Nystrom Taina

Master´s thesis MBA
International Business Management
Click here to enter text.
2014
Taina Nyström
BUSINESS PLAN
– for FinEnviTech Global Ltd (partly confidential)
MASTER´S THESIS | ABSTRACT
TURKU UNIVERSITY OF APPLIED SCIENCES
International Business Management
2014 | 80 + 10
Laura Heinonen
Taina Nyström
BUSINESS PLAN
The purpose of this thesis was to create a business plan for FinEnviTech Global Ltd.
The company is producing and marketing products and services for Smart & Safe Living –
Green Environment. The business plan was written to examine the profitability of the company.
There are also intensions of presenting this business plan to the investors.
The business plan covers the market segmentation, products, marketing, financial and future
plans. Special attention has been paid to keep the plan as realistic as possible. Some of the
problems were encountered during the writing process. Most remarkable of there was how to
get the investors to believe this business opportunity. It is highly recommended to perform
market surveys before capitalizing the business plan presented in this thesis.
One of the main focuses of the project was an analysis of present market and the potential
customers. The comparison made between company‘s product and those already on the market
gives an understanding of what benefits these products and services can offer to the customers.
The SWOT-analysis helps the company to create its strategy. The final part of the business plan
focuses on the calculations of various expenses, such as starting costs, material costs and
production costs.
KEYWORDS:
Business plan, business idea, green environment, safe & smart living
OPINNÄYTETYÖ (YAMK) | TIIVISTELMÄ
TURUN AMMATTIKORKEAKOULU
International Business Management , MBA
2014/80 + 10
Laura Heinonen
Taina Nyström
LIIKETOIMINTASUUNNITELMA
Opinnäytetyön tarkoituksena oli kirjoittaa liiketoimintasuunnitelma FinEnviTech Global Oy:lle.
Yhtiö suunnittelee ja markkinoi tuotteita sekä palveluita ympäristön monitoroinnin tarpeisiin.

Yhtiö on puhtaan ympäristön puolesta puhuja. Liiketoimintasuunnitelma on kirjoitettu yhdessä
yrityksen omistajien kanssa. Liiketoimintasuunnitelman tutkinta-aihe oli kuinka markkinointia,
sen segmentointia tulisi toteuttaa eri markkina-alueilla. Liiketoimintasuunnitelma tehtiin myös
sijoittajia ajatellen.
Liiketoimintasuunnitelma kattaa markkinoinnin, markkinoiden segmentoinnin, tuotteet ja palvelut

sekä taloushallinnon ja tulevaisuuden suunnitelmat. Erityistä huomiota on kiinnitetty
suunnitelman pitäminen mahdollisimman realistisena. Merkittävin osa suunnitelmaan on miten
sijoittajat saadaan uskomaan tähän erityislaatuiseen liiketoimintamahdollisuuteen.
Yksi tärkeimmistä painopisteistä työssä oli markkioiden ja potentiaalisten asiakkaita analysointi.

Suunnitelmaan on myös tehty yhtiölle SWOT –analyysi, mikä auttaa yritystä luomaan ja
suunnittelemaan strategiansa tulevaisuuden suhteen. Viimeinen osa liiketoimintasuunnitelmasta
keskittyy laskelmiin eri kulujen suhteen.
ASIASANAT:
Liiketoimintasuunnitelma, liike-idea, vihreä ympäristö, turvallinen elinympäristö

CONTENT
CONTENTS
LIST OF ABBREVIATIONS (OR) SYMBOLS 7
1 INTRODUCTION 8
2 DATA COLLECTION AND ANALYZING METHOD 13
3 MARKET AND MARKET NEEDS 18
4 EXECUTIVE SUMMARY OF FOUNDER 21
5 COMPANY 23
6 VISION AND MISSION 28
7 MARKET, SEGMENTATION AND CUSTOMERS 29
8 OPERATIONAL PLAN 42
9 FINANCIAL PLAN 56
10 SWOT -ANALYSES, COMPETETIVE EDGE 61
11 IMPLEMENTATION PLAN AND PLAN FOR GROWTH 65
12 CONCLUSION 71
REFERENCES 79
APPENDICES
Appendix 1. Interview questions

Appendix 2. People who were interviewed
Appendix 3. Power Point presentation for investors
PICTURES
Picture 1. Innopoli 2 23
Picture 2. Green safe environment 37
Picture 3. Website green environment 57
FIGURES
Figure 1. Business Plan diagram 12

Figure 2. Sources of Radiation 16
Figure 3. Organizational chart 22
Figure 4. Radon gas emissions pose a major health risk globally and is ac-counted for
about 50% of the lung cancer cases 26
Figure 5. Mining Industry in Finland 35
Figure 6. Nuclear power reactors in mainland China 36
Figure 7. Value Chain 40
Figure 8. Existing value chain 42
Figure 9. Neutron detection module with silicon alpha- and neutron sensors 44
Figure 10. Gamma detection module with CdZnTe matrix X-ray gamma-detector 45
Figure 11. Service value chain 46
Figure 12. Example of set up using Gateways and Nodes 46
Figure 13. Real time monitoring network operation 47
Figure 14. Example of deployment 48
Figure 15. Login page allows users to access private area 52
Figure 16. From the screen administrator can also see the sensors which should be
replaced or recharged 53
Figure 17. This shows in real time radiation spectrum 53
Figure 18. Brand value 55
Figure 19. SWOT analysis matrix 63
Figure 20. FinEnviTech´s SWOT 64
Figure 21. Quality thinking 68
Figure 22. ISO 9001 eight basic principles 69
TABLES
Table 1. Management Team 21

Table 2. Total Global Market for Radiation Detectors 2013-2020 28
Table 3. Potential Example Segmentations of the Radiation Detecter Market 28
Table 4. Suppliers and Subcontractors 40
Table 5. Existing Distributor channel 41
Table 6. Product families 48
Table 7. Financial plan 59
Table 8. Total revenue 2014-2018 60
Table 9. Outside services costs 60
Table 10. Income 61
Table 11. Profit yearly 61
Table 12. Cross margin yearly 62
Table 13. Sensor markets 65
Table 14. Competitive edge 65
Table 15. Plan for growth 72
LIST OF ABBREVIATIONS
ALD Atomic Layer Deposition
CAGR Compound Annual Growth Rate
CDF Cumulative Distribution Function
CERN The European Organization for Nuclear Research
CMS The Compact Muon Solenoid
ERM Enterprise Risk Management
GEM The Gas Electron Multiplier
HIP Helsinki Institute of Physics
IPPF Independent Power Producers Forum
LSM Laser Scanning Microscope
PET Positron emission tomography
SPECT Single Photon Emission Computed Tomography
SPS Suspension Plasma Spray -coating
STUK Radiation and Nuclear Safety Authority
TOTEM Total elastic and diffractive cross-section measurement
UH University of Houston
WSN Wireless Sensor Network

