Reference no: EM132972528

GEN302 Fundamentals of Innovation & Entrepreneurship - Emirates College of Technology

Business Plan about: build new Sport club for the People of Determination (People with special needs) located in UAE

In this project, each student should follow:
Use the time to determine whether the idea is a true opportunity that can be turned into a scalable enterprise.
Students will use the study questions to guide this exercise.

Study Questions:

1. Identify potential opportunities. Combine your own personal experiences and creativity with external forecasts and trend analysis. How is the world changing with respect to new technologies? What is the impact of globalization on current solutions? What new requirements will those changes produce? Recent media articles on trends are often a good place to start.

2. Define your purpose and objectives. Identify your most promising opportunity, being careful to discriminate between an interesting technological idea and a viable market opportunity. Prepare an outline which will help you to determine what types of data and information you need to demonstrate the attractiveness of your chosen opportunity.

3. Gather data from primary sources. It is crucial for you to obtain data from primary sources. Potential investors will place more trust in well conducted primary research than in stacks of data from secondary sources. There is simply no substitute for talking to potential customers from the target market to validate the opportunity you have identified. Consequently, we prefer that you spend time gathering data from primary, not just secondary, sources.

4. Gather data from secondary sources. Countless secondary sources exist on the web and in your college's various library resources. Try not to get too bogged down in financial and accounting data.

5. Analyze and interpret the results. Persuasively summarize your results.

In your written analyses and presentations, you will tell the "story" of your proposed venture by addressing as much of the following as possible:

A. Concept and Vision.
• Where did your idea come from (e.g., a university lab)?
• Explain what the market opportunity is and how your solution addresses this.
• What makes your solution particularly compelling?
• How does it make the world a better place?
• Do you have personal experiences with this market?
• Is there existing intellectual property that you must license or new intellectual property you must develop to pursue this opportunity?
• Has anyone tried something like this before?
• If so, why did they fail or succeed, and why is the opportunity still attractive?
B. Market Analysis.
• What industry or sector of the economy are you addressing?
• Why is this market attractive?
• What segment of the overall market are you pursuing?
• What market research can be done to describe this market need?
• What is the total industry or category sales over the past three years?
• What is the anticipated growth for this industry?
• If this is a new market, what is the best analogous market data that illustrates the opportunity?
• Project the potential market size and growth for your opportunity.
C. Customers and Customer Development.
This is extremely important.
You need to have a clear idea of who your target customer is.
The only way for you to be able to do this is to "get out of the building" and speak with your potential customers.

You will need to answer questions such as:
• What does the customer need?
• Why does the customer need it?
• What is the customer using today?
• What is the customer willing to pay for your solution?
• Why?
• How will you reach this customer?
• You should include both primary (or first-hand) research and secondary research, emphasizing primary over secondary.
D. Competition and Positioning.
• Who else serves this customer need?
• Who might attempt to serve this market in the future?
• What advantages and weaknesses do these competitors and would-be competitors have?
• What share of the market do specific competitors serve?
• Are the major competitors' sales growing, declining, or steady?
• What are the barriers to entry for you?
• What are the barriers to entry for additional competitors?
• How could partners and allies best help you overcome competition from established enterprises or other startups?
E. Business Model.
• Now that you have discovered an opportunity and talked to potential customers, how will you turn it into a business?
• How will you make money and when do you expect your venture to be profitable?
• What is the major risk to address right away (e.g., market or technical)?
• In other words, which hypothesis regarding product or market strategies need to be tested right away?
F. Learning and Adaptation.
• What did you learn and how between the time you chose the idea and producing the final presentation and written report?
• Is this idea a true opportunity or not?

The items above have no implied order. Some entrepreneurs start with a well-defined concept and then try to identify a market for their idea; others start by studying a market and then stumble upon an idea. Also, please keep in mind that the specific data and information you provide will vary according to the type of opportunity you choose to analyze. A key success factor for a successful project is the depth of your analysis and what you learned from it.
Project Structures

Outline of the Business Plan:

1. Cover Page and Table of Contents. The cover page should include the name of the company, its address, its phone number, the date, and contact information for the lead entrepreneur.

2. Executive Summary. The executive summary is a short overview of the entire business plan; it provides a busy reader with everything that needs to be known about the new venture's distinctive nature.
a. Although the executive summary appears at the beginning of the business plan, it should be created after the plan is finished. Only then can an accurate overview of the plan be written.
b. An executive summary shouldn't exceed two single-spaced pages. The cleanest format for an executive summary is to provide an overview of the business plan on a section-by-section basis.

3. Industry Analysis. This section should begin by describing the industry the new business will enter in terms of its size, growth rate, and sales projections. It is important to focus strictly on the business's industry and not its industry and target market simultaneously. Before a business selects its target market, it should have a good grasp on its industry-including where its industry's promising areas are and where its points of vulnerability are located.
a. The sections to include in this portion of the plan include: Industry Size, Growth Rate and Sales Projections, Industry Structure, Nature of Participants, Key Success Factors, Industry Trends, and Long-Term Prospects.
b. Industry structure refers to how concentrated or fragmented an industry is. Fragmented industries are more receptive to new entrants.
c. Industry trends should be discussed, which include both environmental and business trends. This is arguably the most important section of an industry analysis because it often lays the foundation for a new business idea in an industry.
4. Company Description. This section begins with a general description of the company. Although at first glance this section may seem less critical than the others, it is extremely important. It demonstrates to your reader that you know how to translate an idea into a business.
a. The company description should start with a brief introduction, which provides an overview of the company and reminds the reader of the reason it is starting.
b. The sections to include in this portion of the plan include: Company History, Mission Statement, Products and Services, Current Status, Legal Status and Ownership, and Key Partnerships (if any).

