2. A Roadmap for today
Create Ideas
Decide on what product each group
would want to be involved in.
Screen the Idea for opportunity
Determine whether there is a market
and how much competition there is.
Determine if the product can be made.
Look at how to develop
the opportunity
Resources, skills, Strategy, how to
make, business model
3.
4. We can land a man on the moon and return him
successfully to Earth but we are still not too sure
what factors make a firm successful
9. Strategic Business
Analysis
Resources, networks,
capabilities, competitive
environment, etc.
Business Goals
Family Values
The Vision Aspiration
Family Goals
Self Assessment
(Self-efficacy)
Decision Making Skills
Knowledge
Competencies
Personal Goals
Business
Competencies
Knowledge
Production &
Operations
Marketing
Personnel
Financial
Risk Management
Horizontal and
vertical expansion
Aspirations
Self view
Income needs
Time Horizon
View of
retirement
Opportunity
cost of doing
other activities
Passion
Family
Considerations
Generational
evolution
Grooming
successors
Family aspirations
Lifestyle
Attachment
Asset
Fulfillment
Value
Type
Needs
Wants
Liquidity needs
Alternatives
Future
(Retirement)
Time horizon
Investment
options
Risk
management
Tax planning
Opportunity
cost of doing
other activities
Exit barriers
The Individual & Family
Family history, Current family
livelihood, Current Family Status.
Motivational Origins
10.
11. Social
Regulation Technology
Economy
How we see & feel about the world
Alternatives:
Both for you and potential
customers
The competitive environment
Resources
Skills, competencies & capabilities
Networks
Strategy
Business Model
Influenceof
competitors
Influenceof
competitors
28. Fastfood
(General Characteristics)
1. Cheap
2. Good standard of hygiene
3. Good service
4. Fast and efficient
5. Specialize in a particular food
6. Know what to expect
7. A meeting place for people
Charcoal Burger Grill
1. Location near young people
(university): convenient
2. Cheap and affordable
3. Good service
4. Authentic charcoal BBQ
burger grill (western style)
5. Convenient meeting place
with WiFi etc.
University
Location
Potential success
parameters
ConceptExtraction
Constructed Concept
Concept Extraction
A (location) + B (characteristics)
= C (constructed Concept)
A
B
C
29.
30. Images and
Connections
Concepts
Ideas
Opportunity
Vision Platform - Perception
Time & Space Potential
Concept Generator –
Making Connections
Sources of Opportunity
Learning:
Conceptual World
Identifying
concepts
Evaluation after
experience
Complete re-
evaluation (seek
further
information)
Real World
Experimentation
& Testing
Structure common to all
opportunities
Vision – Outcomes
Time & Space
Resources
Networks
Skills, Competencies & Capabilities
Competitive Environment
Strategy – scope & depth
“A Narrative”
Evaluated and
Elaborated Upon
The birth of an
opportunity
31.
32.
33.
34.
35. No Sensitivity High Sensitivity
Ability to see the environment in different ways
46. Level One Imitation See and belief, little thought
except for viability- logical thinking
Level Two Creative Imitation See and enhance, maybe with
some connection, logic and holistic
creativity
Level Three Creating a new
business Model
Connectivity of different pieces of
information, some imaginatively,
or through re-engineering
Level Four Creating something
new to the world
Complete holistic, imaginative
construction, building from deep
and sparse pieces of prior
knowledge.
101. Enzyme (base) Base will consist
heavily of citrus fruits
15 Kilograms
Coconut oil or CDE 2 kilogram
Ash water 15 kilograms
Formula 4: Dishwashing Liquid
169. 1 2 3 4 5
Does the idea create value over what might
already be available?
Is this value easily perceived by the
potential customer?
What risk is involved with the idea? (see
risk chart)
Does the idea have potential customers
and will they support the idea?
Can the idea make money?
Will this be hard to do?
Do I have alternative things I can do with
my time? (what is the opportunity cost?)
