Posted: June 29th, 2024

Devry SBE440 all Week Assignment and course project Latest 2015 November

week 1irst Screen
From “Preparing Effective Business Plans” by Bruce R.
BarringerPart 1: Strength of Business IdeaName or type of business:
For each item,
circle the most appropriate answer and make note of the (-1), (0), or (+1)
score.Low Potential (-1)Moderate Potential
(0)High
Potential (+1)1.Extent to which
the idea:
·
Takes
advantage of an environmental trend
·
Solves
a problem
·
Addresses
an unfilled gap in the marketplaceWeakModerateStrong2.Timeliness of
entry to marketNot timelyModerately timelyVery timely3.Extent to which
the idea “adds value” for its buyer or end userLowMediumHigh4.Extent to which
the customer is satisfied by competing products that are already availableVery satisfiedModerately
satisfiedNot very satisfied
or ambivalent5.Degree to which
the idea requires customers to change their basic practices or behaviorsSubstantial
changes requiredModerate changes
requiredSmall to no
changes requiredPart 2: Industry-Related IssuesLow Potential (-1)Moderate Potential
(0)High
Potential (+1)1.Number of
competitorsManyFewNone2.Stage of industry
life cycleMaturity phase or
decline phaseGrowth phaseEmergence phase3.Growth rate of
industryLittle or no
growthModerate growthStrong growth4.Importance of
industry’s products and/or services to customers“Ambivalent”“Would like to
have”“Must have”5.Industry operating
marginsLowModerateHighPart 3: Target Market and Customer-Related
IssuesLow Potential (-1)Moderate Potential
(0)High
Potential (+1)1.Identification of
target market for the proposed new ventureDifficult to
identifyMay be able to
identifyIdentified2.Ability to create
“barriers to entry” for potential competitorsUnable to createMay or may not be
able to createCan create3.Purchasing power
of customersLowModerateHigh4.Ease of making
customers aware of the new product or serviceLowModerateHigh5.Growth potential
of target marketLowModerateHighPart 4: Founder- (or Founders-) Related
IssuesLow Potential (-1)Moderate Potential
(0)High
Potential (+1)1.Founder or
founders experience in the industryNo experienceModerate
experienceExperienced2.Founder or
founders skills as they relate to the proposed new venture’s product or
serviceNo skillsModerate skillsSkilled3.Extent of the
founder or founders professional and social networks in the relevant industryNoneModerateExtensive4.Extent to which
the proposed new venture meets the founder or founders personal goals and
aspirationsWeakModerateStrong5.Likelihood that a
team can be put together to launch and grow the new ventureUnlikelyModerately likelyVery likelyPart 5: Financial IssuesLow Potential (-1)Moderate Potential
(0)High
Potential (+1)1.Initial capital
investmentHighModerateLow2.Number of revenue
drivers (ways in which the company makes money)OneTwo to threeMore than three3.Time to break evenMore than two
yearsOne to two yearsLess than one year4.Financial
performance of similar businessesWeakModestStrong5.Ability to fund
initial product (or service) development and/or initial startup expenses from
personal funds or via bootstrappingLowModerateHighOverall PotentialEach part has five
items. Scores will range from -5 to +5 for each part. The score is a
guide—there is no established rule-of-thumb for the numerical score that
equates to high potential, moderate potential, or low potential for each part.
The ranking is a judgment call.Score
(-5 to +5)Overall Potential
of the Business Idea Based on Each PartSuggestions for
Improving the PotentialPart 1:
Strength of
Business IdeaHigh potential?Moderate
potential?Low potential?Part 2:
Industry-Related
IssuesHigh potential?Moderate
potential?Low potential?Part 3:
Target Market and
Customer-Related IssuesHigh potential?Moderate
potential?Low potential?Part 4:
Founder- (or
Founders-) Related IssuesHigh potential?Moderate
potential?Low potential?Part 5:
Financial IssuesHigh potential?Moderate
potential?Low potential?Overall AssessmentHigh potential?Moderate
potential?Low potential?Summary—briefly summarize your justification for your overall assessment:week 2Full Feasibility Analysis
From “Preparing Effective Business Plans” by Bruce R.
