Table of Contents

1. Industry Analysis:........................................................................................................ 5
1.1. Industry Size: .......................................................................................................... 5
1.2. Growth Rate: .......................................................................................................... 6
1.2.1. Present State of Energy in Pakistan: ................................................................. 6
1.2.2. Recent Developments in solar PV sector: ......................................................... 7
1.3. Sales Projection: ..................................................................................................... 8
1.4. Industry Trends: .................................................................................................... 10
1.4.1. Production capacity, supply and demand, price development:......................... 10
1.4.2. Solar grade silicon technologies: .................................................................... 11
1.4.3. Cost of the technology options: ...................................................................... 11
2. Company Description: .............................................................................................. 13
2.1. Vision Statement: .................................................................................................. 13
2.2. Company Mission Statement: ................................................................................ 13
2.3. Product Concept Statement: .................................................................................. 13
2.4. Business’ Current Legal Status: ............................................................................. 14
3. Conception of our Legitimate Business Idea: ........................................................... 15
3.1. Legitimate business idea: ...................................................................................... 15
3.2. Methods to develop legitimate business idea: ........................................................ 15
3.3. Techniques of generating business idea: ................................................................ 15
3.4. Brainstorming: ...................................................................................................... 16
3.5. The ideas that we contemplated on: ....................................................................... 17
3.6. The challenges each idea will face: ....................................................................... 18
4. Feasibility Analysis: ................................................................................................... 20
4.1. Product Feasibility: ............................................................................................... 20
4.2. Industry/Target Market Feasibility: ....................................................................... 20
4.3. Organizational Feasibility: .................................................................................... 21
5. Market Analysis: ....................................................................................................... 22
5.1. Solar Energy Potential in Pakistan:........................................................................ 22
5.2. Market Size:.......................................................................................................... 23
5.3. Actual Market Size in Pakistan: ............................................................................ 24
5.4. Market segmentation of the product: ..................................................................... 25
5.5. Market Share Expected: ........................................................................................ 25
6. Economics of Business: ............................................................................................. 27

[1]
 6.1. Revenue Drivers: .................................................................................................. 27
6.2. Total Startup Cash (TSC): ..................................................................................... 27
6.3. Sales Revenue: ...................................................................................................... 27
6.4. Sales growth: ........................................................................................................ 29
6.5. Cost of goods sold (COGS): .................................................................................. 30
6.6. Profit before tax: ................................................................................................... 31
6.7. Profit After Tax: .................................................................................................... 32
6.8. Break-even point analysis: .................................................................................... 33
6.9. Operating Margins: ............................................................................................... 34
7. Design and development plan: .................................................................................. 35
7.1. Concept Diagram of Product: ................................................................................ 35
7.2. Ways of Protecting our Business Idea:................................................................... 35
8. Operational Plan: ...................................................................................................... 37
8.1. Process flow diagram: ........................................................................................... 37
9. Management Plan: .................................................................................................... 38
9.1. Organogram chart of the business: ........................................................................ 38
10. Project Management Plan: ..................................................................................... 39
10.1. PERT Chart: ...................................................................................................... 39
10.2. Total Startup Cash Estimate: .............................................................................. 40
11. References: .............................................................................................................. 44

[2]
List of Figures:
Figure 1: Efficiency adjusted price of solar modules in 2011. ................................................ 6
Figure 2: GDP as a function of energy consumption per capita ............................................. 7
Figure 3: Solar modules imported in Pakistan........................................................................ 7
Figure 4: Cost of PV electricity to 2035............................................................................... 10
Figure 5: Estimates of global installed PV capacity to 2035 ................................................. 10
Figure 6: The PV-module price experience curve................................................................ 11
Figure 7: Cost comparisons TCS/Siemens, silane/FBR and UMG. ...................................... 12
Figure 8: Brainstorming Session Proof ................................................................................ 16
Figure 9: Primary energy supplies by source. Source: Pakistan Energy Yearbook 2001. ...... 22
Figure 10: Solar insolation on map of Pakistan. ................................................................... 23
Figure 11: Market Size of solar panels in Pakistan ............................................................... 24
Figure 12: Renewable Energy Sources ............................................................................... 24
Figure 13: Renewable energy in Pakistan ............................................................................ 25
Figure 14: Graph showing sales of solar panels (2016-22) ................................................... 28
Figure 15: Total production costs for mono PERC c-Si solar components by input .............. 31
Figure 16: Graph between profit with and without tax ......................................................... 33
Figure 17: Concept Diagram of our Product ........................................................................ 35
Figure 18: Process Flow Diagram of the business plan ........................................................ 37
Figure 19: Hierarchical Organogram of our Company ......................................................... 38
Figure 20: PERT chart ......................................................................................................... 40

[3]
List of Tables:
Table 1: List of PV projects in Pakistan. ................................................................................ 8
Table 2: A look at data from previous years ........................................................................... 9
Table 3: Ideas brought up in our brainstorming session........................................................ 18
Table 4: Challenges faced by each idea ............................................................................... 19
Table 5: Product Feasibility Analysis ................................................................................... 20
Table 6: Industry/Target Market Analysis ............................................................................ 21
Table 7: Organizational Feasibility Analysis ........................................................................ 21
Table 8: Revenue generated from 2016 to 2022 ................................................................... 28
Table 9: Sales growth from 2016-2022 ............................................................................... 30
Table 10: Table of costs of units with and without profit tax ................................................ 32
Table 11: PERT chart analysis ............................................................................................. 39
Table 12: Management Prowess Analysis ............................................................................ 41
Table 13: Physical Resources Analysis ................................................................................ 42

[4]
1. Industry Analysis:
In this section, we shall look at the industry analysis of the solar panel market. Its size, growth
rates, sales projection and industry trends. This section will help in the coming sections in
defining the market size and calculating the total startup cash and the breakeven point of our
business.

1.1. Industry Size:

The electricity generation sector is the leading contributor of greenhouse gas emissions. Most
plans to stabilize greenhouse gas emissions view solar photovoltaics as an electricity generation
technology with potential to replace a sizeable section of fossil fuel generation (see
Nakicenovic and Riahi, 2002 [1]; Baker and Solak, 2011 [2]; Lewis and Nocera, 2006 [3]). At
present however, electricity from solar photovoltaics constitute a very small fraction of the
world electricity production. The cost of generating electricity from solar PV systems has fallen
over time. A major factor behind this decline has been the continual decrease in the price of
solar panels (also called solar modules), the principal component in PV systems. These declines
have brought the price of solar generated electricity closer to the price of electricity generated
from conventional sources, but a gap still remains.
There has been an extensive examination in the literature of factors that have contributed to the
decline in solar module prices. Most of the existing studies are based on learning curves, which
extrapolate past observations about the relationship between the price of solar modules and the
volume of production (for example, see Swanson, 2006; Schaeffer, 2004) [4]. There have been
other studies, for example Nemet (2006) and Bruton (2002) [5], which look at the contribution
of various factors like plant size and module efficiency in reducing the price of solar modules.
Learning curve models and models like Nemet (2006) are suited to explain how different
factors affect the cost of production.
The solar module industry consists of a number of firms located in many countries. The output
of the firms is usually measured in watts of solar modules. In 2011, the solar module industry
shipped around 28,000 MW of solar modules. Contrary to the casual observation that solar
modules are standardized homogenous products, solar modules sold by different companies
differ in many ways. The most significant of these differences is in the efficiency with which
they convert sunlight to electricity. The more efficient the solar modules are, the smaller is the
size of the module required to produce a unit of electricity. Small module size (or fewer
modules) translates to lower expenses on the accessories required to mount the module on a
rooftop or ground. Thus higher efficiency is valued in a quantifiable way, and we capture this
by treating solar modules as being vertically differentiated with regard to efficiency. Even after
adjusting for the efficiency of the modules, there is a dispersion in the price charged per watt
by different firms in the industry (see Fig. 1).
In addition to efficiency, the modules sold by different companies differ in other technical
attributes as well in commercial attributes, like the offered warranty period. Further, firms also
differ in their access to distribution and marketing channels, which are important in the sales
of solar modules. These differences in product characteristics,

Page | 5
 Efficiency Adjusted Selling Price for Solar Modules −
2011

Figure 1: Efficiency adjusted price of solar modules in 2011.

