Entrep Module 4

SENIOR HIGH SCHOOL FIRST SEMESTER- SECOND TERM (S.Y.
2021-2022)
University of Bohol Subject: Entrepreneurship
Tagbilaran City Grade Level: 11/12
MODULE 4
LESSON 4 DEVELOPING A BUSINESS PLAN

CONTENT The learner demonstrates understanding of concepts, underlying principles, and processes
STANDARD of developing a business plan.
PERFORMANCE The learners shall be able to independently or with his/her classmates present an
STANDARD acceptable detailed business plan.
ESSENTIAL Developing a Business Plan
TOPIC An overview of the Business Plan
Preparing a Business Plan: The Content and Format
Understanding the Business Model
ESSENTIAL a. Recognize a potential market
COMPETENCY b. Analyze the market need
Performance The students will make a Business Plan Proposal of the Business they want to establish.
Task
RUBRIC :
Content and Relevance 20
Quality of Information and Ideas 20
Organization 10
TOTAL 50
PRE – TESTING HOW MUCH I KNOW
CHECK YOUR KNOWLEDGE USING THE FOLLOWING GUIDE QUESTIONS:

1. What is a Business Plan?
2. What are the parts of a business plan?
3. Does having a good business plan help in the success of the business?
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SENIOR HIGH SCHOOL FIRST SEMESTER- SECOND TERM (S.Y. 2021-2022)
STUDENT READINGS AND CONCEPT BUILDING
According to Google
A Business Plan is a written document that describes in detail how a business (usually a new one) is
going to achieve its goals. A business plan lays out a written plan from a marketing, financial and
operational viewpoint.
(1) Ronaldo “Ron” S. Batisan (Entrepreneurship) 2016; DIWA Textbooks; 4th Floor SEDCCO 1
Bldg., 120 Thailand corner Legazpi Streets, Legaspi Village, Makati City, Phillipines 1229
(2) Marife Agustin-Acierto (Entrepreneurship) 2017; Unlimited Books Library Services &
Publishing Inc.; Room 215 ICP Building, Cabildo St., Intramuros Manila
WATCH LINK: https://www.youtube.com/watch?v=EJ4uVsSqQ9k&feature=youtu.be
READING LINK: https://www.growthink.com/content/20-reasons-why-you-need-business-plan
20 Reasons Why You Need a Business Plan
by Dave Lavinsky
What is the purpose of a business plan? Below are our top 20 reasons why you need a business plan.
1. To prove that you’re serious about your business. A formal business plan is necessary to show all
interested parties — employees, investors, partners and yourself — that you are committed to building the
business.
2. To establish business milestones. The business plan should clearly lay out the long-term milestones that
are most important to the success of your business. To paraphrase Guy Kawasaki, a milestone is something
significant enough to come home and tell your spouse about (without boring him or her to death). Would you
tell your spouse that you tweaked the company brochure? Probably not. But you’d certainly share the news
that you launched your new website or reached $1M in annual revenues.
3. To better understand your competition. Creating the business plan forces you to analyze the competition.
All companies have competition in the form of either direct or indirect competitors, and it is critical to
understand your company’s competitive advantages.
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4. To better understand your customer. Why do they buy when they buy? Why don’t they when they don’t?
An in-depth customer analysis is essential to an effective business plan and to a successful business.
5. To enunciate previously unstated assumptions. The process of actually writing the business plan helps to
bring previously “hidden” assumptions to the foreground. By writing them down and assessing them, you can
test them and analyze their validity.
6. To assess the feasibility of your venture. How good is this opportunity? The business plan process involves
researching your target market, as well as the competitive landscape, and serves as a feasibility study for the
success of your venture.
7. To document your revenue model. How exactly will your business make money? This is a critical question
to answer in writing, for yourself and your investors. Documenting the revenue model helps to address
challenges and assumptions associated with the model.
8. To determine your financial needs. Does your business need to raise capital? How much? One of the
purposes of a business plan is to help you to determine exactly how much capital you need and what you will
use it for. This process is essential for raising capital for business and for effectively employing the capital.
9. To attract investors. A formal business plan is the basis for financing proposals. The business plan answers
investors’ questions such as: Is there a need for this product/service? What are the financial projections?
What is the company’s exit strategy?
10. To reduce the risk of pursuing the wrong opportunity. The process of creating the business plan helps to
minimize opportunity costs. Writing the business plan helps you assess the attractiveness of this particular
opportunity, versus other opportunities.
11. To force you to research and really know your market. What are the most important trends in your
industry? What are the greatest threats to your industry? Is the market growing or shrinking? What is the size
of the target market for your product/service? Creating the business plan will help you to gain a wider,
deeper, and more nuanced understanding of your marketplace.
12. To attract employees and a management team. To attract and retain top quality talent, a business plan
is necessary. The business plan inspires employees and management that the idea is sound and that the
business is poised to achieve its strategic goals.
13. To plot your course and focus your efforts. The business plan provides a roadmap from which to operate,
and to look to for direction in times of doubt. Without a business plan, you may shift your short-term
strategies constantly without a view to your long-term milestones.
14. To attract partners. Partners also want to see a business plan, in order to determine whether it is worth
partnering with your business. Establishing partnerships often requires time and capital, and companies will
be more likely to partner with your venture if they can read a detailed explanation of your company.
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15. To position your brand. Creating the business plan helps to define your company’s role in the
marketplace. This definition allows you to succinctly describe the business and position the brand to
customers, investors, and partners.
16. To judge the success of your business. A formal business plan allows you to compare actual operational
results versus the business plan itself. In this way, it allows you to clearly see whether you have achieved your
strategic, financing, and operational goals (and why you have or have not).
17. To reposition your business to deal with changing conditions. For example, during difficult economic
conditions, if your current sales and operational models aren’t working, you can rewrite your business plan
to define, try, and validate new ideas and strategies.
18. To document your marketing plan. How are you going to reach your customers? How will you retain
them? What is your advertising budget? What price will you charge? A well-documented marketing plan is
essential to the growth of a business.
19. To understand and forecast your company’s staffing needs. After completing your business plan, you will
not be surprised when you are suddenly short-handed. Rather, your business plan provides a roadmap for
your staffing needs, and thus helps to ensure smoother expansion.
20. To uncover new opportunities. Through the process of brainstorming, white-boarding and creative
interviewing, you will likely see your business in a different light. As a result, you will often come up with new
ideas for marketing your product/service and running your business.
READING LINK: https://www.mindtools.com/pages/article/newTMC_05.htm
SWOT Analysis
How to Develop a Strategy For Success
What Is a SWOT Analysis?
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and so a SWOT Analysis is a technique
for assessing these four aspects of your business. You can use SWOT Analysis to make the most of what you've
got, to your organization's best advantage. And you can reduce the chances of failure, by understanding what
you're lacking, and eliminating hazards that would otherwise catch you unawares. Better still, you can start
to craft a strategy that distinguishes you from your competitors, and so compete successfully in your market.
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How to Do a SWOT Analysis