BarringerNote:All fields can be expanded
to provide additional space to respond to the questions. A copy of this
template, along with each of the assessment tools, is also available in PDF
format at the authors’ Web site at www.prenhall.com/entrepreneurship.IntroductionA.Name of the
proposed businessB.Name of the
founder (or founders)C.One paragraph
summary of the businessPart 1:
Product/Service Feasibility
Issues Addressed in This PartA.Product/service
desirabilityB.Product/service
demandAssessment Tools
Concept Statement Test·
Write a
concept statement for your product/service idea. Show the concept statement to
5 to 10 people. Select people who will give you informed and candid feedback.
·
Attached
a blank sheet to the concept statement, and ask the people who read the
statement to (1) tell you three things they like about your product/service
idea, (2) provide three suggestions for making it better, (3) tell you whether
they think the product or service idea is feasible (or will be successful), and
(4) share any additional comments or suggestions.
·
Summarize
the information you obtain from the concept statement into the following three
categories:*Strengths of the
product or service idea—things people who evaluated your product or service
concept said they “liked” about the idea*Suggestions for
strengthening the idea—suggestions made by people for strengthening or
improving the idea*Overall
feasibility of the product or service concept—report the number of people who
thing the idea is feasible, the number of people who think it isn’t feasible,
and any additional comments that were made*Other comments and
suggestionsBuying Intentions Survey
·
Distribute
the concept statement to 15 to 30 prospective customers (do not include any of
the people who completed the concept statement test) with the following buying
intentions survey attached. Ask each participant to read the concept statement
and complete the buying intentions survey. Record the number of people who
participated in the survey and the results of the survey here.
·
Along with the raw data recorded here, report the percentage of
the total number of people you surveyed that said they would probably buy or
definitely would buy your product or service if offered. This percentage
is the most important figure in gauging potential customer interest.
·
One caveat is that people who say that they intend to
purchase a product do not always follow through, so the numbers resulting
from this activity are almost always optimistic. Still, the numbers
provide you with a preliminary indication of how your most likely customers
will respond to your potential product or service offering.
How likely would you
be to buy the product or service described above?
______ Definitely
would buy
______ Probably
would buy
______ Might or
might not buy
______ Probably
would not buy
______ Definitely
would not buy
Additional questions
may be added to the buying intentions survey.Conclusion (expand fields and report findings, in
discussion form, for each area)A.Product/service
desirabilityB.Product/service
demandC.Product/service
feasibility (circle the correct response)
Not Feasible Unsure
FeasibleD.Suggestions for
improving product/service feasibility.Part 2:
Industry/Market Feasibility
Issues Addressed in This PartA.Industry
attractivenessB.Target market attractivenessC.Timeliness of
entry into the target marketAssessment Tools
Industry Attractiveness
·
To the
extent possible, assess the industry at the five-digit NAICS code level your
potential business will be entering. Use a broader industry category (less
NCICS digits) if appropriate (http://www.census.gov/epcd/www/naicstab.htm).
·
Assess
the attractiveness of the industry the potential business plans to enter on
each of the following dimensions.Industry Attractiveness Assessment Tool
(used to assess the broad industry, rather
than the specific target market, you plan to enter)Low PotentialModerate PotentialHigh Potential1.Number of
competitorsManyFewNone2.Age of industryOldMiddle agedYoung3.Growth rate of industryLittle or no
growthModerate growthStrong growth4.Average net income
for firms in the industryLowMediumHigh5.Degree of industry
concentrationConcentratedNeither
concentrated nor fragmentedFragmented6.Stage of industry
life cycleMaturity phase or
decline phaseGrowth phaseEmergence phase7.Importance of
industry’s products and/or services to customers“Ambivalent”“Would like to
have”“Must have”8.Extent to which
business and environmental trends are moving in favor of the industryLowMediumHigh9.Number of exciting
new product and services emerging from the industryLowMediumHigh10.Long-term
prospectsWeakNeutralStrongTarget Market Attractiveness
·
Identify
the portion or specific market within your broader industry that you plan to
target.
