic check
90.05 1862.9 No
8779-QRDMV Male 1 No No 1 No No phone service
DSL No No Yes No No Yes Month-to-month
Yes Electronic check
39.65 39.65 Yes
Split into Train Data Set and Test/ Validation
Data Set
We have a new package, rsample, which is very useful for sampling methods. It has
the initial_split() function for splitting data sets into training and testing sets. The return
is a special rsplit object.
Feature Engineering “Discretize & Transform”
Numeric features like age, years worked, length of time in a position can generalize a group (or cohort).
We can split into six cohorts that divide up the user base by tenure in roughly one year (12 month) increments. This should help the ML
algorithm detect if a group is more/less susceptible to customer churn.

What we don’t like to see is when a lot of observations are bunched within a small part of the range. We can use a log transformation to even
out the data into more of a normal distribution. It’s not perfect, but it’s quick and easy to get our data spread out a bit more.
Model Customer Churn with Keras
• Deep Learning has been available in R for some
time, but the primary packages used in the wild
have not (this includes Keras, Tensor Flow,
Theano, etc, which are all Python libraries).
• We’re going to build a special class of ANN
called a Multi-Layer Perceptron (MLP). They are
both highly accurate and serve as a jumping-
off point for more complex algorithms.
• MLPs are quite versatile as they can be used for
regression, binary and multi classification (and
are typically quite good at classification
problems).
Predicting, Confusion Table, Accuracy

# A tibble: 1,406 x 3
truth estimate
class_prob <fctr> Truth
<fctr> <dbl> 1 yes no
0.328355074 2 yes yes no yes
0.633630514 3 no no
0.004589651 4 no no no 950 161
Prediction
0.007402068 5 no no
yes 99 196
0.049968336 6 no no
0.116824441 7 no yes
0.775479317 8 no no
0.492996633 9 no no
0.011550998 10 no no
0.004276015 # ... If you know which customer is going to churn for what reason,
with 1,396 more rows you will be able to offer schemes to retain them as well
Real Estate Pricing: Our dataset has 21613 observations
and 20 columns- The variable we want to predict is price

Decision trees cannot only be used as a powerful tool for predictive models but also for
exploratory data analysis. The learned tree relies on several variables in order to distinguish
between cheaper and pricier houses. The features we split along are grade, sqft_living, but also
some features related to the area (longitude and latitude).
Real Estate Pricing: The association between the
features can also lead to interesting insights
Real Estate Pricing: Predicting prices based on the
most important variables driving pricing (Zipcode)

We can see that the price is clearly associated with the

zipcode when comparing then two plots. As a result, we
might want to indeed use the zipcode column in our future
endeavors.
Value Based Pricing: Conjoint Analysis
How can we maximize Producer Surplus?

Can we reconfigure the product experience to maximize

customer utility and translate that into Producer Surplus?
 Introduction to Conjoint Analysis
What exactly is Conjoint Analysis?
Conjoint analysis' is a survey-
based statistical technique used in
market research that helps
determine how people value
different attributes (feature,
function, benefits) that make up an
individual product or service.
The objective of conjoint analysis
is to determine what combination
of a limited number of attributes is
most influential on respondent
choice or decision making.
• A controlled set of potential
What is Conjoint How does it work? products or services is shown
Analysis? to survey respondents and by
analyzing how they make
preferences between these
products, the implicit
valuation of the individual
elements making up the
product or service can be
determined.
• These implicit valuations
(utilities or part-worths) can
be used to create market
models that estimate value
pricing, willingness to pay,
customer value propositions
etc.
• Publ
ic
Lets talk about iPhone (Refurbished)…

• You are a product

strategist and are
planning to launch
refurbished iPhones as
a product line for the
Indian consumers

• How would you go

about the pricing
decisions?
How Many Choices can a Customer Make for
Refurbished iPhone Purchase?

• Availability • Warranty

2 3

1 4

• Price • Credit
Combinations:
Terms
• Price X 4 Options
• Availability X 4 Options
• Warranty X 5 Options
• Credit Terms X 2 Options
• Hence total number of Choices possible = 4X4X5X2= 160 Choices
Conjoint Questionnaire- VOC
Rank on a scale of 0 to 10 the Propositions sent in the template