Am I committed? (Am I motivated
enough?)
Are there great barriers in front of me?
(1=yes, 5 = no)
Can I handle these barriers? (1=no, 5 = yes)
Sub-Total (score out of 50)
175. that there “is also the tendency for Asian countries, including
Malaysia, to deal with the issue of values in development by
Importing many technologies and systems wholesale from
abroad without going through the process of mental
transformation necessary to master them fully. Although
Malaysia is going through rapid transformation, our growth
is one without development in the context of knowledge
contribution to science, engineering and technology.
As long as we are consumers and operators of
sophisticated techniques, plants and technologies
imported wholesale from abroad, we are to a certain
extent undergoing a technology-less form of industrialization.
This transformation of values and attitudes is a key issue
in the nation’s development agenda”[i] .
[i] Asma, A., Going Glocal: Cultural Dimensions in Malaysian Management, Kuala Lumpur,
Malaysian Institute of Management, 1995, P. 179.
185. • Minimise Production scale to account for initial low
sales/production quantities and lower capital investment
• Mobile GMP Facility
• Simplified Technology
186.
187.
188.
189.
190.
191.
192. 1 2 3 4 5
Do you have access to the required
technology?
How expensive is this technology? (1
= most expensive - 5 = least
expensive)
Are you able to develop the
necessary technology? (1=no, 5=yes)
Can you modify existing technologies
in a way that will make it less
expensive? (1 = very difficult - 5 =
very easy)
Will the technology give you any
advantage over others already in the
industry?
Sub-Total (score out of 25)
195. The Vision Platform
Social demographics, culture,
generational outlook, experiences,
Cognition, emotions, the psych &
psychotic, & cognitive traps, etc.
Time & Space
Stage of economic, social,
legal, & knowledge
development,
The Ability to Make
Connections
Cognition, creativity, problem
solving, creative tools
The Sources of
Opportunity
Market Void, Technology
Infusion, Structural Changes,
Resource Monopoly, Regulation,
Non-Innovative
The Resource
Base
Personal Skills &
Competencies,
Enterprise
Capabilities
The
Opportunity
Gap
The Ability to Build
Networks
The Competitive Environment
Influence of suppliers, customers,
complementary goods & substitutes, barriers to
entry, the competitive field & influence of social,
technology, economic, & regulatory factors
Strategy
Hunter (2012)
196.
197. Resources
Tangible Resources Intangible
Resources
Product Designs
Knowledge
Intellectual property
Research &
Development
Creativity
Brands
Team Specific
Experience
Reputation
Organizational
Routines
Relationships
Passion
People
Plant & Equipment
Property & Location
Technology
Cash & Other
Finance
Access to inputs
Business model
Time
Organizational
Culture
198. New ventures with fewer resources and lack of history in an industry will have issues of legitimacy to
overcome (Aldrich & Fiol 1994).
Patents
Brands
Channel Capacity
Product Design
Market Share
Firm Size
Financial resources
Technology
Size
Access to Inputs
Barriers to Entry &
Differentiation Advantage
Bargaining Power
Cost Advantage
Competitive
Advantage
199. Venture Growth
Time
Pre-start-up Start-up Growth Maturity Paradox Period
Move to professional management
Management
orientation and
possible decline
Entrepreneurial
orientation and the
pursuit of more
opportunities
Evaluate
opportunity &
imagine what
resources
needed
Create business
model
Acquire & allocate
resources
Cash & Finance
Initial asset &
use and/or
acquisitions
Creation of
brands
Acquire tangible
resources
Require more
working capital
Seek equity
partner or
finance
Develop intangible
resources
Employ peopleSelect location
Identify
necessary
technologies
Create product
designs
Forming
organizational
culture
Develop
organizational
routines
Formal research &
development
Develop
relationships &
reputation
201. Inputs are combined,
transformed and converted
into capabilities.