You can approach a SWOT Analysis in two ways: to get people together to "kick off" strategy formulation
informally, or as a more sophisticated and formal tool. In either case, gather a team from a range of functions
and levels in your organization. Use Brainstorming techniques to build a list of ideas about where your
organization currently stands. Every time you identify a Strength, Weakness, Opportunity, or Threat, write it
down in the relevant part of the grid.
To clarify which section an idea belongs to, it may be useful to think of Strengths and Weaknesses as internal
factors – that is, to do with the organization, its assets, processes, and people. Think of Opportunities and
Threats as external factors, arising from your market, your competition, and the wider economy.
Let's look at each area in more detail and consider what questions you could ask as part of your analysis.
Strengths
Strengths are things that your organization does particularly well, or in a way that distinguishes you from your
competitors. Think about the advantages your organization has over other organizations. These might be the
motivation of your staff, access to certain materials, or a strong set of manufacturing processes.
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Your strengths are an integral part of your organization, so think about what makes it "tick." What do you do
better than anyone else? What values drive your business? What unique or lowest-cost resources can you
draw upon that others can't? Identify and analyze your organization's Unique Selling Proposition (USP), and
add this to the Strengths section.
Then turn your perspective around and ask yourself what your competitors might see as your strengths. What
factors mean that you get the sale ahead of them?
Remember, any aspect of your organization is only a strength if it brings you a clear advantage. For example,
if all of your competitors provide high-quality products, then a high-quality production process is not a
strength in your market: it's a necessity.
Weaknesses
Now it's time to consider your organization's weaknesses. Be honest! A SWOT Analysis will only be valuable
if you gather all the information you need. So, it's best to be realistic now, and face any unpleasant truths as
soon as possible.
Weaknesses, like strengths, are inherent features of your organization, so focus on your people, resources,
systems, and procedures. Think about what you could improve, and the sorts of practices you should avoid.
Once again, imagine (or find out) how other people in your market see you. Do they notice weaknesses that
you tend to be blind to? Take time to examine how and why your competitors are doing better than you.
What are you lacking?
Opportunities
Opportunities are openings or chances for something positive to happen, but you'll need to claim them for
yourself!
They usually arise from situations outside your organization, and require an eye to what might happen in the
future. They might arise as developments in the market you serve, or in the technology you use. Being able
to spot and exploit opportunities can make a huge difference to your organization's ability to compete and
take the lead in your market.
Think about good opportunities you can spot immediately. These don't need to be game-changers: even small
advantages can increase your organization's competitiveness. What interesting market trends are you aware
of, large or small, which could have an impact?
You should also watch out for changes in government policy related to your field. And changes in social
patterns, population profiles, and lifestyles can all throw up interesting opportunities.
Threats
Threats include anything that can negatively affect your business from the outside, such as supply chain
problems, shifts in market requirements, or a shortage of recruits. It's vital to anticipate threats and to take
action against them before you become a victim of them and your growth stalls.
Think about the obstacles you face in getting your product to market and selling. You may notice that quality
standards or specifications for your products are changing, and that you'll need to change those products if
you're to stay in the lead. Evolving technology is an ever-present threat, as well as an opportunity!
Always consider what your competitors are doing, and whether you should be changing your organization's
emphasis to meet the challenge. But remember that what they're doing might not be the right thing for you
to do, and avoid copying them without knowing how it will improve your position.
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How to Use a SWOT Analysis

