ENTREPRENEURSHIP

Dr. Faheem Qaisar Jamal

LECTURE 5
 Entrepreneurship:
Successfully Launching
New Ventures
 OBJECTIVES

1. Explain what a feasibility analysis is and why it’s

important.
2. Discuss the proper time to complete a feasibility
analysis when developing a business venture.
3. Explain a concept statement and its contents.
4. Describe the purpose of a product/service feasibility
analysis and the two primary issues that a proposed
business should consider in this area.
5. Identify three primary purposes for concept testing.

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 OBJECTIVES

6. Define the term usability testing and explain why it’s

important.
7. Describe the purpose of industry/market feasibility analysis
and the three primary issues to consider in this area.
8. Explain the difference between primary research and
secondary research.
9. Describe the purpose of organizational feasibility analysis
and list the two primary issues to consider in this area.
10. Explain the importance of financial feasibility analysis and
list the most important issues to consider in this area.

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WHAT IS FEASIBILITY ANALYSIS?

 Feasibility Analysis
 Feasibility analysis is the process of determining whether a
business idea is viable.
 It is the preliminary evaluation of a business idea, conducted
for the purpose of determining whether the idea is worth
pursuing.
 Feasibility analysis takes the guesswork (to a certain degree)
out of a business launch, and provides an entrepreneur a more
secure notion that a business idea is feasible or viable.

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 WHAT IS FEASIBILITY ANALYSIS?

• Feasibility Analysis
– Preliminary evaluation of idea to determining if it’s worth
pursuing
– Provides more secure notion that a business idea is viable
• Did analysis, feasible business: Intuit (Quicken, Quickbooks, etc.)
– Personal experience, observed others, surveyed customers
• Did analysis, not feasible: Retailing Insights (grocery cart)
– Determined not a sufficient scale for advertising, needed large proportion
of grocery stores
– Dropped idea, focused on core competency, developed Trakus
• No analysis, failed firm: Iridium (satellite phones)
– Too complex technology, too long to develop, new technology took over,
line of sight to satellite, large phone, low battery power
WHEN TO CONDUCT A FEASIBILITY
ANALYSIS

 Timing of Feasibility Analysis

 The proper time to conduct a feasibility analysis is early in
thinking through the prospects for a new business.
 The thought is to screen ideas before a lot of resources are
spent on them
 Components of a Properly Conducted Feasibility
Analysis
 A properly conducted feasibility analysis includes four separate
components, as shown in Figure on the next slide.

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FEASIBILITY ANALYSIS

Role of feasibility analysis in developing successful business ideas

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PREPARING A CONCEPT STATEMENT
(1 OF 3)

 Concept Statement
 Before a company undertakes a feasibility analysis, a concept
statement should be developed.
 A concept statement is a one page description of a business,
that is distributed by a startup entrepreneur to people who are
asked to provide feedback on the potential of the business idea.
 The feedback will hopefully provide the entrepreneur (1) a
sense of the viability of the business idea; (2) suggestions for
how the idea can be strengthened or “tweaked” before
proceeding further.

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PREPARING A CONCEPT STATEMENT
(2 OF 3)

 Information to Include
 A description of the product or service being offered
 The intended target market
 The benefits of the product or service
 A description of how the product will be positioned relative to
similar ones in the market
 A description of how the product or service will be sold and
distributed
 Information about the founder or founders of the firm

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 PREPARING A CONCEPT STATEMENT
(3 OF 3)

New Venture Fitness Drink’s

Concept Statement

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ASSIGNMENT

 Overall Attractiveness of the Investment

 Prepare a ONE PAGER concept statement of your new
venture.

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FOUR FORMS OF FEASIBILITY ANALYSIS

Product/Service Feasibility Industry/Market Feasibility

Analysis Analysis

Organizational Feasibility Financial Feasibility

Analysis Analysis

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PRODUCT/SERVICE FEASIBILITY
(1 OF 8)

 Product/Service Feasibility Analysis

 Is an assessment of the overall appeal of the product or service
being proposed.
 The idea is that before a prospective firm rushes a product or
service into development, it should be confident that the
product or service is what its prospective customers want.
 The two components of a product/service feasibility analysis
are:
 Concept testing
 Usability testing

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PRODUCT/SERVICE FEASIBILITY
(2 OF 8)

 Concept Testing
 A concept test involves showing a representation of the product
or service to prospective users to gauge customer interest,
desirability, and purchase intent.
 A concept test is different from a concept statement (discussed
earlier). A concept test is limited to testing the feasibility of a
specific product or service idea. A concept statement is a
preliminary evaluation of an entire business idea.

