Acknowledgment

I would like to take an opportunity to show my heartiest gratitude and my sincere thanks to our
course coordinator ………………. at Abacus Institute of studies who has provided enough
course material and resources to work on this report. I would like to express thanks to a number
of people who have guided me in preparing this report. I would like to thank my tutor
…………… , since without his guidance my project work would not have been achievable.

I want to acknowledge all sources of information including EBSCO Host, Abacus Institute of
Studies E Learning Portal, Ministry of Business, Innovation & Employment, Statistics New
Zealand, press release from different newspapers of New Zealand , startup ideas from New
Zealand now, all academic journal and reports.

Jannatul Ferdousi Shahid, 174250C Page 1

Executive summary

This report discusses creative and innovative ideas to establish a new venture in the target market
with limited amount of funds available. I have chosen a business related to Tech service and
named it as Tech on go which will be launched in Christchurch, New Zealand. As tech industry
is growing very fast and NZ government is also supporting this industry by investing in it,
investment in this sector will also be beneficial for me. Tech on go offers a wide range of
techling packages which includes the planning of whole tour from booking of air/train/bus
tickets to booking of special activities & events, bookings of luxury cruises and renting
car/caravan/boats/motorbike/bike. Moreover, company also offers value added services like
offering tour guide, professional photographer, exclusive videos of special activities and
customer customized packages at best market price. The main focus of the company it to provide
all the products and services related to techling under one roof to save time and money of the
customers.

To be successful in this business the main focus is to come with unique and innovative ideas
which will help to grow this new venture. In order to get a competitive advantage among well-
established market leader in this industry different analytical tool has been used to identify and
evaluate the strengths and weaknesses of this business.

Analytical tool which has been used in this report are SWOT, PESTEL and VRIO. Creative
and innovative ideas have been generated and evaluated based upon the market potential, scope
and growth. Market feasibility has been discussed for this business in current market related to

Jannatul Ferdousi Shahid, 174250C Page 2

the market, finance, approach and adaptability of clients. In order to find out the target market
attractiveness and profit potential Porter Five forces have been used.

Organizational feasibility has been discussed with the help of analytical tools which are SWOT
and PESTEL to find out that the strengths, weaknesses, opportunities and threats. In addition, a
financial feasibility has been performed to find out that the financial resources available for this
start up business are sufficient or not. Financial feasibility analysis has been done based on target
market size & growth rate, market penetration, consumer purchase size and resource
requirements.

Results of financial data analyzed show that projected revenue/income, variable costs, fixed
costs, projected cost on staff and projected number of customers for five-year average showing
profit for this business. On the basis of financial viability, venture three scenarios have been
discussed for next five years by considering average, best and worst scenarios to predict the
profit and loss. Moreover, venture scalability has been discussed to find out how the business
strategies will help to handle the workload, potential growth and customer requirements.

This report also investigates the growth strategies required to increase the profitability of the
business with the help of Ansoff Matrix. The report finds out that as a new venture there is no
requirement of funding strategy as it is not a very big venture, but these funding strategies has
been discussed for future requirements.

At the end, in order to increase the market share there is a need to widen the boundaries of
operation as it is limited to New Zealand tours mainly South Island. Secondly, there is also a
need to make a direct business relation with suppliers to get profit without intervention of third
party. The major weaknesses of this new venture need to be investigated more and addressed
before executing these creative ideas.

Jannatul Ferdousi Shahid, 174250C Page 3

Contents
Acknowledgment.........................................................................................................................................3
Executive summary.....................................................................................................................................4
1.0 Business Introduction..........................................................................................................................10
1.1 Industry Review...............................................................................................................................12
1.1.1 Global industry review..............................................................................................................12
1.1.2 Regional Industrial review........................................................................................................13
1.2 Report ethics...................................................................................................................................14
2.0 Market Need/Opportunity..................................................................................................................15
2.1 Identification of the Market.............................................................................................................15
2.2 Customers’ Needs/Wants/Preferences...........................................................................................16
2.3 Competition.....................................................................................................................................16
2.3.1 Direct competitors....................................................................................................................17
2.3.2 Indirect competition.................................................................................................................17
2.3.3 Strategical Analysis and Measures............................................................................................18
2.4 Market Growth and Profitability Potential......................................................................................20
3.0 Idea generation...................................................................................................................................20
3.1 Ideas for Product Strategies.............................................................................................................20
3.2 Ideas for Service Strategies..............................................................................................................21
3.3 Ideas for Business Concepts............................................................................................................21

Jannatul Ferdousi Shahid, 174250C Page 4

4.0 Idea Evaluation and Selection..............................................................................................................22
4.1 Analysis and Evaluate the Creative Ideas.........................................................................................22
4.1.1 Analysis and Evaluate the Creative Ideas (Product Strategies).................................................22
4.1.2 Analysis and Evaluate the Creative Ideas (Service Strategies)..................................................24
4.1.3 Analysis and Evaluate the Creative Ideas (Business Concept/s)................................................25
4.2 Justification of the Mentioned Creative Ideas.................................................................................27
5.0 Market Feasibility................................................................................................................................27
5.1 Applying Market Feasibility Options with Innovation......................................................................27
5.2 Innovation scopes............................................................................................................................29
5.3 Market Potential, Scope and Viability..............................................................................................31
5.3.1 Target Market Attractiveness and Profit Potential...................................................................32
5.3.2 Point-of-Difference and Consumer Value Addition...................................................................35
5.3.3 Likely Consumer Adoption........................................................................................................38
6.0 Organizational Feasibility.....................................................................................................................39
6.1 Internal Feasibilities.........................................................................................................................39
6.1.1 SWOT Analysis..........................................................................................................................39
6.2 External Analysis..............................................................................................................................40
6.2.1 PESTEL analysis.........................................................................................................................40
6.3 Competitive Advantages Based on Organizational Feasibility.........................................................42
7.0 Financial Feasibility..............................................................................................................................44
7.1 Analysis on Financial Feasibility.......................................................................................................44
Target Market Size and Growth Rate....................................................................................................44
Market Penetration................................................................................................................................44
Consumer purchase size, purchase and frequency.............................................................................45
7.2 MODEL STRUCTURE.........................................................................................................................47
7.3 Sensitivity Analysis...........................................................................................................................49
7.4 VENTURE SCENARIO VS FINANCIAL VIABILITY.................................................................................51
7.5 Justification of Most Likely Scenario................................................................................................62
8.0 Venture and Sustainability Potential...................................................................................................62
8.1 Venture scalability Potential............................................................................................................63
8.1.1 Replicability..............................................................................................................................63
8.1.2 Customizability.........................................................................................................................63

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 8.1.3 Extendibility..............................................................................................................................64
8.2 Analysing and identifying growth strategies....................................................................................64
8.3 Analyse and Identify Funding Strategies to be required..................................................................67
8.4 Determining venture’s Competitive Potential.................................................................................69
9.0 Conclusion...........................................................................................................................................71
10. Recommendation................................................................................................................................72
Reference.................................................................................................................................................73

List of Figures

Figure 1 Direct and total contribution of tech and tech to the global economy from 2006 to 2017 (in
trillion U.S. dollars)...................................................................................................................................12
Figure 2 Tech NZ......................................................................................................................................13
Figure 3 International visitors arrivals.......................................................................................................13
Figure 4 International arrivals...................................................................................................................14
Figure 5 Business life cycle.......................................................................................................................31
Figure 6 Business life cycle.......................................................................................................................31
Figure 7 Porter's five forces.......................................................................................................................32
Figure 8 Target Market Attractiveness and Profit Potential.......................................................................34
Figure 9 Sales (Unit).................................................................................................................................49
Figure 10 Ansoff matrix............................................................................................................................64
Figure 11 Product Development Strategy..................................................................................................65
Figure 12 Product Development Strategy..................................................................................................66
Figure 13 Diversification strategy.............................................................................................................66
Figure 14 Equity........................................................................................................................................67
Figure 15 VRIO analysis...........................................................................................................................68
Figure 16 VRIO analysis ..........................................................................................................................70

List of Tables

Table 1 Competitors in Christchurch.........................................................................................................19

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Table 2 Strategical Analysis and Measures (PMI, 2018)...........................................................................21
Table 3 Analysis and Evaluate the Creative Ideas.....................................................................................25
Table 4 Analysis and Evaluate the Creative Ideas.....................................................................................26
Table 5 Analysis and Evaluate the Creative Ideas.....................................................................................27
Table 6 Innovation applicable for proposed business................................................................................30
Table 7 Innovation scope...........................................................................................................................31
Table 8 Point-of-Difference and Consumer Value Addition......................................................................38
Table 9 Consumer Value Addition............................................................................................................39
Table 10 Likely Consumer Adoption........................................................................................................40
Table 11 SWOT analysis...........................................................................................................................41
Table 12 PESTEL ANALYSIS.................................................................................................................43
Table 13 Competitive Advantages Based on Organizational Feasibility...................................................44
Table 14 Target market and growth rate....................................................................................................45
Table 15 Market penetration......................................................................................................................45
Table 16 Consumer purchase size, purchase and frequency......................................................................46
Table 17 Resource requirement.................................................................................................................47
Table 18 Price............................................................................................................................................47
Table 19 Cost structure..............................................................................................................................48
Table 20 Number of customers..................................................................................................................49
Table 21 Sales...........................................................................................................................................49
Table 22 Cash Flow...................................................................................................................................50
Table 23 Target market penetration...........................................................................................................50
Table 24 Average market revenue size......................................................................................................51
Table 25 Increase in number of staff.........................................................................................................52
Table 26 Best case scenario.......................................................................................................................59
Table 27 Worst case scenario....................................................................................................................62

Jannatul Ferdousi Shahid, 174250C Page 7

1.0 Business Introduction

Opening a Tech service Company is the most successful business in modern days as teachers
from all over the world spend their money to experience and explore a new place, culture and
taste. Tech service Company is one of the new startups which need less investment and funding.
As a new venture, it could be a great opportunity for the new and young entrepreneur if they love
teching, organizing tour plans and enjoy helping other people (Morgiane, n.d).

Due to intense competition, it is a need of a time to be a market leader which offers a tour deals
with low price leadership strategy and at the same time well-scheduled plans which can cover
more destination in a limited time frame. As people nowadays spend their money very wisely
after thorough research on price and offers made by competitors so it very important in this
business to attract customers online which can make a big impact and can change their mind.

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One of the important pillars of Tech on go is a proper branding using different channels online
as well as offline which is only possible after the complete market research and knowledge in
which specific market niche you are entering. (Tech on Go, 2018)

On the other hand, the tech business is fairly inexpensive to start with a big advantage of limited
staff and little upfront cost. The success of this business greatly depends upon the market
research, passionate experts, branding, pricing strategy, and marketing. Tech service Business is
not only about the business, but it is more about customer satisfaction if want to be successful or
market leader in a long run. A unique service, like a business partnership with locals of the tech
destinations which clients will not be able to access by them, will help to differentiate the
business from other competitors.

