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The purpose of scenario planning is to enhance decision-making and strategic thinking by considering a range of possible futures, rather than relying on a single forecast or prediction. By presenting multiple scenarios, you can effectively convey the uncertainties and risks involved in your business forecasts.
RITHOLTZ: You guys do everything from quantitativeanalysis to macro. Well, I’m not forecasting another 20% down, but I do think we could go down 5% or 10%. How do you contextualize the economic data and the broad stamp recession when you’re thinking about managing risk? RITHOLTZ: Right. TROPIN: Sure.
You get a BA in Economics from Hamilton College. So I was hired to be the quantitative analyst. Quantitativeanalysis was really starting to gain momentum and everybody thought they needed a quant of one form or another. strategist, to being the chief quantitative strategist. You get an MBA from NYU. Where are we?
When all the experts and forecasts agree, something else is gonna happen. So, so given this, how do you draw a price target or a market forecast from, here’s the average of all the Wall Street strategists, let’s say it’s plus 8%. We were forecasting something that didn’t make any sense. Yes, I know.
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