Interviews Designation & Organization

John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
John Doe Customer Segment A
Public
Simulation: Template sent to Customers
160 Choices Possible for the Customer
Choices Price Availability Warranty Credit Terms
1 80% of New Phone Off the Shelf Zero Standard- 37 Days
2 80% of New Phone Off the Shelf Zero Extended 67 Days
3 80% of New Phone Off the Shelf 6 months Standard- 37 Days
4 80% of New Phone Off the Shelf 6 months Extended 67 Days
5 80% of New Phone Off the Shelf 1 Year Standard- 37 Days
6 80% of New Phone Off the Shelf 1 Year Extended 67 Days
7 80% of New Phone Off the Shelf 2 Years Standard- 37 Days
8 80% of New Phone Off the Shelf 2 Years Extended 67 Days
9 80% of New Phone Off the Shelf 3 Years Standard- 37 Days
10 80% of New Phone Off the Shelf 3 Years Extended 67 Days

150 50% of New Phone 4 Weeks 3 Years Extended 67 Days

151 50% of New Phone 6 Weeks Zero Standard- 37 Days
152 50% of New Phone 6 Weeks Zero Extended 67 Days
153 50% of New Phone 6 Weeks 6 months Standard- 37 Days
154 50% of New Phone 6 Weeks 6 months Extended 67 Days
155 50% of New Phone 6 Weeks 1 Year Standard- 37 Days
156 50% of New Phone 6 Weeks 1 Year Extended 67 Days
157 50% of New Phone 6 Weeks 2 Years Standard- 37 Days
158 50% of New Phone 6 Weeks 2 Years Extended 67 Days
159 50% of New Phone 6 Weeks 3 Years Standard- 37 Days
160 50% of New Phone 6 Weeks 3 Years Extended 67 Days

Public
 Simulation: Collection of Ratings
Preference Ratings for Each of the 160 Choices (Propositions) collected from Customer; The same is grouped and
averaged as per the sub segment you are collecting inputs for
Avg Preference
Choices Price Availability Warranty Credit Terms Person A Person B Person C Person D Rating

1 80% of New Phone Off the Shelf Zero Standard- 37 Days 0 0 0 0 0.0

2 80% of New Phone Off the Shelf Zero Extended 67 Days 0 0 0 0 0.0

3 80% of New Phone Off the Shelf 6 months Standard- 37 Days 1 0 0 0 0.3

4 80% of New Phone Off the Shelf 6 months Extended 67 Days 1 0 0 0 0.3

5 80% of New Phone Off the Shelf 1 Year Standard- 37 Days 2 0 0 0 0.5

6 80% of New Phone Off the Shelf 1 Year Extended 67 Days 2 0 0 0 0.5

7 80% of New Phone Off the Shelf 2 Years Standard- 37 Days 3 0 0 0 0.8

8 80% of New Phone Off the Shelf 2 Years Extended 67 Days 3 0 0 0 0.8

9 80% of New Phone Off the Shelf 3 Years Standard- 37 Days 4 0 6 0 2.5

10 80% of New Phone Off the Shelf 3 Years Extended 67 Days 4 0 8 0 3.0

Public
 Simulation: Prepare the Data for Regression
Converting the Choices to Binary for Conducting Regression

Avg Pref
Choices 80% of NP 75% of NP 60% of NP 50% of NP Off the Shelf 2 Weeks 4 Weeks 6 Weeks 0W 6m W 1Y W 2Y W 3Y W Std 37 Ext 67 Rating

1 1 0 0 0 1 0 0 0 1 0 0 0 0 1 0 0.0

2 1 0 0 0 1 0 0 0 1 0 0 0 0 0 1 0.0

3 1 0 0 0 1 0 0 0 0 1 0 0 0 1 0 0.3

4 1 0 0 0 1 0 0 0 0 1 0 0 0 0 1 0.3

5 1 0 0 0 1 0 0 0 0 0 1 0 0 1 0 0.5

6 1 0 0 0 1 0 0 0 0 0 1 0 0 0 1 0.5

7 1 0 0 0 1 0 0 0 0 0 0 1 0 1 0 0.8

8 1 0 0 0 1 0 0 0 0 0 0 1 0 0 1 0.8

9 1 0 0 0 1 0 0 0 0 0 0 0 1 1 0 2.5

10 1 0 0 0 1 0 0 0 0 0 0 0 1 0 1 3.0

Public
 Simulation: Address Multicollinearity Errors
Removing 1 Level of Each Attribute to Address Multicollinearity Errors

Choices 75% of NP 60% of NP 50% of NP Off the Shelf 4 Weeks 6 Weeks 6m W 1Y W 2Y W 3Y W Ext 67 Avg Ranking