Products and Services offered by Tech on go.

 services based on customer interests

 Software installment
 Walk in service
 Hardware repair
 Hardware ensemble
 Internet services
 hotline
 website and app
 Website services with language preferences
 Online 24*7 services
 Finance service
 Renting services includes cars/bikes/caravans/boats
 Provide tech gadgets GPS/ Pro-cam/Tents/Smart watch/Harnesses
 Customized services
 Business clients deals
 Expert Technology

Moreover, there is a huge competition in a tech industry so there is a need for applying key
managerial skills. In addition, there is no limit to business ideas that you can use to grow up this

Jannatul Ferdousi Shahid, 174250C Page 9

business. The first step to execute this business idea is to come up with a well business plan with
new marketing and organizational strategies. This business is mainly based in Christchurch
city with well-planned and decorated upfront office on one of the busy street in CBD.

Type of business

New Zealand is one of the favorite holiday destinations for the techers from all around the world
because of its diverse culture, mesmerizing scenery, natural lakes, clean green image, various
adventure, friendly and welcoming people and value for the money. According to Ministry of
Business, Innovation & Employment (MBIE), the tech industry is booming as years are passing
and it is creating a grand opportunity for the young and new entrepreneurs to establish
themselves in a tech industry. According to statistics, the number of International visitor arrivals
by the year ending June 2018 is 3,787,000 which show a growth of 4% per annum (MBIE,
2018).

1.1 Industry Review

1.1.1 Global industry review

All over the world the first concern for every running government is inclusive growth and
creating new job opportunities. Tech and Tech industry is the one which supports one in every
10 jobs in the world. Tech and Tech is the one of the world's largest economic sector which
creates jobs, impels export business and contribute to the GDP of the respective country.
According to the World Tech & Tech Council, Tech sector is accounted for 31.4% of global
GDP and 27.9% of total employment in 2017 (World Tech Council, 2018).

There is a direct and indirect impact of the tech sector on the global economy as it contributes to
GDP, employment and investment of the country. In the year 2016, the global economic
contribution was approximately 4.6 Trillion US dollars. The direct impact of this sector on
economy includes the expenditure from accommodation, sights & attraction, transport, and
entertainment which approximately contributed 1.6 Trillion US dollars in the year 2016 (Statista,
2018).

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Moreover, tech industry growth is steady almost every year and there is an increase in
international tech sector from 736 million in the year 2001 to 1.19 billion in 2015. In 2015,
China had come with the largest international tech expenditure after the USA and Germany. U.S
was one of the cities with leading tech industry ground spending, which was approximately 77.3
billion US dollars revenuw in the year 2016 (Statista, 2018).

Figure 1 Direct and the total contribution of tech and tech to the global economy from 2006
to 2017 (in trillion U.S. dollars) (Statista, 2018)

Above figure shows the direct and total economic impact of the tech industry on the Global
economy from the year 2006 to 2017. In the year 2017, the direct contribution on the economy
was 2.57 trillion US dollars and total contribution to the economy was approximately 8.27
trillion US dollars.

1.1.2 Regional Industrial review

Tech is one of the industries which majorly contribute to the New Zealand economy.
Approximately $19 billion is the contribution by the tech sector to the NZ economy every year.

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The international arrivals or visitors every year to New Zealand is approximately NZ $12.5
billion but at the same time big figure comes from the domestic tech where New Zealander spent
on their holidays, business trips and visiting their families all around the New Zealand which is
approximately NZ$17.4 billion (New Zealand tech, 2018).

The Visitor effect can be felt all across the NZ at different level includes regional, community
and national level. This effect impacts the businesses like café, restaurants, retail business, and
other small ventures when every visitor somehow contributes to these small businesses to grow.
Tech is one of the industries in NZ which provides the job opportunity which is most likely
about one job in every 3rd job. So the tech sector is one of the major sources which supports the
growth of the New Zealand economy (New Zealand tech, 2018).

1.2 Report ethics

Ethics is one of the key success factors for any project management. Responsibility, respect,
fairness, and honesty are the values which drive ethical behavior and helps in every professional
conduct. As a new startup, there would be possibly everyday challenges and problems whereas a
project manager has to come up with the solution and reflect motivation for coworkers, team
members, and stakeholders. This is the situation where ethics comes into play and play a vital
role for any project manager to be successful. Ethics is very important as it helps to make the
best possible decisions concerning people, environment and all resources. At the same time
ethics helps in diminishing risks, getting positive results, increase trust among coworkers,
determine long-term success and construct good reputation (Project Management Institute,
2018).

For this research, I take the sole responsibility for the information being used with the consent of
concerned people related to this business and ensure quality and integrity related to this research.
Concerned people related to this research are not being harmed by anyhow and this research is
independent and impartial. The logical progression designed for reflecting ethics in business is
divided into four steps which include ethical behavior, building trust, effective leadership and
project success respectively. Code of conduct for this business is developed to keep the honesty,

Jannatul Ferdousi Shahid, 174250C Page 12

responsibilities, respect, and fairness which will be the main driving values for the long run
success. One of the main ethic principles included is to maintain the integrity and fairness in the
workplace. Every employee which will be the part of the organization wouldn't be allowed to use
the property or information for personal gain or personal advantage which will arise from the
work. Every conflict of interest should be avoided and disclosed to the business ethics.
Moreover, personal conflict of interest which can impact the rules and regulations of the
company must be avoided in order to keep the fairness and honesty. Employment outside the
company which provides the similar services related to Tech service company will be prohibited
because outside work shouldn't interfere with the work of this business to maintain the integrity
and reputation.

2.0 Market Need/Opportunity

To establish a new venture the first step is to do a thorough research about the market and
customer needs, wants and preferences which can give a competitive advantage for new
business. By reading the market well an individual can set a target market and can understand
what the current demand is. An important component for a growth in any business is how well
you read the customer. Customers are the one who determines the progress and longevity of the
business. It is a need of the time to be a customer centric in order to be successful in the
competitive market. Customer need is a necessity which prompts a customer to make a final
decision on buying a product or service.

2.1 Identification of the Market

New Zealand is one of the top destinations for international as well as domestic visitors. Tourists
from all over the world come to New Zealand to experience the beauty of nature, diverse culture,
different attractions, and natural lakes. So for the Tech service company, it is one of the hottest
markets with many opportunities because of its steady growth. According to statistics NZ, there
is an increase of 7.6% industry growth in 2017 as compared to the year 2016 (Statistics NZ,
2017). The number of tech businesses in Christchurch are flocking and spending a lot of different

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activities here. In summer only, tech industry has injected more than 2.9 million dollars in
Canterbury region economy which is a very positive sign showing 20% up in tech as compared
February 2017 (NZME radio Ltd, 2018).

Christchurch is the biggest city of South Island and third largest of the New Zealand and it is
catching pace after the recovery of 2011 earthquake and there are a lot of new business
opportunities due to the restructuring of the city. Christchurch is an English heritage city and as
the biggest city of South Island, it would be very suitable for Tech service company as it is
surrounded by a lot of attractions. There are also a lot of activities which attracts tourists which
includes Ski, mountain hiking, bungee jump, surf, cycling, golf, gondola and to see whales,
dolphins, and seals. In addition, there are a lot of wineries, beautiful gardens and markets to visit.
In conclusion, Christchurch is a hub of tourist attraction from where most of the visitors plan
their South Island journey and right now it is an open market with a lot of potential in the tech
sector ("ChristchurchNZ", 2018).

2.2 Customers’ Needs/Wants/Preferences

As the number of tourists is increasing day by day so as the competition in the tech industry is.
In order to be successful and have a competitive advantage among competitors, a company needs
to identify the customer's needs, wants and preferences.

Needs

As the tech industry is a big open market where people spend a lot of money to satisfy their
needs. Current need of the customer is more flexibility with the dates of booking and best price
offering in the market. In the tech sector, customers are more focused on the kind of deals and
additional services provided by the Tech service company (Farmer, 2013).

Wants

Customers want a planned tour according to their preferences and time. Their first preference is
to go with the company which will give them a freedom to choose a date and time according to
their availability and their budget (Farmer, 2013).

Preferences

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Moreover, customer preference is also to deal with the company which is more approachable and
flexible with their services due to time zone differences for international visitors. Customers
nowadays look for the lucrative deals which give the customer more satisfaction with
expenditure where they can cover most of the desired destination in a very economical budget
(Farmer, 2013).

2.3 Competition

As due to high growth in the tech sector in New Zealand there is also an increase in the number
of competitors. New Zealand is full of natural attractions and sights so per year number of
visitors are increasing so as the competition among the teching agency (Tech on Go, 2018).

2.3.1 Direct competitors

Christchurch is the biggest city of the South Island and is the main hub for the tourists from
where they usually plan their journeys for south island. Direct competitors for this business
would be local Tech service companies and New Zealand, agents. In Christchurch only there
are a number of competitors which are following

Company/Agent Name Address Reviews(0-5)

Geeks on wheel 307 Durham St North, 5

Christchurch 8013

The computer doctor 192 St Asaph St, NA

Christchurch Central,
Christchurch 8011

Ring a geek 72 Lichfield St, Christchurch 5

Central, Christchurch 8011

My com 3a/201 Opawa Rd, 4

Hillsborough, Christchurch
8022

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Table 1 Competitors in Christchurch (Tech on Go, 2018)

2.3.2 Indirect competition

New Zealand is a top tech destination for all tech businesses all around the world so every tech
company wants to include this country in their list to make some profit. New Zealand based tech
companies, international tech companies and online tech agents are the indirect
competitors for this business where to get a competitive advantage will be a big task for both
from company employees and marketing department.

2.3.3 Strategical Analysis and Measures

Competitive Strategy Observation Measures to Be taken by Fly

Summary high

Product Quality High Tech services will be flexible

and compatible so that
customers can plan their own
plan by listed dates and
availability

Product Features High Packages will be included with

door to door tech services,
refurbishing gadgets building
websites and apps for business
clients, 24 *7 support service,
hardware renting and
servicing, tech support.

Customer Service High 24 *7 customer support,

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 flexible refund policy

Pricing Policy Low Best price in the market as a

new venture first step is to
create a network and customer
database

Distribution Coverage/Supplier’s High Joint ventures with small

Coverage teching agencies and also with
some other online services from
other countries to explore the
business opportunities

Sales Force Strategy Moderate As a new venture, it will take

time to fetch new customers
and also the trust of the
customers.

