20140922100908PPI3073 - Conducting a Feasibility Analysis

Conducting a Feasibility Analysis

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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?”

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Feasibility Study

• Not the same as a business plan. • Serves as a filter. • An investigative tool.

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Elements of a Feasibility Analysis

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Industry and Market Feasibility

Product or ServiceFeasibility

FinancialFeasibility

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.

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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

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Five Forces Model

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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

Five Forces Model

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Industry Competito

rs


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

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

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Five Forces Model

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Industry Competito

rs


Buyers


ers


Substitutes

Potential



Bargaining Power of Suppliers

• Industry is more attractive when:– Many suppliers sell a commodity product– Substitutes are available

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Five Forces Model

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Industry Competito

rs


Buyers


ers


Substitutes

Potential



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

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Five Forces Model

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Industry Competito

rs


Buyers


ers


Substitutes

Potential

EntrantsThreat ofNew Entrants

Threat of SubstituteProducts or Services

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

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Five Forces Model

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Industry Competito

rs


Buyers


ers


Substitutes

Potential



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

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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.

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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?

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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

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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.

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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.

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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.

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Key Elements of a Business Plan

• Title Page and Table of Contents• Executive Summary• Mission Statement• Company History• Business and Industry Profile

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• Title Page and Table of Contents• Executive Summary• Mission Statement• Company History• Business and Industry Profile

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Business StrategyBusiness Strategy Description of Description of

Products/ServicesProducts/Services


• Marketing Strategy• Competitor Analysis• Description of Management

Team• Plan of Operation• Forecasted Financial

Statements• Loan or Investment Proposal

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(continued)(continued)

The “Five Cs” of Credit

• CapitalCapital

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CapacitCapacityy CollateralCollateral

CharacterCharacter ConditionCondition

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20140922100908PPI3073 - Conducting a Feasibility Analysis

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