Once you've examined all four aspects of SWOT, you'll likely be faced with a long list of potential actions to
take. You'll want to build on your strengths, boost your weaker areas, head off any threats, and exploit every
opportunity.
But, before you leap into action, look for potential connections between the quadrants of your matrix. For
example, could you use some of your strengths to open up further opportunities? And, would even more
opportunities become available by eliminating some of your weaknesses?
Now it's time to ruthlessly prune and prioritize your ideas, so that you can focus time and money on the most
significant ones. Refine each point to make your comparisons clearer.
For example, only accept precise, verifiable statements such as, "Cost advantage of $10/ton in sourcing raw
material x," rather than, "Better value for money." Carry through the options you generate to later stages in
your strategy formation process and apply them at the right level – for example, at a product or product-line
level, rather than at the much vaguer whole-company level.
And use your SWOT Analysis alongside other strategy tools (for example, USP Analysis and Core
Competencies Analysis ), so that you get a comprehensive picture of the situation you're dealing with.
Note:
You could also consider using the TOWS Matrix . Like SWOT, it explores Threats, Opportunities, Weaknesses,
and Strengths, but it emphasizes the external environment, while SWOT leads with the internal factors.
A SWOT Analysis Example
Imagine this scenario: Alice is the CEO of a small start-up consultancy and wants a clear picture of its current
situation, to decide on a future strategy for growth. She gathers her team, and draws up the SWOT Analysis.
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As a result of the team's analysis, Alice decides that the consultancy's main strengths lie in its agility, technical
expertise, and low overheads. These allow it to offer excellent customer service to a relatively small client
base.
The company's weaknesses are also to do with its size. Alice will need to invest in training, to improve the
skills base of the small staff. She'll also need to focus on retention, so that she doesn't lose key team members.
Alice sees opportunities in offering rapid-response, good-value services to local businesses and to local
government organizations. The company can likely be first to market with new products and services, given
that its competitors are slow adopters.
The threats require the consultancy to keep up-to-date with changes in technology. It also needs to keep a
close eye on its largest competitors, given its vulnerability to large-scale changes in its market. To counteract
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this, the business needs to focus its marketing on selected industry websites, to get the greatest possible
market presence on a small advertising budget.
READING LINK: https://www.litmusbranding.com/blog/indispensable-factors-to-consider-before-
starting-a-business/
9 INDISPENSABLE FACTORS TO CONSIDER BEFORE STARTING A BUSINESS
by Kapil Vaishnani | 17th Oct, 2018 in Business Insights
Almost every individual dreams about starting his own business. Yet
only 4% of the newly started businesses manage to reach the 10 year
mark.
In fact over 50% of the small businesses don’t even make it to the fifth
year. Most people have no idea about the various things to consider
when starting a new business.
It is just a desire to be on top of things that motivates many to start
businesses. They have no idea about the money that is required, the
hard work that they have to put in, the knowledge and the experience
that they have to gain, and the kind of patience they need to have,
until their business reaches up to a certain level for them to break
even or make profits.
1. A Business Idea
Every business starts with an idea – a super duper idea that actually
works. If you want your business to stand out, you will need to offer something that no one else has offered
till date
That said not everyone can come up with a unique business idea. There might be hundreds of businesses just
like the one you are going to start. Yet you can make it better by
answering the following questions:
• What do I need to do to make this better?
• What is it that I can do better than what the other guys are
doing?
• Will I be able to grab some market share in this category?
You may have a great business idea; but unless it solves someone’s
problem it is not going to work. So start by listening to frustrations – both
of yours as well as others (your family members, your neighbors, your
friends, and your associates). Once you have understood these, here is
what you can do:
• See what best you can do to address these frustrations.
• Identify the skills in you that will help you offer the right solution.
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• Find out if you are actually passionate about offering that solution.
QSource: bizztor.com
And Voila! You have your business idea.
2. Knowledge or Expertise
Once you know what business you want to start, you will have to start
gaining the required knowledge and expertise to start that business.
This might take a lot of research and planning; but at the end all these
efforts will ensure that you have everything in place to get your
business idea off the ground.
Source: tenor.com
Having a business plan can be highly advantageous at this stage. It will tell you whether your business has a
place in the market and if the idea is worth or profitable enough to go ahead with.
If you have the knowledge you can construct one, all by yourself. If not, you can always hire a professional
business consultant to do it for you.
3. Market or Demand
Once you are sure of starting your business, your next step would be to explore the market or the demand
for your product or service.
Start by answering the question, “Who are your customers?” If you are selling your product or service locally,
you may have to assess the demand for it. In case you are taking up on an international level, you may have
to understand the rules and regulations of dealing internationally.
A market survey should reveal all the details that you may need about the market for your product or service.
Basically you are looking for:
• The current size of the market (the approximate number of potential buyers)
• Its growth potential (whether it is likely to grow in size or contract)
• The market share that you can expect to take
• The buying habits of the target audience (and how to exploit them)
• The different segments of the market
• The kind of margins that you can expect from the market
Thankfully social media has made it possible to reach out to target audience, anywhere in the world, without
having to put in too much of efforts.
4. Start-up Costs
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Estimating your start-up costs is one of the very important