Promotion Programmes High Will cover all the channels of

marketing which includes an
online website, social
networking sites and offline
marketing as well includes
hoardings and advertisements

Financial Strategies Low As it is an investment in the

beginning and has to read the
market well before investing
more in this business

Research & Development (R&D) High Will research whole

international and domestic
market to analyze the current
market potential and size and
will try to find out the factors

Jannatul Ferdousi Shahid, 174250C Page 17

 which can help to get a
competitive advantage.

Table 2 Strategical Analysis and Measures (Tech on Go, 2018)

2.4 Market Growth and Profitability Potential

Market growth and opportunities in the tech sector, especially in New Zealand, is immense as it
is growing industry full of small tech business, implantation of high tech solutions starting from
govt. agencies to all commercial businesses. As per New Zealand Tech stats, there is
approximately a contribution of $27 billion by the tech sector to the New Zealand economy per
year. Where about the figure for domestic techindustry is $21.4 billion. So the market growth is
getting pace every year as the NZ government is also investing in the tech sector which will help
to boost up the economy and increase the employment. As the tech industry is an open market
with a lot of opportunities if a business has unique features and competitive advantage among
competitors (New Zealand Tech industry, 2018).

Only in the Christchurch, the number of tech business is 1,696 in 2018 as compared to the
previous year which shows the rise of 7.6 % (NZME radio Ltd, 2018). It again stated the fact of
the positive market field for the proposed venture.

3.0 Idea generation

Innovation and creativity are the necessity of the current market. To be successful in a long run
product development, product replacement and substitutes are very necessary to get a
competitive advantage. A new idea can differentiate the existing business in the target market as

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it will help in differentiating products and services from existing product/services (Messmer,
2016).

3.1 Ideas for Product Strategies

a) Product Merchandising/Displays/Availability: In Tech service industry product is referred as

service packages with great discounts and at best price in the market with additional services like
booking of accommodation, activities, car/caravan/air tickets and events. A creative idea
regarding product will be "advanced marketing" of products at different media platforms like
social networking sites, official website and Google ads with complete information of packages
so that customer wouldn't have any doubts before booking of any tour or package (OnQ
Marketing, 2018).

b) Delivery of the Products: As New Zealand is a top place for tech all around the
world so customer service will be provided 24*7 as of big-time zone difference this
service would give a competitive advantage. Better communication with the
customers can build a good relationship and win a trust of customers as well. (Tech
on Go, 2018)

3.2 Ideas for Service Strategies

a) Service Availability: Due to the intense competition in Tech service industry there is a need to
come with the innovative idea which can differentiate the business among already existing
business. The new creative idea regarding service will be "customer customized packages"
where the customer can choose from the packages and services listed in the official website and
would make their own customized tour plan and will get a quote from the company
representative within 2 hours. Moreover," customer assistance for 24*7 “will help to build a
better communication and relationship. Time zone difference with respect to other countries
would be covered by giving 24*7 hour customer support so that they can communicate anytime
from any part of the world.

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 b) Delivery of the Service: This service will be every customer who will check into
the official website with their registered login details and even alerts will be sent to
registered customers with new offers. (Tech on Go, 2018)

3.3 Ideas for Business Concepts

a) Core Concept: Marketing will not be enough to run a new venture there are a lot of things that
innovative skills can add more values and can help to run the business more effectively. First is
to offer free first inspection for all customers. Second is to offer professional consultancy to
check solutions at the best price and also offer special online “how to’ guide of some beginner
level tech solutions. In addition, promotions on third party websites and partnership with
some small tech companies will help to widen the network of the company (Napier, 2017). (Tech
on Go, 2018)

b) Value Added Concepts:

Above discussed ideas will definitely give value-added concepts like offering first hand tech
services, a professional team of technical support, and offer exclusive free advanced level first
hand tech solutions. Partnership with some small business tech and companies can help to add
more options to customers and will help to improve customer network. (Tech on Go, 2018)

4.0 Idea Evaluation and Selection

Above discussed ideas will be evaluated on the basis of the current market situation and by
observing the demand of the market. After implementation of these generated ideas, its pros and
cons will be evaluated. Moreover, these ideas need to be evaluated on the basis of its cost on

Jannatul Ferdousi Shahid, 174250C Page 20

implementing and how easy it would be to execute on this business. After implementing these
ideas what are the possibilities of getting a profit will be evaluated in below tables.

4.1 Analysis and Evaluate the Creative Ideas

4.1.1 Analysis and Evaluate the Creative Ideas (Product Strategies)

Idea Implementations of Pros Cons Cost vs. Ease Reversibility

Generat Creative Ideas Benefits of (On a scale
ing (On a Exec of 1 to 10)
Areas scale of ution
1 to 10) (On a
scale
of 1
to 10)
a) Advanced marketing and Fast sale It will As due 10 as 10 ( fast
Product promotions will help to of put the to the it is sales of
Display sale the products faster and products extra more very packages
s/Availa easy and will help to like financi internet easy and value-
bility/M increase the customer packages al usage to added
erchand database. and burden these execu services will
ising additional on the days te help to get

Jannatul Ferdousi Shahid, 174250C Page 21

 services. compa this idea comp profit in
Moreover ny as can any short
, it will they attract just duration)
reduce have to custome have
the work pay rs fast to
labor. extra so it is updat
for rated 8. e the
marketi offici
ng and al
promot websi
ions te and
prom
ote in
on
social
media
sites
with
the
help
of the
third
party.
b) These offers will be No need Will 10 as no 10 as It will take
Product available to every for hiring put the need to just time to make
Deliver registered customer when skilled or financi add need a brand
y they will visit the website professio al somethi a reputation
or physical address. nal staff burden ng as it custo and win the
as it will be mer trust of the
would be delivere reque customers so
available d online st for rated 7.

Jannatul Ferdousi Shahid, 174250C Page 22

 online. booki
ng
the
packa
ge
Table 3 Analysis and Evaluate the Creative Ideas (Product Strategies) (Tech on Go, 2018)

4.1.2 Analysis and Evaluate the Creative Ideas (Service Strategies)

Idea Implementatio Pros Cons Cost vs. Ease of Reversibilit

Generating ns of Creative Benefits Execution y
Areas Ideas (On a (On a (On a scale
scale of 1 scale of 1 of 1 to 10)
to 10) to 10)
a) Service Customer It will help Extra staff 8 ( If 8 (Just 7 ( As a
Availabilit assistance for to get a needed to customer need to new
y 24*7 on competitiv respond to s will get hire more venture it
booking e the queries the people to will take
packages and advantage of the replies to execute time to
additional among the customers their this idea execute the
services. Quote competitor which will inquiries but at the ideas
for the s as there ultimately very soon same perfectly
requested as very increase they can time need and build a
package will be fewer labor cost. decide it to hire the customer
replied within companies early staff for database
maximum who whether various
2hour duration. provide to choose country
24*7 the customers
assistance. service or who can
not by speak and
comparin understan
g it) d

Jannatul Ferdousi Shahid, 174250C Page 23

 respective
language.
b) Service Bookings can The online Cancellatio 9 (faster 8(Any 8 ( more
Delivery: be done at the transaction n of online sale of registered the online
same time if with half booking packages customer bookings
the customer is or full can put and with more will
satisfied with payment other additiona login be the
the response will help customers l services details profitability
from the to sale on hold will give can book )
company packages who are direct services
representatives. faster after the profit to easily
same the with no
package company extra
but not ) cost)
available at
the
moment
because of
advance
booking
Table 4 Analysis and Evaluate the Creative Ideas (Service Strategies) (Tech on Go, 2018)

4.1.3 Analysis and Evaluate the Creative Ideas (Business Concept/s)

Idea Implementations of Pros Cons Cost vs. Ease of Reversibil

Generati Creative Ideas Benefit Executio ity
ng Areas s n (On a
(On a (On a scale of 1
scale of scale of 1 to 10)

Jannatul Ferdousi Shahid, 174250C Page 24

 1 to 10) to 10)
a) Core Booking of tour Offer Additio 8 7( As 7( it will
Concept packages and additional various nal staff (Selling there will give profit
services like services will be various need to to the
accommodation, other needed services have a company
destination special than to can partnershi in the
activities, renting booking reduce definite p with the future)
car/caravan/motorbike/b tour the ly give third
icycle and air flights. packages workloa a wide party to
can d which option provide
benefit will to these
the again create services
company put revenue so it is
burden ) not much
financial easy to
ly execute
b) Value Offer free tour guide, Will Will not 7(It 6 (Build a 6(As this
Added offer professional build provide will good profit is
Concept photographer, exclusive company profit to benefit business not
videos of special reputatio the the relationsh connected
activities, booking of n and compan compan ip with to the
special events increase y y but the third company
network directly not party can directly, it
as these directly be hard also
services as sometime depends
will be services s) upon the
provide are third party
d with coming service
help of from
the third the
party. third

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 party)
Table 5 Analysis and Evaluate the Creative Ideas (Core Concept/s) (Tech on Go, 2018)

4.2 Justification of the Mentioned Creative Ideas

As to get the competitive advantage among various competitors in existing market with well-
established business in the same industry there is a need to create an innovative idea which will
make the business different from others. Above generated ideas will definitely help the company
to generate revenue. Ideas like advanced marketing both online and offline will definitely boost
up the sales as nowadays customers are more reliable on the internet. Secondly, ideas like
customer customized packages and customer assistance for 24*7 will ultimately differentiate the
business from others in a long run.

These ideas will also help to build company reputation with product and service differentiation.
In the end, the idea of offering value-added services other than just booking tour packages will
help to create the wider network and increase customer database in next 3 years.

5.0 Market Feasibility

Market feasibility is the study of the market which tells about the current condition of the market
and how the current market will respond to the proposed new project. Moreover, it tells about the
feasibility of the business related to the market, finance, approach and adaptableness of the
consumers (Danter & Associates, n.d).

5.1 Applying Market Feasibility Options with Innovation

a) Incremental Innovation

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 It is a sequence of improvements that are applied to the company's pre-existing
products and services or methods of doing business. It helps a company to improve
the productivity, in product development and to get a competitive advantage (Rose,
"Incremental innovation", n.d).