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PRODUCT/SERVICE FEASIBILITY
(3 OF 8)
Three purposes of conducting a concept test

Purpose How it is accomplished

Validate the underlying This can be accomplished via phone interviews, personal
premises of a product or interviews, and focus groups and simply by watching
service idea people perform relevant tasks.

A firm may show a product idea to a prospective customer,

get feedback, and tweak the idea. Then, in an iterative
Help develop an idea
manner, they’ll show the idea to more potential customers,
get feedback and tweak the idea some more, and so on.

Estimate the potential Some type of buying intention question appears in almost
market share the product every concept test, usually in the form of a survey
or service might command questionnaire.

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PRODUCT/SERVICE FEASIBILITY
(4 OF 8)

 Usability Testing
 Is the method by which users of a product are asked to perform
certain tasks in order to measure the product’s ease-of-use and
the user’s perception of the experience.
 Usability tests are sometimes called user tests, beta tests, or
field trials, depending on the circumstances involved.
 While it is temping to rush a new product or service to market,
conducting a usability test is a good investment of an entrepreneur’s or
firm’s resources.
 Many products that consumers find frustrating to work with have been
brought to market too quickly.

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PRODUCT/SERVICE FEASIBILITY
(5 OF 8)

Forms of usability testing (this is not an exhaustive list)

Form of usability test Explanation

Some entrepreneurs, with limited budgets, develop a fairly

Basic prototype basic prototype and ask friends and colleagues to use the
product, then complete an evaluation form or give feedback.

Better funded companies have more elaborate usability tests.

For example, in Intuit’s usability-testing lab participants are
Elaborate usability test
asked to work with software programs that are being
developed, while “loggers” record usability problems.

There are a number of “hybrid” tests, that provide a

Hybrid tests entrepreneur a sense of a potential usability problem with a
product or service. An example is Intuit’s follow-me-home
testing methodology.

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PRODUCT/SERVICE FEASIBILITY
(6 OF 8)

Benefits of Conducting a Product/Service Feasibility Analysis

(continued on next slide)

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PRODUCT/SERVICE FEASIBILITY
(7 OF 8)

Benefits of Conducting a Product/Service Feasibility Analysis

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PRODUCT/SERVICE FEASIBILITY
(8 OF 8)

Role of feasibility analysis in the development of successful

business ideas at Activision (an electronic games company)

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INDUSTRY/MARKET FEASIBILITY
ANALYSIS
(1 OF 6)

 Industry/Market Feasibility Analysis

 Is an assessment of the overall appeal of the market for the
product or service being proposed.
 For industry/market feasibility analysis, there are three primary
issues that a proposed business should consider:
 Industry attractiveness, market timeliness, and the identification of a
niche market.
 Industry Attractiveness
 A primary determinant of a new venture’s feasibility is the
attractiveness of the industry it chooses.

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INDUSTRY/MARKET FEASIBILITY
ANALYSIS
(2 OF 6)
Characteristics of attractive industries for new ventures

• Are large and growing (with growth being more important than size)
• Are important to the customer
• Are fairly young rather than older and more mature
• Have high rather than low operating margins
• Are not crowded

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INDUSTRY/MARKET FEASIBILITY
ANALYSIS
(3 OF 6)

 Industry Attractiveness
 Although the criteria shown on the proceeding slide is an ideal
list, the extent to which a new business’s proposed industry’s
growth possibilities satisfy these criteria should be taken
seriously.
 In addition to evaluating an industry’s growth potential, a new
venture will want to know more about the industry it plans to
enter.
 This can be accomplished through both primary and secondary
research, as explained in the next slide.

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INDUSTRY/MARKET FEASIBILITY
ANALYSIS
(4 OF 6)
Role of Primary and Secondary Research in Investigating
Industry Attractiveness

Type of Research How it is conducted

This is research that is original and is collected by the

Primary research entrepreneur. In assessing the attractiveness of a new
market, this typically involves an entrepreneur talking to
potential customers and key industry participants.

This is research that probes data that are already collected.

Secondary Examples of where this data might come from are:
research industry-related publications, government statistics,
competitor’s Web sites, and industry reports from research
firms like Forrester Research.