things to consider when starting a new business. You will
have to assess the total cost that is required to set up and
run your business successfully.
If you are thinking of starting a manufacturing plant, your
start-up costs could be very high. You may have to think
about the cost of the land or building, setting up the plant,
buying the equipment and machinery, investing in
furniture and office equipment, and various other things.
Source: morebusiness.com
In case of a retail business, you may still need to think of the cost of the store as well as the furniture required
to decorate it. An office can be started with relatively lower cost since all you may have to invest would be in
furniture and office equipment.
Once your business is set up, you will have to think about the working capital needed to run your business.
You will have to take into account the inventory that you need to maintain, the credit that you can extend to
your customers and the supplier’s credit that you can get.
In not all cases can you expect credit to be given by the suppliers, especially if you are a new name in the
market.
5. Capital and Finance
No business in this world can run without money. Depending on the type of business you are starting and the
initial costs that you will have to pay up for, you will know what kind of capital you would need to start your
business.
Whatever steps you take, to finance your business, you will have to make sure you have the required funds
to take you through the start-up phase.
The financing pattern is one of the most important factors to consider before starting a business. This
generally includes the capital that you can introduce from your savings as well as the funds that you can
borrow.
Personal savings are what 77 percent of the small businesses rely upon while gathering their initial funds. But
you can’t really go over the board if you cannot fund your entire business.
Funds can be borrowed for business, either through short-term or long-term loans. Nevertheless, you may
have to keep in mind the terms and conditions of borrowing such funds including the cost of borrowing, the
rate of interest, the repayment terms, and the security that is required. Approach a few banks and private
lenders, get a few quotes, and compare them to identify the most beneficial type of funding.
It would be ideal to go for long-term funds only if you have to purchase any fixed assets. For working capital
requirement short-term funds would be sufficient. This way you can make sure they are paid back once your
business starts progressing.
6. Competition
Unless you know who your competitors are and what they are doing, you will not be able to survive in the
market for long.
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If your product is a monopoly competition will not matter. Else, you will have to come up with an excellent
strategy to fill in the demand and supply gap.
Gaining a market share should be on top of your mind if you are about to start a business. If there is a huge
demand for your product, this shouldn’t be too difficult. If not you may have to strengthen the position of
your business to gain an entry into the competitive market.
Analyzing competition includes getting to know your competitors, figuring out how they have positioned
themselves, identifying their pricing and marketing strategies, and evaluating their strengths and weaknesses.
Once you have all the information it is all about conveying your unique selling point to your target audience.
If you can do this well you will survive no matter how tough the competition is.
7. Location
One of the most important things needed to start a
business is a good location. If yours is a retail business you
will have to look for a well-populated area that is easily
accessible.
If it is a manufacturing unit you can choose a location that
can let you save money on electricity, water, taxes, and
transportation. Look for a place where manpower is
easily available and raw materials can be sourced easily.
You can even look for a location that can get you rebates
and subsidies from the government.
Source: commencebusiness.com
If yours is a niche product or a service, you may have to look for a single location where all your competitors
are. For instance, if it is a software company you want to start, you may have to look for a software belt where
all other software companies have set their shops. Similarly, the ideal location for a gold vendor / jeweler
would be a gold mart that has housed many such shops.
Offices can be set up in any place that is accessible and offers good facilities such as parking spaces,
refreshments, transportation, and so on.
Make sure the location fits well within your budget and offers scope for expansion. An ideal location would
be one that complements your business in the best possible way.
8. Staff
Your staff members are the ones that can make or break your business.
Without efficient manpower no business can ever succeed. That said an efficient staffing strategy needs to
be in place if you want to reduce your staff replacement expenses.
You can hire a recruitment agency or use various recruitment tools to fill in your positions with the right
talent.
There are also a number of websites that make it easy to find the exact kind of people you are looking for.
Signing up for a couple of these can make your job, both easy and cost-effective.
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Apart from hiring the right staff there is also the training that you need to think of. This will ensure your staff
members will be in a better position to handle their responsibilities and meet the expectations you have set
for them.
Finally you will also need to think about paying their salaries and perks to keep them motivated enough at
work.
9. Technology
Technology is one thing you can never compromise on when it comes to starting a new business in today’s
world.
Whether it is office equipment, plant and machinery, or the software required to monitor your business, you
will have to make sure it helps your business to perform well in the long-run.
Here are a few steps you can follow, while choosing the right technology for your business:
• Assess the requirements of your business
• Make sure the technology you choose helps in making things run smoothly
• Consider leasing technological equipment if you want to stay up-to-date
• Always have a backup plan
• Make sure you have the required support for installing, upgrading, and troubleshooting the
technology that you choose
• Invest in training so that you can make maximum use of the technology
General Format of a Comprehensive Business Plan
I. Introduction
The introduction contains the rationale and the background of the study undertaken. It should
include the importance of the project and the proponent’s background and their desire to establish the
business.
II. Project Summary
A. Name of the firm