1 0 0 0 1 0 0 0 0 0 0 0 0.0

2 0 0 0 1 0 0 0 0 0 0 1 0.0

3 0 0 0 1 0 0 1 0 0 0 0 0.3

4 0 0 0 1 0 0 1 0 0 0 1 0.3

5 0 0 0 1 0 0 0 1 0 0 0 0.5

6 0 0 0 1 0 0 0 1 0 0 1 0.5

7 0 0 0 1 0 0 0 0 1 0 0 0.8

8 0 0 0 1 0 0 0 0 1 0 1 0.8

9 0 0 0 1 0 0 0 0 0 1 0 2.5

10 0 0 0 1 0 0 0 0 0 1 1 3.0

In statistics, multicollinearity (also collinearity) is a phenomenon in which one predictor variable in a multiple regression model can
be linearly predicted from the others with a substantial degree of accuracy. In this situation the coefficient estimates of the multiple
regression may change erratically in response to small changes in the model or the data. Multicollinearity does not reduce the
predictive power or reliability of the model as a whole, at least within the sample data set; it only affects calculations regarding
individual predictors. That is, a multivariate regression model with collinear predictors can indicate how well the entire bundle of
predictors predicts the outcome variable, but it may not give valid results about any individual predictor, or about which predictors
are redundant with respect to others.
Public
 Simulation: Run the Regression
Running Regression to Evaluate Coefficients of Explanatory Variables (Part Utility measured in Utils)

SUMMARY OUTPUT

Regression Statistics
Multiple R 0.931986636
R Square 0.868599089
Adjusted R Square 0.858832806
Standard Error 1.108546155
Observations 160

ANOVA
df SS MS F Significance F
Regression 11 1202.2375 109.2943182 88.93854602 1.8563E-59
Residual 148 181.8734375 1.228874578
Total 159 1384.110938

Coefficients Standard Error t Stat P-value Lower 95% Upper 95% Lower 95.0% Upper 95.0%
Intercept -1.15 0.303587868 -3.788030165 0.000220281 -1.749926814 -0.550073186 -1.749926814 -0.550073186
75% of NP 0.2125 0.247878456 0.857274987 0.392678974 -0.277338192 0.702338192 -0.277338192 0.702338192
60% of NP 3.35625 0.247878456 13.539902 1.1027E-27 2.866411808 3.846088192 2.866411808 3.846088192
50% of NP 4.69375 0.247878456 18.93569162 2.22115E-41 4.203911808 5.183588192 4.203911808 5.183588192
Off the Shelf 0.4125 0.247878456 1.664122033 0.098203911 -0.077338192 0.902338192 -0.077338192 0.902338192
4 Weeks -0.55625 0.247878456 -2.244043348 0.026313493 -1.046088192 -0.066411808 -1.046088192 -0.066411808
6 Weeks -1.11875 0.247878456 -4.513300666 1.29283E-05 -1.608588192 -0.628911808 -1.608588192 -0.628911808
6m W 0.6484375 0.277136539 2.339776281 0.020631502 0.100781752 1.196093248 0.100781752 1.196093248
1Y W 1.5390625 0.277136539 5.553444908 1.26373E-07 0.991406752 2.086718248 0.991406752 2.086718248
2Y W 3.1328125 0.277136539 11.30422035 9.48248E-22 2.585156752 3.680468248 2.585156752 3.680468248
3Y W 4.8671875 0.277136539 17.56241715 5.06854E-38 4.319531752 5.414843248 4.319531752 5.414843248
Ext 67 0.14375 0.175276537 0.820132588 0.413459421 -0.202617907 0.490117907 -0.202617907 0.490117907

Public
Simulation: Calculating Part Utilities
What are the Part Utilities for Each of the Levels?

Attribute Levels Customer Utility (Utils)

80% of New Phone 0.0000

75% of New Phone 0.2125
Price
60% of New Phone 3.3563
50% of New Phone 4.6937

Off the Shelf 0.4125

2 Weeks 0.0000
Availability
4 Weeks -0.5563
6 Weeks -1.1188

Zero 0.0000
6 months 0.6484
Warranty 1 Year 1.5391
2 Years 3.1328
3 Years 4.8672

Standard- 37 Days 0.0000

Credit Terms
Extended 67 Days 0.1438

Public
 Simulation: Calculating Value of Utils
What are the Part Utilities for Each of iPhone Models (11, 11 Max and 11 Pro Max) ?

New Phone Price 50% of New Phone Customer Utility (Utils) 80% of New Phone Customer Utility (Utils) Value of Util in 000

11 17 8.5 4.69375 13.6 0 1.09

11 Max 45 22.5 4.69375 36 0 2.88

11 Pro Max 65 32.5 4.69375 52 0 4.15

Public
 Simulation: Willingness to Pay Calculation
How much will the Customer Pay for Each of the Levels?

