Decision Theory in Practice: Aconex's Business Development Strategies

This report provides a managerial synopsis of decision-making within the context of Aconex, a leading cloud collaboration platform for digital project delivery. It examines Aconex's strategies for enhancing stakeholder value, economic and financial market performance, and global market expansion. The report explores the application of group decision-making processes, including remuneration strategies and the Delphi method, and the utilization of affinity diagrams. Furthermore, it delves into the role of big data in improving customer insights, implementing cost strategies, and enhancing customer engagement through real-time data analysis. The report also covers the application of decision trees to business problems, offering recommendations for improving organizational efficiency and customer-centric outcomes. The analysis includes how Aconex leverages data to optimize sales tactics and enhance overall business efficiency, alongside discussions on data processing and analysis techniques. The report emphasizes the importance of customer-centric outcomes and investment in new technologies to understand and engage with customers effectively. The report is contributed by a student and is available on Desklib, a platform providing AI-based study tools.

Running head: DECISION THEORY IN PRACTICE
Decision Theory in Practice
Name of the Student
Name of the University
Author Note

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DECISION THEORY IN PRACTICE
Executive Summary
This paper delivers a managerial synopsis of the topic of decision making under the broad area of
executive utilities. As a manager of ACONEX it is essential for analyzing and composed
different viewpoints. Aconex provides cloud collaboration platform for digital project delivery. It
has become trusted and widely adopted platform with more than 70000 user organization in all
over 70 countries as it connects owners, contractors and their product team. This report will
elaborate on harnessing the power of groups, big data and decision trees for solving
organizational problems.

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Table of Contents
Executive Summary.........................................................................................................................1
Background..................................................................................................................................2
Theme 1: Harnessing the Power of Group......................................................................................3
Maintain A successful Process....................................................................................................5
Recommendations........................................................................................................................6
Theme 2: Big Data...........................................................................................................................7
The customer insights..................................................................................................................8
Implementing cost strategies.................................................................................................11
Real time data to improve customer engagement and retention................................................11
Computing and Analyzing Data................................................................................................12
Recommendation.......................................................................................................................13
Theme 4: Applying Decision Trees to Business Problems...........................................................13
Usefulness of the decision trees.............................................................................................16
References......................................................................................................................................18

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Background
Aconex is the leading cloud cooperation platform in all over the world. They provide
engineering projects in a controlled manner. They are transforming the way how assignment
groups work together and also growing accountability to help assignment teams complete the
project under budget and early. As the number one cloud collaboration platform, it has been
essential for Aconex to implement strategies to increase stakeholder values, economic and
financial market, achieve international business expansion, and reduce take-up of construction
collaboration solution software.
Theme 1: Harnessing the Power of Group
In August 2015, Aconex accompanied a share sale facility for eligible shareholders in
Australia to trade escrowed shares without incurring brokerage fees. The resolution of the facility
was to provide a convenient, orderly and cost-effective mechanism for the sale of escrowed
shares. 8.4 million Ordinary shares at price of 3.80 dollars per share have been sold
(Investor.aconex.com, 2018). Since 2015 Aconex trying to expand their global market
penetration, enter into collaborative cost management of worksite and they are facing issues in
cash balance as it is reduced 33.9 million dollars in 2015 to 18.6 million dollars in 2017. For
achieving this goal and solve issues following process are used.
Use of remuneration advisors
The nomination and remuneration committee is responsible for seeking external
remuneration advice for making proper remuneration decisions. The group’s objective is to

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DECISION THEORY IN PRACTICE
ensure the Aconex remuneration structures are associated with stakeholders and long-term
interests of the company. This diagram illustrates group’s remuneration approach with strategies
direction and outcomes
Component Purpose Link to performance Vehicle
Fixed remuneration To deliver reasonable
secure remuneration
set with orientation to
experience, role and
market.
Individual activity is
measured through the
yearly remuneration
appraisal.
Embraces improper
salary package
ST1 Rewards
administrators for
their influence to
accomplishment of
Group business unit
consequences.
Additional to specific
non-financial and
financial objectives.
Paid in cash
LT1 Rewards
administrators for
their influence to the
formation of
stakeholder’s
significance over the
extensive term.
Decisions are usually
delivered with
exercise charges in
additional of
marketplace price
such that
administrators are
rewarded only when
the Organization’s
share value surpasses
the exercise value.
Awarded in share
options
Delphi Decision Making Process
In this method, communication is established by letters or email and there is no face to
face meeting involved. From the respondents selected members of the group are selected cause
of their expertise or having relevant information of topic to discuss (Yu 2013). The responses
from the experts are analyzed and composed to determine conflict viewpoints. Delphi decision-

