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es, labor resources and quality, social customs, and even industry regulations of these three places. After the evaluation, we finally decided on Shaoxing as the new location of the Waverun’s factory.

Choice and application of decision-making tool

A strategic decision is often made by the leaders or representatives in a company, which is very important as it is directly related to the future performance of the company. The decision making process is also of vital importance since it is a process of creating, evaluating and implementing the decisions.

Multi-criteria analysis has been a very useful tool in decision making. Judging from the decision analytical perspective, uncertainty and complexity have been two of the most troublesome challenges (Zopounidis & Pardalos, 2010).

On the one hand, before the Waverun is to locate its new factory, it has to make an evaluation of whether it will succeed or not. This is one kind of uncertainty which is called epistemic, and means that the Waverun may lack an overall knowledge of the impacts of the external environments on its performance. However, multi-criteria analysis is just one on the some of the external factors that will impact the future performance of the decision.

On the other hand, the decision complexity is another reason why our group adopted the multi-criteria analysis. In our group decision making process, the major complexity came from the inter-relationship among the three choices. For example, all of them are small and medium-sized businesses, and they all have comparatively abundant labour resources. However, by adopting the multi-criteria analysis, we have explored the interrelationship among them and found out the features that distinguished them from each other.

Therefore, it is of great use to adopt the multi-criteria analysis in the group decision making process. Not only does it helps deal with the uncertainties in the decision making process, but also it helps find a way to tackle the decision complexity.

Decision making traps

Everyday, people are making decisions. Some succeed; while some fail. The problems lie in that there are some blunders and traps that would puzzle the decision makers. The failure rate will reduce greatly if those blunders and traps are skillfully avoided (Paul, 2009).

For example, when making a big and important decision, such as to select a location for a factory, the traps of limited research and no innovation often take place.

In the Waverun’s case, although we have divided our group into three small ones, with two responsible for collecting information and the other one responsible for putting forward innovative ideas, the follow-up researches showed that the results are not that satisfying. Since group members are assigned different tasks, they can not cooperate with each other very well. Therefore, the data and information was very full, and we did not realize the real innovation through multi-criteria analysis.

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