·
Assess
the attractiveness of the target market on each of the following dimensions.Target Market Attractiveness Assessment Tool
(used to assess the specific target market,
rather than the broader industry, you plan to enter)Low PotentialModerate PotentialHigh Potential1.Number of
competitors in target marketManyFewNone2.Growth rate of
firms in the target marketLittle to no
growthSlow growthRapid growth3.Average net income
for firms in the target marketLowMediumHighLow PotentialModerate PotentialHigh Potential4.Methods for
generating revenue in the industryUnclearSomewhat clearClear5.Ability to create
“barriers to entry” for potential competitorsUnable to createMay or may not be
able to createCan create6.Degree to which
customers feel satisfied by the current offerings in the target marketSatisfiedNeither satisfied
or dissatisfiedUnsatisfied7.Potential to
employ low cost guerrilla and/or buzz marketing techniques to promote the
firm’s product or servicesLowModerateHigh8.Excitement
surrounding new product/service offerings in the target marketLowMediumHighMarket Timeliness
·
Determine
the extent to which the “window of opportunity” for the proposed business is
open or closed based on the following criteria.
·
Determine
the timeliness of entering a specific target market based on other criteria.Market Timeliness Assessment ToolLow PotentialModerate PotentialHigh Potential1.Buying mood of
customersCustomers are not
in a buying moodCustomers are in a
moderate buying moodCustomers are in
an aggressive buying mood2.Momentum of the
marketStable to losing
momentumSlowly gaining
momentumRapidly gaining
momentum3.Need for a new
firm in the market with your offerings or geographic locationLowModerateHigh4.Extent to which
business and environmental trends are moving in favor of the target marketLowMediumHigh5.Recent or planned
entrance of large firms into the marketLarge firms
entering the marketRumors that large
firms may be entering the marketNo larger firms
entered the market or are rumored to be entering the marketConclusion (expand fields and report findings, in
discussion form, for each area)A.Industry
attractivenessB.Target market
attractivenessC.Market timelinessD.Industry/market
feasibility (circle the correct response)
Not Feasible Unsure
FeasibleE.Suggestions for
improving industry/market feasibility.Part 3:
Organizational Feasibility
Issues Addressed in This PartA.Management prowessB.Resource
sufficiencyAssessment Tools
Management Prowess
·
Use the
following table to candidly and objectively rate the “prowess” of the founder
or group of founders who will be starting the proposed venture.Management Prowess Assessment ToolLow PotentialModerate PotentialHigh Potential1.Passion for the
business ideaLowModerateHigh2.Relevant industry
experienceNoneModerateExtensive3.Prior
entrepreneurial experienceNoneModerateExtensive4.Depth of
professional and social networksWeakModerateStrong5.Creativity among
management team membersLowModerateHigh6.Experience and
expertise in cash flow managementNoneModerateHigh7.College graduateNo college
educationSome college
education but not currently in collegeGraduated or are
currently in collegeResource Sufficiency
·
The
focus in this section is on nonfinancial resources. Use the following table to
rate your “resource sufficiency” in each category.
·
The list
of resources is not meant to be exhaustive. A list of the 6 to 12 most critical
nonfinancial resources for your proposed business is sufficient.
An explanation of
the rating system used in the first portion of the table is as follows:1Available2Likely to be
available: will probably be available and will be within my budget3Unlikely to be
available: will probably be hard to find or gain access to, and may exceed my
budget4Unavailable5NA: not applicable
for my businessResource Sufficiency Assessment ToolRatingsResource
Sufficiency1
2 3 4
5Office space1
2 3 4
5Lab space,
manufacturing space, or space to launch a service business1
2 3 4
5Contract manufacturers
or outsource providers1
2 3 4
5Key management
employees (now and in the future)1
2 3 4
5Key support
personnel (now and in the future)1
2 3 4
5Key equipment
needed to operate the business (computers, machinery, delivery vehicles)1
2 3 4
5Ability to obtain
intellectual property protection on key aspects of the business1
2 3 4
5Support of local
and state government if applicable for business launch1
2 3 4
5Ability to form
favorable business partnershipsRatings: Strong,
Neutral, or WeakProximity to
similar firms (for the purpose of knowledge sharing)Proximity to
suppliersProximity to customersProximity to a
major research university (if applicable).gif">Conclusion (expand fields and report findings, in
discussion form, for each area)A.Management prowessB.Resource
sufficiencyC.Organizational
feasibility (circle the correct response)
Not Feasible
Unsure
FeasibleD.Suggestions for
improving organizational feasibilityPart 4: Financial
Feasibility
Issues Addressed in This PartA.Total startup cash
neededB.Financial
performance of similar businessesC.Overall financial
attractiveness of the proposed ventureAssessment Tools
Total Start-Up Cash Needed
·
The
startup costs (which include capital investments and operating expenses) should
include all the costs necessary for the business to make its first sale. New
firms typically need money for a host of purposes, including the hiring of
personnel, office or manufacturing space, equipment, training, research and
development, marketing, and the initial product rollout.
