BM FINALS REV

WHAT IS A FEASIBILITY STUDY?

A feasibility study is the initial design stage to any
project or plan.

As the name implies, a feasibility study is an analysis

into the viability of an idea.

Feasibility studies help answer the essential

question, "should we proceed with the proposed
idea?
The objective study may be completed in conjunction
with a SWOT planning process, which looks at the
strengths, weaknesses, opportunities, and threats
that may be present externally (the environment) or
internally (resources).
Feasibility studies help determine
• does the company possess the required
resources or technologies, and #1 – Technical Feasibility
• does the proposal offer a reasonable return Technical feasibility study checks for accessibility of
vs. risk from the investment. technical resources in the organization. In case
technological resources exist, the study team will
- conduct assessments to check whether the technical
team can customize or update the existing
Contents of a Feasibility Study technology to suit the new method of workings for the
• An Executive Summary project by properly checking the health of the
• Description of Product or Service hardware and software.
• Technology Considerations
• Product or Service Marketplacents of a #2 – Financial Feasibility
Feasibility Study Financial feasibility allows an organization to
• Identification of Specific Market determine cost-benefit analysis
• Marketing Strategy . It gives details about the investment that has to go
• Organization Structure in to get the desired level of benefit (profit). Factors
such as total cost and expenses are considered to
• Schedule
arrive simultaneously. With this data, the companies
• Financial Projections
know their present state of financial affairs and
anticipate future monetary requirements and the
TYPES OF FEASIBILITY STUDIES
sources from which the company can acquire them.
T-F-R-O
Investors can largely benefit from the economic
Technical- hardware and software; existing or new;
analysis done. Assessing the return on investment
staffing skills
of a particular asset or acquisition can be a financial
feasibility study example.
Financial- initial and future stakeholder investors;
ROI benchmarks
#3 – Market Feasibility
It assesses the industry type, the existing marketing
Market- industry type; marketing characteristics;
characteristics and improvements to make it better,
market growth; competition environment, sales
the growth evident and needed, competitive
projections
environment of the company’s products and
services. Preparations of sales projections can thus
Organization- structure; legal; management team's
be a good market feasibility study example.
competency
#4 – Organization Feasibility
Organization feasibility focuses on the
organization’s structure, including the legal system,
management team’s competency, etc. It checks
whether the existing conditions will suffice to
implement the business idea.
Purpose
A feasibility study of a business can help choose the
best available alternative by assessing the
opportunity cost. The reasons for rejecting one option
can reveal weaknesses of the company;
investigating options can lead to undiscovered
opportunities. From these, a company can assess
why certain factors pull them down and find
measures to mitigate them. When these steps are
executed, and necessary corrective actions are
taken, it reflects on its performance. Thus profits can
follow easily and attract investors. This analysis can
also help in securing funds from financial institutions
. These studies analyze the company’s existing
business models and the gaps it carries. Solutions
suggested by them reduce the risk of failures. They
tell us whether a proposed business idea shall be
taken forward by its practicality. Finally, it checks
whether it is doable by estimating the opportunity and
threats of the plan.
TYPICAL STEPS TO A FEASIBILITY STUDY
1. Preliminary Analysis
2. Market Assessment
3. Organizational Structures
4. Financial Controls
5. Points of Vulnerability
6. Results and Conclusions
7. Go/No-Go Decision
1. Preliminary Analysis
To efficiently evaluate alternatives, a pre-feasibility
study is often conducted after discussing a series of
business Ideas or scenarios. This pre-feasibility
study helps to "frame" and "flesh-out" specific
business scenarios, with only some studied more in-
depth. It is not unusual that during this preliminary
analysis, the number of business alternatives under
consideration is reduced from the initial starting point.
During this first step in the feasibility process, you
may investigate a variety of ways to organize the
business and/or to position the product In the
marketplace.
It is like an exploratory, Journey and you may take
several paths before you reach your destination. Just
because the initial analysIs is negative does not
mean that the proposal does not have merit.
Sometimes limitations or laws in the proposal can be
corrected.
If the findings lead you to proceed with the feasibility
study, your work may have resolved Some basic
issues. A consultant may help you With the pre-
feasibility, study, but you should be involved. T his Is
an opportunity for you to understand the issues of
business development.
2. Market Assessment
May be conducted that will help determine the
viability of a proposed product or service in the