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1 INTRODUCTION
People, Governments and Companies have to focus more and more for the
clean and safe environment. Global economic suffers from climate change.
Every new ton of release is a huge step to unknown and it is a huge risk. For
this reason, the climate emissions as quickly as possible is a scientifically justi-
fiable (Blog of Anni Sinnemäki).
FinEnviTech Global Ltd is a start-up company. It is owned and founded by Pro-

fessor Risto Orava. Professor Risto Orava has a high experiment of sensors,
sensor system’s and X-Ray imaging. He has a background of high energy phys-
ics at UH, HIP and CERN. FinEnviTech´s solution is based in real time monitor-
ing system, which is unique. All of these are now used in rapidly growing mar-
kets of safe environment.
1.1 Objective
Purpose of my theses was to help company to build a business plan for inves-
tors. This means analyzing the business environment and channels which could
be useful for the company. As FinEnviTech is a start-up company, it essential
that potential investors and other stakeholders will have an outlook of a written
plan, company´s operations, goals, as well as the strategies and plans with tar-
gets. Business Plan can be used effectively to support company´s development
and activities.
1.2 Business Idea
The business idea should not only be examined by idea of products and ser-
vices. It should also be examined from the perspective of the investor’s. Com-
pany should point out which benefits of the idea are benefit for the customers
and for the investors. The credibility of the idea should be tested by forming a
preliminary understanding of the market opportunities. The feasibility value and
the idea of the novelty has to be considered. This shows the problems which
are to be solved by business plan (McKinsey & Company 2000, 30).
TURKU UNIVERSITY OF APPLIED SCIENCES THESIS | Taina Nyström

9
The idea of the Business Plan is to support business. There are three ques-
tions, which business plan should support:
1. What is the benefit and what will the customer get from the busi-
ness idea?
2. What is the market? Where?
3. How money can be made?
A promising business idea should be unique and innovative. It should have a

clear target, and it should be profitable in a long run.
1.3 Business Plan
All new companies should have a business plan. Doing a good business plan
company should focus on the big picture, all the risks should be considered.
Unexpected situations should be prepared. Budgets, financial plans and other
plans should compose. In this situation the entrepreneur has a lot of decisions
to make.
1. Who are the customers, customer segments?
2. How the products and services are priced ?
3. Were offices are placed?
4. Will the production be outsourcing?
Planning should also consider marketing. How widely it is done, and how?
A business plan is a document which can be detected how the business is

planned to be carried out. One of its goals is to find and draw up strategy, how
company will implement them. A good business plan is made at least for 3-5
years, since investors will look for their annual return in that timeframe. Busi-
ness plan may be focused internally or externally. Externally focused plans tar-
get goals are for stakeholders, especially financial stakeholders and investor’s.
Internally focused business plans target intermediate goals required to reach

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the external goals. Business plan is company´s one of the a decision-making

tools.
1.4 Structure of business plan
Business plan should answer to the following questions:
1. Were company is operation?
 backgrounds, values
2. Why the company is established?
 mission
3. What are the goals?
 SWOT –analyses
 visions for at least 3-5 years
 short time plans
4. How will the goals be reached?
 calculations
 plans, indicators (Lipiäinen 2000, 20.)
Why companies should have business plan?
Business plan is a good multipurpose tool. It can be used widely. Main four us-
es are:
1. Collecting funding at start-up phase as the extension
2. Attract investors
3. Support for decision making
4. Performance employees with motivation and prevention problems

(Lipiäinen 2000, 22.)

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Business plan is mostly a spiritual journey for the entrepreneur. It shows if the
business idea is good enough that it should be carried out (Viitala R.&Jylhä E.
2013, 51). Business plan has to be clear and understandable. It shows for the
reader clearly all relevant issues from the company.
More understandable it is, more likely an investor will read the entire business
plan. (McKinsey & Company 2000, 51.)
With a business plan company shows that it products and services has a busi-
ness opportunity. (Viitala R.&Jylhä E. 2013, 51.)
Here are the principles for Creating a business plan:
The business plan should be based on research data. It should be simple, rele-
vant and information-rich. It should be distinctly readable, based on proven
facts. (Lipiäinen 2000, 19.)

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Business plan diagram
SWOT
Business goals (annual)
Strategy
Marketing Production Management Financial

plan plan plan plan
Integration and compose of BP
Testing, valuation and corrective of BP
Pronouncement of BP
Implementation of BP
Valuation and corrective of BP
Correction of BP
Figure 1. Business Plan diagram.

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2 DATA COLLECTION AND ANALYZING METHOD
The aim was to make a business plan for a start-up company - FinEnviTech
Global Ltd. I tried to make the thesis as accurately as possible. I figured out how
Business Plan would serve to best the company, since it will find funding for
the future.
Research problems and the study of the structure.
The study seeks answers to the following questions:
 what is the current situation of the company?

 where company wants to be after 5 years?
 how to achieve the objectives?
 how investors can be proved to this business idea?
The study progresses in stages, starting with the FinEnviTech as a principal.

The base of the study is on an operating business idea. Therefore, it is im-
portant to know the company and the industry where it is working. In the begin-
ning, I will tell the industry in general, the way it works today, and how it is ex-
pected to grow in the future. I'll tell also the brief history of the company, the
company's founder. I also assess how the company will be able to take ad-
vantage of the business plan in everyday action and concerning investors. The
theory is based on the literature, studies, brochures, interviews, as well as the
owners own experience. The study also took into account the internationaliza-
tion of markets, especially in Asia.
The research and implementation
I studied special industry literature, as well as an electronic material. I studied

also digital materials, what I got from the owner. Some of the articles are special
articles in this industry. I took advantage of the concrete industry and govern-
ment sites, such as IPPF, World Nuclear Radiation and Associations for the