This innovation can be applied to this business after analyzing and examining the
current product strengths so that they can be improved in the future for company
growth in a long run (Tech on Go, 2018).
b) Disruptive Innovation (Whether it is applicable for your project or not)
This innovation is also known as radical innovation and it is just opposite to the
incremental innovation. This innovation is applied when the new products, services
or methods is launch into the market but is proposed to make a considerable impact
by replacing all old methods, resources, strategies, and techniques. This innovation
required a big investment as it replaces previous methods of doing business (Rose,
"Radical innovation", n.d).
As a new venture, it doesn't applicable to this business as it needs time to examine the
proposed project in order to replace current methods, resources, and strategies (Tech
on Go, 2018).
c) Breakthrough Innovation
In this type of innovation, it changes the existing products, services or methods that
can make a big difference on the business. When it is applied it changes the current
perspective of the customer interaction to the business or can create a new customer
category. This kind of innovation gives the competitive edge among the competitors
in the current market (Imber, 2013).
It can be applied to this business after some interval to get a competitive advantage
over competitors by making some changes to current products, services, and
strategies (Tech on Go, 2018).

d) Sustaining Innovation

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 This innovation only helps to improve the current product and services of the
business. Sustaining innovation doesn't generate a new market but it helps to boost up
the current demand for the products and services by providing better performance as
compared to previous (Campbellsville University, 2017).
It is applicable to this proposed project as it could improve the current products and
services offered.

Innovation Type Idea Fits with the Innovation Type

1. Incremental Yes, by adding more services like booking
Innovation activities, special events, renting
car/caravan/motorbike.
2. Disruptive No, as it is a brand new venture there will be
Innovation the need for more investment to apply this
innovation.
3. Breakthrough Yes, the idea like offering free tour guide,
Innovation offering professional photographer and
booking of special activities can create a new
market.
4. Sustaining Yes, the idea of customer customized packages
Innovation can boost up the sales as it has not been offered
by many companies before.
Table 6 Innovation applicable for proposed business

Above discussed innovation types can help the proposed project to get a competitive
advantage among competitors but as a new venture, disruptive innovation cannot be
applied as it requires a complete change of current image of the business which
requires a huge investment. (Tech on Go, 2018).

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Task 5.1 is achieved.

5.2 Innovation scopes

Life Cycle Stage Description Scope of Innovation

Startup/Introduction Stage As this business is not a brand If the new strategies and
new type of business but innovative idea will be
adding more value-added executed well there is a
services can impact the scope of adding more
business. services like booking
cruises, organizing special
events and bus tours.
Growth After executing all the Tech serviceing industry
strategies in well manner always need to add more
customer will be attracted to services to the current
the facilities/services offerings to be in a long run
provided by the business and in the industry so there is
it will help to expand business always a scope in product
in other locations. and services development.
Maturity In this stage business would Innovation involved with
be well established with a maturity stage has some
sufficient number of strategic dimensions, for
customers and would try to example, culture and
fetch new clients through new community, organization
product/services and infrastructure based.
development.
Decline In this stage, the company can In this stage, radical
reduce some products and innovation can be applied in
services in order to tackle the order to completely build a
loss in the business. new image of the company

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 by replacing existing
products, services,
resources, and strategies.
Table 7 Innovation scope (Tech on Go, 2018)

It is a succession of the business with respect to different phases of time and is categorized into
four stages which are launch/introduction stage, growth stage, maturity stage and then decline
stage. This cycle can be shown in the graph where the horizontal axis shows the time and vertical
axis shows the financial metrics (Barbour, 2017).

Figure 2 Business life cycle

Figure 3 Business life cycle (Tech on Go, 2018)

5.3 Market Potential, Scope and Viability

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Tech service business is very wide in terms of market potential, scope, and viability. The current
target market of this business is not limited to Christchurch only as Tech service company deals
with tourists from all around the world as well as domestic. So the market potential for company
growth and success is very huge as this sector is growing stable and steady. New Zealand is one
of the top destinations for tech so as the competition in the industry. But if above-generated ideas
will be executed well with excellent business strategies this company can get a competitive
advantage in the current market (Tech on Go, 2018).

Porter's five forces help to identify the business environment and also help to improve the
strategies for the profitability of the business. This tool is used to analyze the strengths and
weaknesses of the business and furthermore, a company can work on strengths and improve the
loophole in the market to make a difference in long-term (Michaux, 2015).

Jannatul Ferdousi Shahid, 174250C Page 31

Figure 4 Porter's five forces (Tech on Go, 2018)

5.3.1 Target Market Attractiveness and Profit Potential

Target market attractiveness offers a small venture a big return on its investment using different
market resources. Nowadays, businesses do the market research to recognize the segment which
provides them a potential for profitability and long-term revenue (Linton, n.d).

Potential Diagonals Degre Favorable/ Explanation

Threat/Threats e Unfavorable
Threat of Rivalry As New Zealand is High Unfavorable There are so
the top destination many
for tech so as the competitors
number of which are
competitors in the well
tech sector is very established
high due to high and have a
demand large
customer
database so it
is
unfavorable
for this
business
Threat of New As it needs less Low Favorable Less new
Entrants investment, but the entrants can
risk is high for give an
profit and growth as opportunity

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 there are already a to grow and
high number of compete
competitors
Threat of High number of High Unfavorable Customers
Substitutes well-established have many
market players in options and
this industry so they can
substitutes are very compare the
high product/servi
ces prices and
quality/quanti
ty with
substitutes
available
Buyer Bargaining Due to intense High Unfavorable A lot of
Power competition in the options and
industry, there is a substitutes
lot of options available in
available to choose the market so
for customers as buyer
everyone wants to bargaining
beat the market power is very
price of other high
competitors
Supplier In this business Low Favorable Number of
Bargaining suppliers are third-party
Power referring to the third partners are
party, which supplies very high so
or do booking for there is very
activities, events, less threat in
rent terms of

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 car/caravan/motorbik supplier
e and website & bargaining
marketing third party power
support.
Figure 5 Target Market Attractiveness and Profit Potential (Tech on Go, 2018).

5.3.1.1Discussion on Potential Threats

a) Threat of Rivalry: As the Tech service industry is wide open so as the

number of competitors as this industry is getting growth every year so
there is a high potential threat from rivalry.
b) Threat of New Entrants: Ideas generated above for the potential
growth of this business can reduce the threat of new entrants as it will
differentiate products and services from other competitors. High
customer loyalty is not a feature of this industry so no threat from new
entrants.
c) Threat of Substitutes: As the prices of substitute products are very low
so there is a high threat. Moreover, there are a lot of options to replace
the product with a substitute so not favorable for this business.
d) Buyer Bargaining Power: As the products available within the tech
sector are mostly the same so it increases buyer bargaining power. In
this business brand identity doesn't matter to customers and customers
have brief information available about the range of the options they are
looking for.
e) Supplier Bargaining Power: Threat of forward integration by suppliers
is high in this business as they can expand their business themselves.
Some products offered by the suppliers in this business are very
essential like booking special events and activities so it is not
favorable. (Tech on Go, 2018).

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5.3.2 Point-of-Difference and Consumer Value Addition

Dimension Scenario Analysis Competition 1 Competition 2 Competition 3

against monetary World Techers Flight Centre Great Sights NZ
contribution Christchurch
city
Price The price of the The products A lot of options Only provide
product and and services available due to special deals and
services will be price offered the wide packages to loyal
very reasonable to by the company network of the customers or on
attract more is high due to company at the some offseason
customers and the high best prices occasions.
build brand reputation of the
reputation. company
No additional
booking charges. Pricing policy is
not flexible

Services • 24*7 Service is good, Services The services

customer but prices are involved in the offered by the
support not flexible as booking of company are
due to brand hotels, flights, only limited by
• Customer reputation tours, cruises, to the New
customized events & Zealand which

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 packages Services offered activities and means they are
with by the company holiday specialized in
flexible is not limited to packages NZ tour.
dates New Zealand (FLIGHT
they also offer CENTER, Instant booking
• Offer tours for 2018). of
value- Europe, products/services
added America, Africa (Small business
services and Japan bible, 2018)
(World
Travellers,
2018)
Store Only a single Only one More than 100 Only one tour
office in the functional offices all desk sales in
Christchurch city office in the around New Auckland
Christchurch Zealand
city
Table 8 Point-of-Difference and Consumer Value Addition (Tech on Go, 2018)

5.3.2.1 Consumer Value Addition

The level of satisfaction of a product’s to customers and it’s been compared with the level of
competitors of its customers.

It shows the level of satisfaction from a customer point of view about product & services by
comparing it with the level of satisfaction of the customer to its competitors.

To measure customer value added we require to

 Measure the value of services company adds in customer perspective

 Measure value added by the competitors in the market perspective
 Classify the relationship between above two (CustomerThink Corp., 2016)

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 Features Advantages Disadvantages
1. Customer support 24*7 1. Quotes reply 1. Extra staff will be needed
to fetch customers all instantly will 2. Will put an extra burden on
around Christchurch improve finance
customer’s
decision
period.
2. Will give a
competitive
advantage as
there are very
fewer
companies
who respond
24*7
2. Value-added services 1. It will help the 1. As the third party or joint
company to ventures are required to give
build additional services so it will not
reputation and give direct revenue to the company.
value in the 2. Workload will increase on staff
market by
offering
additional
services
2. Offer many
options will
attract
customers to
choose
services from
a single

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 company
Table 9 Consumer Value Addition (Tech on Go, 2018)

5.3.3 Likely Consumer Adoption

Time Potential Consumer Measures to Achieve the

Frame Adoption Consumer Adoptions
1st Year 1.5% of market share As it is a launch state of the company
2nd Year 1.8% of the market share Product & service differentiation will attract more
customers
3rd Year 2.4% of the market share Advanced marketing will highlight the company
creative projects and will fetch more customers
4th Year 3.0% of the market share At this stage, the company will be in the mature
stage after observing the market demand and try to
add new features
5th Year 4% of market share The company will try to expand the business
network throughout the New Zealand and will also
deal with booking tours of other top destinations

Table 10 Likely Consumer Adoption (Tech on Go, 2018)

6.0 Organizational Feasibility

This term defines whether the organization is feasible enough with all its resources, work staff or
management and financially to execute the proposed business plan practically. (Barbour, 2017)

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6.1 Internal Feasibilities
6.1.1 SWOT Analysis

SWOT is an analysis tool which helps to find out the major strengths, weaknesses, opportunities,
and threats of an organization.