marketplace. The market assessment will also help
to identify demand in the market, and at what price.
If no opportunities are found, there may be no reason
to proceed further with the feasibility study. If
opportunities are found, the market assessment can
give focus and direction in the construction of
business scenarios to investigate in the feasibility
study.
A market assessment will provide much of the
information for the marketing feasibility section of the
feasibility study
3. Organizational Structures
This step in the feasibility analysis pertains to
organization. Staffing requirements, including
management and labor alignment are studied. How
many workers are needed for how long? What other
resources will be needed?
4. Financial Controls
It is important to formalize an opening day balance
sheet. In this step, first efforts at projected revenues
and expenses are attempted.
5. Points of Vulnerability
Factors that are internal to the project and represent
vulnerability to the project's short-term or long-term
steps should be reviewed and analyzed. These
points then can be controlled or otherwise eliminated
6. Results and Conclusions
The conclusions of the feasibilty study should outline
in-depth the various scenarios examined. The project
leaders need to carefully examine the feasibility study
and challenge its underlying assumptions. This is the
time to be skeptical. It is not the purpose of the
feasibility study or the role of the consultant to decide
whether or not to proceed with a business plan. It is
the role of the project leaders to make this decision,
using information from the feasibility study and input
from consultants.
7. Go/No-Go Decision
The go/no-go decision is one of the most critical in
business development. It is the point of no return.
Once you have definitely decided to pursue a
business scenario, there is usually no turning back.
The feasibility study will be a major information
source in making this decision. This indicates the
importance of a properly developed feasibility study.
LESSON 2
HOW THE FEASIBILITY STUDY WORKS
Usually, businesses conduct feasibility studies to
determine if their idea or product is worth pursuing.
It’s one of the more complicated and costly ways to
test a business idea.
Depending on the idea’s complexity and scope, a
study can take weeks or months to prepare. With the
help of templates or programs, business owners can
conduct feasibility studies on their own. However,
because of the in-depth research and complicated
financial projections, they often hire an expert to
create the study.
Feasibility studies do not determine the final decision
but present all the evidence and make a strong
recommendation on whether or not it’s best to move
forward. The entrepreneur, stakeholders, and/or
other authorities decide whether to go ahead with the
business idea or product, using the study as a guide.
Who Should Get a Feasibility Study?
Small business entrepreneurs use a feasibility study
to prevent the costly mistake of launching an
unsuccessful business, product, or project. You can
use a study to help make strategic decisions, such as
determining whether you should:
• Start a new business
• Open a new store or factory
• Change product lineup or approach
• Expand to a new area or market
• Acquire another company
• Make a significant investment in new
technology
• Enter an already crowded or competitive
market segment
• Invest personal capital into a project
What Should Be in a Feasibility Study?
Executive Summary
Demand
Technical issues
Logistics issues
Legal concerns
Marketing strategy
Required staffing
Scheduling
Financials
ROI
Analysis
Recommendations
Depending on the project or business, you will use
each of the aspects below to a certain degree. The
feasibility study’s organization may vary depending
on its focus—you may have a section for each of
these topics:
1 Executive Summary: This summarizes the
project and business. The ultimate
conclusions are outlined here. It should be
about a page long.
2 Demand: A marketing analysis determines
the need for your product or business in the
industry you want to sell. Even if you have a
brick-and-mortar business, you should
consider online aspects as well.
3 Technical issues: What tool, hardware, or
software do you need to create your business
or product? Will you create the tech, buy it, or
rent it? This section also includes the
facilities, including layout, shelving, offices,
and manufacturing space.
4 Logistics issues: This piece outlines
vendors, pricing schedules, exclusive
agreements, and franchised product
contracts. It may include getting supplies and
delivering finished products or working online
elements like an ecommerce site. Location
issues can be placed here.
5 Legal concerns: Do you need permits? Are
there regulations or prohibitions to consider?
What about environmental, historical, or
legacy issues to negotiate?
6 Marketing strategy: This section will define
the target market as specific as possible: How
you will meet their needs, and how you will
target them?
7 Required staffing: How many employees
will you need? What are their qualifications?
What is the typical salary in your area? You
can include a sample organizational chart
along with a corresponding discussion of who
among your current employees may change
jobs to fill new positions.