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market-analysis and special customers. Some of the writing is my own experi-

ence in the business world.
The empirical part was carried out between January and April 2014. To have
more information about the company's current situation, we organized number
of meetings. We also had numerous e-mail discussions with the owners of the
company. The company's owners gave me enough information on the current
situation, business idea, products, and services. I tried to keep interview ques-
tions as simple as possible, I did not want to go too deep in this research com-
pany´s product details. The aim was to have an understandable overview of
business operations. The questionnaire is given in Appendix 1.
The study was conducted mostly together with the owner and founder Professor
Risto Orava. He has a very strong experience in this field, he strongly believes
that this is a fast-growing industry in the future. He has also number of new
product ideas for the future.
Another interviewee is PhD. Ari T. Hirvonen. He is not employed full-time in the

company, but very closely involved. He has extensive expertise and experience
in business development and trade especially in Asia.
The third person was Mr. Jari Vepsäläinen. He is one of the owners. His main
responsibility is Asia market, especially China were he has over 25 years of ex-
perience in trade.
I also got material from a company called Sensorsoft Oy. Sensorsoft is FinEn-
viTech´s subsidiary. The material came from Engineer Jamilya Shestovskaya,
and it was mainly technical data. This data has been added to empirical part of
the products and services. At one meeting I met Mervi Wallenius. She is a Con-
sult at MIF – Management Institute of Finland. She is consulting mainly in mar-
keting.
I got a great deal of material from the interviews. I did not experienced that as a
face-to-face and e-mail accessible material were shortage. Sometimes entre-
preneurs are busy, so that the answers may be insufficient. For me it was easy

15
to focus more my questions during the interviews. I did not experienced superfi-
cial information.
I also made SWOT –analysis for the company. A SWOT -analysis is a struc-
tured planning method used to evaluate the strengths, weaknesses, opportuni-
ties, and threats involved in a project or in a business venture. These four ele-
ments aggregates company´s and its operational environment most important
operators. Strengths and weaknesses are usually the company's internal fac-
tors, opportunities and threats are external environment for future macro-and
micro-environments of factors. From the analysis company can analysis were
improvement should be considered and in what environment they could be
more efficient.
I used The Business Model Canvas as a tool. The Business Model Canvas
consists different blocks like: Key Partners were company describes the net-
work of suppliers and partners. Key Activities block describes what are the most
important things a company must do to make its business model work. Custom-
er segment block defines the groups of people, partners and customers which
company aims to reach and serve. Customers Relationships block describes
the types of relationships. Value Propositions block is promise to the different
customer segments of company´s value. Channels block describes how com-
pany will communicate and raises its awareness. With Revenue Stream block
company sees how the cash is moving. This is a heart of a business model. Key
Recourses block describes the most important assets required business to
work. Finally Cost Structure block, this block describes what are the main costs
(The Business Model Canvas).
Interview summary
The study revealed that the owners believes very much to this business idea.
For now they have self-funded all the company's operations. Since the future
plans are high, more funding must come from elsewhere. Personal interviews
also revealed that the staff is currently very technical. Technical know-how is
the top quality, but the marketing and sales have not yet been sufficiently in-

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vested. The interviews also revealed products and services current state. Some
of the products are already “selling order”, so to speak, but the lack of time has
taken sales. The company has already received a number of request for quota-
tion, but there has not been enough time to respond for those. Interviewed per-
sons believed, however, that products and services will have a demand in the
market.
Conclusion of the study
The study shows that the company should take the following things into consid-
eration:
• human resource
• production
• material costs
• quality
• suppliers
• investments
The current personnel is adequate for some time, but I think the marketing and
sales should be invested in Q3/2014 at the latest. Product design has been
studied well, and new ones are already in development, but they have not yet
been implemented. Now it is time to answer urgently for the request of quota-
tions and take them forward. By doing request of quotations more attention
should be taken into account cost of goods in different areas. Many of the costs
may come as a surprise if they are not prepared for. The company must also
pay attention to the quality. The quality criteria should meet and be presented to
the offer. The company should also consider the wider suppliers, how quickly
they are able to operate, how Audits will be carried out, how the operations are
performed, who is responsible for insurance and so on. Considering Investors it
would be good to show that the company has already considerable buyers and
partners.

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SWOT –analysis shows were current strength is, FinEnviTech has a strong
technical background and already patents. This is a prove of quality products.
But what comes to weakness, it shows that FinEnviTech is a new company,
they don’t have yet investor’s. One of the weakness is also marketing. The re-
sources are of course at this time limited, but in the future they have to invest to
these weaknesses.
For me, this was a great opportunity to not only write a business plan , but also
to explore interesting people, and this unique business idea. I also learned
something from sensor technology.
The data has been collected from wide range of literature and other relevant
studies and publications. I added to this is my own business experience as well
as the study interviews. From the interviews and other materials I combined a
short study, which I hope will help the FinEnviTech in the future. In the empirical
part of the work calculations are estimated. The financial plan is done in coop-
eration with the company. Calculations, we agreed with the company that they
will change them if necessary.
My thesis aim was to make a business plan for FinEnviTech. The study was to
initially keep simple and easy to understand concerning investors. I hope that I
managed to do this study in the empirical part in the way FinEnviTech hoped.

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3 MARKET AND MARKET NEEDS
Business market has different types of challenges and opportunities than nor-
mal consumer markets. The concepts of value, relationship and buyers decision
making are different (Vitale R., Giglierano J., Pfoertsch W., 2011, Business-to-
Business Marketing. Analysis and Practice. Pearson Education). The differ-
ences between consumer market and B2B market are not very different but
companies have to understand what are the marketing differences. Marketing
should be based on underlying needs. Companies has to make for each market
segment own strategy, explanation of the market needs. In this way company
can prove that products and services are profitable.
Is there really a need for this kind products on the markets? Is there already
other products and services which are on the market, and are they already fill-
ing the needs? It is highly recommend that company will make a market re-
search. It doesn’t have to be big, it can be simple and practical.
First look for existing, similar businesses. This is a very good first step. At this
field Finland is a small area. You have to look markets globally. By studying
other similar businesses, you not only get information but may also have good
partners and business relationships. Maybe even buying the existing company
might help in the future.
What is Green Marketing?
Consumers often associate terms like Phosphate Free, Recyclable, Refillable,

Ozone Friendly, and Environment Friendly with green marketing. Green Market-
ing is much more than those terms. Polonsky has described Green Marketing
as the following:
 Green or Environment Marketing consist of all activities designed to gen-

erate and facilitate any exchanges intended to satisfy human needs or
wants, such that the satisfaction of these needs and wants occurs, with
minimal detrimental impact on the natural environment.

