This report describes a case study where a multi criteria decision model is used to make decisions regarding asset interventions for four social housing complexes, similar in terms of issues and possible interventions, at Christchurch City Council. The value judgements from the decision makers and their advisors that were necessary for creating the decision model were elicited through three workshops; selecting aspects, weighting and rating and lastly reviewing the output. An analysis performed shows that the decision model is logically consistent and does not suffer from the rank reversal phenomenon. The validation of the model also included creating four individual decision models, one for each social housing complex, comparing the results of applying the joint model and the individual models, and revisiting and reconsidering the value judgments made in the different models when discrepancies were found. This included utility difference analysis and asking trade-off questions to the decision makers. Part of the validation was also to get acceptance of the output of the joint model from the social housing team. Applying the decision model on the four social housing complexes and receiving an output which is accepted by the social housing team suggests that the aggregated model can be used for future decision problems of the same kind, provided that they are within the set level ranges of the aspects. Since the decision model is transparent in terms of which values or priorities have been applied and which prerequisites must be met in order to apply the model to future decisions, it is possible to use the decision model as a ‘live model’ with adjustment being made to it when required.

The Master's thesis focuses on international expansion process of a company. For the application part of the thesis I have chosen a company called Žatec brewery Ltd. which belongs into a category of small and medium enterprises. The main objectives of the thesis comprise selection of a convenient Western Balkans region market for expansion of the brewery and subsequent formulation of a specific market entry strategy. The market entry strategy consists of a market entry mode selection, competitive strategy and marketing strategy as well as marketing mix 4P. The minor objectives include characteristics of the brewery's business strategy and the role of international expansion in it and also the company's financial analysis whose results underpine its expansion possibilities. The other minor objectives comprise multi-criteria decision model creation in order to decide for the most attractive target market and the expansion key success factors identification. As for the methods used, analyzes like financial analysis, PEST analysis, Porter's model of five forces and SWOT analysis, and then comparisons dominate. Croatia was finally identified as the most suitable regional market for the brewery's expansion and the company was advised to enter it with its gluten-free lager product. It was suggested, at the same time, that the brewery use to its advantage the background provided by its current owner - beer brewing company Carlsberg.