STRENGTH WEAKNESS
• Customer service time flexibility for • Single branch in Christchurch
customers all around the world • Limited to New Zealand tours
• Value-added services other than • As a new venture risk of an additional
booking tour packages financial burden to pay wages of
• 24*7 service employees on less or no sales
• Creative projects like booking special • A high number of competitors in the
events, professional photographer and same industry which creates threat of
offer exclusive videos for special substitution
activities. • Limited funds to execute a business
• Preference of quality over quantity plan can limit the ideas.
• Third party partnership and joint
ventures with small companies widen
the product and services options
• Response to the inquiries or quotes
within 2 hours maximum
• Location of the business is at one of
the main streets of the city center
Table 11 SWOT analysis (Tech on Go, 2018)

6.2 External Analysis

6.2.1 PESTEL analysis

PESTEL ANALYSIS OPPORTUNITIES THREATS

Political NZ is identified as the one of Political instability is one of

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 the political stable democracy the major threat to the tech
in the world. Every ruling industry as it impacts the
government always wants to investment policy for
boost the economy by foreigners
knowing the fact that tech
plays a big role to contribute
to the GDP of the country. So
many proposals to invest in
tech sector create an
opportunity for the business
(MBIE, 2018).
Economical New Zealand economy is Instability in the economy
growing strong and ranked as can impact the domestic
a third most stable country in customers to tech and explore
funds according to Peace within NZ and ultimately will
2016 Fragile index. impact the business
Moreover, NZ ranked as 2nd
on the global peace index
which is the safest country to
live in. As economic
conditions are favorable for
the business it creates
opportunity (MBIE, 2018).
Social NZ is a multicultural and Some social objects who can
diverse country. According to disturb the peace of social life
the Global peace index, it is a in New Zealand and having a
2nd peaceful country in the bad experience of any techer
world to live in. Kiwi's are can impact the peaceful
very welcoming and love image of NZ
diverse culture and food.
Welcoming nature and

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 various country food options
available in the market also
attract techers all around the
world to experience this
world-class lifestyle (MBIE,
2018).
Technological NZ economy is getting pace As nowadays customers are
in every sector which can more reliable on technology
influence their life and for example rather than
technology is one of them. visiting a physical address
New Zealand is equipped people prefer to book
with advanced technology services online. The online
which makes the way of transaction for booking
doing business very easy. products and services
Advanced technology gives a sometimes is not safe due to
business advantage to ongoing scams over the
communicate to the people all internet.
around the world.
Environment New Zealand is full of natural Natural disasters and
beauty, various attractions, calamities like earthquake,
beaches, and natural lakes. In cyclones, floods, and tsunami
addition, business can distract the attractiveness
environment with inbuilt of the New Zealand and it
advantages like an educated can impact the business very
and flexible workplace plus badly.
commitment of government
for growth and innovations
make NZ a wonderful place
for business (MBIE, 2018).
Table 12 PESTEL Analysis (Tech on Go, 2018).

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6.3 Competitive Advantages Based on Organizational Feasibility

Competitive Explanation Strategies to Address the Gaps/Proceed

Gap/Advantages through the Advantages
Value-added To provide a full Third party partnership and joint ventures
services package including with a small Tech service firms can really
booking of flights, bus, help to build the company image. Multiple
trains, accommodation, options under the single roof can really
special events & attract customers and it will make a good
activities plus renting reputation in the market as well as among
car/caravan/cruises/mot other competitors. So good relationship with
orbike/bikes under one joint ventures will ultimately boost up the
platform can attract the sales of the company.
customers as it will save
their time as well as
money. Moreover
offering free destination
tour guide, a
professional
photographer, exclusive
videos of some special
activities and supply of
teching necessary
accessories can really
turn around the
customers and think
about the product &
services offered by the
company.
Limited to New As a new venture the Market penetration and product
Zealand business main focus is development will be the main strategies to

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 to cover the customers address this gap as limited options can
who are coming to New divert the customers. Thorough market
Zealand to explore and research about the particular region will be
tech. Secondly, required to know about the current demand
domestic customers who of clients and what they expect from the
are interested in book country if they will provide them an option
holiday packages, of different activities.
special activities and Product development is a part of advance
domestic flights. So for business tactics which helps the company to
a long run there is a be in the market for a long run with
need to expand the continuous creative and innovative ideas to
business boundaries as it push up the business with wide options.
can profit the company
and will help to build
company reputation.
Table 13 Competitive Advantages Based on Organizational Feasibility (Tech on Go, 2018)

7.0 Financial Feasibility

A financial feasibility is an assessment of financial resources which are required for a start-up
business or running a business. It tells how much capital is required, from where it will come and
how well it will be spent. It considers a lot of financial resources like start-up capital, expense,
revenue, potential return for investors and disbursements. Moreover, it includes the complete
study of the company financial data and it helps to analyse whether the proposed idea will be
successful or investment idea can generate a loss of money, resources and time.

7.1 Analysis on Financial Feasibility

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 Target Market Size and Growth Rate

Target market size will be based on the customer inputs and a number of customers who will
visit New Zealand, Christchurch as well as the domestic customers. The growth rate will be
considered on the basis of first-year sales so the first year it is assumed 2% (Tech on Go, 2018).

[A] Customer Inputs 2019 2020 2021 2022 2023

Size of Target Market/Population 45000 90000 100000 110000 124000
Annual % growth in Target Market 2% 2% 3% 2% 3%
Table 14 Target market and growth rate (Tech on Go, 2018)

Market Penetration

Market penetration is a measurement of growth in the sales of products and services in the target
market and increases the market share with an existing product (Breschi, n.d). As tech is a fast-
growing industry so as the demand for the product and services increasing day by day and
market share will increase eventually.

Target % market penetration 2.0% 2.0% 3.0% 2.0% 3.0%

Table 15 Market penetration (Tech on Go, 2018)

Consumer purchase size, purchase and frequency

As the tech sector is growing fast so as the demand for product and services increasing day by
day. New Zealand is one of the top teching destinations and the number of visitors per year is
increasing which mean the customer expenditure is also increasing. So for the first year of the
business, the $100 and will increase gradually.

[B] Revenue/Sales Inputs 2019 2020 2021 2022 2023

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Average spend per customer $150 $180 $180 $180 $200
Average number of units/sales to each customer
per year 1 1 1 1 1
Table 16 Consumer purchase size, purchase, and frequency (Tech on Go, 2018)

** All monetary figures are in NZD

Resource Requirements:
As a new venture, the initial investment must consider all the start-up costs which are shown
down in the table which can help you to determine overall funds required setting up new
business and forecast of cash flows will help to determine whether the business will be
profitable or not (MBIE, 2018).
So for the first year as a teching company, the funds required is approximately $92,000.00 NZD
with additional projected staff cost of $69,000 so overall funds required will be approximately
$150,000.00 NZD (Tech on Go, 2018).

[C] Start Up Costs 2019 2020 2021 2022 2023

Administration Costs (stationary etc) $15,000.00 $1,000 $1,000 $1,000 $1,000
Technology and Communications (laptop, pc,
$45,000.00 $2,000 $2,000 $2,000 $2,000
phone)
Vehicle costs $20,000.00 $0 $0 $0 $0
Building costs $7,000.00 $500 $500 $500 $500
Equipment and Uniform costs $1,000.00 $1,000 $1,500 $2,000 $2,000
Contingency Fund (10%) $25,000.00 $0 $0 $0 $0
$113,000.0
$4,500 $5,000 $5,500 $5,500
Projected Start Up Costs 0

[D] Staffing Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Number of staff required 5 5 5 5 5
Average Salary per staff member $20,000 $21,000 $22,000 $23,000 $24,000
The projected cost of salaries/wages $100,000 $105,000 $110,000 $115,000 $120,000
Percentage On-Costs of Staff (ACC, Kiwi Saver, 15% 10% 15% 10% 15%

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training, uniforms etc)
Projected value of On-Costs of Staff $9,000 $6,000 $9,900 $6,900 $10,800
Projected Cost of Staff $109,000 $110,000 $121,900 $121,900 $130,800
Table 17 Resource requirement (Tech on Go, 2018)

** All monetary figures are in NZD

Price

The price here generally shows the sensitivity of customers how much they pay in an average per
product and according to their budget. For first-year average expenditure per customer is
assumed as $100 NZD per unit of product/service. Additionally, the other income which includes
value-added services is considered in the below table to determine the projected sales/revenue
per year (Tech on Go, 2018).

[B] Revenue/Sales Inputs 2019 2020 2021 2022 2023

Average spend per customer $150 $180 $180 $180 $200
Average number of units/sales to each customer
per year 1 1 1 1 1
Other income $40,000 $70,000 $110,000 $135,000 $140,000
Projected Revenue/Income $160,000 $221,000 $380,000 $576,000 $805,000
Table 18 Price (Tech on Go, 2018)

** All monetary figures are in NZD

7.2 MODEL STRUCTURE

Cost structure

This includes the cash flow analysis (Profit/loss) which shows the forecast of the cash flow of the
business and determine whether the proposed business is profitable or not.

Milestones Year 1 Year 2 Year 3 Year 4 Year 5

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Number of Customer Sales 2,000 2,200 3,100 4,800 9,000
Average Value per Sale $150 $180 $180 $180 $200
Total Value of Sales (revenue) $300,000 $365,000 $550,000 $864,000 $1,800,000
Staffing Costs $109,000 $110,000 $121,900 $121,900 $130,800
Fixed Costs $27,200 $22,000 $21,500 $21,500 $21,500
Variable Costs $4,050 $4,050 $4,050 $4,050 $4,050
Profit (Revenue - Total Costs) $159,750 $228,950 $402,550 $838,450 $1,643,450
Table 19 Cost structure (Tech on Go, 2018)

** All monetary figures are in NZD

Number of customers

This will show the number of customer inputs contributing to key financial outputs. As per
assumption and considering a number of tech businesses and customers who require tech help is
presumebly will be 50000 per year in the target market. Customer input will help to determine
the projected number of customer sales.

[A] Number of Customers 2019 2020 2021 2022 2023

Size of Target Market/Population 45000 90000 100000 110000 124000
Annual % growth in Target Market 2% 2% 3% 2% 3%
Target % market penetration 2.0% 2.0% 3.0% 3.0% 4.0%
Projected number of customers/sales 7, 00 1,200 2,100 3,800 6,500
Table 20 Number of customers (Tech on Go, 2018)

Sales (revenue)

According to average input or spent per customer and sales from additional value-added services
it shows the total revenue generated per year per unit sale per customer.

[B] Revenue/Sales Inputs 2019 2020 2021 2022 2023

Average spend per customer $150 $180 $180 $180 $200

Jannatul Ferdousi Shahid, 174250C Page 47

Average number of units/sales to each customer
per year 1 1 1 1 1
Other income $40,000 $70,000 $110,000 $135,000 $140,000
Projected Revenue/Income $159,750 $228,950 $402,550 $838,450 $1,643,450
Table 21 Sales (New Zealand tech, 2018)

** All monetary figures are in NZD

Cashflow (Profit/loss)

This analysis shows the total profit or loss after deducting all the startup cost required for the
business which includes start-up cost per revenue, fixed costs per revenue and variable cost per
revenue. It determines that the proposed business plan will generate profit or investment will be a
loss of money, resources and time.