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 To enhance this definition should “environmentally friendly” be changed

to “less environmentally harmful“? With this change, Green Marketing
should look at minimizing environmental harm, not necessarily eliminat-
ing it (http://www.marketingeye.com.au/).
Governments are now actively “protecting” consumers and society. Governmen-

tal regulations relating to environment are making stricter. Average people want
to know more about their environment, they are actively following changes.
People want to live in Safe and clean environment. Governments establish reg-
ulations to control the amount of pollution, waste, radio-activity produced by
firms and traffic. Monitoring has to be done quickly, we cannot wait anymore
two to three weeks for the results from monitoring. This is why FinEnviTech has
a strong opportunity here, they have real-time monitoring system which can also
assist ordinary people.
As with all marketing related activities, there are several industry fields who can
benefit with this green environment system. Nuclear power industry is global.
Although it is not anymore generally approved with citizens, it is still a growing
market. At this field monitoring is very important. Radiation is not only Nuclear
plant “problem”. Radiation is energy travelling through space (http://www.world-
nuclear.org/). Sources of Radiation are different, we need to understand that
although we cannot “see” it, smell it, we still can monitor it. Here again market
need is great. Like Radon and other particles, radiation has to be monitored at
real-time.

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Figure 2. Sources of Radiation
Figure 2. shows that 85% of radiation is natural background Radiation. It is the

main source of exposure for most people. Figure provides small perspective on
radiation exposure from nuclear energy (http://www.world-nuclear.org/).
There is a need for sensors across all market sector needs. The future will see
a move to more ubiquitous sensing as man´s need to better manage recourses
and optimize processes increases. Mega cities will be in the future fully sen-
sored. Infrastructure, services and people will benefit from sensing technology
(Report funded by Microelectronics iNet, Nov. 2011, Making Sense of Sensors).
“If you cannot measure it, you cannot improve it” - Lord Kelvin -

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4 EXECUTIVE SUMMARY OF FOUNDER
Professor Risto Orava is the founder and Chairman of the Board of Directors of
FinEnviTech Global Ltd.
Professor (Chair) of Experimental High Energy Physics, University of Helsinki,

Finland, Helsinki Institute of Physics, and CERN, Geneva, Switzerland.
Dec 99 - on Instrumentation for frontier experiments in high energy physics at

CERN (DELPHI: 20,000 radiation detectors developed and delivered to CERN
in 1987-1989, CMS, and TOTEM experiments: 54 GEM detectors developed
and delivered to CERN in 2007-2009), Fermilab and NASA (AMS spectrometer)
Development of radiation sensors, electronics, slow control systems for physics,
X-ray imaging and other applications.
Founder of the Detector Laboratory, The SEFT Detector Laboratory in Finland

Organizer of applied research technology transfer activities: Over 880 publica-
tions on nuclear physics, research and development (Physical Review D, Phys-
ical Review Letters, Nuclear Physics, Physics Letters, etc.), on instrumentation
and sensor technology, technology transfer and management of large interna-
tional R&D organizations (Nuclear Instruments and Methods A, IEEE transac-
tions in nuclear science, etc. leading journals).
Professor Risto Orava has 16 patents on sensors, sensor systems, and X-ray
imaging.
1) CERN-DELPHI-LEP: responsible for the 20 000 LSM detectors, signal pro-

cessing electronics, HV controls and data acquisition system delivered to
CERN; covered 6 000 square meters and of the order of 100 000 measurement
channels; participation in design, construction and running of the precision de-
tector system based on silicon sensors for the DELPHI microvertex detector
system
2) Fermilab-CDF-Tevatron: responsible for participation in design, construction

and running of the CDF precision vertex detector system

22
3) NASA-AMS: responsible for the participation in the design and prototyping of

the large scale silicon precision detector systems for the AMS-1 spectrometer
for the Space Station.
4) CERN-TOTEM-LHC: responsible for the construction, testing and delivery of

50 Gas Electron Multiplier (GEM) detector systems for the TOTEM T2 spec-
trometer.
CERN – Conseil Européen pour la Recherche Nucléaire. At CERN, physicists

and engineers are probing the fundamental structure of the universe. They use
the world's largest and most complex scientific instruments to study the basic
constituents of matter – the fundamental particles. The particles are made to
collide together at close to the speed of light. The process gives the physicists
clues about how the particles interact, and provides insights into the fundamen-
tal laws of nature. The instruments used at CERN are purpose-built particle ac-
celerators and detectors.
More about Professor R. Orava: http://hep-exp.physics.helsinki.fi/risto-orava/
More about CERN: home.web.cern.ch.

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5 COMPANY
A short story of company in the beginning of Business Plan will tell to the inves-
tors what kind of company it is.
FinEnviTech Ltd responds to the acute market needs in environmental monitor-

ing of radiation, gas and microbes. The Company offers a series of customized
leading technology solutions for automatic wireless real time measurement and
identification of all forms of radiation (α-, β-, γ-, n-radiation) and gases (CO2,
CO, NOX, VOC etc.) in challenging environments. FinEnviTech IPR covers the
entire system including the measurement unit (iAirSS), nodes of the wireless
system (iNODE) and the network system (iWSS). Robust real time semiconduc-
tor sensors of winning technology are used as the sensing elements. The
modular iWSS allows easy integration, assembly and maintenance into existing
and novel monitoring environments (CEO 2014).
The iWSS provides a solution for the rapidly growing markets in Smart and Safe
City applications, such as environmental monitoring of underground parking
facilities, monitoring and regulation of air conditioning systems in buildings,
safety monitoring of air quality steel recycling plants and mines.
FinEnviTech Ltd is a start-up company founded in Fall 2012 by a group of ex-

perts in radiation sensors, wireless sensor systems.
FinEnviTech uses winning technologies in its real time monitoring systems for
the rapidly growing markets of safe and smart cities. The iWSS will create new
applications in areas where conventional technologies cannot be used.
5.1 Company Ownership
• Prof. Risto Orava, founder & owner CEO
Strong background in advanced sensors (16 patents on sensor technology) and

instrumentation (responsible for large scale instrumentation projects in accel-

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erator and space applications (up to 20 000 individual radiation detectors). Pro-
fessor of high energy physics at UH, HIP and CERN, owner and founder of
FinEnviTech, Finphys, Finsensor, extensive network in radiation research.
• Prof. Arto Toppinen, CTO in wireless
Experienced in wireless technologies, past experience in Honeywell. Currently

principal teacher at Savonia University of Applied Science.
• Dr. Matti Kalliokoski, CTO in radiation sensors
R&D on radiation sensors, imaging and RF-technologies, quality assurance. 10

years of experience in instrumentation at CERN.
• Phd Ari T. Hirvonen, owner
Strong international knowledge of IPR business. Specialties in Nanoindentation,

coatings (CVD, plasma, thermal spray, ALD), sintering (SPS, hot press, HIP),
thin films mechanical testing, R&D skills for new materials, strong international
relationships between Europe-Japan-Korea-USA.
• Jari Vepsäläinen, owner
CEO of the Fintrade-Mercer Group. He is a China trained attorney who has

worked with Western companies located in China since mid-1980’s. Mr.
Vepsäläinen is specialized in Merger and Acquisition / Joint Venture Companies
contracts / Wholly Foreign Owned Enterprises, technology capitalization and
forms of direct investment and restructuring operation and has many Board of
Directors assignments in China and Hong Kong.