5. Market Analysis. While the industry analysis focuses on the industry that a firm will participate in, the market analysis breaks the industry into segments and zeroes in on the specific segment (or target market) to which the firm will try to appeal.
a. The sections to include in this portion of the plan include Market Segmentation and Target Market Selection, Buyer Behavior, and Competitor Analysis.
b. Market segmentation is the process of dividing the market into distinct segments. Markets can be segmented in many ways, such as by geography, demographic variables, psychographic variables, and so forth.
c. A competitor analysis is a detailed analysis of a firm's competitors.

6. The Economics of the Business. This section begins the financial analysis of the business, which is further fleshed out in the financial projections. It addresses the basic logic of how profits are earned in the business and how many units of a business's product or service must be sold for the business to "break even" and then start earning a profit.
a. Revenue drivers and profit margins. Summarize the major revenue drivers of the business in proportion to where you expect to make your money. Describe the size of the overall gross margins and margins for each of the major revenue drivers of the business. Then determine the weighted average contribution margins.
b. Fixed and variable costs. Provide a detailed summary of fixed and variable costs for the venture.
c. Operating leverage and its implications. Characterize whether your cost structure is predominantly fixed or variable and then indicate the implications.
d. Start-up costs. Distinguish the one-time start-up costs of the business.
e. Overall economic model. Put the pieces above together. Indicate how you will make money in terms of the combination of margins, volumes, operating leverage, and revenue source flexibility. How attractive is the combination?
f. Breakeven chart and calculations. Compute the number of units the business has to sell to "break even" prior to earning a profit.
g. Profit durability. Address the issue of how solid or vulnerable the profit stream appears to be.

7. Marketing Plan. The marketing plan focuses on how the business will market and sell its product or service. It deals with the nuts and bolts of marketing in terms of price, promotion, distribution, and sales.
a. The sections to include in this portion of the plan include Overall Marketing Strategy and Product, Price, Promotions, and Distribution.
b. A firm's marketing strategy refers to its overall approach for marketing its products and services. A firm's overall approach typically boils down to how it positions itself in its market and how it differentiates itself from its competitors.
c. The next section should deal with your company's approach to product, price, promotion, and distribution.
d. The final section should describe the company's sales process or cycle and specific sales tactics it will employ.

8. Product (or Service) Design and Development Plan. If you're developing a completely new product or service, you need to include a section in your business plan that focuses on the status of your development efforts.
a. The sections to include in this portion of the plan include: Development Status and Tasks, Challenges and Risks, and Intellectual Property.
b. Most products follow a logical path of development that includes product conception, prototyping, initial production, and full production. You should describe specifically the point that your product or service is at and provide a timeline that describes the remaining steps.
c. A prototype is the first physical depiction of a new product. A virtual prototype is a computer-generated 3D image of an idea. It displays an invention as a 3D model that can be viewed from all sides and rotated 360 degrees.

9. Operations Plan. The operations plan outlines how your business will be run and how your product or service will be produced.
a. The sections to include in this portion of the plan include: General Approach to Operations, Business Location, Facilities, and Equipment.
b. A useful way to illustrate how your business will be run is to first articulate your general approach to operations in terms of what's most important and what the make-or-break issues are. You can then frame the discussion in terms of "back stage," or behind the scenes activities, and "front stage," or what the customer sees and experiences.

10. Management Team and Company Structure. This is a critical section of a business plan. Many investors and others who read business plans look first at the executive summary and then go directly to the management team section to assess the strength of the people starting the firm.
a. The sections to include in this portion of the plan include: Management Team, Board of Directors, Board of Advisors, and Company Structure.
b. A board of directors is a panel of individuals elected by a corporation's shareholders to oversee the management of the firm.
c. A board of advisors is a panel of experts asked by a firm's management to provide counsel and advice on an ongoing basis.
d. An organizational chart, which is often included in this section of the business plan, is a graphic representation of how authority and responsibility are distributed within the company.

11. Overall Schedule. A schedule should be prepared that shows the major events required to launch the business. The schedule should be in the format of milestones critical to the business's success.

12. Financial Projections
Capital used & material & employee & salaries & cost & budget for this project & Profit for next year (forecasting)... etc
a. The sections to include in this portion of the plan include: Sources and Uses of Funds Statement, Assumptions Sheet, Pro Forma Income Statements, Pro Forma Balance Sheets, Pro Forma Cash Flows, and Ratio Analysis.
b. A sources and uses of funds statement is a document that lays out specifically how much money a firm needs, where the money will come from, and what the money will be used for.
c. Pro forma (or projected) financial statements are the heart of the financial section of a business plan. A firm's pro forma financial statements are similar to the historical statements an established firm would normally prepare, except they look forward rather than track the past.
d. Ratio analysis-Most business plan writers interpret or make sense of a firm's historical and/or pro forma financial statements through ratio analysis. Ratios, such as return on assets (ROA) and return on sales (ROS), are computed by taking numbers out of financial statements and forming ratios with them.

13. Conclusion & recommendation. what is the added value of the project

14. Appendix. Any material that does not easily fit into the body of a business plan should appear in an appendix.

Attachment:- Fundamentals of Innovation.rar