Organizational capabilities
are used to support
strategies. The objective is
to create value in line with
the value proposition
through defined distribution
channels to generate a
revenue stream.
DistributionChannels
Strategies
The Venture
People
Plant & Equipment
Property & Location
Cash & Other Finance
Technology
Product Designs
Knowledge
Brands
Reputation
Relationships
Organization Culture
Access to inputs
Intellectual Property
Research & Development
Creativity
Team Specific Experience
Organizational Routines
Passion
Inputs Outputs
Perceived
problem
observed
and value
proposition
proposed
through a
product
and/or
service
Product/Service
Revenue Stream
Feedback influences inputs such as reputation, R&D direction, available inputs, level of technology, etc
Determine your needs
202. Enterprise Capabilities
Specialized Resources
Applied Resources
Generic Resources
Input Resources Raw Materials
Various Support Services
Consultancies
Fixed Costs
People
Property & Location Cash & Other Finance
Technology
Business
Model
Intellectual Property
Knowledge
Brands
Reputation
Organizational Culture
Organizational Routines
Basic Plant & Equipment
Office Space
Product designs
Proprietary Machinery
Creativity Team Ind. Experience
203. 1 2 3 4 5
Can you acquire all the necessary
resources you listed above? (1 = no 5
= yes)
Are there any resources I can't
acquire? (1 = yes 5= no)
Can I do without them? (1 = no 5 =
yes)
Can I develop them as I go along? (1 =
no 2 = yes)
Will the resources you have give you
flexibility? (1 = no 5 = yes)
Sub-Total (score out of 25)
211. Competencies Required During the
Essential Oil Development Process
Screening &
Bio-prospecting
Propagation &
domestication or
introduction
Planting, cultivation
& maintenance
Harvesting,
Extraction and
wastage handling
New product
development &
creation of value
added products &
activities
Strategic, operations,
finance and technical
management
Product & venture
management
Marketing &
commercialisation
Sustaining and growing
the enterprise
(adapting & survival)
Output: Result/Performance,
Sustainable and healthy enterprise or
a struggling and failing enterprise
Opportunity and technical
competencies require:
Botany, ethno-botany, research ability,
chemistry, bio-chemistry, analytical
chemistry. Market and specific technical
product knowledge
Technical Competencies require:
Plant physiology, micro-propagation, nursery
management, agronomics
Technical competencies
require:
Bio-system engineering,
Soil management,
entomology, plant nutrition,
Agronomics, field
management, irrigation
engineering
Technical competencies
require:
Thermodynamics and plant
physiology, heat transfer,
distillation engineering,
chemistry, chemical
engineering, agricultural
engineering, environmental
engineering (waste
management)
Strategic, opportunity
and technical
competencies require:
Project management,
marketing management,
chemistry, cosmetic
chemistry, perfumery/
flavour knowledge,
Packaging & design,
manufacturing
engineering
Strategic, organizational,
relationship opportunity
competencies require:
Business strategic, industry
knowledge, industry
networks, ability to raise
finance, ability to plan,
implement & adjust,
leadership, entrepreneurial
Strategic and
organizational
competencies require:
Administrative, financial
management, technical
management, strategic
management, personnel
management, resources
management,
entreprenuerial
212. Sub-Skills
Book-keeping Product costing Administration Presentation
Sales Business plan preparation Data-entry Negotiation
Budgeting Empathy Imagination Sense of fairness
Interpersonal Technical (product) Promotional Teamwork
Communication Accounting procedures Self reflection Networking
Ability to inspire Deal with uncertainty Resource gathering Paperwork
Skills
Marketing Production Scheduling Delegation Product design
Finance Planning Sourcing Human resources
Organizational Decision making Finance Operational
Personal Competencies
