20140922100908PPI3073 - Conducting a Feasibility Analysis
-
Upload
greigh-ten -
Category
Documents
-
view
218 -
download
1
description
Transcript of 20140922100908PPI3073 - Conducting a Feasibility Analysis
![Page 1: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/1.jpg)
Conducting a Feasibility Analysis
1
![Page 2: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/2.jpg)
Feasibility Analysis
• Entrepreneurs do not lack creative ideas,but…
• Is a particular idea a viable foundation for creating a successful business?
• Feasibility study addresses the question: “Should we proceed with this business idea?”
2
![Page 3: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/3.jpg)
Feasibility Study
• Not the same as a business plan. • Serves as a filter. • An investigative tool.
3
![Page 4: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/4.jpg)
Elements of a Feasibility Analysis
4
Industry and Market Feasibility
Product or ServiceFeasibility
FinancialFeasibility
![Page 5: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/5.jpg)
Industry and Market Feasibility Analysis
Two areas of focus:1. Determining how attractive an industry
is overall as a “home” for a new business.
2. Identifying possible niches a small business can occupy profitably.
5
![Page 6: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/6.jpg)
Five Forces Model
• Five forces interact with one another to determine the setting in which companies compete and, hence, the attractiveness of the industry:
1. Rivalry among companies in the industry2. Bargaining power of suppliers3. Bargaining power of buyers4. Threat of new entrants5. Threat of substitute products or services
6
![Page 7: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/7.jpg)
Five Forces Model
7
Industry Competito
rs
Rivalry Among Existing Firms
Buyers
Bargaining Powerof BuyersSuppli
ers
Bargaining Powerof Suppliers
Substitutes
Potential
EntrantsThreat ofNew Entrants
Threat of SubstituteProducts or Services
![Page 8: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/8.jpg)
Five Forces Model
8
Industry Competito
rs
Rivalry Among Existing Firms
Buyers
Bargaining PowerBargaining Powerof Buyersof BuyersSuppli
ers
Bargaining PowerBargaining Powerof Suppliersof Suppliers
Substitutes
Potential
EntrantsThreat ofThreat ofNew EntrantsNew Entrants
Threat of Threat of SubstituteSubstituteProducts or Products or ServicesServices
![Page 9: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/9.jpg)
Rivalry Among Companies
• Strongest of the five forces• Industry is more attractive when:
– Number of competitors is large, or, at the other extreme, quite small
– Competitors are not similar in size or capacity
– Industry is growing fast– Opportunity to sell a differentiated
product or service exists
9
![Page 10: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/10.jpg)
Five Forces Model
10
Industry Competito
rs
Rivalry Among Existing Firms
Buyers
Bargaining PowerBargaining Powerof Buyersof BuyersSuppli
ers
Bargaining Powerof Suppliers
Substitutes
Potential
EntrantsThreat ofThreat ofNew EntrantsNew Entrants
Threat of Threat of SubstituteSubstituteProducts or Products or ServicesServices
![Page 11: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/11.jpg)
Bargaining Power of Suppliers
• Industry is more attractive when:– Many suppliers sell a commodity product– Substitutes are available
11
![Page 12: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/12.jpg)
Five Forces Model
12
Industry Competito
rs
Rivalry Among Existing Firms
Buyers
Bargaining Powerof BuyersSuppli
ers
Bargaining PowerBargaining Powerof Suppliersof Suppliers
Substitutes
Potential
EntrantsThreat ofThreat ofNew EntrantsNew Entrants
Threat of Threat of SubstituteSubstituteProducts or Products or ServicesServices
![Page 13: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/13.jpg)
Bargaining Power of Buyers
• Industry is more attractive when:– Number of buyers is large– Customers want differentiated products– Customers find it difficult to collect information for
comparing suppliers
13
![Page 14: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/14.jpg)
Five Forces Model
14
Industry Competito
rs
Rivalry Among Existing Firms
Buyers
Bargaining Powerof BuyersSuppli
ers
Bargaining Powerof Suppliers
Substitutes
Potential
EntrantsThreat ofNew Entrants
Threat of SubstituteProducts or Services
![Page 15: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/15.jpg)
Threat of New Entrants
• The larger the pool of potential new entrants, the less attractive an industry is.
• Industry is more attractive to new entrants when:– Capital requirements to enter are low– Buyers are not loyal to existing brands– Government does not restrict the entrance of new
companies
15
![Page 16: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/16.jpg)
Five Forces Model
16
Industry Competito
rs
Rivalry Among Existing Firms
Buyers
Bargaining PowerBargaining Powerof Buyersof BuyersSuppli
ers
Bargaining PowerBargaining Powerof Suppliersof Suppliers
Substitutes
Potential
EntrantsThreat ofThreat ofNew EntrantsNew Entrants
Threat of Threat of SubstituteSubstituteProducts or Products or ServicesServices
![Page 17: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/17.jpg)
Threat of Substitutes
• Industry is more attractive to new entrants when:– Quality substitutes are not readily available– Prices of substitute products are not
significantly lower than those of the industry’s products
17
![Page 18: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/18.jpg)
Business Prototyping
• Entrepreneurs test their business models on a small scale before committing serious resources to launch a business that might not work.
• Recognizes that a business idea is a hypothesis that needs to be tested before taking it full scale.
18
![Page 19: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/19.jpg)
Product or Service Feasibility Analysis
• Determines the degree to which a product or service idea appeals to potential customers and identifies the resources necessary to produce it.
• Two questions:– Are customers willing to purchase our good or
service?– Can we provide the product or service to customers
at a profit?
19
![Page 20: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/20.jpg)
Product or Service Feasibility Analysis
• Primary research – collect data firsthand and analyze it.– Customer surveys and questionnaires– Focus groups
• Secondary research – gather data that already has been compiled and analyze it.
• In-home trials
20
![Page 21: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/21.jpg)
Financial Feasibility Analysis
• Capital requirements – must have an estimate of how much start-up capital is required to launch the business.
• Estimated earnings – forecasted income statements.• Return on investment – combining the previous two
estimates to determine how much investors can expect their investments to return.
21
![Page 22: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/22.jpg)
The Business Plan
• A written summary of:– an entrepreneur’s proposed business venture– its operational and financial details– its marketing opportunities and strategy– its managers’ skills and abilities.
22
![Page 23: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/23.jpg)
The Business Plan:Three Essential Functions
1. Guiding the company by charting its future course and defining its strategy for following it.
2. Attracting lenders and investors who will provide needed capital.
3. Demonstrating that the entrepreneur understands the business venture and what will make it succeed.
23
![Page 24: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/24.jpg)
Key Elements of a Business Plan
• Title Page and Table of Contents• Executive Summary• Mission Statement• Company History• Business and Industry Profile
24
![Page 25: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/25.jpg)
Key Elements of a Business Plan
• Title Page and Table of Contents• Executive Summary• Mission Statement• Company History• Business and Industry Profile
25
Business StrategyBusiness Strategy Description of Description of
Products/ServicesProducts/Services
![Page 26: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/26.jpg)
Key Elements of a Business Plan
• Marketing Strategy• Competitor Analysis• Description of Management
Team• Plan of Operation• Forecasted Financial
Statements• Loan or Investment Proposal
26
(continued)(continued)
![Page 27: 20140922100908PPI3073 - Conducting a Feasibility Analysis](https://reader034.fdocuments.net/reader034/viewer/2022042705/5695d51f1a28ab9b02a420e2/html5/thumbnails/27.jpg)
The “Five Cs” of Credit
• CapitalCapital
27
CapacitCapacityy CollateralCollateral
CharacterCharacter ConditionCondition
ss