8 Scheduling: This section includes

milestones for financials as well as physical
projects and a timeline for completion.

9 Financials: In addition to anticipated

expenses and potential profits, this section
will include an opening day balance sheet that
lists total assets and liabilities on your
business’s first day. This financial data gives
you an indication of your return on investment
(ROI).

10 ROI: If you don’t see a return on investment,

it makes no sense to start or expand your
business. A feasibility study estimates when
you’ll earn profits and what or how much they
may be.

11 Analysis: You will see discussions

answering questions like: Does it seem
realistic? Are the sources strong? Are there
outlying data points to consider? Also,
analyze potential risks: What are the worst-
case scenarios, and how likely are they?

12 Recommendations: This gives a go or no-go

recommendation and breaks down specific
suggestions based on the main elements. If
the project is not feasible, it may offer
alternatives.

A feasibility study of a business is an assessment tool

that analyses the cost-benefit factor of an idea. The
feasibility study meaning covers tasks like preparing
an executive summary, a detailed description of
products and services, technological requirements,
marketplace compatibility for desired products or
services, etc. The study also involves an analysis of
marketing strategies, the organizational structure of
the business, financial projections
, etc. A well-executed study will include factors
focusing on the central idea of the business
organization and the components in support of it.
In detail, they:
1 Provide a preliminary analysis to eliminate
business scenarios that are not in tune with
the organization’s motives. Specifically, it
looks for ways to position the product in a
marketplace. A negative preliminary analysis
does not mean the plan is a failure;
companies can correct the shortcomings to
perfect it.
2 Help assess the demands in a market and the
price at which a company can reap profit. In
addition, such market assessments can
provide information on marketing feasibility.
3 Provide insights to address gaps in the
organizational structure of the company.
Labor and management alignment, human
resource requirements, and talent acquisition
processes are assessed.
4 Project an idea of revenue and expenses that
the plan might require in the future.
5 Point out factors that make the business idea
vulnerable and the short-term and long-term
steps to correct it.
6 By analyzing the above factors, one can
categorize business ideas into feasible and
non-feasible.
SEMINAR
ARCHITECTURE PRESENTATION GUIDELINES
Start in the Beginning
• Before anything, you must understand your
project better than anyone else.
• From the beginning of the semester, you’ll be
developing your idea with your instructor and
probably talking about it with your studio
mates.
• Use this time to find out what the core
concepts are within your work.
• What is the main idea?
• How has that influenced your design
decisions?
• Why did you situate your program in a
particular way?
• Is there a driving force behind your formal
moves?
• Design is a fluid process, and our intuition
often discovers things that our minds don’t
entirely understand. We must deliberately
address why a decision was made. As one
grows in their ability, design moves can be
made more from this intuitive process, but in
school, the student benefits from a more
methodical approach to their creations. “I just
thought it looked cool,”
Build a Plan of Attack
Architects, in the grand scheme of things, are master
communicators. It is our primary function to present
information clearly, concisely, and absent of
confusion. When an architect hands a set of drawings
to a contractor there is an expectation of
thoroughness. Or when a designer presents an idea
to a client, it must be understood.
Every step of the process of architecture involves
elite-level communication, and as a student, this is
one of the most valuable skills you will develop in
school.
Building a plan of attack, or an outline, before your
presentation day will help you tremendously in
conveying your ideas. It doesn’t have to be super
detailed, in fact, the simpler the better.
Introduce program / design problem - 1 minute
Explain my approach to the solution - 4 minutes total
How I identified the problem - 2 minutes
My formal method for addressing the problem / my
concept - 2 minutes
Walkthrough of drawings and tie to concept - 4
minutes
Close and recap - 2 minutes
Rehearse!
The aim is to stand in front of the jurors with
confidence, feeling prepared, and knowing exactly
what you have to say
Quality Over Quantity
At the end of the day, there are going to be certain
drawings and visuals that are vital to your project and
others that are more in line with the deliverables your
professor has asked you to have.
Be Humble
Approach the review as a kind of workshop, you have
the opportunity to get one-on-one feedback from a
hand-picked group of people. Receive what they tell
you even if you don’t agree. If someone destroys the
work you’ve done, try not to take it to heart, just
accept that they don’t like it. If the jurors have strong
disagreements amongst themselves about what
you’ve pinned up, you should be happy in knowing
that you’ve produced a truly thoughtful piece of work.
When you're in your final year, if you’ve walked away
learning something from all of your presentations the
four years prior, you are sure to be a formidable
force.
Quick Tips
Here are some quick tips to help you out. You can