1.2. Growth Rate:

This section details some growth rate facts of the solar panel industry in accordance with
Pakistan.
1.2.1. Present State of Energy in Pakistan:

Pakistan is currently facing an average deficit of 4500– 5000 MW in supply and demand of
electricity [7]. The present state of energy is very stiff and controlled power outages (usually
termed as load management by the utility officials) are usually adopted by the utility to control
the peak demand of various areas. The electricity demand growth is expected to be 5–6% over
the next ten years, which demands the injection of new sources of electricity generation in
addition to the already installed power plants. The conventional national energy reserves like
gas and crude oil (30% requirement of oil is fulfilled by domestic oil rigs) are also at the edge
of their limit as far as the confirmed reserves are concerned [8]. Energy consumption is directly
related to the national progress. In fact, the national progress can be seen as a function of energy
consumption as shown in Fig. 2 [9].
It is visible from Fig. 2 that in 2006 the GDP has seen high values because of high energy
consumption per capita, while in 2008–2009 it has seen the negative impact primarily because
of less energy consumption. It is pertinent to mention that 35% of electricity generation in
Pakistan is based on furnace oil and 29% is through natural gas. This certainly means that
Pakistan has a very high percentage of electric power generation through conventional sources.
The consumption of electricity in different sectors of daily life has seen dramatic changes too.
In view of authors, the household load as well as the load in the agriculture sector can be greatly
shifted to the PV system because of the availability of sunlight.

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 Figure 2: GDP as a function of energy consumption per capita

1.2.2. Recent Developments in solar PV sector:

While it was believed by many some 5 years ago that the solar PV will not prove to be the
yardstick for renewable energy development [7] a lot of huge projects are underway in 2014.
The tax exemption on the import of solar modules given by AEDB has resulted in a steep rise
in the imports of solar panels in Pakistan [10]. At federal level PEC has successfully installed
178 kWh capacity grid connected solar PV plants each in PEC and Planning Commission (PC)
sites in Islamabad [11]. At the provincial level the use of solar PV for electricity generation is
prominent in Punjab and Baluchistan only. According to the annual report of the Punjab energy
department, private entrepreneurs are working on a cumulative 90 MW power plants in various
districts of Punjab [12]. As shown in Fig. 4 the majority of the work is done in southern districts
of Punjab. In the Cholistan desert of Southern Punjab a 1000-acres land is allocated for the
solar PV park. Named after the founder of the nation, Quaid-e-Azam solar park will contribute
300 MW to the national grid. This project is planned to generate 1000 MW by the end of 2016.
The Punjab government has signed Memorandum of Understandings (MoUs) for setting up of
400 solar power projects for industrial zones in Faisalabad, Sialkot, Gujranwala and Lahore.
Another project will be set up on Faisalabad Motorway and it will add 150 MW to the national
grid. In the provincial capital of Punjab, the lighting loads in Public parks are also converted
on solar PV system.

Figure 3: Solar modules imported in Pakistan

Considering the scenario of Pakistan, it is recommended that to cope with the increasing deficit
of supply and demand and to reduce the financial burden on national economy the use of
renewable energy sources like solar is feasible. Solar PV based power plants can readily be set
up for power generation. The barren land of deserts of Punjab, Sindh and Baluchistan provides
the exquisite possibility for PV plants. The installation of solar PV plants in these areas will
not only save the agricultural land, but will also improve the living standard of the people living
there. Government of Sindh must focus on initiating the solar PV projects in far flung areas of
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Thar desert. Presently, as seen in Fig. 4, the Govt. of Sindh is not investing much into the PV
systems, they however, have programs in the field of wind energy. The installed plants in Thar
desert of Sindh as shown in Fig. 4 are the projects of AEDB and PCRET. The vast desert land
in Sindh and the remotely located villages can be electrified using solar PV system, on the
grounds similar to GoB. The government level initiatives are now in a take-off position and it
is high time for the private sector to contribute in disseminating this technology at small scale
levels. As discussed by [13] the private sector should contribute in spreading awareness among
the people. The government must realize that by providing the policy and regulatory framework
for rural renewable energy similar to China and India [14], will further boost the use of solar
PV in Pakistan.

Table 1: List of PV projects in Pakistan.

1.3. Sales Projection:

The global PV market has seen impressive growths in installation during the last decade, with
an average annual growth rate of more than 50% owing to government policy support and other
financial incentives encouraging its installation. In 2012, the cumulative installed capacity of
PV worldwide was more than 136 gigawatt (GW), up from 1.8 GW in 2000, and provided for
0.85% of global electricity requirements [16]. While still a dwarf compared to fossil energy,
the PV industry is expanding very rapidly due to dramatic cost reductions as a results of
significant technology improvements and economies of volume and scale [17]. The generation
costs for large scale PV systems currently ranged from US dollar 0.38–0.57 per kilowatt hour
($/kWh), while upfront investment ranged from US dollar 4375–6875 for every kilowatt
($/kW) installed. Although still economically less competitive than fossil fuels and some other
renewable energy such as wind, the PV industry is rapidly changing, with advances to minimize
silicon wasted during manufacturing, producing thinner wafers and the emergence of new
technologies promising further cost declines. Under the right policy and market conditions,
electricity from solar may achieve grid parity within a few years in some leading market
countries [18]. Long-term scenario studies projected an increased role of PV in global
electricity generation and positioned solar energy as one of the realistic future energy mix
options [19].
The introduction of learning curve or experience curve for new energy technologies into energy
system models has become increasingly common as the application of renewable energy across
all sectors has accelerated over the last decade pursuant to global effort to reduce greenhouse
gas emissions from fossil energy. Over the past decades, a considerable number of studies have
been carried out on learning curve analysis, in particular on new and emerging energy
technologies. Explanations supporting learning curve theory indicate that it is a relevant
approach for simulating technological changes and useful in an integrated assessment of

Page | 8
climate change and policy scenario studies. Many projections nowadays employ experience
curve to project future trends of new technologies in the context of energy supply and demand
position and greenhouse gas emissions. With this, energy policy makers can gain insight into
how energy technology costs may change over time, thereby providing the basis for energy
policy planning and analysis [20]. These forecasts, however, are extremely sensitive to the
assumptions made on the deployment and technological progress of new technologies and extra
caution is required when applying experience curves to technologies at early stages. The table
looking at the sales of past years is given below:

Table 2: A look at data from previous years

The learning curve analysis indicates that technology progress derived from experience is only
one of the explanations for cost reductions in PV. Changes in input factor, such as silicon prices
also played an important role in cost reduction. LR diminishes gradually during the three time
periods examined, thereby confirming to earlier theory which suggests the declining of
progress as technology reaches maturity. Still, these results are valid within the research scope
and time period covered in this analysis as LR is found to be prone of changes depending on
the choice of parameters and time period covered. Applying these results to our econometric
model, we obtained the long term projection of global PV market and module cost reductions
pathway till 2035 [21].