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5.2 Management Team
Management team is very ambitious, energetic and initiative. Desire to achieve

honest, motivated management is the key issue to have a good working envi-
ronment.
Table 1. Management Team.
Name Function / Short Bio

work contract
Risto Orava Scientific advisor strong background in advanced sensors (16 pa-
CEO tents on sensor technology) and instrumentation
(responsible for large scale instrumentation pro-
jects (up to 20 000 individual radiation detectors).
Professor in High energy physics at UH and
CERN, owner and founder of Finenvitech, Fin-
phys, Finsensor, extensive network in radiation
research.
Arto Toppinen CTO Background in wireless , RF, worked as deputy

managing director for APL systems and applica-
tion architect at Honeywell. Now principal teacher
at vocational school Savonia.§
Ari T. Hirvonen Business man-

ager
Jarno Ruutinen Project manager
Matti Kalliokoski Technician
Plan for personnel is to have a growth from 9 to 18 person by the end of the
year 2018.
Company need sales and marketing people. When markets grow company
needs to have personnel for technical support. Also assistant for daily routine
are required. We will offer also traineeship for University students.

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5.3 Organizational chart/structure
CEO
COO CMO
Operations Sales Marketing

Manager Manager Manager
Figure 3. Organizational chart.
Board of Directors
Risto Orava
Jari Vepsäläinen
Ari T. Hirvonen

27
Ownership and Registered Address
Owner: Risto Orava, CEO
Owner: Jari Vepsäläinen
Owner: Ari T. Hirvonen
Picture 1. Innopoli 2.
(www.innopoli.fi)
Located at Otaniemi Espoo Tekniikantie 12,
Innopoli – High-Tech Innovation Cluster.

28
6 VISION AND MISSION
What are company´s Mission, Values and future plan.
Vision goal has to be planned at least for 3-5 years. Company has to build an-
nual growing plans. Vision is not only a word for investors, it has to be a ground
for company´s business development. It gives a clear guidance for business
idea, it gives values to employees and motivates people. It also gives a clear
goals to stakeholders, customers and employees (Lipiäinen 2000, 55-59.)
6.1 Mission Statement
The mission of FinEnviTech is to provide sustainable monitoring solutions for

promoting Smart City and Safe Environment.
FinEnviTech will execute its mission by: developing reliable and sustainable
technological solutions for monitoring air radiation and other air pollutants;
providing a versatile sensing technology platform delivering real time data and
that will be used by most cities and industries for monitoring air quality indoors
and outdoors; employing top individuals and partners. We let our customers to
decide what our products and service will move on.

29
7 MARKET, SEGMENTATION AND CUSTOMERS
Pages 29 – 70 are partly confidential.

30
Figure 4. Radon gas emissions pose a major health risk globally and is ac-
counted for about 50% of the lung cancer cases. (Orava R., 2013, Real Time
Radon Gas Detection System).

31

32
Table 2. Total Global Market for Radiation Detectors 2013-2020.
Total Radiation detector market

35000
30000
25000
20000 Safety / Monitoring

Medical diagnostic
15000
Specialty / Custom
10000
5000
0
2013 2014 2015 2016 2017 2018 2019 2020
Different kind of detector types can be used in many different segmentations.
Table 3. Potential Example Segmentations of the Radiation Detector Market.
Market Segments Product Types Applications Detector Types
Medical Dosimeters Dirty Bomb Detection Geiger Counters
Homeland Radioisotope Identifi- Cardio Stress Testing Ionization Chambers

Security/Defense cation
Device
Nuclear Energy Personal Radiation Dark Matter Detection Scintillation Counters
Device
Occupational Safety Portal Monitors Effluent Waste Monitors Semiconductor De-
tectors
Industrial Compo- Oil Logging Meters Whole Body Contamination Cryogenic Detectors
nent Scanners
Inspection
Oil and Resource PET Devices Oncology Treatment Moni-
Exploration toring

33

34

35

36

37
7.2 Market segmentation
Effective market segmenting
The following criteria is generally accepted to help identify valid and reliable
segments. For a market segment to be favorable it should fill the following crite-
ria.
All segments should be:
• measurable The segments size, characteristics and purchasing

power can be measured
• accessible The segment can be reached effectively and it can be

served
• substantial The segment is large enough for a separate marketing

program to be created that will bring return on investment
• actionable The segment can reached by the formulation of effec-

tive programs
• compatible The segment should fit in with expected market condi-

tions and the company´s current business strategy
(Fill & Fill 2005, 63-64; Kotler & Keller, 2009, 268).
Nowadays it is seldom possible to satisfy an entire market with one product.

This is why FinEnviTech should also consider wider product portfolio. Competi-
tion, too broad market and vast market areas require companies to divide a
market into smaller segments. “Segmentation is a technique for dividing mass
markets into identifiable subunits, in order that the individual needs of buyers
and potential buyers can be more easily satisfied.” (Fill & Fill 2005,50).

38

39
Figure 5. Mining Industry in Finland. (weppi.gtk.fi)

40
Nuclear power
Nuclear power has an important role in China, especially in the coastal areas
remote from the coalfields and where the economy is developing rapidly. Main-
land China has 20 nuclear power reactors in operation, 28 under construction,
and more about to start construction.
China’s policy is for closed fuel cycle.
Figure 6. Nuclear power reactors in mainland China. (http://www.world-

nuclear.org/)
China has become largely self-sufficient in reactor design and construction, as

well as other aspects of the fuel cycle, but is making full use of western technol-
ogy while adapting and improving it.
China’s policy is to ‘go global’ with exporting nuclear technology including heavy
components in the supply chain.

41
Mega Cities
Here is a huge potential for the future for air monitoring. Air pollution in Mega
Cities is a significant environmental threat which contributes to an estimated
6% of annual deaths. Improving our city’s air quality is a difficult task because
there are many types of air pollutants that can come from millions of sources,
inside and outside city boundaries.
Picture 2. Green safe environment.

42
8 OPERATIONAL PLAN
Business idea, philosophy
Business idea specifies company´s own way to do business and profit. It also
shows prosperity. Business idea is very wise to write down precisely, so that it
can be evaluate by others. With exact description it is easy to improve in the
future (Viitala R.&Jylhä E. 2013, 42.)
At the business idea company specifies its customers, products and services
with the competitive advantage. Business idea should be based to the customer
needs.
FinEnviTech answered to these 3 questions:
• To whom we want to sell?
• What are we going to sell?
• How is our operation done?
Business idea is to develop wireless sensor solution platform, services and

products for environmental monitoring needs.