skim through these or reference them as you desire:
Your appearance matters. Contrary to what people
say, they care what you look like.
• Speak clearly and audibly.
• The presentation is not the time to think about
what you’ve done. It’s the time to convey and
discuss. Be sure to have your thoughts clear
before imparting them to your audience.
• Practice silence when you are trying to find
the right word. This is better than “umm” and
“uhh.”
• Guide with your hands. This works wonders.
• It’s okay to pause and regroup.
• It’s okay to answer a question with a question.
• Your drawings are merely a means to
communicate your ideas, they are not an end
in themselves. Use them as a tool.
• Have someone record a video of you
presenting. Watch it after and critique
yourself.
• Accept that some jurors enjoy hearing
themselves talk more than helping you get
better.
• Be open-minded and relax.
• Don’t put your hands in your pockets or
behind your back.
• When rehearsing, memorize big points
instead of a long script.
TIPS TO ACE YOUR THESIS JURY
1. Prepare a good Presentation for defense
First of all, you should choose a template that
matches your thesis and set a theme in which you
can highlight your work. While the striking and
attractive first slides explain the reasons why you
wrote the thesis, the following slides explain some of
the main parts of the thesis while paying attention to
style and typography.
Then the literature review slide comes into play. Here
you are expected to demonstrate your knowledge of
the subject. Then you will give the audience the basic
information about your thesis by emphasizing the
important points with the methodology and
conclusion section.
It will be helpful to use tables, charts, infographics,
and visual content to increase understanding during
the presentation. Check the system to avoid technical
problems during the presentation with a final
repetition on the day of the jury.
2. Rehearse the Thesis defense
It would be helpful to present your essay in front of
others that might be to your friends, family, or
academic audience. Thanks to this training, can help
you adjust your slide time, be prepared for the
questions that will come to you, and notice if you
have mistakes. You need to follow your advisor’s
advice. Receiving feedback will strengthen your
defense.
3. Be prepared for possible Questions
Fundamental questions about the thesis can be
found on the internet and how appropriate answers
can be sought for them. Another method might be to
observe your colleagues’ thesis defenses so you can
be prepared for questions. By learning what awaits
you, your self-confidence can be restored.
But what if you are asked an unexpected or
unanswered question? It’s better to be humble and
admit that you don’t know than unfounded answers.
You may not know the answer to every question.
4. Your Attire matters in Jury
Appearance is an important factor in terms of respect
and first impression in professional and official
environments.
Clothes affect your gait, speech, emotions, and body
language. By choosing the right clothes, you can
reflect this attitude of seriousness, work ethics, and
respect. Making a good impression is a safe
approach.
5. You’re Ready, Deal with the Tension
if you make a mistake or have difficulty because of
the questions asked, it doesn’t mean that the
committee is trying to make you fail. No one on the
jury has personal problems with you.
You were there when you wrote the thesis, you know
best what you are writing and why. All you have to do
is pass on what you know. It’s normal to be nervous,
just be confident. Don’t try to give quick and hasty
answers and finish the presentation as soon as
you’re nervous, instead, it’s best to wait and respond
with firm answers and practice breathing control.
TIPS IN MAKING A POWERPOINT
PRESENTATION
• Select a single sans-serif fonts such as Arial
or Helvetica.
• Avoid serif fonts such as Times New Roman
or Palatino because these fonts are
sometimes more difficult to read.
• Use no font size smaller than 24 point.
• Use the same font for all your headlines.
• Select a font for body copy and another for
headlines.
• Use bold and different sizes of those fonts for
captions and subheadings.
• Add a fourth font for page numbers or as a
secondary body font for sidebars.
• Don't use more than four fonts in any one
publication.
• Clearly label each screen. Use a larger font
(35-45 points) or different color for the title.
• Use larger fonts to indicate importance.
• Use different colors, sizes and styles (e.g.,
bold) for impact
• Avoid italicized fonts as these are dificult to
read quickly.
• Avoid long sentences.
• Do not use all caps except for titles.
• Put repeating elements (like page numbers)
in the same location on each page of a multi-
page document.
• To test the font, stand six feet from the
monitor and see if you can read the slide.
Design and Graphical Images
• Use design templates.
• Standardize position, colors, and styles.
• Include only necessary information.
• Limit the information to essentials.
• Content should be self-evident
• Use colors that contrast and compliment.
• Too may slides can lose your audience
• Keep the background consistent and subtle.
• Limit the number of transitions used. It is often
better to use only one so the audience knows
what to expect.
• Use a single style of dingbat for bullets
throughout the page.
• Use the same graphical rule at the top of all
pages in a multi-page document.
• Use one or two large images rather than
several small images
• Prioritize images instead of a barrage of
images for competing attention.
