Devry SBE 440 All Week Assignments Latest

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Devry SBE 440 All Week Assignments Latest

Devry SBE 440 Week 1 Assignment Latest

week 1

first Screen

From “Preparing Effective Business Plans” by Bruce R. Barringer

Part 1: Strength of Business Idea

Name or type of business:

For each item, circle the most appropriate answer and make note of the (-1), (0), or ( 1) score.

		Low Potential (-1)	Moderate Potential (0)	High Potential ( 1)
1.	Extent to which the idea: • Takes advantage of an environmental trend • Solves a problem • Addresses an unfilled gap in the marketplace	Weak	Moderate	Strong
2.	Timeliness of entry to market	Not timely	Moderately timely	Very timely
3.	Extent to which the idea “adds value” for its buyer or end user	Low	Medium	High
4.	Extent to which the customer is satisfied by competing products that are already available	Very satisfied	Moderately satisfied	Not very satisfied or ambivalent
5.	Degree to which the idea requires customers to change their basic practices or behaviors	Substantial changes required	Moderate changes required	Small to no changes required

Part 2: Industry-Related Issues

		Low Potential (-1)	Moderate Potential (0)	High Potential ( 1)
1.	Number of competitors	Many	Few	None
2.	Stage of industry life cycle	Maturity phase or decline phase	Growth phase	Emergence phase
3.	Growth rate of industry	Little or no growth	Moderate growth	Strong growth
4.	Importance of industry’s products and/or services to customers	“Ambivalent”	“Would like to have”	“Must have”
5.	Industry operating margins	Low	Moderate	High

Part 3: Target Market and Customer-Related Issues

		Low Potential (-1)	Moderate Potential (0)	High Potential ( 1)
1.	Identification of target market for the proposed new venture	Difficult to identify	May be able to identify	Identified
2.	Ability to create “barriers to entry” for potential competitors	Unable to create	May or may not be able to create	Can create
3.	Purchasing power of customers	Low	Moderate	High
4.	Ease of making customers aware of the new product or service	Low	Moderate	High
5.	Growth potential of target market	Low	Moderate	High

Part 4: Founder- (or Founders-) Related Issues

		Low Potential (-1)	Moderate Potential (0)	High Potential ( 1)
1.	Founder or founders experience in the industry	No experience	Moderate experience	Experienced
2.	Founder or founders skills as they relate to the proposed new venture’s product or service	No skills	Moderate skills	Skilled
3.	Extent of the founder or founders professional and social networks in the relevant industry	None	Moderate	Extensive
4.	Extent to which the proposed new venture meets the founder or founders personal goals and aspirations	Weak	Moderate	Strong
5.	Likelihood that a team can be put together to launch and grow the new venture	Unlikely	Moderately likely	Very likely

Part 5: Financial Issues

		Low Potential (-1)	Moderate Potential (0)	High Potential ( 1)
1.	Initial capital investment	High	Moderate	Low
2.	Number of revenue drivers (ways in which the company makes money)	One	Two to three	More than three
3.	Time to break even	More than two years	One to two years	Less than one year
4.	Financial performance of similar businesses	Weak	Modest	Strong
5.	Ability to fund initial product (or service) development and/or initial startup expenses from personal funds or via bootstrapping	Low	Moderate	High

Overall Potential

Each part has five items. Scores will range from -5 to 5 for each part. The score is a guide—there is no established rule-of-thumb for the numerical score that equates to high potential, moderate potential, or low potential for each part. The ranking is a judgment call.

	Score (-5 to 5)	Overall Potential of the Business Idea Based on Each Part	Suggestions for Improving the Potential
Part 1: Strength of Business Idea		High potential ? Moderate potential ? Low potential ?
Part 2: Industry-Related Issues		High potential ? Moderate potential ? Low potential ?
Part 3: Target Market and Customer-Related Issues		High potential ? Moderate potential ? Low potential ?
Part 4: Founder- (or Founders-) Related Issues		High potential ? Moderate potential ? Low potential ?
Part 5: Financial Issues		High potential ? Moderate potential ? Low potential ?
Overall Assessment		High potential ? Moderate potential ? Low potential ?

Summary—briefly summarize your justification for your overall assessment:

Devry SBE 440 Week 2 Assignment Latest

week 2

Full Feasibility Analysis

From “Preparing Effective Business Plans” by Bruce R. Barringer

Note:

All fields can be expanded to provide additional space to respond to the questions. A copy of this template, along with each of the assessment tools, is also available in PDF format at the authors’ Web site at www.prenhall.com/entrepreneurship.

