A feasibility study is valuable for:
Starting a new business
Expansion of an existing business
Adding an enterprise to an existing business
Purchasing an existing business.
2. FEASIBILITY PLANNING
• Is the process of determining if a business idea is viable.
• A feasibility study is valuable for:
Starting a new business
Expansion of an existing business
Adding an enterprise to an existing business
Purchasing an existing business.
3. FEASIBILITY PLANNING
• A feasible business will:
Generate adequate cash flow and profits,
Withstand risks,
Remain viable in the long-term
Meet the goals of the founders
4. Why do a Feasibility Study?
• Provide a thorough examination of all issues and assessment of probability of
business success
• Give focus to the project and outline alternatives
• Narrow business alternatives
• Surface new opportunities through the investigative process
• Identify reasons NOT to proceed
• Enhance the probability of success by addressing and mitigating factors early
on that could affect the project
• Provide quality information for decision making
• Help to increase investment in the company
• Provide documentation that the business venture was thoroughly investigated
• Help in securing funding from lending institutions and other monetary sources
5. Reasons Not to do a Study
• We already know it is feasible.
• We did a study a couple of years ago.
• Just a way for consultants to make money.
• The company selling us the equipment says it is feasible.
• Lets hire a general manager and have him do the study.
• Waste of time – we need to buy the site and begin construction.
6. Reasons to Do a Study
• Gives focus to the project.
• Narrows the business alternatives.
• Identifies new opportunities.
• Identifies reasons not to proceed.
• Provides valuable information for “go/no go” decision.
• Increases probability of business success by identifying weaknesses
early.
• Provides documentation that the idea was thoroughly investigated.
• Helps attract funding from lenders, grant providers, etc.
• Helps attract equity investment
7. Data Sources for a Feasibility Assessment
• Data required for a feasibility study can come from
– primary or secondary sources
• Primary data can include formal interviews and surveys
• Collection of primary data can be expensive and time consuming
• Secondary data can include industry and trade publications, statistics
of industry associations, and government agency reports
8. Levels of Feasibility Assessment
• A feasibility study of an idea is conducted at three levels
Operational Feasibility
“Will it work?”
Technical Feasibility
“Can it be built?”
Economic Feasibility
“Will it make economic sense if it works and is built?”
“ Will it generate PROFITS?”
9. Steps for an Economic Feasibility Study
Identify and Estimate all Capital Expenditures
Identify and Estimate all Variable Costs related to the Proposed Business
Venture
Identify People and Skills required to operate
Determine Wages, Salaries, and Benefits
Identify and Estimate Project Related Costs
Infrastructure development or improvements
Advertising and Promotion
Legal Fees
Municipal & State Development taxes
Identify and Estimate all Fixed Costs
10. Other Feasibility Study Outline
• Market Feasibility
Industry description.
Industry competitiveness.
Market potential
Access to market outlets.
Sales projection
• Technical Feasibility
Determine facility needs.
Suitability of production
technology.
Availability and suitable of
site.
Raw materials.
Other inputs.
11. Feasibility Study v/s Business Plan
• Feasibility study answers the bottom line question—Is this venture going
to make money?
• Feasibility study outlines and analyzes several alternatives or methods of
achieving business success
• Feasibility study is conducted before a business plan
• Business plan is prepared only after the venture has been deemed to be
feasible
• Business plan deals with only one alternative or scenario that is
determined to be the “best” alternative
• Business plan considers the management side—goals and objectives of the
planned business venture
12. Four Stage Growth Model
Pre-Start-Up Stage
Start-Up Stage
Early Growth Stage
Later Growth Stage
The period during which entrepreneurs plan
the venture and do the preliminary work of
obtaining resources and getting organized prior
to start-up
The initial period of business when the
entrepreneur must position the venture in a
market and make necessary adjustments to
assure survival
A period of often rapid development and growth
when the venture may undergo major changes
in markets, finances and resource utilization
The evolution of a venture into a large company
with active competitors in an established
industry when professional management may be
important than entrepreneurial verve.
13. Elements in Feasibility Planning
• Executive Summary
Venture defined, products or services identified, market characteristics
(market size, location & customers), founders introduced with roles,
financial summary (estimates of revenue & expense, founder’s equity,
dept & capital needed).
Business Concept
Purpose of the venture, major objectives of founders, description of the
distinct competency of the firm.
Product / Service
Function