tree, which incorporates the seismic results. We start by emphasizing the
sequence of events in the tree. As in Figure 13.1, the first event is the test
result: good or bad. This is represented by the chance node (the circle) from
which the possible test results emanate. After seeing the result, the partners
must decide whether or not to drill. These decisions are denoted by the two
squares appearing on the good and bad test branches. Finally, for the “drill”
option, the tree shows the chance event, wet or dry, along with the revised
probabilities. After a good test, striking oil carries a 60 percent chance; after
a bad test, the chance is only 20 percent. (In contrast to the case of a perfect
seismic test, a good result does not guarantee oil, nor does a bad result rule
it out.)
With the decision tree in hand, the optimal decision strategy is easy to
determine. Consider the upper decision square. If the test is good, drilling
offers an expected profit of $280,000 and should be undertaken. After a bad
test, drilling has an expected profit of $40,000 (since the chance of finding
oil is only 20 percent). Thus, the partners should employ a contingent strategy:
Drill the site if the seismic test is favorable and forgo it if the test is unfavorable.
How much profit do they stand to gain using this strategy? To answer this ques-
tion, we simply calculate the expected profit at the initial chance node, before
the test outcome is known. As we noted earlier, a good test is expected to occur
50 percent of the time, in which case drilling earns an expected profit of
$280,000. The other 50 percent of the time, a bad test occurs, no drilling takes
place, and the profit is $0. Thus, the expected profit at the initial chance node
546 Chapter 13 The Value of Information
FIGURE 13.2
An Imperfect Seismic
Test
A “good” seismic test
boosts the chance of
striking oil to .6. A
“bad” seismic test
lowers it.
Do not drill
Drill
Do not drill
Good test Drill
Bad test
0
280
.5
.5
140
Imperfect
test
–$200
$600
Wet
Dry
Wet
Dry
0
0
–$200
$600
–40
280
.2
.8
.6
.4
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