·
At the
feasibility analysis stage, it is not necessary for the number to be exact.
However, the number should be fairly accurate to give an entrepreneur an idea
of the dollar amount that will be needed to launch the firm. After the
approximate dollar amount is known, the entrepreneur should determine
specifically where the money will come from to cover the startup costs.
·
The
total startup cash needed can be estimate using the following table.
Total
Startup Cash Needed (to Make First Sale)Capital InvestmentsAmountPropertyFurniture and fixturesComputer equipmentOther equipmentVehiclesOperating ExpensesAmountLegal, accounting, and
professional servicesAdvertising and promotionsDeposits for utilitiesLicenses and permitsPrepaid insuranceLease paymentsSalary and wagesPayroll taxesTravelSignsTools and suppliesStarting inventoryCash (working capital)Other expense 1Other expense 2Total Startup Cash Needed =.gif">
Comparison of the Financial Performance of
Proposed Venture to Similar Firms
·
Use the
following tables to compare the proposed new venture to similar firms in regard
to annual sales (Year 1 and Year 2) and profitability (Year 1 and Year 2).Comparison of the
Financial Performance of Proposed Venture to Similar Firms Assessment Tool
Annual SalesEstimate of Proposed Venture’s
Annual Sales—Year 1Explanation of How the Estimate
Was ComputedEstimate of Year
1 Sales __________
Summary: How
proposed annual sales, on average, compares to similar firms (circle one)
Below
Average
Average Above AverageEstimate of Year
2 Sales __________
Summary: How proposed
annual sales, on average, compares to similar firms (circle one)
Below
Average
Average Above AverageNet IncomeEstimate of Proposed Venture’s
Net Income—Year 1Explanation of How the Estimate
was ComputedEstimate of Year
1 Net Income __________
Summary: How
proposed net income, on average, compares to similar firms (circle one)
Below
Average
Average Above AverageEstimate of Year
2 Net Income __________
Summary: How
proposed net income, on average, compares to similar firms (circle one)
Below
Average
Average Above AverageOverall Financial
Attractiveness of the Proposed Venture
·
The
following factors are important in regard to the overall financial
attractiveness of the proposed business.
·
Assess
the strength of each factor in the following table.
Overall Financial Attractiveness of Proposed
Venture Assessment ToolLow PotentialModerate PotentialHigh Potential1.Steady and rapid
growth in sales during the first one to three years in a clearly defined
target marketUnlikelyModerately likelyHighly likely2.High percentage of
recurring income—meaning that once you win a client, the client will provide
recurring sources of revenueLowModerateStrong3.Ability to
forecast income and expenses with a reasonable degree of certaintyWeakModerateStrong4.Likelihood that
internally generated funds will be available within two years to finance
growthUnlikelyModerately likelyHighly likely5.Availability of
exit opportunity for investor if applicableUnlikely to be
unavailableMay be availableLikely to be
availableConclusion (report finding for each area)A.Total startup cash
neededB.Financial
performance of similar businessesC.Financial
feasibility (circle the correct response)
Not Feasible
Unsure
FeasibleD.Suggestions for
improving financial feasibilityOverall Feasibility:
Summary and ConclusionOverall
Feasibility of the Business Idea Based on Each PartSuggestions for
Improving the FeasibilityProduct/Market
FeasibilityNot feasible?Unsure?Feasible?Industry/Market
FeasibilityNot feasible?Unsure?Feasible?Organizational
FeasibilityNot feasible?Unsure?Feasible?Financial
FeasibilityNot feasible?Unsure?Feasible?Overall AssessmentNot feasible?Unsure?Feasible?Conclusion—briefly summarize your justification for your overall assessment.week 3ReadingChapter 6 – Market AnalysisChapter 7 – Marketing PlanAssignment – Marketing and Sales PlanComplete a marketing and sales plan, taking into account direct and indirect competition.Submit
your assignment to the Dropbox located on the silver tab at the top of
this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step instructions or watch this Tutorial.next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=232">Dropbox Tutorial.See the Syllabus section "Due Dates for Assignments & Exams" for due date information.week 4Chapter 8 – Management Team and Company StructureAssignment – Management StructureWrite
a description of your proposed management structure. Include a plan to
acquire needed management resources; describe any outsourced functions
and why you think it is a good idea to outsource them. If your company