• Make images all the same size.
• Use the same border
• Arrange images vertically or horizontally.
• Use only enough text when using charts or
graphical images to explain the chart or graph
and clearly label the image.
• Keep the design clean and uncluttered.
• Leave empty space around the text and
graphical images.
• Use quality clipart and use it sparingly. A
graphical image should relate to and enhance
the topic of the slide.
• Try to use the same style graphical image
throughout the presentation (e.g, cartoon,
photographs)
• Limit the number of graphical images on each
slide.
• Repetition of an image reinforces the
message. Tie the number of copies of an
image to the numbers in your text.
• Resize, recolor, reverse to turn one image
into many. Use duplicates of varying sizes,
colors, and orientations to multiply the
usefulness of a single clip art image.
• Make a single image stand out with dramatic
contrast.
• Use color to make a dramatic change to a
single copy of your clip art.
• Check all images on a projection screen
before the actual presentation.
• Avoid flashy images and noisy animation
effects unless it relates directly to the slide.
•
Color
• Limit the number of colors on a single screen.
• Bright colors make small objects and thin
lines stand out.
• However, some vibrant colors are difficult to
read when projected.
• Use no more than four colors on one chart.
• Check all colors on a projection screen before
the actual presentation.
• Colors may project differently than what
appears on the monitor.
General Presentation
• Plan carefully.
• Do your research.
• Know your audience.
• Time your presentation.
• Speak comfortably and clearly.
• Check the spelling and grammar.
• Do not read the presentation. Practice the
presentation so you can speak from bullet
points. The text should be a cue for the
presenter rather than a message for the
viewer.
 • Give a brief overview at the start. Then
present the information.
• Finally review important points.
• It is often more effective to have bulleted
points appear one at a time so the audience
listens to the presenter rather than reading
the Screen.
• Use a wireless mouse or pick up the wired
mouse so you can move around as you
speak.
• If sound effects are used, wait until the sound
has finished to speak.
• If the content is complex, print the slides so
the audience can take notes.
• Do not turn your back on the audience. Try to
position the monitor so you can speak from it.
THE SEVEN DEADLY SINS OF POWERPOINT
PRESENTATIONS
By Joseph Sommerville
• Slide Transitions And Sound Effects:
• Transitions and sound effects can become
the focus of attention, which in turn distracts
the audience.
• Leave the fade-ins, fade-outs, wipes, blinds,
dissolves, checkerboards, cuts, covers and
splits to Hollywood filmmakers.
• Even “builds” (lines of text appearing each
time you click the mouse) can be distracting.
• Focus on your message, not the technology.
Presentation Templates
• Templates force you to fit your original ideas
into someone else’s pre-packaged mold.
• The templates often contain distracting
backgrounds and poor color combinations.
• Select a good book on Web graphics and
apply the same principles to your slides.
• Create your own distinctive look or use your
company logo in a corner of the screen.
Text-Heavy Slides
• Projected slides are a good medium for
depicting an idea graphically or providing an
overview.
• Slides are a poor medium for detail and
reading.
• Avoid paragraphs, quotations and even
complete sentences.
• Limit your slides to five lines of text and use
words and phrases to make your points.
• The audience will be able to digest and retain
key points more easily.
• Don’t use your slides as speaker’s notes or to
simply project an outline of your presentation.
The “Me” Paradigm
• Presenters often scan a table or graphical
image directly from their existing print
corporate material and include it in their slide
show presentations. The results are almost
always sub-optimal.
• Print visuals are usually meant to be seen
from 8-12 inches rather than viewed from
several feet.
• Typically, these images are too small, too
detailed and too textual for an effective visual
presentation.
• The same is true for font size; 12 point font is
adequate when the text is in front of you.
• In a slideshow, aim for a minimum of 40 point
font. Make certain all elements of any
particular slide are large enough to be seen
easily.
Reading:
• A verbal presentation should focus on
interactive speaking and listening, not
reading by the speaker or the audience. The
demands of spoken and written language
differ significantly.
• Spoken language is shorter, less formal and
more direct.
• Reading text ruins a presentation. A related
point has to do with handouts for the
audience.
• One of your goals as a presenter is to capture
and hold the audience’s attention.
• If you distribute materials before your
presentation, your audience will be reading
the handouts rather than listening to you.
• Often, parts of an effective presentation
depend on creating suspense to engage the
audience. If the audience can read everything
you’re going to say, that element is lost.
Faith in Technology
• Be prepared by having a back-up of your
presentation.
• In the worst-case scenario, none of the
technology works and you have no visuals to
present. You should still be able to give an
excellent presentation if you focus on the
message.
• Always familiarize yourself with the
presentation, practice it and be ready to
engage the audience regardless of the
technology that is available. It’s almost a lost
art.