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 Figure 5: Estimates of global installed PV capacity to 2035 in comparisons with other studies

Figure 4: Cost of PV electricity to 2035.

1.4. Industry Trends:

This section documents the current industry trends in terms of prices and technology concerned
with the production of solar panels.
1.4.1. Production capacity, supply and demand, price development:

Few predicted 10 years ago that polysilicon, a peculiar metalloid then used as feedstock by a
handful of producers of silicon wafers for semiconductors, soon should become one of the
hottest topics discussed by investors and analysts worldwide as well as the subject of thousands
more, but largely less insightful analyses, articles and reports—due to the attractiveness of the
new large application area for polysilicon: photovoltaics/PV.
As governments poured subsidies into PV in the early 2000s, investors followed suit tempted
by the significant profits to be had. PV grew extremely rapidly in both volumes and revenues
and soon the small number of somewhat staid and definitely unglamorous chemical companies
making polysilicon found their capacities overbooked and the sales price of polysilicon
skyrocketing.

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Looking for seemingly easy profits as well as (in the case of PV companies) the daunting need
to overcome difficulties obtaining this necessary raw material, PV-players, chemical companies,
utility and industrial companies – from textiles to fuel cells – and sundry other entrepreneurs
first announced and then commenced projects for establishing new polysilicon production.
Some succeeded – in a couple of instances spectacularly so – but most failed [22].

Figure 6: The PV-module price experience curve

1.4.2. Solar grade silicon technologies:

The hitherto dominant technology consists of producing trichlorosilane/TCS from

metallurgical grade silicon, purifying this molecule by several distillation and condensation
steps and decomposing it in a thermal chemical vapor deposition/CVD reactor commonly
called “Siemens reactor” with reference to the firm, which first in the 1960s developed this
process for semiconductor needs (see Fig. 6). Approximately 90% of the globally installed
polysilicon capacity and actual output is produced through this technology. This process to
polysilicon generates significant amounts of by-products, essentially silicon tetrachloride/STC
and other chlorosilanes, which need to be recycled in a closed loop process. Two process
strategies are pursued to generate TCS and recycle STC.
The technical and economic competition between these two routes has been broadly debated
during the 10 past years without concluding to the absolute advantage of one or the other. Both
are still widely used in the industry including by the new entrants. The local and specific
conditions to each project may decide the most attractive choice. In this section we will not
make further distinction between them.
1.4.3. Cost of the technology options:

Cost is an area where one has to tread lightly and be careful to ensure analyses compare “apples
to apples”.

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There is no one best way to define “cost”, or indeed one generally accepted way of relating to
“cost” when discussing technology options and price and cost developments. This is why
comparisons of production plants, technologies, and processes only relying on the various
statements of “cost per kg” from not disinterested parties are fraught with inaccuracies and
errors.
When capacity utilization was high, fixed capacity costs were diluted by the high production
volumes, and producers and technology providers took much pride in reporting the low levels
of cost per kg—not so much when capacity is underutilized and fixed costs become more
significant.
In recent time, when production capacity has been underutilized and the carried assets value
on company balance sheets has been written down or completely written off, the focus has
mostly turned to “cash cost”. Cash cost is a term meaning the actual expenses one has to pay
while operating a production plant. Cash cost will thus give a picture of the cost of continued
operation and also at which minimum sales price it is sensible to operate a particular production
plant: if the sales revenue covers cash cost, the cash flow to the plant owner is positive.
It is highly subjective at which level a producer chooses to measure cash cost, particularly when
it relates to an “operate/do not operate” decision on existing production capacity. An idle
production facility also incurs cash cost e.g. if the workforce is retained. Dependent on the
producer’s view of the future demand and price developments, it may make sense to operate a
production facility even if the sales price only covers raw materials and utilities.

Figure 7: Cost comparisons TCS/Siemens, silane/FBR and UMG.

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2. Company Description:
2.1. Vision Statement:
"Our vision at Solar Sunrise is to lead the charge towards a sustainable future through our
pioneering solar panel solutions. We envision a world where clean energy is not only abundant
but accessible to all, driving economic prosperity, environmental preservation, and social
equity. Our commitment to innovation fuels our quest to develop cutting-edge solar
technologies that deliver unparalleled performance and reliability, surpassing the expectations
of our customers. We hold ourselves to the highest standards of sustainability, ensuring that
every aspect of our operations, from manufacturing practices to product lifecycle management,
aligns with our mission of environmental stewardship. Collaboration is at the heart of our
approach, as we work closely with partners, suppliers, and communities to accelerate the
adoption of renewable energy worldwide. Integrity guides our every action, as we conduct
business with honesty, transparency, and unwavering ethical principles. We recognize our
social responsibility and actively engage in philanthropic initiatives and community
development efforts to create a positive impact. Through continuous improvement and a
steadfast dedication to our values, we aspire to be a catalyst for change in the global energy
landscape, driving lasting progress and prosperity for generations to come."

2.2. Company Mission Statement:

"At Solar Sunrise, our mission is to revolutionize the energy industry by providing innovative
solar panel solutions that empower individuals, businesses, and communities to transition to
clean, renewable energy sources. We are dedicated to designing, manufacturing, and delivering
high-quality solar products that not only meet but exceed the needs and expectations of our
customers. Our mission encompasses a commitment to sustainability, driving us to minimize
our environmental footprint throughout our operations and supply chain. We strive to create
value for our stakeholders by fostering a culture of continuous improvement, embracing
technological advancements, and optimizing efficiency in all aspects of our business. Through
strategic partnerships, community engagement, and a relentless pursuit of excellence, we aim
to lead the charge towards a brighter, more sustainable future for our planet and future
generations."

2.3. Product Concept Statement:

“We are pleased to introduce our premier line of solar panels designed to meet your energy
needs with efficiency and reliability. Our solar panels are meticulously engineered using
advanced materials and technology to harness solar energy for homes, businesses, and
communities. With a focus on durability and performance, our panels are built to withstand
diverse environmental conditions while delivering optimal power output.
We take pride in offering personalized solutions tailored to your specific requirements, whether
you aim to reduce energy costs, minimize environmental impact, or achieve energy
independence. By choosing Solar Sunrise solar panels, you are not only investing in superior
technology but also contributing to a sustainable future.

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Our commitment to durability and performance ensures that our solar energy systems thrive in
diverse environmental conditions, delivering optimal output day after day. Whether you seek
to reduce energy costs, minimize environmental impact, or achieve energy independence, Solar
Sunrise offers tailored solutions to suit your needs.
In our innovative business model, we propose a mutually beneficial collaboration with WAPDA
(Water and Power Development Authority) that not only enhances Pakistan's energy landscape
but also underscores our commitment to sustainable practices. By installing cutting-edge solar
panels and leveraging the abundant sunlight in the region, our company aims to generate clean
and renewable energy on a substantial scale. Our proposal involves becoming a reliable
supplier of green energy to WAPDA, contributing to the national grid and reducing dependence
on conventional power sources. This partnership aligns with WAPDA's mission to diversify the
energy mix and promote environmentally friendly solutions. Our solar installations not only
offer an eco-friendly alternative but also present a cost-effective and efficient means of power
generation. By selling clean energy to WAPDA, we envision a collaborative effort towards
achieving national energy goals while fostering a greener and more sustainable future for
Pakistan.
By choosing Solar Sunrise solar energy solutions, you not only invest in superior technology
but also contribute to a sustainable future. Join us as we illuminate the path towards a cleaner,
brighter tomorrow with Solar Sunrise solar energy solutions.”