43
Keys to Success
Cutting edge technologies required for the acute market needs, top level partner
network, economic and political requirements for finding break through solutions
for environmental monitoring needs. FinEnviTech will focus on value creation.
Company will establish long-term relationships with the right communications
partners. Starting point is technical results considering customers and stake-
holders expectations.
Selling products to the most sophisticated and demanding customers.
 To look for the demand of sophisticated and demanding customer’s

needs. That way R&D can be developed.
 To place the most difficult standards, so that company will grow up one
of the leading suppliers.
 To provide international partners, who will improve and upgrade compa-
ny.
 To found and focus to the outstanding competitors.
 To treat employees with permanent status.
“Be as simple as possible, but not simplistic.” Albert Einstein.

44
Value Chain Analysis is a useful tool for working out how company can create
the greatest possible value for the customers. With the Value Chain company
will achieve excellence in the things that really matters.
Figure 7. Value Chain.
Key Partnerships
With the liability suppliers and contractors business cannot be done effectively.
Company has to have strategic alliances between competitors. Company has
already made few agreements, but still is looking for new partners.
Table 4. Suppliers and Subcontractors. (continue)

45
Distribution Channel include now distributors, partnership and expertise. This

chain is very important in the future. Company needs to improve this channel
and also choose the suitable way for doing it. Channel has to be flexible, effec-
tive and consistent with the declared policies and marketing programmers of the
company.
Table 5. Existing Distributor channel.
Suppliers, Subcontractors and Partners
Another important factor influencing the choice of distribution channel is the na-
ture of the target market. Company has to choose the most efficient and effec-
tive suppliers, partners and distributors. Those partners has to know targeted
markets and customers. This is a decision which is very important for a busi-
ness to sustain long term profitability.
Figure 8. Existing value chain.

46
8.1 Technology, business solutions, services
Technology
The core technology of FinEnviTech is based on its proprietary technology plat-

form for building ambient intelligence based on Wireless Sensor Network
(WSN).
It includes:
1. Intelligent Wireless Sensor Networks (iWSS), patent application

pending.
2. Intelligent Airborne Sensor Systems (iAirSS), patent application

pending: it is a sampling device for data acquisition, which contains
an air vacuum to take in air pollutants towards the sensors.
3. Intelligent Wireless Sensor Node (iNode), a lighter version of the

iWSS which acts as a gateway.
Business solutions

47

48

49
• Commissioning
• Remote Support
Technical Support • On-site support
• System training
Process • process analysis

• process control
Optimization
Figure 11. Service value chain.
FinEnviTech will provide post-purchase customer support.
Our technical solutions with the figures:
Figure 12. Example of set up using Gateways and Nodes.
Figure 13. Real time monitoring network operation.

50

51

52
Brand Management
Our first focus in branding is Business to Business (B2B). Proposition is mining

and metal industry, nuclear power plants (mainly in China), infrastructure and
security. The foundation of our business model is the initiation and growth of
strategic partnerships and alliances with key business partners. We have a
unique offering with numerous benefits for our partners, their customers and the
community. Company has conducted extensive research and analysis of Chi-
na´s culture, business and financial markets to design a business model that
will successfully facilitate an expedited entry into China. This is done together
with Fintrade-Mercer Group, who has over 25 years of experience doing busi-
ness in China.
Our CEO is main brand ambassador.
FinEnviTech products have aspects of customization and modification where

necessary. FinEnviTech has a long-term commitment for strategic decisions.
We will build a positive perception of the brand. We have a constant monitoring
for our environment and customers. Our brand is not a goal in itself, it is one of
the foundation for doing successfully environment marketing.
Brand audit is the first step to build our brand process. In Asia FinEnviTech will
cooperate with Fintrade-Mercer Group. That will involve company analyses,
customer analysis, competitor analysis. With the help of Fintrade-Mercer group
FinEnviTech will have a better understanding of customer’s needs, preferences
and priorities in the Asia market.
FinEnviTech will empower staff to become brand ambassadors. In the future we

will effectively train our employees into brand strategy (including vision, values
and personality), we will make sure that everyone fully understands what the
corporation aims at becoming in the mind of its customers and stakeholders.
Our brand will be the face of a successful business strategy and we promise for
all stakeholders that they can expect this from the corporation. Our brand will
add value when these expectations are consistently met. Our group of expertise

53
will ensure that customers are handled with great care, according to internal
specifications and outside expectations.
Our management team understands that branding is a long-term activity, the

results of which might not be immediate. Our mindset is: high technology prod-
ucts, sales- and brand orientated.
Brand Indetity
Inside
FinEnviTech
Brand image
How does it look
at eyes of
customers
Where
FinEnviTech
is 2020?
Figure 18. Brand value (Nyström 2014).
- Vision without action is a daydream. Action without vision is a nightmare -

Japanese proverb

54
Website
A well-designed and constantly updated website and intranet is currently under

redevelopment.
www.finenvitech.com provides details about:
 The company, brand and operations

 Products and services
 Visual images and streaming videos
 Downloadable brochures and flyers
 FAQ section
 Celebrity endorsement
 Influential business partners section

55
A rapidly increasing communication channel like blog is also under considering.

In the future (especially B2C segment) blog allows FinEnviTech executive to
monitor feedback and reactions in real time.
Picture 3. Website green environment.
Website: We provide solutions to sensing problems. We have unique

proprietary technologies at hand.

56
9 FINANCIAL PLAN

57

58

59
Table 10. Income.
Table 11. Profit yearly

60
Table 12. Cross margin yearly.
Financing Requirements
Exit Strategy

61
10 SWOT -ANALYSES, COMPETETIVE EDGE
A SWOT -analysis is a structured planning method used to evaluate the

strengths, weaknesses, opportunities, and threats involved in a project or in a
business venture. The idea of SWOT is great a review of found to the plans
and decisions.
At SWOT company estimates its resources and operational environment´s im-

provement and features (Viitala R.&Jylhä E. 2013, 49).
SWOT analysis has four elements in a 2x2 matrix:
Figure 19. SWOT analysis matrix.
Own strengths shows to the company where they are good and should focus
on its development. By that companies can compensate for the their own weak-
nesses and strengths of the head to obtain information about threats on the
background of the future impact of the elimination purposes. Weaknesses can
be eliminated by emphasizing the strengths. External opportunities can be ob-
tained from the company's use of research and development activities, teaming
with trusted partners and outsourcing some activities.