B. Business Location
C. Brief Description of the Business
1. Brief history or how the business was organized.
2. Highlights of the findings in every phase of the business study.
III. Management and Personnel Components
IV. Marketing Studies
A. Market Profile – This refers to the market segmentation for the segmentation for the
distribution of the product or service. The study must cover the possible users of the product
and how to reach the particular market segments.
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B. Demand Analysis
1. Projected Consumption in the first year of operation, then Five years and Ten Years
operation.
2. Major segment users of the product and their location.
C. Supply Analysis
1. Source of Product Supply
a. Foreign Suppliers
b. Local Suppliers
2. Factor Analysis of the Past and Future Supply Chain
D. Competitive Analysis
1. Selling Price – This refers to the selling price of the product.
2. Competitions – It refers to the competing product in the markets as to its quality and
market acceptability.
3. Distribution and Cost of Transportation – it refers to the transfers or movements of
products from the producer to the ultimate user. The usage of different vehicles and ways
to transport the product should be easily defined.
4. Channel of Products Distribution – This refers to the means of reaching the target market
or it is the method or strategy to penetrate a particular market segments.
5. General Competitive Practice – It is the analysis of how competitors distribute the product
to existing end users.
E. Program Analysis of Marketing Strategies
1. Geographic Segmentation Strategy – this refers to the place of target market and the
approaches to penetrate the market niche.
2. Psycho-graphic Strategy – this refers to educational background and the lifestyle of target
market.
3. Demographic Segmentation Strategy – this refers to the target market as sex, age,
income, and other personal factors of the target market.
4. Pricing Strategy – this has something to do with the price index of any pricing strategy
that will attract customers.
5. Channel of Distribution – the choices could be retailers, wholesalers, dealership,
franchise, or direct marketing.
6. Promotional and Advertising – media network, personal selling, billboard, or any media
penetration strategy.
V. Production
A. Product Specification – it tells about the product or service that the entrepreneur will offer to
its target market. It is an elaborate presentation of the properties of the products and the
benefits related therein. It is the service that will be offered to the target consumer.
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B. Production Process – It is the detailed layout of the production process as the products goes
into the production line indicating the flow process, materials and equipment to be used and
normal time table that the product will be finished.
C. Plant Rated Capacity – this refers to the volume of production per shift per day or a monthly
basis considering target market consumption. It must also make projections for five years
forecast and the technical factors involved.
D. Machinery and Equipment – It involves the kind of machine to be used, its sources, spare parts,
working guarantees, rated capacity per day, and the cost estimates involved in its purchase.
E. Plan Location – a drawing or plant location and the vicinity map as to its accessibility to supply
or raw materials, and the transport of finished product to the market. It must show advantages
and other plus factors for employees and other services.
F. Building and Facilities – it must describe the type of building that will be constructed or sketch
of the building plan, electrical plants, drainage, and other utilities. It must contain the cost
estimates involved and the total floor plan.
G. Raw Materials – it deals with the raw material requirements and its specification, its source,
cost and terms of payment, availability and the possible long terms supply. It must also shoe
alternative suppliers of other sources,
H. Power Supply and Utilities – utilities refer to the supply of electricity, water, and its availability
in the processing of the product. It also has to do with environmental disposal of waste and
compliance with government requirements. Drainage system has to comply with sanitary
requirements imposed by municipal and national laws.
I. Production Cost – this refers to the direct labor and administrative cost in the processing the
products. Unit cost must be computed as basis for pricing and the marketing strategies.
VI. Financial Studies
A. For New Business Venture