[G] Cash flow Analysis (Profit/Loss) 2019 2020 2021 2022 2023
Profit (loss) per annum (Revenue - Costs) $48,300 $190,950 $338,550 $650,450 $1,430,450
Start Up Costs per $ Revenue $0.61 $0.01 $0.01 $0.01 $0.00
Fixed Costs (inc Staff Costs) per $ Revenue $0.64 $0.31 $0.20 $0.10 $0.06
Variable Costs per $ Revenue $0.03 $0.02 $0.01 $0.00 $0.00
Total Costs per $ Revenue $1.28 $0.32 $0.21 $0.11 $0.06
Break Even (Revenue) Y1-Y5 $108,250 $156,050 $191,550 $194,350 $197,750
NPV (Discount Rate Assumed 18%) $1,068,057

-$90,000 $48,300 $178,950 $338,450 $781,450

** All monetary figures are in NZD

Table 22 Cash Flow (Tech on Go, 2018)

Jannatul Ferdousi Shahid, 174250C Page 48

 Sales (Units)

This shows the number of units purchased by a customer per product and services. As most of
the techer’s book in average single package/unit so it shows the number of units sale per
customer.

[B] Revenue/Sales Inputs 2019 2020 2021 2022 2023

Average spend per customer $150 $180 $180 $180 $200
Average number of units/sales to each customer
per year 1 1 1 1 1
Table 23 Sales( Unit) (Tech on Go, 2018)

7.3 Sensitivity Analysis

This analysis is used to evaluate how the different set of independent variables can impact the
fixed or dependent variables. It is used to predict the effect of definite actions when acted under
certain conditions (CFI Education Inc., 2018).

a) Target market penetration

It will show the impact of an increase in demand for products if the market share will be
increased.

Target % market penetration 2.0% 2.0% 2.0% 3.0%

[G] Cash flow Analysis (Profit/Loss) 2019 2020 2021 2022 2023
Profit (loss) per annum (Revenue - Costs) $48,300 $190,950 $338,550 $650,450 $1,430,450
Table 24 Target market penetration (Tech on Go, 2018)

** All monetary figures are in NZD

b) Average market revenue size

Jannatul Ferdousi Shahid, 174250C Page 49

 Average market revenue size will depend upon sales or units sold per customer. So it can be
determined by analyzing the number of goods sold and then its impact on projected
revenue/income.

Average number of units/sales to each customer

per year 1 1 1 1 1
Projected Revenue/Income $159,750 $228,950 $402,550 $838,450 $1,643,450

Table 25 Average market revenue size (Tech on Go, 2018)

** All monetary figures are in NZD

C) Incremental in the number of staff:

[D] Staffing Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Number of staff required 5 5 5 5 5
Average Salary per staff member $20,000 $21,000 $22,000 $23,000 $24,000
Projected cost of salaries/wages $100,000 $105,000 $110,000 $115,000 $120,000
Percentage On-Costs of Staff (ACC, KiwiSaver,
15% 10% 15% 10% 15%
training, uniforms etc)
Projected value of On-Costs of Staff $9,000 $6,000 $9,900 $6,900 $10,800
Projected Cost of Staff $109,000 $110,000 $121,900 $121,900 $130,800
This analysis will show how the number of staff increased per year will impact the projected cost
on staff and then the profit of the business.

** All monetary figures are in NZD (Tech on Go, 2018)

Table 26 Increase in number of staff

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 7.4 VENTURE SCENARIO VS FINANCIAL VIABILITY

a)Average case scenario

In this scenario, conditions will be considered in favor of the proposed business which will
give positive outcomes just on average with no high-profit revenue. In this case, the number
of customers will be considered an average or less than the actual one which can generate
enough profit to support the business in the initial stage and can support in upcoming
years.

[A] Customer Inputs 2019 2020 2021 2022 2023

Size of Target Market/Population 45000 90000 100000 110000 124000
Annual % growth in Target Market 2% 2% 3% 2% 3% %
Target % market penetration 2.0% 2.0% 3.0% 3.0% 4.0%
Projected number of customers/sales 7, 00 1,200 2,100 3,800 6,500

[B] Revenue/Sales Inputs 2019 2020 2021 2022 2023

Average spend per customer $150 $180 $180 $180 $200
Average number of units/sales to each
customer per year 1 1 1 1 1
Other income $40,000 $70,000 $110,000 $135,000 $140,000
Projected Revenue/Income $159,750 $228,950 $402,550 $838,450 $1,643,450

[C] Start-Up Costs 2019 2020 2021 2022 2023

Administration Costs (stationary etc) $15,000.00 $1,000 $1,000 $1,000 $1,000
Technology and Communications (laptop, pc,
$45,000.00 $2,000 $2,000 $2,000 $2,000
phone)
Vehicle costs $20,000.00 $0 $0 $0 $0
Building costs $7,000.00 $500 $500 $500 $500
Equipment and Uniform costs $1,000.00 $1,000 $1,500 $2,000 $2,000

Jannatul Ferdousi Shahid, 174250C Page 51

Contingency Fund (10%) $25,000.00 $0 $0 $0 $0
Projected Start Up Costs $113,000.00 $4,500 $5,000 $5,500 $5,500

[D] Staffing Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Number of staff required 5 5 5 5 5
Average Salary per staff member $20,000 $21,000 $22,000 $23,000 $24,000
Projected cost of salaries/wages $100,000 $105,000 $110,000 $115,000 $120,000
Percentage On-Costs of Staff (ACC,
15% 10% 15% 10% 15%
KiwiSaver, training, uniforms etc)
Projected value of On-Costs of Staff $9,000 $6,000 $9,900 $6,900 $10,800
Projected Cost of Staff $109,000 $110,000 $121,900 $121,900 $130,800

[E] Fixed Cost Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Equipment and Uniforms $5,000 $500 $0 $0 $0
Rent/Mortgage on premises $20,000 $20,000 $20,000 $20,000 $20,000
Insurance $500 $500 $500 $500 $500
Utilities (e.g. power, phones, water, gas,
internet, rates etc) $1,000 $1,000 $1,000 $1,000 $1,000
Licensing, royalties or commission (e.g.
software) $200 $0 $0 $0 $0
Accountant and legal fees $500 $0 $0 $0 $0
Maintenance of database (expert contractor) $0 $0 $0 $0 $0
Projected Fixed Costs $27,200 $22,000 $21,500 $21,500 $21,500

[F] Variable Cost Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Stock $0 $0 $0 $0 $0
Website maintenance $500 $500 $500 $500 $500
Brochures $500 $500 $500 $500 $500
Advertising and marketing $3,000 $3,000 $3,000 $3,000 $3,000
Royalty fees (e.g. to iTunes/Play store 5%) $0 $0 $0 $0 $0

Jannatul Ferdousi Shahid, 174250C Page 52

Online transaction fees (5%) $50 $50 $50 $50 $50
Projected Variable Costs $4,050 $4,050 $4,050 $4,050 $4,050
Total Costs (Start up + Staff + Fixed +
Variable Costs) $108,250 $156,050 $191,550 $194,350 $197,750 $483,951

[G] Cash flow Analysis (Profit/Loss) 2019 2020 2021 2022 2023
Profit (loss) per annum (Revenue - Costs) $48,300 $190,950 $338,550 $650,450 $1,430,450
Start Up Costs per $ Revenue $0.61 $0.01 $0.01 $0.01 $0.00
Fixed Costs (inc Staff Costs) per $ Revenue $0.64 $0.31 $0.20 $0.10 $0.06
Variable Costs per $ Revenue $0.03 $0.02 $0.01 $0.00 $0.00
Total Costs per $ Revenue $1.28 $0.32 $0.21 $0.11 $0.06
Break Even (Revenue) Y1-Y5 $108,250 $156,050 $191,550 $194,350 $197,750
NPV (Discount Rate Assumed 25%) $1,068,057

-$90,000 $178,950 $338,450 $781,450 $1,507,450

Insights
Revenue per sale $90
Total Variable Cost per Sale = Variable
$3.02
Costs/Number of Sales
Contribution Margin in $ = Revenue per sale
$71
- Variable Costs per sale
Contribution Margin Ratio per sale =
5.04%
Variable costs/Revenue
Year 1 Break Even Point = Fixed
Costs/Contribution Margin $1108,250
Year 1 Weekly Break Even Point (sales
required) $23,276.61
Year 1 Weekly number of sales to Break
Even 567.9

Five Year Averages

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Projected number of customers/sales 2,700
Projected Revenue/Income $598,700.00
Projected Cost of Staff $109,000.10
Projected Fixed Costs $22,740.00
Projected Variable Costs $4,050.00
Total Costs (Staff+Fixed+Variable Costs) $90,390.10
Profit (Revenue - Costs) $398,809.90

Milestones Year 1 Year 2 Year 3 Year 4 Year 5

Number of Customer Sales 2,000 2,200 3,100 4,800 9,000
Average Value per Sale $150 $180 $180 $180 $200
Total Value of Sales (revenue) $300,000 $365,000 $550,000 $864,000 $1,800,000
Staffing Costs $109,000 $110,000 $121,900 $121,900 $130,800
Fixed Costs $27,200 $22,000 $21,500 $21,500 $21,500
Variable Costs $4,050 $4,050 $4,050 $4,050 $4,050
Profit (Revenue - Total Costs) $108,250 $156,050 $191,550 $194,350 $197,750
** All monetary figures are in NZD (Tech on go, 2018)

Table 27 Average case scenario

b) Best case scenario

In this scenario, everything will be in the favor of the company and the revenue generated will be
more than expected. The proposed plan will give more than the positive outcome and pick up a
growth at an early stage of the business with a right execution of business strategies. Every
action performed for generating the high profit will be executed well and will show good growth
in upcoming years. In this case, the investment will start giving profit from year one and will add
on for next years.