Introduction

A.	Name of the proposed business
B.	Name of the founder (or founders)
C.	One paragraph summary of the business

Part 1: Product/Service Feasibility

Issues Addressed in This Part

A.	Product/service desirability
B.	Product/service demand

Assessment Tools

Concept Statement Test

• Write a concept statement for your product/service idea.Show the concept statement to 5 to 10 people.Select people who will give you informed and candid feedback.
• Attached a blank sheet to the concept statement, and ask the people who read the statement to (1) tell you three things they like about your product/service idea, (2) provide three suggestions for making it better, (3) tell you whether they think the product or service idea is feasible (or will be successful), and (4) share any additional comments or suggestions.
• Summarize the information you obtain from the concept statement into the following three categories:

*	Strengths of the product or service idea—things people who evaluated your product or service concept said they “liked” about the idea
*	Suggestions for strengthening the idea—suggestions made by people for strengthening or improving the idea
*	Overall feasibility of the product or service concept—report the number of people who thing the idea is feasible, the number of people who think it isn’t feasible, and any additional comments that were made
*	Other comments and suggestions

Buying Intentions Survey

• Distribute the concept statement to 15 to 30 prospective customers (do not include any of the people who completed the concept statement test) with the following buying intentions survey attached.Ask each participant to read the concept statement and complete the buying intentions survey.Record the number of people who participated in the survey and the results of the survey here.
• Along with the raw data recorded here, report the percentage of the total number of people you surveyed that said they would probably buy or definitely would buy your product or service if offered.This percentage is the most important figure in gauging potential customer interest.
• One caveat is that people who say that they intend to purchase a product do not always follow through, so the numbers resulting from this activity are almost always optimistic.Still, the numbers provide you with a preliminary indication of how your most likely customers will respond to your potential product or service offering.

How likely would you be to buy the product or service described above?

______ Definitely would buy

______ Probably would buy

______ Might or might not buy

______ Probably would not buy

______ Definitely would not buy

Additional questions may be added to the buying intentions survey.

Conclusion (expand fields and report findings, in discussion form, for each area)

A.	Product/service desirability
B.	Product/service demand
C.	Product/service feasibility (circle the correct response) Not Feasible Unsure Feasible
D.	Suggestions for improving product/service feasibility.

Part 2: Industry/Market Feasibility

Issues Addressed in This Part

A.	Industry attractiveness
B.	Target market attractiveness
C.	Timeliness of entry into the target market

Assessment Tools

Industry Attractiveness

• To the extent possible, assess the industry at the five-digit NAICS code level your potential business will be entering.Use a broader industry category (less NCICS digits) if appropriate (http://www.census.gov/epcd/www/naicstab.htm).
• Assess the attractiveness of the industry the potential business plans to enter on each of the following dimensions.

Industry Attractiveness Assessment Tool

(used to assess the broad industry, rather than the specific target market, you plan to enter)

		Low Potential	Moderate Potential	High Potential
1.	Number of competitors	Many	Few	None
2.	Age of industry	Old	Middle aged	Young
3.	Growth rate of industry	Little or no growth	Moderate growth	Strong growth
4.	Average net income for firms in the industry	Low	Medium	High
5.	Degree of industry concentration	Concentrated	Neither concentrated nor fragmented	Fragmented
6.	Stage of industry life cycle	Maturity phase or decline phase	Growth phase	Emergence phase
7.	Importance of industry’s products and/or services to customers	“Ambivalent”	“Would like to have”	“Must have”
8.	Extent to which business and environmental trends are moving in favor of the industry	Low	Medium	High
9.	Number of exciting new product and services emerging from the industry	Low	Medium	High
10.	Long-term prospects	Weak	Neutral	Strong

Target Market Attractiveness

• Identify the portion or specific market within your broader industry that you plan to target.
• Assess the attractiveness of the target market on each of the following dimensions.

Target Market Attractiveness Assessment Tool

(used to assess the specific target market, rather than the broader industry, you plan to enter)

		Low Potential	Moderate Potential	High Potential
1.	Number of competitors in target market	Many	Few	None
2.	Growth rate of firms in the target market	Little to no growth	Slow growth	Rapid growth
3.	Average net income for firms in the target market	Low	Medium	High

		Low Potential	Moderate Potential	High Potential
4.	Methods for generating revenue in the industry	Unclear	Somewhat clear	Clear
5.	Ability to create “barriers to entry” for potential competitors	Unable to create	May or may not be able to create	Can create
6.	Degree to which customers feel satisfied by the current offerings in the target market	Satisfied	Neither satisfied or dissatisfied	Unsatisfied
7.	Potential to employ low cost guerrilla and/or buzz marketing techniques to promote the firm’s product or services	Low	Moderate	High
8.	Excitement surrounding new product/service offerings in the target market	Low	Medium	High

Market Timeliness

• Determine the extent to which the “window of opportunity” for the proposed business is open or closed based on the following criteria.
• Determine the timeliness of entering a specific target market based on other criteria.