1. Total Project Cost – this has to do with the entrepreneur fixed cost and the working
capital in the operation of the business.
2. Capital Investments Required.
3. Pre-operating cash flows and its relation to time table-financial projections for the
first year of operation, for the five-year operation in projected balance sheets and
income statements.
4. Supporting Schedules in the Financial Statements and Income
a. Collection Period for Projected Sales or Revenue
b. Inventory Levels
c. Payments for Purchases and Expenses
d. Production Costing, Administrative Expense and Cost of Sales and other
Projected Financial Expenses
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5. Projected Financial Estimates showing return on investments, return on equity,

break-even analysis, price analysis.
B. For existing Project
1. Audited Financial Statement – last 3 years
a. Balance Sheet
b. Income Statement
c. Cash Flow
2. Fixed Assets, Capital Investments, Depreciation used in Capital Assets.
3. Tax Assessment, Liabilities, and other Payables.
4. Financial Trends and Ratio Analysis.
5. Financial Cost for Administrative expense, Production and Selling Expense.
6. Financial Projection for the Next Five Years.
7. Financial Analysis for Return on Investment, Return of Equity, Break even Analysis,
Production Volume and Price Analysis.
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CLASSWORK AND FORMATIVE

Name Score
Date of
Year & Section
Submission
ACTIVITY #1. Using the table below, create a SWOT Analysis detailing your personal Strengths,
Weaknesses, Opportunities and Threats as a UBian with your chosen strand.
STRENGTHS WEAKNESSES
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OPPORTUNITIES THREATS
CUT HERE
ASSESSING CONTENT: TOPICAL SUMMATIVE TEST

Name Score
Date of
Year & Section
Submission
Test I– Multiple Choice
Instruction: Analyze the following statements.
1. These are the things that your organization does particularly well.
a. Strengths
b. Weaknesses
c. Opportunities
d. Threats
2. These are inherent features of your organization that you could improve and the sorts of practices
you should avoid.
a. Strengths
b. Weaknesses
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c. Opportunities
d. Threats
3. ____are openings or chances for something positive to happen.
a. Strengths
b. Weaknesses
c. Opportunities
d. Threats
4. Anything that can negatively affect your business from the outside.
a. Strengths
b. Weaknesses
c. Opportunities
d. Threats
5. It contains the rationale and the background of the study undertaken.
a. Introduction
b. Summary
c. Initial Market
d. Proposal
6. This refers to the market segmentation for the distribution of the product or service. The study
must cover the possible users of the product and how to reach the particular market segments.
a. Market Profile
b. Market Identification
c. Market Status
d. Market Statement
7. This refers to the amount assigned to the product.
a. Discounted Price
b. Selling Price
c. Cost Price
d. Price Based
8. It refers to the competing products in the market as to their quality and market acceptability.
a. Partners
b. Shareholders
c. Competition
d. Petitioners
9. It refers to the transfers or movements of products from the producer to the ultimate user. The
usage of different vehicles and ways to transport the product should be easily defined.
a. Damage and Cost
b. Transportation Turnover
c. Damage and Turnover Control
d. Distribution and Cost of Transportation
10. It is an analysis of how competitors distribute the product to existing end users.
19
a. General Competitive Practice