Attribute Levels Customer Utility (Utils) Value- 11 Value- 11 Max Value- 11 Pro Max

80% of New Phone 0.0000 0.00 0.00 0.00

75% of New Phone 0.2125 0.88 0.61 0.23
Price
60% of New Phone 3.3563 13.94 9.65 3.65
50% of New Phone 4.6937 19.50 13.50 5.10

Off the Shelf 0.4125 1.71 1.19 0.45

2 Weeks 0.0000 0.00 0.00 0.00
Availability
4 Weeks -0.5563 -2.31 -1.60 -0.60
6 Weeks -1.1188 -4.65 -3.22 -1.22

Zero 0.0000 0.00 0.00 0.00

6 months 0.6484 2.69 1.87 0.70
Warranty 1 Year 1.5391 6.39 4.43 1.67
2 Years 3.1328 13.02 9.01 3.40
3 Years 4.8672 20.22 14.00 5.29

Standard- 37 Days 0.0000 0.00 0.00 0.00

Credit Terms
Extended 67 Days 0.1438 0.60 0.41 0.16

Public
 Simulation: Putting it all Together
Which are the Choices where Customer Value gets maximized?

Choices 80% of NP 75% of NP 60% of NP 50% of NP Off the Shelf 2 Weeks 4 Weeks 6 Weeks 0W 6m W 1Y W 2Y W 3Y W Std 37 Ext 67 Utility WTP K19 WTP K38 WTP K50
Highest Utility & WTP

130 0 0 0 4.6937 0.4125 0 0 0 0 0 0 0 4.8672 0 0.1438 9.0 9.74 25.79 37.25

129 0 0 0 4.6937 0.4125 0 0 0 0 0 0 0 4.8672 0.0000 0 8.8 9.59 25.38 36.66

140 0 0 0 4.6937 0 0.0000 0 0 0 0 0 0 4.8672 0 0.1438 8.6 9.30 24.60 35.54

139 0 0 0 4.6937 0 0.0000 0 0 0 0 0 0 4.8672 0.0000 0 8.4 9.14 24.19 34.94

150 0 0 0 4.6937 0 0 -0.5563 0 0 0 0 0 4.8672 0 0.1438 8.0 8.69 23.00 33.23

149 0 0 0 4.6937 0 0 -0.5563 0 0 0 0 0 4.8672 0.0000 0 7.9 8.53 22.59 32.63

90 0 0 3.3563 0 0.4125 0 0 0 0 0 0 0 4.8672 0 0.1438 7.6 8.29 21.94 31.70

89 0 0 3.3563 0 0.4125 0 0 0 0 0 0 0 4.8672 0.0000 0 7.5 8.13 21.53 31.10

160 0 0 0 4.6937 0 0 0 -1.1188 0 0 0 0 4.8672 0 0.1438 7.4 8.08 21.39 30.89

159 0 0 0 4.6937 0 0 0 -1.1188 0 0 0 0 4.8672 0.0000 0 7.3 7.92 20.97 30.30

73 0 0.2125 0 0 0 0 0 -1.1188 0 0.6484 0 0 0 0.0000 0 -1.4 -1.53 -4.05 -5.85

34 0.0000 0 0 0 0 0 0 -1.1188 0 0.6484 0 0 0 0 0.1438 -1.5 -1.60 -4.25 -6.13

Lowest Utility & WTP

61 0 0.2125 0 0 0 0 -0.5563 0 0.0000 0 0 0 0 0.0000 0 -1.5 -1.62 -4.30 -6.21

22 0.0000 0 0 0 0 0 -0.5563 0 0.0000 0 0 0 0 0 0.1438 -1.6 -1.70 -4.49 -6.49

33 0.0000 0 0 0 0 0 0 -1.1188 0 0.6484 0 0 0 0.0000 0 -1.6 -1.76 -4.66 -6.73

21 0.0000 0 0 0 0 0 -0.5563 0 0.0000 0 0 0 0 0.0000 0 -1.7 -1.85 -4.91 -7.09

72 0 0.2125 0 0 0 0 0 -1.1188 0.0000 0 0 0 0 0 0.1438 -1.9 -2.08 -5.50 -7.95

71 0 0.2125 0 0 0 0 0 -1.1188 0.0000 0 0 0 0 0.0000 0 -2.1 -2.23 -5.91 -8.54

32 0.0000 0 0 0 0 0 0 -1.1188 0.0000 0 0 0 0 0 0.1438 -2.1 -2.31 -6.11 -8.83

31 0.0000 0 0 0 0 0 0 -1.1188 0.0000 0 0 0 0 0.0000 0 -2.3 -2.47 -6.53 -9.43

Public
Q&A