Jannatul Ferdousi Shahid, 174250C Page 54

[A] Customer Inputs 2019 2020 2021 2022 2023
Size of Target Market/Population 45000 90000 100000 110000 124000
Annual % growth in Target Market 2% 2% 3% 2% 3%
Target % market penetration 2.0% 2.0% 3.0% 3.0% 4.0%
Projected number of customers/sales 7, 00 1,200 2,100 3,800 6,500

[B] Revenue/Sales Inputs 2019 2020 2021 2022 2023

Average spend per customer $150 $180 $180 $180 $200
Average number of units/sales to each customer per
year 1 1 1 1 1
Other income $40,000 $70,000 $110,000 $135,000 $140,000
Projected Revenue/Income $159,750 $228,950 $402,550 $838,450 $1,643,450

[C] Start Up Costs 2019 2020 2021 2022 2023

Administration Costs (stationary etc) $15,000.00 $1,000 $1,000 $1,000 $1,000
Technology and Communications (laptop, pc,
$45,000.00 $2,000 $2,000 $2,000 $2,000
phone)
Vehicle costs $20,000.00 $0 $0 $0 $0
Building costs $7,000.00 $500 $500 $500 $500
Equipment and Uniform costs $1,000.00 $1,000 $1,500 $2,000 $2,000
Contingency Fund (10%) $25,000.00 $0 $0 $0 $0
Projected Start Up Costs $113,000.00 $4,500 $5,000 $5,500 $5,500

[D] Staffing Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Number of staff required 5 5 5 5 5
Average Salary per staff member $20,000 $21,000 $22,000 $23,000 $24,000
Projected cost of salaries/wages $100,000 $105,000 $110,000 $115,000 $120,000
Percentage On-Costs of Staff (ACC, KiwiSaver,
15% 10% 15% 10% 15%
training, uniforms etc)
Projected value of On-Costs of Staff $9,000 $6,000 $9,900 $6,900 $10,800
Projected Cost of Staff $109,000 $110,000 $121,900 $121,900 $130,800

Jannatul Ferdousi Shahid, 174250C Page 55

[E] Fixed Cost Inputs Year 1 Year 2 Year 3 Year 4 Year 5
Equipment and Uniforms $5,000 $500 $0 $0 $0
Rent/Mortgage on premises $20,000 $20,000 $20,000 $20,000 $20,000
Insurance $500 $500 $500 $500 $500
Utilities (e.g. power, phones, water, gas, internet,
rates etc) $1,000 $1,000 $1,000 $1,000 $1,000
Licensing, royalties or commission (e.g. software) $200 $0 $0 $0 $0
Accountant and legal fees $500 $0 $0 $0 $0
Maintenance of database (expert contractor) $0 $0 $0 $0 $0
Projected Fixed Costs $27,200 $22,000 $21,500 $21,500 $21,500

[F] Variable Cost Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Stock $0 $0 $0 $0 $0
Website maintenance $500 $500 $500 $500 $500
Brochures $500 $500 $500 $500 $500
Advertising and marketing $3,000 $3,000 $3,000 $3,000 $3,000
Royalty fees (e.g. to iTunes/Play store 5%) $0 $0 $0 $0 $0
Online transaction fees (5%) $50 $50 $50 $50 $50
Projected Variable Costs $4,050 $4,050 $4,050 $4,050 $4,050
Total Costs (Start up + Staff + Fixed + Variable
Costs) $108,250 $156,050 $191,550 $194,350 $197,750

[G] Cash flow Analysis (Profit/Loss) 2019 2020 2021 2022 2023
Profit (loss) per annum (Revenue - Costs) $48,300 $190,950 $338,550 $650,450 $1,430,450
Start Up Costs per $ Revenue $0.61 $0.01 $0.01 $0.01 $0.00
Fixed Costs (inc Staff Costs) per $ Revenue $0.64 $0.31 $0.20 $0.10 $0.06
Variable Costs per $ Revenue $0.03 $0.02 $0.01 $0.00 $0.00
Total Costs per $ Revenue $1.28 $0.32 $0.21 $0.11 $0.06
Break Even (Revenue) Y1-Y5 $108,250 $156,050 $191,550 $194,350 $197,750
NPV (Discount Rate Assumed 25%) $1,068,057

Jannatul Ferdousi Shahid, 174250C Page 56

 -$90,000 $178,950 $338,450 $781,450
Insights Insights
Revenue per sale $90
Total Variable Cost per Sale = Variable
$3.02
Costs/Number of Sales
Contribution Margin in $ = Revenue per sale -
$71
Variable Costs per sale
Contribution Margin Ratio per sale = Variable
5.04%
costs/Revenue
Year 1 Break Even Point = Fixed
Costs/Contribution Margin $1108,250
Year 1 Weekly Break Even Point (sales required) $23,276.61
Year 1 Weekly number of sales to Break Even 567.9

Five Year
Five Year Averages
Averages
Projected number of customers/sales 2,700
Projected Revenue/Income $598,700.00
Projected Cost of Staff $109,000.10
Projected Fixed Costs $22,740.00
Projected Variable Costs $4,050.00
Total Costs (Staff+Fixed+Variable Costs) $90,390.10
Profit (Revenue - Costs) $398,809.90

Milestones Year 1 Year 2 Year 3 Year 4 Year 5

Number of Customer Sales 2,000 2,200 3,100 4,800 9,000
Average Value per Sale $150 $180 $180 $180 $200
Total Value of Sales (revenue) $300,000 $365,000 $550,000 $864,000 $1,800,000
Staffing Costs $109,000 $110,000 $121,900 $121,900 $130,800
Fixed Costs $27,200 $22,000 $21,500 $21,500 $21,500

Jannatul Ferdousi Shahid, 174250C Page 57

Variable Costs $4,050 $4,050 $4,050 $4,050 $4,050
Profit (Revenue - Total Costs) $108,250 $156,050 $191,550 $194,350 $197,750
Table 28 Best case scenario (Tech on Go, 2018)

** All monetary figures are in NZD

c) Worst case scenario

In this case, no actions will favor the company and company will show a heavy loss from year
one. The growth will not be in favors of the company and every outcome will be worst which
was not expected by the firm. For example units per sale and number of customers turned will be
far less than expected.

[A] Customer Inputs 2019 2020 2021 2022 2023

Size of Target Market/Population 45000 90000 100000 110000 124000
Annual % growth in Target Market 2% 2% 3% 2% 3%
Target % market penetration 2.0% 2.0% 3.0% 3.0% 4.0%
Projected number of customers/sales 7, 00 1,200 2,100 3,800 6,500

[B] Revenue/Sales Inputs 2019 2020 2021 2022 2023

Average spend per customer $150 $180 $180 $180 $200
Average number of units/sales to each customer per
year 1 1 1 1 1
Other income $40,000 $70,000 $110,000 $135,000 $140,000
Projected Revenue/Income $159,750 $228,950 $402,550 $838,450 $1,643,450

[C] Start Up Costs 2019 2020 2021 2022 2023

Administration Costs (stationary etc) $15,000.00 $1,000 $1,000 $1,000 $1,000
Technology and Communications (laptop, pc, $45,000.00 $2,000 $2,000 $2,000 $2,000

Jannatul Ferdousi Shahid, 174250C Page 58

phone)
Vehicle costs $20,000.00 $0 $0 $0 $0
Building costs $7,000.00 $500 $500 $500 $500
Equipment and Uniform costs $1,000.00 $1,000 $1,500 $2,000 $2,000
Contingency Fund (10%) $25,000.00 $0 $0 $0 $0
Projected Start Up Costs $113,000.00 $4,500 $5,000 $5,500 $5,500

[D] Staffing Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Number of staff required 5 5 5 5 5
Average Salary per staff member $20,000 $21,000 $22,000 $23,000 $24,000
Projected cost of salaries/wages $100,000 $105,000 $110,000 $115,000 $120,000
Percentage On-Costs of Staff (ACC, KiwiSaver,
15% 10% 15% 10% 15%
training, uniforms etc)
Projected value of On-Costs of Staff $9,000 $6,000 $9,900 $6,900 $10,800
Projected Cost of Staff $109,000 $110,000 $121,900 $121,900 $130,800

[E] Fixed Cost Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Equipment and Uniforms $5,000 $500 $0 $0 $0
Rent/Mortgage on premises $20,000 $20,000 $20,000 $20,000 $20,000
Insurance $500 $500 $500 $500 $500
Utilities (e.g. power, phones, water, gas, internet,
rates etc) $1,000 $1,000 $1,000 $1,000 $1,000
Licensing, royalties or commission (e.g. software) $200 $0 $0 $0 $0
Accountant and legal fees $500 $0 $0 $0 $0
Maintenance of database (expert contractor) $0 $0 $0 $0 $0
Projected Fixed Costs $27,200 $22,000 $21,500 $21,500 $21,500

[F] Variable Cost Inputs Year 1 Year 2 Year 3 Year 4 Year 5

Stock $0 $0 $0 $0 $0
Website maintenance $500 $500 $500 $500 $500
Brochures $500 $500 $500 $500 $500

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Advertising and marketing $3,000 $3,000 $3,000 $3,000 $3,000
Royalty fees (e.g. to iTunes/Play store 5%) $0 $0 $0 $0 $0
Online transaction fees (5%) $50 $50 $50 $50 $50
Projected Variable Costs $4,050 $4,050 $4,050 $4,050 $4,050
Total Costs (Start up + Staff + Fixed + Variable
Costs) $108,250 $156,050 $191,550 $194,350 $197,750

[G] Cash flow Analysis (Profit/Loss) 2019 2020 2021 2022 2023
Profit (loss) per annum (Revenue - Costs) $48,300 $190,950 $338,550 $650,450 $1,430,450
Start Up Costs per $ Revenue $0.61 $0.01 $0.01 $0.01 $0.00
Fixed Costs (inc Staff Costs) per $ Revenue $0.64 $0.31 $0.20 $0.10 $0.06
Variable Costs per $ Revenue $0.03 $0.02 $0.01 $0.00 $0.00
Total Costs per $ Revenue $1.28 $0.32 $0.21 $0.11 $0.06
Break Even (Revenue) Y1-Y5 $108,250 $156,050 $191,550 $194,350 $197,750
NPV (Discount Rate Assumed 25%) $1,068,057

-$90,000 $178,950 $338,450 $781,450

Insights Insights
Revenue per sale $90
Total Variable Cost per Sale = Variable
$3.02
Costs/Number of Sales
Contribution Margin in $ = Revenue per sale -
$71
Variable Costs per sale
Contribution Margin Ratio per sale = Variable
5.04%
costs/Revenue
Year 1 Break Even Point = Fixed
Costs/Contribution Margin $1108,250
Year 1 Weekly Break Even Point (sales required) $23,276.61
Year 1 Weekly number of sales to Break Even 567.9

Five Year Averages Five Year

Jannatul Ferdousi Shahid, 174250C Page 60

 Averages
Projected number of customers/sales 2,700
Projected Revenue/Income $598,700.00
Projected Cost of Staff $109,000.10
Projected Fixed Costs $22,740.00
Projected Variable Costs $4,050.00
Total Costs (Staff+Fixed+Variable Costs) $90,390.10
Profit (Revenue - Costs) $398,809.90

Milestones Year 1 Year 2 Year 3 Year 4 Year 5

Number of Customer Sales 2,000 2,200 3,100 4,800 9,000
Average Value per Sale $150 $180 $180 $180 $200
Total Value of Sales (revenue) $300,000 $365,000 $550,000 $864,000 $1,800,000
Staffing Costs $109,000 $110,000 $121,900 $121,900 $130,800
Fixed Costs $27,200 $22,000 $21,500 $21,500 $21,500
Variable Costs $4,050 $4,050 $4,050 $4,050 $4,050
Profit (Revenue - Total Costs) -$54,250 $156,050 $191,550 $194,350 $197,750
Table 29 Worst case scenario (Tech on Go, 2018)

** All monetary figures are in NZD

Three different scenarios have been presented to examine the proposed business plan investment
that what are the possibilities which can happen.