2.4. Business’ Current Legal Status:

The business is currently in its infancy and is expected to be started once the investors and the
bankers have invested enough in it for it to commence. Since the business is not started yet, the
legal status just consists of the company logo and its registered name. The legal status will be
updated as the business comes out of its infancy.
Extra information on the legal protection methods adopted to protect the integrity and the
company’s trademark will be discussed in the next part.

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3. Conception of our Legitimate Business Idea:
3.1. Legitimate business idea:
A legitimate business idea is one that is legal, ethical, and has the potential to be profitable. It
should also address a need or want in the market and be able to be executed with a clear business
plan. Examples of legitimate business ideas include starting a tutoring service, creating a
mobile app, or opening a coffee shop. Ultimately, the key to a legitimate business idea is that
it is viable and has the potential for success.

3.2. Methods to develop legitimate business idea:

There are several methods that can be used to develop a legitimate business idea:
1.Identify a problem or need in the market:
Look for gaps in the market or areas where existing solutions are not meeting the needs of
customers. By identifying a problem that needs solving, you can develop a business idea that
addresses that need.
2.Conduct market research:
Conduct research to understand your target audience, competitors, and the industry as a whole.
This will help you validate your idea and identify potential opportunities for growth.
3.Brainstorm and generate ideas:
Use brainstorming techniques to generate a list of potential business ideas. Consider different
industries, target markets, and potential revenue streams.
4.Test and validate your idea:
Once you have a potential business idea, you should test it with potential customers or a small
group of early adopters. This will give you valuable feedback and help you make adjustments
to your idea before you invest too much time and resources into it.
5.Develop a business plan:
Write a business plan that outlines your target market, revenue streams, marketing strategy, and
financial projections. This will help you understand the feasibility of your idea and how to
execute it.
6.Network and seek for mentorship:
This will help you learn from the experience of other successful entrepreneurs and get feedback
on your idea.
Ultimately, the key to developing a legitimate business idea is to be thorough, be open to
feedback, and be willing to pivot if necessary.

3.3. Techniques of generating business idea:

There are several techniques that can be used to generate business ideas, including:

Page | 15
 • Problem-solving:
Identifying problems in a particular industry or market and developing solutions to
solve them.
• Market analysis:
Researching market trends, consumer needs, and opportunities for new products or
services.
• Brainstorming:
Gathering a group of people to generate new ideas through discussion and collaboration.
• Trendspotting:
Observing emerging trends and new technologies to identify opportunities for
innovation.
• SWOT analysis:
Evaluate a particular market or industry's strengths, weaknesses, opportunities, and
threats.
• Customer feedback:
Asking customers about their needs, preferences, and pain points to identify
opportunities for improvement.
• Competitive analysis:
Examine competitors’ products and services to identify areas where you can
differentiate your offering.

3.4. Brainstorming:
However, in this project, we use the most basic method, which is brainstorming. In the
brainstorming technique, all of the group members gather and each person shares his or her
idea or ideas. This is a quick process in which all ideas are handwritten on scratch paper. The
best one is chosen for a financially sustainable business when several ideas are gathered.

Figure 8: Brainstorming Session Proof

Page | 16
3.5. The ideas that we contemplated on:
Solution of a
Sr Environmental Filling the
Business idea specific
no trend market gap
problem
Belong to a
specific By producing
environmental nuts and bolts
trend, which is domestically, The demand for
towards the country can nuts and bolts is
1 Nut and bolt manufacturing sustainability reduce its closely tied to
and reducing dependence on the construction
the imports and industry
environmental improve its
impact of trade balance.
production
By providing
affordable and
accessible
2 Photocopy unit No No
printing and
copying
services.
By offering a
reliable and
straightforward
way to produce
3 Electro-type writer No No typed
documents
without the
need for a
computer.
The trend of
single-use
By providing a
plastics has
convenient and
become a
affordable
growing
4 Polythene bags for textile No solution for
environmental
packaging and
concern. These
transporting
bags contribute
textiles
to plastic waste
and pollution
It belongs to the by providing
This company
broader clean and
would solve the
environmental renewable
electricity
trend of energy. As
Solar energy production issues in
5 renewable demand for
company Pakistan and it
energy and renewable
will provide
sustainable energy sources
electricity at a
energy continues to
very low cost.
solutions. grow solar

Page | 17
 energy
production
companies have
the potential to
play a
significant role
in meeting this
demand.
Table 3: Ideas brought up in our brainstorming session

3.6. The challenges each idea will face:

Challenges Challenges for Challenges Challenges

Idea
for stage 1 stage 2 for stage 3 for stage 4
The nut and
Several bolt industry
The nut and challenges can can face
bolt industry is be faced, several
a legitimate including financial
business idea. As a viable product, equipment and sustainability
The demand nuts and bolts can technology, challenges,
for nuts and face several cost including
bolts is driven challenges, management, capital
Nut and bolt by the ongoing including: quality investment,
manufacturing construction control, cost
• Competition
and sustainability, management,
• Regulation
manufacturing talent price
industries but • Sustainability attraction and competition,
there is already retention, market
much supply chain fluctuations,
competition in management, inventory
the market and quality management,
assurance. and risk
management.
Including As a viable product,
competition photocopy unit can
Several
from digital face several
challenges can
technologies, challenges, High operating
be faced,
limited target including: costs, pricing
including cost,
market, high pressure,
• Competition equipment,
Photocopy unit startup costs, decreased
• cost marketing and
maintaining demand and
• Sustainability brand
profitability, market
and • Changing recognition,
saturation
market maintenance
maintaining
demands and repair
quality
standards.

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 Including
competition challenges may
from other require a significant High
technologies, investment of time, production
Challenges
limited target resources, and cost, high
like market
market, high expertise to pricing,
Electro-type demand,
start-up costs, overcome, making resistance to
writer technology,
maintaining the development of change and
distribution,
profitability, an electro-type competition
and marketing
and writer as a viable from other
maintaining product a complex technologies
quality process.
standards
Including
competition
from
alternative including
materials, competition from
Several High
environmental alternative materials,
challenges like production
concerns, environmental
Polythene bags environmental cost, high
regulatory concerns, regulatory
for textile regulation, pricing,
environment, environment, cost
manufacturing competion,
cost management, quality
process etc cost of sources
management, control, and supply
quality control, chain management.
and supply
chain
management
High startup
Competition:
costs:
Regulatory The solar
Developing a
barriers: energy market
Technological solar energy
Solar energy is becoming
Challenges: The production
production is increasingly
technology used in company
subject to crowded,
solar energy requires
Solar energy numerous making it
production is significant
production regulations and difficult for
constantly evolving, initial
company permits, which new
and companies must investment in
can be difficult companies to
stay up to date to equipment,
and time- stand out and
remain competitive. research and
consuming to compete with
development,
navigate. established
and
players.
installation.

Table 4: Challenges faced by each idea

(Note: The idea protection methods will be discussed in the Design and development plan
section of this plan.)