62
External threats can be prevented by identifying the real threats backgrounds.

Also changing company´s own attitudes from the threats to opportunities
(Lipiäinen 2001, 46-49).
Figure 20. FinEnviTech´s SWOT.
Industrial Analysis
In order to succeed in competition companies need to be aware who are the

main market players, how they work and what are the their strengths and weak-
nesses. Competitors must know precisely, but even more important is to know
how own company´s profile is for the competitors (McKinsey & Company
2000, 71).

63
Table 13. Sensor Markets.
Sensor market Market Attractiveness Barriers Growth rate Growth rate

segment share to entry trends 2012 trends 2016
Mining and 1,4% medium/low high low/medium stable

Metals
Environment 1,8% medium/high low high increasing
Security 2,7% medium/high medium high/medium increasing
Infrastructure 2,8% medium/high low medium/high increasing
Company knows its products and main customers, but doing effectively market-
ing and selling it is important to know competitors. Competitive analysis has to
be made so that marketing, pricing, managing and other strategic planning
could be done effectively. Although major competitive edge is the unique indus-
trial solutions, competitors should be written down.
Table 14. Competitive edge (continue)
Company Basic info Products Strengths Weaknesses

Radiation detection
Environics www.environics.fi, CBRN Securi- Established don’t develop
Oy founded 1986, #empl. ty and Indus- company own technol-
75, Turnover, trial solutions: ogy, bulky
6,4MEur air and gas system
monitoring,
radiation and
chemical
monitors

64
AMPTEK Inc. www.amptek.com, Radiation de- Established

14 De Angelo founded 1977, tectors, X-ray company
Drive, Bedford, generator,
MA. 01730 MCA, CdTe x-
U.S.A gamma ray

detector
Mirion www.mirion.com Radiation In business too narrow
Technologies monitoring product line
Inc. (US) systems,
dosimeters
Lord www.microstrain.com Wireless sen- In business
Microstrain Part of LORD Corpo- sor network globally
ration, SensoriCloud
founded 1927 Energy Har-
vesting
Inertial Sen-
sors
Roadside Vaisala Wireless sen-
pollution www.vaisala.com sor network
sensors
Lord Microstrain is a global provider. At their webpage they say: “Sensors are
literally changing our world; we're inspired to work with our customers to intro-
duce advanced sensing technology that will enable the next generation of
smarter and safer machines, civil structures, and implanted devices.”
(www.microstrain.com).

65
11 IMPLEMENTATION PLAN AND PLAN FOR GROWTH
Industry trends
According to Frost and Sullivan report (Global sensor outlook 2013), the sensor
market is categorized as growth market. The total sensor market in 2012 was
worth 64,8B$ where wireless sensor will experience the biggest growth rate of
CAGR of 36,4% in 2012 to 57,5% in 2016. Currently, the markets have concen-
trated in US and Europe but India and China will be growing markets.
The global radiation detection, monitoring and safety market for nuclear power
plants, homeland security defense and the manufacturing industry were valued
at $312 million, $131.5 million and $83.6 million, respectively, in the year 2012
(RnR market report, Jun 2013).
Quality Control
Organizations always need some kind of quality of its operations management.

Quality Management is a performance and processes for ongoing maintenance
and improvement of the stakeholders requirements. Produced, therefore, the
product or service features that are the customers’ expectations and needs. In
addition, the quality of management, the quality of file documentation, document
management and reporting, it is important that it can be shown to external and
self-management of the quality of state of the company. Without evidence of
and documentation, it is difficult to demonstrate the quality of the production and
operation of the service behind it. The quality of thinking evolve, managers and
employees need to feel their quality criteria. (www.fkl.fi).

66
Figure 21. Quality thinking (www.fkl.fi).
The quality of the environment is important. The value of environment care has
risen. FinEnviTech´s environmental policy will be in written form and it will pro-
vide direction goals and objectives. “Most of the companies are bound to com-
ply with statutory requirements; most recently, the ROHS Directive are met.
Senior management is responsible for determining the company's environmen-
tal policy which must be in written form and provide direction objectives and
goals.” (FK/Finanssialan Keskusliitto, ISO 9001:2008 LAATUKÄSIKIRJAN
LAATIMISMALLI).

67
ISO 9001 quality management standard is divided into eight basic principles:
Figure 22. ISO 9001 eight basic principles (www.fkl.fi).
 Customer orientation: A Company that knows its customers’ needs and

manages the customer relationship well, will be able to surpass them.
 The Responsibility of management: Management's role is to express
common goals and to determine their achievement strategy and opera-
tions as well as to create a function environment with conditions to
achieve agreed objectives. Management's responsibility is to adhere to
the principle of legality, reliability, honesty and integrity. Management is
working to professionalism, corporate accountability and transparency.
 Employee engagement: Employee commitment is together with the
condition for success, brings out the competence and encourages to take
responsibility.
 Process-based approach: Process-based company is effective. Best to
achieve the objectives, the organization functions of a customer-oriented
processes are understood.

68
 System oriented to management: The company is run processes by

understanding the dependencies between them, and making processes
more efficient.
 Continuous improvement: Circle of continuous improvement: Plan, do,
check, develop. The organization performance is a permanent objective
of continuous improvement.
 Facts of the decision making: The organization is based on the cus-
tomer's decision-making satisfaction, product conformity with the re-
quirements and processes, the performance of the light analysis of the
data.
 Relations: Good beneficial relations will increase the ability of both to
make a profit and produce value (FK/Finanssialan Keskusliitto, ISO
9001:2008 LAATUKÄSIKIRJAN LAATIMISMALLI).
Continuos improvement of
quality control
The Responsibility of
Customers Customers
management
Other stakehold-
Other
ers
stakeholders Vision,
Resource
Strategy Analysis
management
Values Improvement
Goals
Customer
satisfaction
Product
implementation
Standard
Processes
Products
services
Figure 7. Figure shows how quality control is carried out.

69
Quality control is continuous improvement which keeps company viable.
R&D
Research and development activities (R & D) refers to the systematic practice

of information in order to increase knowledge and use of it to find new applica-
tions. The criterion is that the aim of the operation is something essentially new
(Statistics Finland, www.stat.fi).
FinEnviTech has a strong technology based business operation and a trustwor-

thy reputation for quality and excellence. Numerous amount of Patens are proof
of that. Company will develop continuously new ideas and technologies.
Main Goals and Planning for growth
FinEviTech’s mission is to respond to any requests aimed at solving problems

in sensing, monitoring and protecting. The goal of the FinEnvTech is to become
a preferred global solution provider for environmental sensing and monitoring
problems. For FinEnviTech, it is essential that its products are also sustainable,
low energy consumption and of high quality that comply with the demands of
the operating. Therefore, each product development stage will be done with
care and following a quality assurance system throughout the process.