Market Timeliness Assessment Tool

		Low Potential	Moderate Potential	High Potential
1.	Buying mood of customers	Customers are not in a buying mood	Customers are in a moderate buying mood	Customers are in an aggressive buying mood
2.	Momentum of the market	Stable to losing momentum	Slowly gaining momentum	Rapidly gaining momentum
3.	Need for a new firm in the market with your offerings or geographic location	Low	Moderate	High
4.	Extent to which business and environmental trends are moving in favor of the target market	Low	Medium	High
5.	Recent or planned entrance of large firms into the market	Large firms entering the market	Rumors that large firms may be entering the market	No larger firms entered the market or are rumored to be entering the market

Conclusion (expand fields and report findings, in discussion form, for each area)

A.	Industry attractiveness
B.	Target market attractiveness
C.	Market timeliness
D.	Industry/market feasibility (circle the correct response) Not Feasible Unsure Feasible
E.	Suggestions for improving industry/market feasibility.

Part 3: Organizational Feasibility

Issues Addressed in This Part

A.	Management prowess
B.	Resource sufficiency

Assessment Tools

Management Prowess

• Use the following table to candidly and objectively rate the “prowess” of the founder or group of founders who will be starting the proposed venture.

Management Prowess Assessment Tool

		Low Potential	Moderate Potential	High Potential
1.	Passion for the business idea	Low	Moderate	High
2.	Relevant industry experience	None	Moderate	Extensive
3.	Prior entrepreneurial experience	None	Moderate	Extensive
4.	Depth of professional and social networks	Weak	Moderate	Strong
5.	Creativity among management team members	Low	Moderate	High
6.	Experience and expertise in cash flow management	None	Moderate	High
7.	College graduate	No college education	Some college education but not currently in college	Graduated or are currently in college

Resource Sufficiency

• The focus in this section is on nonfinancial resources.Use the following table to rate your “resource sufficiency” in each category.
• The list of resources is not meant to be exhaustive.A list of the 6 to 12 most critical nonfinancial resources for your proposed business is sufficient.

An explanation of the rating system used in the first portion of the table is as follows:

1	Available
2	Likely to be available: will probably be available and will be within my budget
3	Unlikely to be available: will probably be hard to find or gain access to, and may exceed my budget
4	Unavailable
5	NA: not applicable for my business

Resource Sufficiency Assessment Tool

Ratings	Resource Sufficiency
1 2 3 4 5	Office space
1 2 3 4 5	Lab space, manufacturing space, or space to launch a service business
1 2 3 4 5	Contract manufacturers or outsource providers
1 2 3 4 5	Key management employees (now and in the future)
1 2 3 4 5	Key support personnel (now and in the future)
1 2 3 4 5	Key equipment needed to operate the business (computers, machinery, delivery vehicles)
1 2 3 4 5	Ability to obtain intellectual property protection on key aspects of the business
1 2 3 4 5	Support of local and state government if applicable for business launch
1 2 3 4 5	Ability to form favorable business partnerships
Ratings: Strong, Neutral, or Weak
	Proximity to similar firms (for the purpose of knowledge sharing)
	Proximity to suppliers
	Proximity to customers
	Proximity to a major research university (if applicable)

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Conclusion (expand fields and report findings, in discussion form, for each area)

A.	Management prowess
B.	Resource sufficiency
C.	Organizational feasibility (circle the correct response) Not Feasible Unsure Feasible
D.	Suggestions for improving organizational feasibility

Part 4: Financial Feasibility

Issues Addressed in This Part

A.	Total startup cash needed
B.	Financial performance of similar businesses
C.	Overall financial attractiveness of the proposed venture

Assessment Tools

Total Start-Up Cash Needed

• The startup costs (which include capital investments and operating expenses) should include all the costs necessary for the business to make its first sale.New firms typically need money for a host of purposes, including the hiring of personnel, office or manufacturing space, equipment, training, research and development, marketing, and the initial product rollout.
• At the feasibility analysis stage, it is not necessary for the number to be exact.However, the number should be fairly accurate to give an entrepreneur an idea of the dollar amount that will be needed to launch the firm.After the approximate dollar amount is known, the entrepreneur should determine specifically where the money will come from to cover the startup costs.
• The total startup cash needed can be estimate using the following table.