Page | 19
4. Feasibility Analysis:
4.1. Product Feasibility:

Feasibility Factor Assessment

High demand due to increasing interest in
Market Demand
renewable energy.
Large and growing market globally across
Market Size
residential, commercial, and utility sectors.
Moderate to high competition; numerous
Competition
manufacturers and installers in the market.
Established technology with ongoing
Technological Feasibility advancements in efficiency and cost
reduction [36].
Manufacturing costs have been decreasing
Manufacturing Costs
but can vary based on scale and location.
Installation costs can be significant but are
Installation Costs
declining over time.
Supportive regulatory environment in many
Regulatory Environment regions with incentives for solar adoption
[37].
Positive environmental impact with reduced
Environmental Impact
carbon emissions and energy independence.
Typically favorable ROI over the long term,
Return on Investment especially with declining costs and
government incentives [35].
Market volatility, policy changes,
Risk Factors technological disruptions, and supply chain
risks.
Table 5: Product Feasibility Analysis

4.2. Industry/Target Market Feasibility:

Scale 1 Scale 2 Scale 3 Scale 4 Scale 5

Market
10 6 5 3 14
Demand

Customer
9 7 3 4 16
Segmentation

Market Size 8 5 1 2 25

Growth
10 7 4 3 22
Potential

Page | 20
 Technological
15 3 10 4 2
Trends

Financial
5 6 5 10 8
Viability
Table 6: Industry/Target Market Analysis

4.3. Organizational Feasibility:

Feasibility Factor Assessment

Strong leadership with expertise in solar
Leadership and Expertise energy technology, business management,
and industry experience [38].
Skilled workforce with expertise in
Human Resources engineering, manufacturing, installation,
sales, and project management [39].
Efficient and flexible organizational
Organizational Structure structure conducive to innovation,
collaboration, and rapid decision-making.
Sufficient financial resources for initial
investment, operations, and growth,
Financial Resources
including access to capital, loans, and
investment opportunities.
Robust supply chain management
capabilities, including sourcing raw
Supply Chain Management
materials, manufacturing, logistics, and
inventory management.
Effective marketing and sales strategies to
reach target customers, differentiate
Marketing and Sales
products, and generate demand in
competitive markets [40].
Strategic partnerships with technology
providers, research institutions, and industry
Technology Partnerships
collaborators to drive innovation and access
new markets.
Compliance with regulatory requirements
and standards for solar panel manufacturing,
Regulatory Compliance
installation, safety, and environmental
protection.
Comprehensive risk management strategies
to identify, assess, mitigate, and monitor
Risk Management
risks related to market dynamics,
operations, and external factors.
Table 7: Organizational Feasibility Analysis

(Note: The financial feasibility will be covered in the Economics of Business section of this
plan.)

Page | 21
5. Market Analysis:
At present, coal, oil and gas are the main sources of energy globally. The total reserves of all
these sources are limited and, being non-renewable, will run out eventually. The energy demand
will further increase because of the industrial development and the rapid increase in population.
Nuclear power was believed to be replacement of fossil fuels in its early days but so far this
hope has not materialized due to proliferation concerns and problems with radioactive waste
management. The ever-increasing threat to the environment due to the burning of fossil fuels
is another challenge to be taken seriously. Therefore, there is now a worldwide growing interest
in alternative and renewable energy resources. There are quite a number of renewable energy
sources, but the resources that are technologically viable and have prospects to be exploited
commercially in Pakistan include micro-hydel, bio-energy, wind and solar energy. Among all
these renewable energy sources, solar energy is by far the most abundant, widely spread and
clean source [23].

Figure 9: Primary energy supplies by source. Source: Pakistan Energy Yearbook 2001.

5.1. Solar Energy Potential in Pakistan:

Pakistan, being in the sun belt, is ideally located to take advantage of solar energy technologies.
This energy source is widely distributed and abundantly available in the country. Fig. 9 shows
a solar insolation map of Pakistan. The mean global irradiation falling on horizontal surface in
Pakistan is about 200–250 watt per m2 in a day with about 1500–3000 sunshine hours in a year.
The south-western province of Baluchistan is particularly rich in solar energy. It has an average
daily global insolation of 19–20 MJ/m2 a day (1.93–2.03 MWh per m2 in a year) with annual
mean sunshine duration of 8–8.5 h. Such conditions are ideal for photovoltaics (PV) and other
solar energy applications [24]. The Energy Information
Administration [25] describes the daily solar energy potential for Pakistan as 5.3 KWh per m2
(1.93 MWh per m2 annually), which is in accordance with the aforementioned values.

Page | 22
 Figure 10: Solar insolation on map of Pakistan (Courtesy of the Advanced Energy Group, h p://www. solar4power.com).

5.2. Market Size:

Market size means how many people are buying the product or service. Market segmentations
is divided into four categories:
1. Geographic
2. Demographic
3. Psychographic
4. Behavioural
Geographic segmentation includes the country size, region size, city size in which the product
or service is launched, and last but not least the effect of climate change on the product and
service. Second is demographic segmentation which deals with the age, gender, family size,
income of the family, and life cycle of people. The third category in psychographic
segmentation includes the social class, and lifestyle of people and decides what standard of the
product is suitable for which type of personality. The last type of market segmentation is
behavioral segmentation. It shows how much amount of product is selling on occasion, what
is user status and user rate in the market.

Page | 23
 Figure 11: Market Size of solar panels in Pakistan

5.3. Actual Market Size in Pakistan:

The Pakistani solar energy market is expected to record a CAGR of more than 2.5% during the
forecast period of 2022-2027. The COVID-19 pandemic had a multi-faceted impact on the
Pakistani solar energy market. The residential solar energy market benefited from a sharp
decline in installations from 45 rps/watt in January 2020 to 35 rps/watt in April 2020. The
increased adoption of residential solar energy was backed up by high grid tariffs, and at the
same time, the pandemic caused procurement delays for business projects. Factors such as the
declining cost of solar power technology, flexibility, and the greener method of power
generation are likely to drive the Pakistani solar energy market during the forecast period.
However, the market is expected to be hampered by issues like transmission and distribution
losses and unpredictability in the continuity of power supply.
Pakistan has abundant solar irradiance and receives solar energy almost throughout the year.
This presents a phenomenal opportunity to exploit solar energy from the most irradiated sites
in the country, combined with foreign investments.
The Pakistani solar energy market is anticipated to be propelled by supportive government
policies and programs during the forecast period.

Figure 12: Renewable Energy Sources

Page | 24
5.4. Market segmentation of the product:
Segmentation plays differently in B2B versus B2C – different sources of data, and different
segmentation types, depending on whether you want to describe your customers or get to the
root of why they buy.
Demographics and firmographics are mirror images on the business and consumer side, and
relatively easy metrics to obtain for defining a customer. For consumers, this includes attributes
like age, income, or location; similarly, a firm’s age, revenue, location, and NAICS or SIC code
can provide a basis for segmentation. Add to that the company’s credit rating, number of
employees, and organization structure (LLC, S Corp, C Corp, etc) to a list of factors that may
provide clues about firm behavior.
With that said, demographics and firmographics only describe, and may not be the best way to
reckon how to create a winning message. Instead, marketing and sales staff can gain or retain
customers by understanding customers’ underlying values and customizing efforts based on
those attitudes. A more nuanced, insightful approach can truly unlock the potential to make a
sale.
Enter market research activities to discover customer opinions about products and their
business environment. Conducting blinded phone interviews of your current or future
customers can be instructive – without the bias of speaking to the product or services vendor
directly, a customer has the latitude to provide feedback on what they value, especially if the
response is anonymous per prearrangement. Survey work as well can quantify these attitudes,
by measuring the degree to which a customer agrees or disagrees with particular statements.
This can lead to segmenting customers based on what will drive them in product selection:
brand loyalty, sales relationships, feature set, the convenience of doing business, or sheet price.