will have more than ten employees, include an organization chart.week 5Chapter 9 – Operations Plan and Product (or Service) Design and Development PlanAssignment – Business Operations PlanDevelop
a business operations plan including location, facilities, equipment,
technology, and operational controls. Identify key operating metrics to
focus attention on important day-to-day issuesweek 6Chapter 10 – Financial and Accounting Statements and ProjectionsAssignment – Cash Flow Analysis and Exit StrategyPrepare a cash flow projection for the first two years of operations.Prepare a preliminary exit plan for your business.Course Project: Business Plan.equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#1">Objectives| .equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#2">Guidelines| .equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#3">Milestones| .equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#4">Grading Rubrics| .equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#5">Best PracticesObjectives.equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#top">Back to TopTo
prepare a Business Plan for a new or purchased business that can be
used as both an internal operating guideline, and as an external
document to interest potential investors or lenders.Guidelines.equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#top">Back to TopUse the format outlined in Table 1.1 of the textMilestones.equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#top">Back to TopEach weekly homework assignment builds a section of the final plan.A
draft of the plan to date is a graded assignment due by the end of Week
4 that includes the following elements: (1) Company description and
product/service offered; (2) Industry analysis; (3) Market analysis; and
(4) Marketing Plan.The complete Business Plan is due by the end of Week 7.A 15 minute Power Point presentation and script is due by Thursday (short week) of Week 8 (graded).Grading Rubrics.equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#top">Back to TopDraft of Plan to Date- Due Week 4CategoryPoints%DescriptionFeasibility Analysis3020Completed template from textDocumentation & Formatting85Citations in APA formatOrganization & Cohesiveness1510Text flows logically so that paper can stand on its ownEditing75Correct grammar and spellingContent9060Company
and product/service descriptions(10 pts); industry analysis including
trends and competitive style (20 pts); market analysis(20 pts); target
market identified; share of market to be captured, and sales growth
forecast(20 pts); marketing and sales plan including promotion and
positioning the business in the marketplace (20 pts)Total150100A quality paper will meet or exceed all of the above requirements.Final Plan -Due Week 7CategoryPoints%DescriptionExecutive Summary100401-2 page description of the business opportunity, that can stand on its own for a hurried readerDocumentation & Formatting208All citations in APA format, correct font and margins, 20-25 pages plus appendicesOrganization & Cohesiveness208Follows the suggested outline in Figure 1.1 of the text, and the entire text flows logicallyEditing104Correct grammar and spellingContent10040Professional
quality content with assumptions documented and the following key areas
covered: industry analysis(10 pts); target market identified(10 pts);
marketing and sales plan including a growth forecast(10 pts); management
resources identified; operating plan(30 pts); cash flow forecast based
upon documented operating assumptions(30 pts); exit strategy(10 pts).Total250100A quality paper will meet or exceed all of the above requirements.Power Point Slides and ScriptCategoryPoints%DescriptionSlide Content604010 slides maximum, highlighting the key areas of the planSlide Format1510Slides should not be detailed text; should be succinctScript Content7550Script
is a 15 minute sales pitch to potential investors and lenders. It
should amplify the points on the slides, and end with the funds
requested.Total150100A quality paper will meet or exceed all of the above requirements.Best Practices.equella.ecollege.com/file/de515865-634c-4ca5-bbaa-b5940e91bba2/1/SBE440_CH_CourseProject.html#top">Back to TopThe following are the best practices in preparing this paper.Cover Page - Include who you prepared the paper for, who prepared, and date.Table of Content - List the main ideas and section of you paper and the pages in which they are located.Work Cited - Use the APA citation format.Font and Margins - Times Roman 11 pt, one inch margins all around, single spaced.Feedback on Weekly Assignments - Instructor feedback on all assignments should be addressed in the ensuing assignment.

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