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INDUSTRY/MARKET FEASIBILITY
ANALYSIS
(5 OF 6)
Market Timeliness Considerations

Nature of product or Major Considerations

service introduction

Improvement on • Is the window of opportunity open or closed?

something already • Is now a good time for a new market entrant (i.e.,
available in the are customers buying, are industry incumbents
marketplace making money?)

Breakthrough new • Should we try to capture a first-mover advantage?

product or service,
which should establish a
new market segment

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INDUSTRY/MARKET FEASIBILITY
ANALYSIS
(6 OF 6)

 Identification of a Niche Market

 A niche market is a place within a larger market segment that
represents a narrower group of customers with similar interests.
 For a new firm, selling to a niche market makes sense for at
least two reasons.
 It allows a firm to establish itself within an industry without competing
against major competitors head on.
 A niche strategy allows a firm to focus on serving a specialized market
very well instead of trying to be everything to everybody in a broad
market, which is nearly impossible for a new entrant.

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ORGANIZATIONAL FEASIBILITY
ANALYSIS
(1 OF 4)

 Organizational Feasibility
 Is concerned with determining whether the business itself has
sufficient skills and resources to bring a particular product or
service idea to market successfully.
 There are two primary issues to consider in this area:
 Management prowess
 Resource sufficiency

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ORGANIZATIONAL FEASIBILITY
ANALYSIS
(2 OF 4)

 Management Prowess
 A firm should candidly evaluate the prowess, or ability, of its
management team to satisfy itself that management has the
requisite passion and expertise to launch the venture.
 Two of the most important factors in this area are:
 The passion that the solo entrepreneur or the founding team has for the
business idea.
 The extent to which sole entrepreneur or the founding team understands
the markets in which the firm will participate.
 Sole entrepreneurs or founding teams with established social
and professional networks also have an advantage.

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ORGANIZATIONAL FEASIBILITY
ANALYSIS
(3 OF 4)

 Resource Sufficiency
 This topic pertains to an assessment of whether an entrepreneur
has sufficient resources to launch the proposed venture.
 The focus here should be on nonfinancial resources in that
financial feasibility is considered separately.
 To test resource sufficiency, a firm should list the 6 to 12 most
critical nonfinancial resources that will be needed to move the
business idea forward successfully.
 If critical resources are not available in certain areas, it may be
impractical to proceed with the business idea.

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ORGANIZATIONAL FEASIBILITY
ANALYSIS
(4 OF 4)
Examples of nonfinancial resources that may be critical to
the successful launch of a new business

• Availability of affordable office or lab space

• Likelihood of local and state government support of the business
• Quality of the labor pool available
• Proximity to key suppliers and customers
• Willingness of high quality employees to join the firm
• Likelihood of establishing favorable strategic partnerships
• Proximity to similar firms for the purpose of sharing knowledge
• Possibility of obtaining intellectual property protection in key areas

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FINANCIAL FEASIBILITY ANALYSIS
(1 OF 5)

 Financial Feasibility
 For feasibility analysis, a quick financial assessment is usually
sufficient.
 The most important issues to consider at this stage are:
 Capital requirements
 Financial rate of return

 Overall attractiveness of the investment

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FINANCIAL FEASIBILITY ANALYSIS
(2 OF 5)

 Capital Requirements
 In the feasibility analysis stage, it is important that an
entrepreneur have a sense of what the business’s initial capital
requirements will be.
 The figure that is determined provides important information
about the rate of return that can be anticipated from the
business and about the type of financing or funding that will be
needed.

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FINANCIAL FEASIBILITY ANALYSIS
(3 OF 5)

 Financial Rate of Return

 Although the estimate may be rough, an entrepreneur should
have a sense of the rate of return that the proposed business
will produce.
 This figure can be determined in part by looking at the rate of
return of similar businesses, and then adjusting upward or
downward depending on the unique characteristics of the
proposed business.

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FINANCIAL FEASIBILITY ANALYSIS
(4 OF 5)

 Overall Attractiveness of the Investment

 A number of other financial factors are associated with
promising business startups.
 In the feasibility analysis stage, the extent to which a business
opportunity is positive relative to each factor is based on an
estimate rather than actual performance.
 Table 3.5 on the next slide lists the factors that pertain to the
overall attractiveness of the financial feasibility of the business
idea.

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FINANCIAL FEASIBILITY ANALYSIS
(5 OF 5)

Financial Factors Associated With Promising Business Opportunities

*These are factors an entrepreneur would try to anticipate would or wouldn’t take
place in a proposed venture

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