Figure 13: Renewable energy in Pakistan

5.5. Market Share Expected:

According to National Electric Power Regulatory Authority’s (NEPRA) 2022 yearly report,
Pakistan’s total installed power generation capacity is 43,775 MW, of which 59% of energy
comes from thermal (fossil fuels), 25% from hydro, 7% from renewable (wind, solar and
biomass), and 9% from nuclear.
Page | 25
Pakistan is taking steps towards meeting its energy demands and reducing greenhouse gas
emissions. The Government of Pakistan (GoP) is actively pursuing renewable energy
investments on a large scale, as part of its clean energy goals. Pakistan has set a target to reduce
its greenhouse gas emissions by 50% by 2030, and clean energy expansion will play a crucial
role in achieving this objective [26].
We know from the above analysis that the percentage of the renewable energy sources (wind,
solar and biomass) in Pakistan is about 7% of the total energy consumption. From this, one can
easily see that the portion of solar is at max, about 3%.
And much of the market share is occupied by the giants in Pakistan like the Pak solars etc.
Hence, realistically, we should not expect a market share of more than 0.1% in the national
market at the start of the venture.

Page | 26
6. Economics of Business:
6.1. Revenue Drivers:
The main revenue drivers of our business are briefly described below:
• Solar Panel Sales: The primary source of revenue for solar panel manufacturers is the
sale of solar panels themselves. Revenue is generated through selling panels to
residential, commercial, and utility-scale customers.
• Installation Services: Many solar panel manufacturers also offer installation services
either directly or through partnerships with installation companies. These services
include site assessment, system design, installation, and maintenance, and can
contribute significantly to overall revenue.
• Solar Energy Systems Integration: Companies may offer integrated solar energy
solutions that include solar panels, inverters, energy storage systems, and monitoring
software. Revenue is generated through the sale of complete solar energy systems
tailored to the needs of residential, commercial, or industrial customers.
• Maintenance and Monitoring Services: After installing solar panel systems,
companies can offer ongoing maintenance and monitoring services to ensure optimal
performance and longevity. Revenue is generated through service contracts, periodic
maintenance visits, and remote monitoring subscriptions.
• Government Incentives and Subsidies: In regions where government incentives and
subsidies are available for solar panel installations, revenue can be indirectly boosted
through increased demand resulting from these incentives.

6.2. Total Startup Cash (TSC):

Total startup cash refers to the total amount of cash required to start a business, including all
the expenses related to setting up and launching the business. This includes the cost of human
resources and physical resources.

= ℎ + ℎ

= 4470$ + 4690$

= 9160$

(Note: The detailed estimate of the total startup cash will be provided in the Project
Management Plan section of the business plan).

6.3. Sales Revenue:

Sales revenue is defined as the income generated by a company from the sale of goods/products
or services to customers during a specific period of time. It represents the total amount of
money earned by a business from its sales activities and is a key indicator of its financial
performance. Mathematically, sales revenue is calculated with the help of the following
formula:

Page | 27
 = ∗!

Price of solar panel in Pakistan = 20,000 Rupees

According to the International Energy Agency (IEA), Pakistan had installed 1.8 gigawatts
(GW) of solar photovoltaic (PV) capacity by the end of 2019. It's worth noting that this figure
represents installed capacity rather than sales of solar panels, which may not be publicly
available.
In 2020, Pakistan added an additional 550 megawatts (MW) of solar PV capacity, bringing the
country's total installed solar capacity to 2.35 GW by the end of the year. This figure includes
both utility-scale and distributed solar PV systems [26].

Sales from 2022-2016

722

625
603

524
502

409

343

2022 2021 2020 2019 2018 2017 2016

Figure 14: Graph showing sales of solar panels (2016-22)

Price in
Years Sales (Millions) Revenue In PKR
USD
2022 524000000 70 36580440000.00 1.04803E+13
2021 625000000 70 43631250000 1.25004E+13
2020 502000000 70 35044620000 1.00403E+13
2019 409000000 70 28552290000 8.18023E+12
2018 343000000 70 23944830000 6.86019E+12
2017 722000000 70 50402820000 1.44404E+13
2016 603000000 70 42095430000 1.20603E+13
Table 8: Revenue generated from 2016 to 2022

Page | 28
6.4. Sales growth:
Sales growth in business is defined as the increase in the revenue generated by a company over
a certain period of time, typically month-over-month, year-over-year or quarter-over-quarter. It
is a measure of how much a company's sales have increased or decreased relative to a previous
period and is expressed as a percentage. Sales growth can be driven by various factors, such as
increased demand for the company's products or services, market share gains, expansion into
new markets, pricing strategies, or effective marketing and sales efforts. On the other hand,
sales growth can be negatively affected by factors such as economic downturns, increased
competition, or changes in consumer preferences [27].
Sales growth is an important metric for businesses, as it can indicate the company's ability to
generate more revenue over time and its overall financial health. A sustained increase in sales
growth can lead to higher profits, improved market position, and increased shareholder
value. However, it is important to note that sales growth should be sustainable and not achieved
at the expense of other important factors such as profitability, cash flow, and customer
satisfaction. The sales growth of any business throughout the year is calculated by using the
following formula [29]:
$%&'(')* − $%,(*
. #. = × 100
$%,(*

Where in the above formula, $! shows the sales in the current year and $! shows the
number of sales in the previous year. Usually, it is calculated in percentage. The sales forecast
of our business for the year 2022 in month-over-month format is calculated below [28].

Price Sales
Sales
year in Revenue In PKR growth
(Millions)
USD (%)

2022 524000000 70 36580440000.00 1.04803E+13 -16.16

2021 625000000 70 43631250000 1.25004E+13 24.50199

2020 502000000 70 35044620000 1.00403E+13 22.73839

2019 409000000 70 28552290000 8.18023E+12 19.24198

2018 343000000 70 23944830000 6.86019E+12 -52.4931

2017 722000000 70 50402820000 1.44404E+13 19.73466

Page | 29
 2016 603000000 70 42095430000 1.20603E+13
Table 9: Sales growth from 2016-2022

6.5. Cost of goods sold (COGS):

COGS stand for "Cost of Goods Sold", which refers to the direct costs associated with
producing and delivering a product. In the case of a water filtration plant, COGS would include
the cost of raw materials, labor, equipment, and overhead expenses associated with producing
and distributing filtered water. To calculate COGS, you would need to add up all of the direct
costs associated with producing each unit of filtered water. This would include the cost of raw
materials, such as filters and chemicals, as well as labor costs associated with running and
maintaining the filtration equipment. You would also need to factor in any overhead expenses,
such as rent, utilities, and equipment maintenance Calculating COGS requires a detailed
understanding of the business's cost structure [30].
Cost of goods sold may also reflect adjustments. Among the potential adjustments are decline
in value of the goods (i.e., lower market value than cost), obsolescence, damage, etc.
When multiple goods are bought or made, it may be necessary to identify which costs relate to
which particular goods sold. This may be done using an identification convention, such as
specific identification of the goods, first-in-first-out (FIFO), or average cost. Alternative
systems may be used in some countries, such as last-in-first-out (LIFO), gross profit method,
retail method, or a combination of these [31].
Cost of goods sold may be the same or different for accounting and tax purposes, depending
on the rules of the particular jurisdiction. Certain expenses are included in COGS. Expenses
that are included in COGS cannot be deducted again as a business expense.
A business must track all of its direct costs, such as raw materials, labor, and overhead expenses,
to determine the total cost of producing each unit of product or delivering each unit of service.
Once the total cost of production is determined, it can be divided by the number of units
produced to calculate the cost per unit. This cost per unit is then used to calculate the cost of
goods sold for each unit sold. In conclusion, COGS is an essential concept in business that
refers to the direct costs associated with producing and selling a product or service.
Understanding COGS is critical for business owners and managers because it helps them to
determine the profitability of their business, make informed pricing decisions, and identify
areas where they can cut costs. By tracking COGS and acting to reduce it, businesses can
increase their gross profit margin and ultimately become more profitable. The formula for
calculating COGS is straightforward. It is the cost of the inventory at the beginning of the
period plus the cost of purchases during the period, minus the cost of inventory at the end of
the period. This calculation provides a precise measure of the direct costs associated with
producing and selling a business's products or services.
From the above table, we can say that after selling 6000 panels breakeven point occurs and the
profit starts as the cash-in amount is now converted to profit. The profit turns out to be
36580440000 PKR.