b. Specific Competitive Practice
c. Stationary Practice
d. Practical Practice
11. This refers to the target market’s location as well as the approaches to penetrate the market
niche.
a. Market Segmentation
b. Geographic Segmentation
c. Psycho-graphic Strategy
d. Demographic Segmentation Strategy
12. This refers to the educational background and lifestyle of the target market.
13. This refers to the gender, age, income, and other personal characteristics of the target market.
14. This has something to do with the price index of any pricing strategy that will attract customers.
a. Pricing Strategy
b. Selling Strategy
c. Market Strategy
d. Product Line
15. The choices could be retailers, wholesalers, dealerships, franchises, or direct marketing.
a. Logistics
b. Channel of Distribution
c. Direct Distribution
d. Logistics of Distribution
16. Media network, personal selling, billboards, or any media penetration strategy.
a. Production Process
b. Plant Rated Capacity
c. Promotional and Advertising
d. Product Specification
17. It tells you about the product or service that the entrepreneur will offer to its target market. It is
an elaborate presentation of the properties of the products and the benefits related thereto.
20
18. It is the detailed layout of the production process as the products go into the production line,
indicating the flow process, materials and equipment to be used, and the normal timetable that
the product will be finished.
19. This refers to the volume of production per shift per day or on a monthly basis, considering target
market consumption.
20. It involves the kind of machine to be used, its sources, spare parts, working guarantees, rated
capacity per day, and the cost estimates involved in its purchase.
a. Building and Facilities
b. Raw Materials
c. Machinery and Equipment
d. Plan Location
21. A drawing or plant location and a nearby map as to its accessibility to supply or raw materials,
and the transport of finished products to the market.
b. Raw Materials
d. Plan Location
22. It must describe the type of building that will be constructed or a sketch of the building plan,
electrical plants, drainage, and other utilities.
b. Raw Materials
d. Plan Location
23. It deals with the requirements and specifications, its source, cost and terms of payment,
availability, and possible long-term supply.
b. Raw Materials
d. Plan Location
21
24. Refers to the supply of electricity and water and their availability in the processing of the product.
It also has to do with the environmental disposal of waste and compliance with government
requirements.
a. Total Product Cost
b. Total Liabilities
c. Power Supply and Utilities
d. Product Cost
25. This refers to the direct labor and administrative costs of processing the products.
d. Product Cost
26. This has to do with the entrepreneur’s fixed costs and the working capital required for the
operation of the business.
d. Product Cost
27. A written document that describes in detail how a business is going to achieve its goals.
a. Marketing Plan
b. Business Plan
c. Project Plan
d. Financial Plan
28. A formal business plan is necessary to show all interested parties—employees, investors,
partners, and yourself—that you are committed to building the business.
a. To better understand your competition
b. To better understand your customer
c. To prove that you’re serious about your business.
d. To establish business milestones
29. The business plan should clearly lay out the long-term milestones that are most important to the
success of your business.
c. To prove that you’re serious about your business
30. Creating a business plan forces you to analyze the competition. All companies have competition
in the form of either direct or indirect competitors, and it is critical to understand your company’s
competitive advantages.
22

31. Why do they buy when they buy? Why don’t they when they don’t? An in-depth customer
analysis is essential to an effective business plan and to a successful business.
32. A formal business plan is the basis for financing proposals. The business plan answers investors’
questions, such as: Is there a need for this product or service? What are the financial projections?
What is the company’s exit strategy?
a. To judge the success of your business
c. To attract investors
d. To determine your financial needs
33. Does your business need to raise capital? How much? One of the purposes of a business plan is
to help you determine exactly how much capital you need and what you will use it for. This
process is essential for raising capital for a business and effectively employing the capital.
34. A formal business plan allows you to compare actual operational results with the business plan
itself. In this way, it allows you to clearly see whether you have achieved your strategic, financing,
and operational goals (and why you have or have not).
35. What does the S in SWOT stand for?
a. Supervise
b. Strengths
c. Summarize
d. System
36. What does the W in SWOT stand for?
a. Wisdom
b. Wealth
c. Weaknesses
d. Wonder
37. What does the “O” in SWOT stand for?
23
a. Obligation
b. Organization
c. Optimism
d. Opportunities
38. What does the T in SWOT stand for?
a. Threats
b. Tactics
c. Team
d. Transparency
39. A technique for assessing these four aspects of your business.
a. PEST Analysis
b. SWOT Analysis
c. BLOOMS Analysis
d. SWIFT Analysis
40. It contains the name of the firm, its business location, and a brief description of the business.
a. Project Plan
b. Project Record
c. Project Summary
d. Project Finish
Test II – Morse Variety

Instruction: Analyze the following statements. (3 points each).
1. Statement A: Some companies have competition in the form of either direct or indirect
competitors.
Statement B: A business proposal is a written document that describes in detail how a business
(usually a new one) is going to achieve its goals.
Statement C: The business plan should clearly lay out the short-term milestones that are most
important to the success of a business.
a. Statements A and B are correct.
b. Statements B and C are correct.
c. Statements A and C are correct.
d. All three statements are correct.
e. All three statements are incorrect.
2. Statement A: You need a business plan to prove that you are serious about your business.
Statement B: The process of creating the business plan helps to minimize opportunity costs.
Statement C: To attract and retain top-quality talent, an entrepreneur should be generous.
24