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making process is being used to determine the current openings in various developing countries
where web and cloud be a crucial part for both Aconex and the countries.
Affinity Diagram
Business arrangements are interpreted as consuming the acquisition method. The budget of
an acquirement is dignified as the collection of the reflection transmitted and stored at
acquisition date fair value and the volume of any non-controlling attentiveness in the acquiree.
Acquisition associated charges are expensed as administrative expenses including incurred. For
each business arrangement, the Group picks whether to quantity the non-controlling concern in
the acquiree at fair value or at the equivalent share of the acquiree’s identifiable net assets. For
making this type of decision group agreement is necessary and no payments were paid or
declared since the start of the economic year also no recommendation for payment of dividends
has been made. Using affinity diagram the potential for increased competition, the current
economic condition can be measured and the Group’s expansion into the various market and into
different various region sections such as infrastructure and government, resources and energy
delivers divergence and some fortification against a decline in a segment or particular market.
Maintain A successful Process
Client
Requirement
Recognize
requirement
Consult
client
Interpret
client needs
Deliver
operational
output
Identify
client
Provide
training
Distinguish
quality
improvement
Examine
efforts

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DECISION THEORY IN PRACTICE
tools
Communication Access to
data
Worker
participation
Breakdown
barricades
Controls Create
Measurement
System
Mature
counteractive
action system
Regulate
process
competence
Describe
Process
Project
development
Management Establish
reward
system
Offer job
security
Staff
Maintenance
Rich
Program
Goals
Generate
steering
comities
Recommendations
 Know The Team: it is essential to know all the member’s expertise to guide the
development of the group.
 Define Role and Responsibility: groups that lack direction or focus can struggle to
understand their role in group. Everyone should know their role and responsibility to
enhance group performance.
 Break Down Barriers: use team building exercise to help members get to know each
other.

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DECISION THEORY IN PRACTICE
Theme 2: Big Data
Big data has become the game changer for our organization over the last couple of years.
As it is continuing to infuse our daily life there is an important shift to the concentration from the
hype surrounding it to correct value in its use. It is a challenge to utilize big data and
understanding the value of it and other challenges including funding remain for every
organization (Gandomi and Haider 2015). The general goals for adopting big data in our
organization is to enhance customer experience, cost reduction, and making existing processes
more efficient. To drive profit and encompass its reasonable benefit, the Group has invested
profit and allowed cash tides into product and engineering expansion at an accelerated rate over
the past two years. Including capitalized development costs, R&D cash spend increased 63
percent in 2017 to $35.7 million, which followed an 85 percent uplift in 2016. The Group’s
product growth highlights in 2017 included:
• Promotion and roll-out of the associated Price product and other new components including
PDF Checklists and packages.
• Stretched safety through the Aconex Gov. program and presence in the Fed-RAMP program
in the US, which will enable the Group to assist government projects with the highest obedience
requirements in the world.
• Continuing improvements as well as mail routing, design managing and manufacture lots.
• Early period roll-out of analytics capabilities and insights.
• Stretched our ecosystem with integrations and further partnerships. .

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The customer insights
1. Monitoring markets to recognize sales
opportunities.
2. Improving products
3. Estimating financial risks 4. Creating personalized offers
5. Creating personalized offers 6. Recruiting staff
7. Forecasting sales, for planning and
control
8. Predicting wear and maintenance
9. Directing management, decision-
making & control
10. Detecting fraud
11. Estimating financial risks 12. Recognizing cyber attacks
13. Improving products 14. Developing innovative products
Developing innovative products
Corporate function Highest value Second-highest value Estimated ROI over
2012
Logistics Monitoring product
shipment
Identifying peaks in
costs
78%
Finance Risk measurement Forecasting 69
Customer Service Identifying consumer Website behavior 56

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DECISION THEORY IN PRACTICE
loyalty
Sales Identifying the most
important consumers
Spotting cross-selling
opportunities
54
R&D Monitoring product
quality
Spotting new
consumer needs
48
HR Estimating employee
retention
Effectiveness of
recruitment
48
Operations Product tracking Planning deliveries 42
Marketing Measuring campaign
effectiveness
Measuring media
effectiveness
41
Figure 1: how these insight effect

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Data Types
Getting successful insights means figuring out the value of data. A project will always
include exposition, some conflict, a resolution and hopefully a happily ever after ending (Wu et
al. 2014).
This is the situation with only structured data:
Structured
Unstructured
Integrated

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