Page | 30
 Figure 15: Total production costs for mono PERC c-Si solar components by input, 2022 [32]

6.6. Profit before tax:

Profit before tax refers to the amount of money a business earns before taxes are deducted. This
figure is calculated by subtracting the COGS from the total revenue generated by the sale of
filtered water. Profit before tax does not consider any taxes that the business will need to pay
on its earnings. PBT is an important metric because it provides insight into a company's
profitability, independent of any tax implications. By analyzing a company's PBT, investors
and business owners can assess how effectively a company is using its resources to generate
revenue. A high PBT indicates that a company is generating significant profits, while a low PBT
suggests that a company is struggling to generate revenue or has high operating expenses. In
addition to providing insight into a company's financial health, PBT is also used to calculate a
company's tax liability. After the PBT has been calculated, a company must pay taxes on the
profits it has generated.
In short, profit before tax is a critical financial metric that represents a company's total profit
before any taxes are paid. PBT is essential for investors and business owners alike because it

Page | 31
provides insight into a company's financial health, profitability, and tax liability. By analyzing
PBT, investors can assess the value of a company's stock, while business owners can track their
company's financial performance over time and adjust to improve profitability.
The total cost of selling 11000 units without tax comes out to be 2.2E+08.

6.7. Profit After Tax:

Profit after tax refers to the amount of money a business earns after all taxes have been deducted.
This figure is calculated by subtracting the taxes owed on the business's earnings from its profit
before tax. The amount of taxes owed will depend on the tax rate in the jurisdiction where the
business is operating.
When multiple goods are bought or made, it may be necessary to identify which costs relate to
which particular goods sold. This may be done using an identification convention, such as
specific identification of the goods, first-in-first-out (FIFO), or average cost. Alternative
systems may be used in some countries, such as last-in-first-out (LIFO), gross profit method,
retail method, or a combination of these.
PAT is calculated by subtracting all the taxes, including income tax, corporate tax, and other
taxes, from the company's net income. The formula for calculating PAT is:

!. = / 0 − 1
The amount of PAT can be used for various purposes, including reinvesting in the business,
paying dividends to shareholders, reducing debt, and expanding the business.
The total cost by selling 11000 units with tax comes out to be 182,600,000.

Units Profit with tax Profit without tax Total Costs

0 0 0 12,000

1000 20000000 16600000 12000000

3000 60000000 49800000 36000000

5000 1E+08 83000000 60000000

7000 1.4E+08 116200000 84000000

9000 1.8E+08 149400000 1.08E+08

11000 2.2E+08 182600000 1.32E+08

Table 10: Table of costs of units with and without profit tax

Page | 32
 Graph between profit with and without tax
200000000

180000000

160000000

140000000

120000000

100000000

80000000

60000000

40000000

20000000

0
0 50000000 100000000 150000000 200000000 250000000

Figure 16: Graph between profit with and without tax

6.8. Break-even point analysis:

Break-even point is a financial concept that refers to the level of sales or revenue at which a
business's total costs are exactly equal to its total revenue, resulting in neither profit nor loss. In
other words, Break-even point is the point at which a business breaks even, and starts making
profit only after it has surpassed this point.
To calculate the break-even point, a business needs to identify its fixed costs and variable costs.
Fixed costs are expenses that remain constant regardless of the level of production or sales,
such as rent, salaries, insurance, and depreciation. Variable costs are expenses that varybased on
the level of production or sales, such as raw materials, labor, and shipping expenses. Break-
even analysis helps businesses to determine the minimum amount of production needed to
break even and make informed decisions about how much to produce.
Break-even analysis is an important tool for businesses in determining their pricing strategies,
production levels, and profitability. It helps businesses to identify the minimum level of sales
needed to cover all costs, and also assess the feasibility of new products or services. It also
helps businesses to understand the impact of changes in price or costs on their profitability.
A business that is able to accurately calculate and monitor its break-even point is better
equipped to make informed decisions about its operations, pricing and profitability. The
formula is represented as:
41 5
2 3 ! =
(7 ! −$ 8 7 )

Page | 33
Fixed Costs = 12000000 PKR
And,
Unit Price = 2000 PKR
Variable Costs = 12000 PKR
This means that the business needs to sell at least 4000 units of its product to cover its fixed and
variable costs and break even.

6.9. Operating Margins:

We know that the operating margin is given as:
: ;
: ;< ; =

So, our operating profit margin comes out to be about 20%. And this number is consistent with
what the solar panel businesses all around the world epect.

Page | 34
7. Design and development plan:
7.1. Concept Diagram of Product:
A concept picture made on Adobe Photoshop for our product is given below:

Solar Panels lying inclined

and perpendicular to the
ground.

Figure 17: Concept Diagram of our Product

7.2. Ways of Protecting our Business Idea:

Protecting a business idea requires a combination of legal and practical measures. Here is a
detailed report outlining the steps you can take to safeguard your idea:

Page | 35
1. Conduct a Patent Search:
Conduct a thorough search to ensure that your idea is original and has not been patented
by someone else. This can be done through the US Patent and Trademark Office's
database.
2. File for a Patent:
If your idea is original, you can file for a patent to legally protect it. There are different
types of patents, including utility patents (for inventions) and design patents (for
ornamental designs).
3. Nondisclosure Agreements:
Have employees, contractors, and partners sign nondisclosure agreements to keep your
idea confidential. This will prevent unauthorized use or disclosure of your idea.
4. Trademark Your Business Name:
Registering a trademark for your business name, logo, and slogan can help prevent
others from using similar marks and causing confusion in the marketplace.
5. Secure Your Intellectual Property:
Store all important documents, including your business plan and other confidential
information, securely to prevent unauthorized access.
6. Educate Yourself and Your Team:
Make sure you and your team are knowledgeable about intellectual property laws and
understand the importance of protecting your business idea.
7. Consider Insurance:
Consider obtaining insurance to protect against intellectual property infringement
claims.
8. Consult with an Attorney:
Consulting with a patent attorney can help ensure that you have taken all necessary
steps to protect your business idea.