3. Statement A: Unless you know who your competitors are and what they are doing, you will not be
able to survive in the market for long.
Statement B: Once you are sure about starting your business, your next step would be to estimate
your start-up costs.
Statement C: No business in this world can run without money.
4. Statement A: Analyzing competition includes getting to know your competitors, figuring out how
they have positioned themselves, identifying their pricing and marketing strategies, and evaluating
their strengths and weaknesses.
Statement B: If you want a retail business, you will have to look for a well-populated area that is
easily accessible.
Statement C: Once you know what business you want to start, you will have to make sure you have
the required funds to take you through the start-up phase.
5. Statement A: Strengths are things that your organization does particularly well, or in a way that
distinguishes you from your competitors.
Statement B: SWOT Analysis is a technique for assessing the four aspects of your business–
strengths, weaknesses, opportunities, and tactics.
Statement C: Establishing partnerships often requires time and capital, and companies will be more
likely to partner with your venture if they can read a detailed explanation of your company.
25
Test III – Identify the SWOT Analysis of Island City Mall (25 pts)
STRENGTHS WEAKNESSES
OPPORTUNITES THREATS
26
PERFORMANCE TASK
Name Score
Date of
Year & Section
Submission
The students will create a Business Plan Proposal of the Business they want to establish.
I. Introduction
II. Project Summary

Name of the firm:
Business Location:
Brief Description of the Business:
III. Management and Personnel Components
IV. Marketing Studies

Market Profile:
Demand Analysis:
Supply Analysis:
Source of Product Supply:

Foreign Suppliers:
Local Suppliers:
Factor Analysis of the Past and Future Supply Chain:
Program Analysis of Marketing Strategies:
Insights:
27
Competitive Analysis:
Selling Price:
Competitions:
Distribution and Cost of Transportation:
Channel of Products Distribution:
General Competitive Practice:
Geographic Segmentation Strategy:
Psychographic Strategy:
Demographic Segmentation Strategy:
Pricing Strategy:
Channel of Distribution:
Promotional and Advertising:
28
GENERALIZING CONCEPTS
POST-TESTING HOW MUCH DID I LEARN:

1. What is a Market Problem?
2. What are possible solutions for the Market Problem?
3. Does having a good Solution address the Market Problem?
STUDENT’S NOTES and TAKEAWAYS
29
ACHIEVED – NOT ACHIEVED

✓ TEACHER’s REMARKS
TARGETS
MARK X
CHECK MARK
Define a Market Problem
Identify the Market Problems in the
locality
Provide solutions to the market
problems
FORMATIVE-SUMMATIVE
ACHIEVED – NOT ACHIEVED TEACHER’S REMARKS
ASSESSMENTS
Did I accomplish all activities in the
class work?
Did I get 70% score in the summative
assessment
Did I accomplish all performance tasks?
SELF LEARNING CHECKLIST
AS A UBIAN, HOW WILL YOU APPLY YOUR KNOWLEDGE OF “IDENTFYING

MARKET PROBLEMS AND PROVIDING VIABLE SOLUTIONS” TO HELP THE
UNIVERSITY THRIVE?
30

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SENIOR HIGH SCHOOL FIRST SEMESTER- SECOND TERM (S.Y.

LESSON 4 DEVELOPING A BUSINESS PLAN

PRE – TESTING HOW MUCH I KNOW

CHECK YOUR KNOWLEDGE USING THE FOLLOWING GUIDE QUESTIONS:

STUDENT READINGS AND CONCEPT BUILDING

WATCH LINK: https://www.youtube.com/watch?v=EJ4uVsSqQ9k&feature=youtu.be

READING LINK: https://www.growthink.com/content/20-reasons-why-you-need-business-plan

20 Reasons Why You Need a Business Plan

READING LINK: https://www.mindtools.com/pages/article/newTMC_05.htm

How to Do a SWOT Analysis

How to Use a SWOT Analysis

9 INDISPENSABLE FACTORS TO CONSIDER BEFORE STARTING A BUSINESS

by Kapil Vaishnani | 17th Oct, 2018 in Business Insights

Estimating your start-up costs is one of the very important

II. Project Summary

A. Name of the firm

III. Management and Personnel Components

IV. Marketing Studies

VI. Financial Studies

A. For New Business Venture

5. Projected Financial Estimates showing return on investments, return on equity,

CLASSWORK AND FORMATIVE

ASSESSING CONTENT: TOPICAL SUMMATIVE TEST

a. General Competitive Practice

c. To prove that you’re serious about your business

Test II – Morse Variety

e. All three statements are incorrect.

II. Project Summary

Brief Description of the Business:

III. Management and Personnel Components

IV. Marketing Studies

Source of Product Supply:

Factor Analysis of the Past and Future Supply Chain:

Program Analysis of Marketing Strategies:

Distribution and Cost of Transportation:

Channel of Products Distribution:

General Competitive Practice:

Program Analysis of Marketing Strategies:

Program Analysis of Marketing Strategies:

Geographic Segmentation Strategy:

Demographic Segmentation Strategy:

Promotional and Advertising:

POST-TESTING HOW MUCH DID I LEARN:

STUDENT’S NOTES and TAKEAWAYS

ACHIEVED – NOT ACHIEVED

SELF LEARNING CHECKLIST

AS A UBIAN, HOW WILL YOU APPLY YOUR KNOWLEDGE OF “IDENTFYING

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