7.5 Justification of Most Likely Scenario

As a new venture, every business needs a steady and sustainable growth so that investment done
in an initial year can be recovered very soon. For this proposed plan the most likely scenario will
be when all the generated ideas and business strategies will be executed in a perfect manner. The
most favourable scenario will be the one where target market will show a growth by every year
and market share for an existing product will increase by every year. Number of customers and
units sold should be more than expected which will give the positive outcome. Moreover, if
staffing cost and fixed costs will be well controlled by the administration it will impact total

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revenue and turn out to be in favour of the company. Financial analysis plays an important role
to examine the different scenario so that the company can take right decision by considering the
financial data which would help to execute the plan well. (Tech on Go, 2018)

8.0 Venture and Sustainability Potential

Every new business wants to utilize all its available resources to get steady and sustainable
growth. By having clear plans, for example, knowing the capacity of available resources,
analyzing the financial requirements, selecting the passionate and expert staff, giving the top
priority to the consumer requirements and execute all these in one interest can really make the
business successful and sustainable. Following are the fundamentals required for sustainable
business

1) Authentic purpose

2) A powerful brand

3) Partnership and collaboration

4) Customer retention

5) Community

6) Repeatable sales

7) Flexible and adaptive leadership

(fast Company, 2018)

8.1 Venture scalability Potential

In business scalability refers to the capability of handling the potential growth of the company,
handle the increased workload effectively and meet customer demands. (#NZENTREPRENEUR
, 2016)

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8.1.1 Replicability

It is an activity or process of producing the same method and system at anywhere and all the
time. Replicability is where it can use the same idea and strategy to create the same thing
anywhere and anytime to get profitability from the same business plan. It is the ability of the
business to offer the same product and service with exactly the same quality and quantity to meet
the customer demands every time. (#NZENTREPRENEUR , 2016)

If this business plan will be successful it will be easy to execute it any part of the country to
generate a profit and expand a business. As a new venture company is at very initial stage and
not looking to expand it in first year but can be applied in the future (Tech on Go, 2018).

8.1.2 Customizability

It refers to identify the market and customers’ demands and then adapt it according to so that the
business can be run successfully in a long run. Nowadays, business customization is treated as a
new marketing strategy to attract a greater number of customers by offering them the product
which is hardly available with other competitors. (Campbellsville University, 2017)

Customization is necessity of the time, so it is applicable for this new business (Tech on Go,
2018).

As for every business customer requirement are the first priority so if the company come with the
different product development strategy it will surely fetch the customers

8.1.3 Extendibility

After becoming successful in the proposed business plan, it is an ability to spread the network of
the business or expand the business with the same brand name and business strategies. When
applying this, without changing the core concept, basic architecture and strategies, brand name
and reputation can be extended as well using different business alliance strategies ("Ansoff
Matrix", n.d) . Not applicable in initial stage but possible in the future with market growth and
with the increase in market share. (Tech on Go, 2018)

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8.2 Analysing and identifying growth strategies

Figure 6 Ansoff matrix ("Ansoff Matrix", n.d) (Tech on Go, 2018)

a) Market penetration

A market penetration strategy involves aiming at selling an existing product and services in the
existing market to increase the market share of the business to increase the profitability. Most of
the organization considers this key strategy because it holds very less amount of risk. This
strategy mainly involves focusing on selling the products/services to current customers and the
potential customers in the future in the same target market. Moreover, the company can focus on
specific age group for example for this business the age group who will be more interested to
buy product and services will be from age of 18- 45 years mainly. Four approaches can be
considered to adopt this strategy

 Retain and increase the product/service market share

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  Dominate the leading market leaders in the same industry
 Driving out the competitors
 Increasing existing product and service usage by existing customers
(Market Penetration Strategy, n.d)

For this proposed business plan market penetration can be applied as a new venture in needs to
grow in potential market. (Tech on Go, 2018)

b) Product development

This strategy applies only after getting success in the business and it requires modification in
business strategy or plans, consisting of R&D department functions in order to launch new
products to the existing customers ("Product Development Strategy", n.d). This strategy involves
following approaches

Figure 7 Product Development Strategy ("Product Development Strategy", n.d)

. In order to be a market leader in upcoming years, this strategy plays a vital role to increase the
growth rate of the company. This strategy can be applied for this business plan as product
development is needed to not to be substituted by the competitors. (Tech on Go, 2018)

c) Market development strategy

This strategy involves the company approach to sell existing product/services to new markets.
This strategy is one of the key strategies uses to expand the business in the new market with the
same business plan without compromising with the quality of the core concept ("Market
Development Strategy", n.d). This strategy can be achieved by following ways

Jannatul Ferdousi Shahid, 174250C Page 65

Figure 8 Product Development Strategy ("Market Development Strategy", n.d)

Market development strategy can be applied for this business to attract more customers which will help
to grow company. (Tech on Go, 2018)

d) Diversification strategy

This strategy involves the activity or operation like to develop new products for a brand new
market in order to achieve growth. This is riskier than a product development strategy as the
company has no or very less information about the new market. Moreover, before applying this
strategy the company needs a complete research of the new market and skills required for both
marketing & operation ("Diversification Strategy", n.d).

In order to achieve this strategy, these following approaches are required

Figure 9 Diversification strategy ("Diversification Strategy", n.d)

Jannatul Ferdousi Shahid, 174250C Page 66

As it is an initial stage of the business which is limited to New Zealand so this strategy cannot be applied
to this proposed business plan. (Tech on Go, 2018)

8.3 Analyse and Identify Funding Strategies to be required

a) Equity

In accounting, equity is an ownership interest or claim of the main stocks of the company or
some preferred shares. On the balance sheet, equity presents the funds supplied by the owner or
stakeholder of the company and it can be calculated by subtracting the accumulated loss from
total assets. As this is a new investment and I am holding 100% shares of the company without
having any shareholder so this strategy doesn't apply to this proposed business plan as it is an
initial stage of the business ("Equity", n.d). This funding strategy involves following terms

Figure 10 Equity ("Equity", n.d) (Tech on Go, 2018)

None of the above applies to this new investment as 100% shares are held by the owner. (Tech
on Go, 2018)

b) Debt

This funding strategy involves the borrowing of money from external resources like from banks
and private finance companies. This type of funding strategy will be used to expand the business

Jannatul Ferdousi Shahid, 174250C Page 67

after the successful growth of the business. As this proposed business is in initial investment
stage and doesn’t require a big amount to execute so this funding strategy will be required in the
future ("Managing Project Costs", n.d). (Tech on Go, 2018)

c) Mortgages

In this funding strategy funds can be arranged by use of real estate or property as a guarantee. In
other words, it is a kind of taking a loan by showing the securities in order to pay back that
amount. For this kind of funds, one has to pay some fixed interest rate within a limited time
period. This kind of funding can be required in the future in order to expand the business but not
required in the initial stage of investment. (Tech on Go, 2018)

8.4 Determining venture’s Competitive Potential

VRIO analysis tool is used to assess the strengths and weaknesses of the company in order to get
a competitive advantage among the competitors in the same industry of operation. This tool is
used by most of the organizations to evaluate their capabilities and then work on them to win the
race in tough completion time ("VRIO Analysis", n.d). This framework involves four terms

Jannatul Ferdousi Shahid, 174250C Page 68

Figure 11 VRIO analysis ("VRIO Analysis", n.d)

Resources Value Rare Cost to Organized to

imitate capture
Value
Product Yes, Value Yes, covering To cover As the
added most of the most of the company
products as services required services structure is
discussed by the customers companies providing
above are under a single need to value, rarity,
very different platform collaborate and
from with third imitability so
competitors parties which it posses the
can reduce ability to
the direct exploit.
profit of the
company. So

Jannatul Ferdousi Shahid, 174250C Page 69

 it is hard to
imitate all the
products and
services
offered by
this business.
Price Yes, as a new Yes, as customers Hard to Yes, the
venture profit are choosing the imitate the company is
margin will whole teching price as it well
be less in package which needs third- structured to
order to includes booking party capture this
attract of air/car/train partnership price
customers. tickets, booking of and strategy.
special activities & collaboration
events, renting plus will not
car/caravan/cruises generate
and creative direct
services like revenue for
professional the company.
photographer and
tour guides price
offered is rare.
Customer Yes, very Some of the As it puts the Yes
service few services offered by extra
companies the company are financial
offer 24*7 very rare like offer burden to
customer a free tour guide provide 24*7
service for an and professional services
instant photographer to where there
response on capture special will be need
quotes and moments. of hiring

Jannatul Ferdousi Shahid, 174250C Page 70

 booking extra staff so
services from this will be
all over the hard to
world. imitate.
Figure 12 VRIO analysis (Tech on Go, 2018)

This above analysis shows how product, price and customer service offered by the company will
provide the competitive advantage for this proposed business. As the opening, a Tech serviceing
company is not a brand-new business idea, but the idea generated above will help it to
differentiate it from other competitors.

9.0 Conclusion

As a new venture, it is very important to execute the generated idea and business strategies in a
perfect manner to get the profitability after the first year of investment. Unique ideas like value-
added services, customized tour packages, 24*7 customer service, and advanced marketing
strategy will definitely make this business successful. Moreover, offering services by
collaborating with the third party will save customers time and money. At the same time,
customers can have all the services under one roof. Financial analysis done in this report helps
to understand and examine the market scenarios to predict the projected profit & loss. By
utilizing all the available resources, hiring passionate and expert staff for marketing and
operation and meeting the customer needs will help this business to grow. In the end, as the tech
industry in New Zealand is growing faster and the number of visitors, as well as domestic
customers, are increasing there is a huge potential to grow this business.

Jannatul Ferdousi Shahid, 174250C Page 71

10. Recommendation

After the whole analysis of this proposed business plan, it is recommended that there is a need to
add more services like tech accessories, push the business boundaries outside the New Zealand
as New Zealander’s also love to explore new way to get service. It can increase the profitability
of the business by also focussing on the demand of domestic customers. Due to the intense
competition in the tech industry, company can also include its own tech service for example bus
service and renting car/caravans as it will directly impact the profit of the company. In the end,
as it is a new investment so there is also a need to hire an experienced, professional, tech lover
and passionate expert who can guide the company with well-planned strategies to grow the
business. (Tech on Go, 2018)

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