70
Table 15. Plan for growth.

71
12 CONCLUSION 2
Every business idea has it risks. By adjusting all the possible risks to the busi-
ness plan, it shows that the idea of business is precisely thought in advance.
Risks should also show that the company is not thinking too optimistic way
(McKinsey&Company 2000, 123).
Majority of the risks are company´s way of doing business or how the environ-
ment of market is changing. Risks has to estimate ongoing. At the business
plan it also good to write down how risks are limited (McKinsey&Company
2000, 124).
FinEnviTech uses ERM (enterprise risk management) for risk management.

Focus is for hole organization. The purpose of ERM is to secure employees,
property, knowledge, reputation and to protect environment at daily routines.
But why investors should invest to FinEnviTech? Having investment in Finland

is very difficult. We do have business angles, but still companies has to prove
their business ideas in a positively way that it is and will be profitable in the fu-
ture. Positive thinking doesn´t bring any money for the owners and to the inves-
tors. Business has to have profitable products and services. In general business
cannot be built by doing it only in Finland. Focus has to be globally. Fortunately
Finland has TEKES and government funding. They have an open minded atti-
tude for new start-up companies who are willing to develop.
The answer for the question “Why investors should invest?” is: FinEnviTech
business solutions are so unique, team is highly expertise so this company will
not only be local, but instead it will manage to do it globally and also been
owned internationally.
Current marketing activities of the company is the main weakness. Business is

now only relying on management teams personal contacts. In the future this is
not possible any more, company has to make other marketing activities. With
the B2B marketing management teams face-to-face conversations are of

72
course effective. But marketing has to be done focusing first to the main cus-
tomers with the help of management team.
In the future company will focus more on marketing for high technical solutions
instead of only sensors. Main focus will be in Asia, were the challenges are high
but still there is a strong economic growth and lots of potentials customers. In
the beginning Asia market has to be like a source of learning.
Every business model calls for a number of Key Activities (The Business Model
Canvas). FinEnviTech has to now consider which are the most important ac-
tions. For the investors it is important to know how company will operate suc-
cessfully, who are maintaining customers, who will take care of financial and
revenues? What is the main Key Activity in the near future and for the next five
years?

73
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Appendix
Interview questions
1. What are the company’s products and services?
2. Who are the owners nowadays?
3. Have you done Business Plan before?
4. Does company have now any investors?
5. How much money is needed for the next five years?
6. How the money is planned to be use in the next five years?
7. What are the future plan for growth?
8. What are the future plans for personal?
9. How important is marketing to your company?
10. Has the company’s marketing strategy included the building of FinEn-
viTEch´s as a brand?
11. What are the marketing efforts in the future?
12. Marketing channels FinEnviTech has used so far?
13. Which customers do you want to reach through marketing?
14. What marketing channels do you think FinEnviTech should take advantage
of?
15. What answers would you like to get from this research?

Appendix
People who were interweaved
 Risto Orava, Professor, owner of FinEnviTech Global Ltd

 Ari T. Hirvonen, PhD, owner of Kitasakura/FinEnviTech
 Mr Jari Vepsäläinen, lawyer, founder of Fintrade-Mercer Group
 Mervi Wallenius, Consult MIF – Management Institute of Finland
 Jamilya Shestovskaya, engineer Sensorsoft Oy

Appendix
Power Point presentation for investors
Investment Proposal

Appendix

Appendix

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Master´s thesis MBA

International Business Management

Click here to enter text.

TURKU UNIVERSITY OF APPLIED SCIENCES

International Business Management

International Business Management , MBA

Opinnäytetyön tarkoituksena oli kirjoittaa liiketoimintasuunnitelma FinEnviTech Global Oy:lle.

Yhtiö suunnittelee ja markkinoi tuotteita sekä palveluita ympäristön monitoroinnin tarpeisiin.

Liiketoimintasuunnitelma kattaa markkinoinnin, markkinoiden segmentoinnin, tuotteet ja palvelut

Yksi tärkeimmistä painopisteistä työssä oli markkioiden ja potentiaalisten asiakkaita analysointi.

Liiketoimintasuunnitelma, liike-idea, vihreä ympäristö, turvallinen elinympäristö

LIST OF ABBREVIATIONS (OR) SYMBOLS 7

2 DATA COLLECTION AND ANALYZING METHOD 13

3 MARKET AND MARKET NEEDS 18

4 EXECUTIVE SUMMARY OF FOUNDER 21

6 VISION AND MISSION 28

7 MARKET, SEGMENTATION AND CUSTOMERS 29

10 SWOT -ANALYSES, COMPETETIVE EDGE 61

11 IMPLEMENTATION PLAN AND PLAN FOR GROWTH 65

Appendix 1. Interview questions

Figure 1. Business Plan diagram 12

Table 1. Management Team 21

ALD Atomic Layer Deposition

CAGR Compound Annual Growth Rate

CDF Cumulative Distribution Function

CERN The European Organization for Nuclear Research

CMS The Compact Muon Solenoid

ERM Enterprise Risk Management

GEM The Gas Electron Multiplier

HIP Helsinki Institute of Physics

IPPF Independent Power Producers Forum

LSM Laser Scanning Microscope

PET Positron emission tomography

SPECT Single Photon Emission Computed Tomography

SPS Suspension Plasma Spray -coating

STUK Radiation and Nuclear Safety Authority

TOTEM Total elastic and diffractive cross-section measurement

WSN Wireless Sensor Network

FinEnviTech Global Ltd is a start-up company. It is owned and founded by Pro-

1.2 Business Idea

TURKU UNIVERSITY OF APPLIED SCIENCES THESIS | Taina Nyström

2. What is the market? Where?

3. How money can be made?

A promising business idea should be unique and innovative. It should have a

1.3 Business Plan

1. Who are the customers, customer segments?

2. How the products and services are priced ?

3. Were offices are placed?

4. Will the production be outsourcing?

A business plan is a document which can be detected how the business is

TURKU UNIVERSITY OF APPLIED SCIENCES THESIS | Taina Nyström

the external goals. Business plan is company´s one of the a decision-making

1.4 Structure of business plan

Business plan should answer to the following questions:

1. Were company is operation?

2. Why the company is established?

3. What are the goals?

4. How will the goals be reached?

Why companies should have business plan?

1. Collecting funding at start-up phase as the extension