Total Startup Cash Needed (to Make First Sale)

Capital Investments	Amount
Property
Furniture and fixtures
Computer equipment
Other equipment
Vehicles

Operating Expenses	Amount
Legal, accounting, and professional services
Advertising and promotions
Deposits for utilities
Licenses and permits
Prepaid insurance
Lease payments
Salary and wages
Payroll taxes
Travel
Signs
Tools and supplies
Starting inventory
Cash (working capital)
Other expense 1
Other expense 2
Total Startup Cash Needed =

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Comparison of the Financial Performance of Proposed Venture to Similar Firms

• Use the following tables to compare the proposed new venture to similar firms in regard to annual sales (Year 1 and Year 2) and profitability (Year 1 and Year 2).

Comparison of the Financial Performance of Proposed Venture to Similar Firms Assessment Tool

Annual Sales

Estimate of Proposed Venture’s Annual Sales—Year 1	Explanation of How the Estimate Was Computed
Estimate of Year 1 Sales __________ Summary: How proposed annual sales, on average, compares to similar firms (circle one) Below Average Average Above Average
Estimate of Year 2 Sales __________ Summary: How proposed annual sales, on average, compares to similar firms (circle one) Below Average Average Above Average

Net Income

Estimate of Proposed Venture’s Net Income—Year 1	Explanation of How the Estimate was Computed
Estimate of Year 1 Net Income __________ Summary: How proposed net income, on average, compares to similar firms (circle one) Below Average Average Above Average
Estimate of Year 2 Net Income __________ Summary: How proposed net income, on average, compares to similar firms (circle one) Below Average Average Above Average

Overall Financial Attractiveness of the Proposed Venture

• The following factors are important in regard to the overall financial attractiveness of the proposed business.
• Assess the strength of each factor in the following table.

Overall Financial Attractiveness of Proposed Venture Assessment Tool

		Low Potential	Moderate Potential	High Potential
1.	Steady and rapid growth in sales during the first one to three years in a clearly defined target market	Unlikely	Moderately likely	Highly likely
2.	High percentage of recurring income—meaning that once you win a client, the client will provide recurring sources of revenue	Low	Moderate	Strong
3.	Ability to forecast income and expenses with a reasonable degree of certainty	Weak	Moderate	Strong
4.	Likelihood that internally generated funds will be available within two years to finance growth	Unlikely	Moderately likely	Highly likely
5.	Availability of exit opportunity for investor if applicable	Unlikely to be unavailable	May be available	Likely to be available

Conclusion (report finding for each area)

A.	Total startup cash needed
B.	Financial performance of similar businesses
C.	Financial feasibility (circle the correct response) Not Feasible Unsure Feasible
D.	Suggestions for improving financial feasibility

Overall Feasibility: Summary and Conclusion

	Overall Feasibility of the Business Idea Based on Each Part	Suggestions for Improving the Feasibility
Product/Market Feasibility	Not feasible ? Unsure ? Feasible ?
Industry/Market Feasibility	Not feasible ? Unsure ? Feasible ?
Organizational Feasibility	Not feasible ? Unsure ? Feasible ?
Financial Feasibility	Not feasible ? Unsure ? Feasible ?
Overall Assessment	Not feasible ? Unsure ? Feasible ?

Conclusion—briefly summarize your justification for your overall assessment.

Devry SBE 440 Week 3 Assignment Latest

week 3

Reading

Chapter 6 – Market Analysis

Chapter 7 – Marketing Plan

Assignment – Marketing and Sales Plan

Complete a marketing and sales plan, taking into account direct and indirect competition.

Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184″>step-by-step instructions or watch this Tutorial.next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=232″>Dropbox Tutorial.

See the Syllabus section “Due Dates for Assignments & Exams” for due date information.

Devry SBE 440 Week 4 Assignment Latest

week 4

Chapter 8 – Management Team and Company Structure

Assignment – Management Structure

Write a description of your proposed management structure. Include a plan to acquire needed management resources; describe any outsourced functions and why you think it is a good idea to outsource them. If your company will have more than ten employees, include an organization chart.

Devry SBE 440 Week 5 Assignment Latest

week 5

Chapter 9 – Operations Plan and Product (or Service) Design and Development Plan

Assignment – Business Operations Plan

Develop a business operations plan including location, facilities, equipment, technology, and operational controls. Identify key operating metrics to focus attention on important day-to-day issues

Devry SBE 440 Week 6 Assignment Latest

week 6

Chapter 10 – Financial and Accounting Statements and Projections

Assignment – Cash Flow Analysis and Exit Strategy

• Prepare a cash flow projection for the first two years of operations.
• Prepare a preliminary exit plan for your business.

 

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Devry SBE 440 All Week Assignments Latest