Page | 36
8. Operational Plan:
8.1. Process flow diagram:
The process flow diagram of the operational plan is given below:

Figure 18: Process Flow Diagram of the business plan

Page | 37
9. Management Plan:
9.1. Organogram chart of the business:
An organizational chart, also called organigram, organogram, or organizational breakdown
structure (OBS), is a diagram that shows the structure of an organization and the relationships
and relative ranks of its parts and positions/jobs.
The organization chart is a diagram showing graphically the relation of one official to another,
or others, of a company. It is also used to show the relation of one department to another, or
others, or of one function of an organization to another, or others. This chart is valuable in that
it enables one to visualize a complete organization, by means of the picture it presents.
A company's organizational chart typically illustrates relations between people within an
organization. Such relations might include managers to sub-workers, directors to managing
directors, chief executive officer to various departments, and so forth. When an organization
chart grows too large it can be split into smaller charts for separate departments within the
organization. The different types of organization charts include:
• Hierarchical (This is the one we made)
• Matrix
• Flat (also known as Horizontal)
There is no accepted form for making organization charts other than putting the principal
official, department or function first, or at the head of the sheet, and the others below, in the
order of their rank. The titles of officials and sometimes their names are enclosed in boxes or
circles. Lines are generally drawn from one box or circle to another to show the relation of one
official or department to the others.

Figure 19: Hierarchical Organogram of our Company

Page | 38
10. Project Management Plan:
10.1. PERT Chart:
PERT is a method of analyzing the tasks involved in completing a project, especially the time
needed to complete each task, and to identify the minimum time needed to complete the total
project. It incorporates uncertainty by making it possible to schedule a project while not
knowing precisely the details and durations of all the activities. It is more event-oriented than
start- and completion-oriented, and is used more for projects where time is the major constraint
rather than cost. It is applied to very large-scale, one-time, complex, non-routine infrastructure
projects, as well as R&D projects.
PERT offers a management tool, which relies "on arrow and node diagrams of activities and
events: arrows represent the activities or work necessary to reach the events or nodes that
indicate each completed phase of the total project."
The PERT chart table for our business is given below:

Activity Description Preceding Activity Duration (Weeks)

A Site Assessment - 1

B Designing A 1

Labour and
C B 1
Machining Planning

D Procurement B 6

E Mounting Structure C,D 2

F Panel Erection E 3

G Junction Box F 1

H Cabling G 2

I Inverter G 1

J Transformer H,I 2

K Commissioning J 1
Table 11: PERT chart analysis

Page | 39
The PERT chart is given below:

Figure 20: PERT chart

10.2. Total Startup Cash Estimate:

The total startup cash is estimated below. We perform a Management Prowess and a Resources
Prowess analysis and then sum up the total values to get our total startup cash.

MANAGEMENT PROWESS

Cost of
Human Resource
Activities human
Start Time End Time Precedence Required
Resources

Observation Identify your

1/2/2024 8/2/2024 Performance
of trends passions and
management 200 $
Conception interests
of Conduct
Idea Training and
Legitimate 9/2/2024 13/2/2024 market
Incubation developmentt 250 $
Businesss research
Idea
Idea Protection Consider
14/2/2024 16/2/2024 Recruitmentt
Strategy yourtarget
300 $
audience

Converting Define the Onboarding

Concept statement 20/2/2024 23/2/2024 and
the product/servi
Reinforcing 150 $
Legitimate ce:
Businesss
Develop a Experience
Idea to a 2/3/2024
Prototype 25/2/2024 prototype Designer
Viable 150 $
Product
Market
/Servicee 7/3/2024 Sales Manager
segmentation 3/3/2024
170$

Page | 40
 Conduct
Segment specific Survey Designer,
15/3/2024 market
survey 9/3/2024 Market 150 $
research
Customer
Service
Determine
16/3/2024 19/3/2024 Representative
Feed back pricing
, Marketing 160 $
Strategist
Develop a
TechnicalSupport
Data marketing
20/3/2024 25/3/2024 Specialist
Analysis strategy 170 $

Secure Business
28/3/2024 3/4/2024
Findings funding Analyst 180 $
Improvements in
Monitor and
the prototype based 9/4/2024 User Experience
4/4/2024 refine
on findings Designer 190 $
Develop a
Production Operations
12/4/2024 20/4/2024 business
facility Manager
model 210 $

Arranging raw Create a Finance Manager,

Converting materials/suppl 21/4/2024 27/4/2024 legal Manufacturing
200 $
theProduct ies structure Engineer
/Servicee
into a viable Develop a Manufacturing
Businesss Production facility 28/4/2024 3/5/2024 sales Engineer, Supply
strategy Chain Manager 220 $

Marketing
Sales/ Establish
Manager, Sales
marketing 5/5/2024 13/5/2024 partnerships 240 $
Manager
Monitor cash Accountant,Sales
Sales 14/5/24 20/5/2024 flow Manager 240 $
Marketing
Manager,
Increase
Market
Marketing 22/5/24 27/5/2024 revenue
Research 230 $
Analyst
Analyze Production
Production
30/5/24 10/6/2024 financial Manager, Quality
optimization
Turning performance Control Manage 240 $
the Business Cost
into a Accountant,
Financially Cost reductions 11/6/4 14/6/24
Control costs Operations 250 $
Sustainable Manager
Businesss Quality Control
Quality Build strong Manager, Process
15/6/24 20/6/2024
enhancement relationships Improvementnt
240 $
Manager
Embrace Accountant,
Accounting 21/6/24 26/6/2024 technology Auditor 270 $
Analyze
Financial
Finance 27/6/2024 2/7/2024 financial
Analyst,Auditor 280$
performance
Sum=
4690 $
Table 12: Management Prowess Analysis

Page | 41
 Physical Resources
Physical
Cost of Physical
Activities Start Time End Time Resource
Resource
Required
Observationof Industry
1/2/2024 8/2/2024 200 $
trends publications
Conception of
Business
Legitimate Idea Incubation 9/2/2024 13/2/2024 270 $
Analyst
Business Idea
Idea Legal
14/2/2024 16/2/2024 250 $
ProtectionStrategy Services
Renewable
Concept statement 20/2/2024 23/2/2024 150 $
resource
Solar
Prototype 25/2/2024 2/3/2024 170 $
architecture
Market
Market
3/3/2024 7/3/2024 research 180 $
Converting the segmentation
Reports
Legitimate
Business Ideato a Segmentspecific Survey
9/3/2024 15/3/2024 190 $
Viable survey MonkeyTool
Product/Service Survey
Feedback 16/3/2024 19/3/2024 160 $
MonkeyTool
Photovoltaic
Data analysis 20/3/2024 25/3/2024 190 $
cells
Business
Finding 28/3/2024 3/4/2024 180 $
Manager

Productionfacility 12/4/2024 20/4/2024 Machinery 210 $

Arranging raw
Manufacturing
Converting the materials/sup 21/4/2024 27/4/2024 200 $
Manager
Product/Serviceinto a plies
Business
Productionfacility 28/4/2024 3/5/2024 None 220 $

Photovoltaicc
Sales/marketing 5/5/2024 13/5/2024 240 $
cells

Sales 14/5/2024 20/5/2024 advertising 240 $

Market
Marketing 22/5/2024 27/5/2024 Research 200$
Report
Production Racking
30/5/2024 10/6/2024 240 $
Turning the Optimization equipment
Business into a
Financially Sustainable Cost Reduction 11/6/2024 14/6/2024 Supply Chain 220 $
Business
Quality Photovoltaic
15/6/2024 20/6/2024 240 $
Enhancement cell
Accounting
Accounting 21/6/2024 26/6/2024 270 $
Software
Financial
Finance 27/6/2024 2/7/2024 250 $
Management

Sum = 4470 $

Table 13: Physical Resources Analysis

Page | 42
Total startup cash refers to the total amount of cash required to start a business, including all
the expenses related to setting up and launching the business. This includes the cost of human
resources and physical resources.

= ℎ + ℎ

= 4470$ + 4690$

= 9160$

Page | 43
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