(A) - How Feasibility Analysis Helps Entrepreneurs in Assessing The Viability of A New Venture. Answer

(a).
How feasibility analysis helps Entrepreneurs in assessing the viability of a new venture.
Answer.
Entrepreneurs, when embarking on a new venture, need to assess the viability of a product or
services to be traded under the new venture. There arises some important questions which
need to be answered by the entrepreneurs, before the venture. Those are, can the business
yield profit with the product or services in consideration and then can the business with the
product or services be scaled up. Another aspects of viability tests include the clarifications in
goal setting and the risk associated with the setting up of enterprises. Having a right strategy
and well defined strategy is another important question which needs to be answered, along
with the sustainability of the strategy. SWOT analysis is another empirics of viability test
which can be employed. Entrepreneurs may take help of industry and market research expert
to get to the answers for viability of products and services. Some of the ground work needed
to be done by entrepreneurs for viability test before the venture includes, considering product
size since it has a lot do with the budget, transportation costs, etc. Considering the lifespan of
product and services, is anther viability test measurement. Consideration of market
competition and one's life experience becomes another important aspect of any new
venture. Measurement of some of the attributes like Resource constraints, Internal financing
capability, competitors and their strategy etc. becomes important part of analysis when
embarking a new venture.
(b):
Discuss how market feasibility can be judged by assessing the market trends and
patterns with the help of various models. Support your answer with real life examples.
Answers:
Financial Feasibility Analysis:
A financial analysis seeks to project revenue and expenses (forecasts come later in the full
business plan); project a financial narrative; and estimate project costs, valuations, and cash
flow projections.
The financial analysis may typically include these items:
 A twelve-month profit and loss projection

 A three- or four-year profit-and-loss projection
 A cash-flow projection
 A projected balance sheet
 A breakeven calculation
The financial analysis should estimate the sales or revenue that you expect the business to
generate. A number of different formulas and methods are available for calculating sales
estimates. You can use industry or association data to estimate the sales of your potential new
business. You can search for similar businesses in similar locations to gauge how your
business might perform compared with similar performances by competitors. One commonly
used equation for a sales model multiplies the number of target customers by the average
revenue per customer to establish a sales projection:
T×A=ST×A=S
Targeted Customers/Users Average Revenue per Customer=Sales Projection Targeted

Customers/Users Average Revenue per Customer=Sales Projection
Another critical part of planning for new business owners is to understand the breakeven
point, which is the level of operations that results in exactly enough revenue to cover costs
Entrepreneurial Finance and Accounting for an in-depth discussion on calculating breakeven
points and the breakdown of cost types). It yields neither a profit nor a loss. To calculate the
breakeven point, you must first understand the two types of costs: fixed and variable. Fixed
costs are expenses that do not vary based on the amount of sales. Rent is one example, but
most of a business’s other costs operate in this manner as well. While some costs vary from
month to month, costs are described as variable only if they will increase if the company sells
even one more item. Costs such as insurance, wages, and office supplies are typically
considered fixed costs. Variable costs fluctuate with the level of sales revenue and include
items such as raw materials, purchases to be sold, and direct labor. With this information, you
can calculate your breakeven point—the sales level at which your business has neither a
profit nor a loss.48 Projections should be more than just numbers: include an explanation of
the underlying assumptions used to estimate the venture’s income and expenses.
Projected cash flow outlines preliminary expenses, operating expenses, and reserves—in

essence, how much you need before starting your company. You want to determine when you
expect to receive cash and when you have to write a check for expenses. Your cash flow is
designed to show if your working capital is adequate. A balance sheet shows assets and
liabilities, necessary for reporting and financial management. When liabilities are subtracted
from assets, the remainder is owners’ equity. The financial concepts and statements
introduced here are discussed fully in Entrepreneurial Finance and Accounting.
Market Feasibility Analysis

A market analysis enables you to define competitors and quantify target customers and/or
users in the market within your chosen industry by analysing the overall interest in the
product or service within the industry by its target market. You can define a market in terms
of size, structure, growth prospects, trends, and sales potential. This information allows you
to better position your company in competing for market share. After you’ve determined the
overall size of the market, you can define your target market, which leads to a total available
market (TAM), that is, the number of potential users within your business’s sphere of
influence. This market can be segmented by geography, customer attributes, or product-
oriented segments. From the TAM, you can further distill the portion of that target market
that will be attracted to your business. This market segment is known as a serviceable
available market (SAM).
Applying Feasibility Outcomes
After conducting a feasibility analysis, you must determine whether to proceed with the
venture. One technique that is commonly used in project management is known as a go-or-
no-go decision. This tool allows a team to decide if criteria have been met to move forward
on a project. Criteria on which to base a decision are established and tracked over time. You
can develop criteria for each section of the feasibility analysis to determine whether to
proceed and evaluate those criteria as either “go” or “no go,” using that assessment to make a
final determination of the overall concept feasibility. Determine whether you are comfortable
proceeding with the present management team, whether you can “go” forward with existing
nonfinancial resources, whether the projected financial outlook is worth proceeding, and
make a determination on the market and industry. If satisfied that enough “go” criteria are
met, you would likely then proceed to developing your strategy in the form of a business
plan.

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(a).

Financial Feasibility Analysis:

The financial analysis may typically include these items:

 A twelve-month profit and loss projection

Targeted Customers/Users Average Revenue per Customer=Sales Projection Targeted

Projected cash flow outlines preliminary expenses, operating expenses, and reserves—in

Market Feasibility Analysis

Applying Feasibility Outcomes

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