Entrepreneurial competency Managerial competency
Opportunity competency Leadership competency
Creativity competency Conceptual competency
Ethical competency Strategic competency
Emotional intelligence Commitment competency
Enterprise Capabilities
New Product Development Logistics capability Manufacturing capability
Management capability Growth capability Strategic capability
Learning capability Marketing capability Innovation capability
Technology capability Organizational culture
Dynamic Capabilities
Strategy Anchors
213. Competency Present Not Present Comments
Technical
1. Botany
2. Plant Physiology
3. Chemistry/Analytical
4. Micro-propagation
5. Nursery Management
6. Environmental Engineering
7. Chemical engineering/thermodynamics/etc
8. Soil Management
9. Agronomy/plant nutrition/field management
10. Entomology
11. Irrigation engineering
12. Agricultural Engineering
13. Regulation knowledge
14. Cosmetic chemistry/food etc
15. Perfume/flavours
16. Packaging & design
17. Consumer product manufacturing
Basic
Basic
Experience
Experience
Experience
Basic
Basic
Basic
Low
Low
Low
Low
Low
Low
Low
Low
Low
Need guidance
Need assistance
Need guidance
Assistance Available
Can design
Need appraisal
Use contractor
Use institute
Replicated
experiments
With Environment
Use contractor
Can develop
Need assistance
Learn from
experience
Use contractor
Opportunity/Entrepreneurial/Commitment
1. Able to screen environment for opportunities
2. Able to evaluate opportunities
3. Commitment level
Yes
Yes
Passionate
Need to see
realistically
214. Relationship
1. Have relationships in target
industries
2. Have relationships in research area
3. Have relationships in finance
industry
A few
A few
Some
Organising/Management
1. Able to project manage
2. Able to administrate
3. Able to financially manage operation
4. Able to undertake research
5. Able to keep key people motivated
Yes
Yes
Yes
Yes
Yes
Strategic
1. Understand dynamics of market and
industry environment
2. Able to plan for a business within
this environment
3. Able to implement, evaluate and
adjust plans in this environment
Yes
Yes
Yes
Believe so but
not tested
216. Sub-Total (score out of 25)
1 2 3 4 5
Do I have the necessary skills to
undertake the venture?
If, not can I acquire and develop
these skills (1 = difficult 5 = yes)
Is there a large gap between what
skills I have and what skills I need?
How critical are these skills I don't
have? (1 = critical 5 = not critical)
Will these skills you have give you
flexibility? (1 = no 5 = yes)
217.
218. Different types of Networks
Support Networks
Resource Networks
Regulatory Networks
Development Networks
Sales Networks
Peer Networks
Two elements:
Technical Know How
Technical Know Who
223. Sources of
Technology Suppliers Customers Competitors Regulators
Other
Stakeholders
Critical
Necessary
Important
Useful
Not Important
Customer A
Customer B
Customer C
Wholesale A
Wholesale B
Supplier A
Supplier B
Supplier C
Backup
Supplier A
Backup
Supplier
B+C
Supplier D
Supplier E
Accountant
Bank
Father
EPA
Taxation
Systems
Software
Best Friend
Competitor A
Competitor B
Competitor C
Stakeholder category
Priority
224. 1 2 3 4 5
Do I know the potentially important
stakeholders? (1 = no, 5 = yes)
Can I get to know the important
stakeholders I don't know? (1 = no, 5
= yes)
Will these stakeholders support me?
(1 = no, 5 = yes)
How open and approachable are the
important stakeholders in this
industry? (1 = Closed, 5 = open)
Are there any special membership
restrictions in the industry (1 = yes, 5
= no special membership restrictions)
Sub-Total (score out of 25)
237. Veggie burgers
One stall Franchise Manufacture &
Market
One product idea but 3
different types of business
238. 1 2 3 4 5
Do I know exactly where I want
to be in the value chain? (1 = no,
5 = yes)
Can I get to that position? (1 =
no, 5 = yes)
Do I have the skills? (1 = no, 5 =
yes)
Do I have the resources? (1 = no,
5 = yes)
Do I have the networks? (1 = no,
5 = yes)
Sub-Total (score out of 25)
239.
240. Consumers
Positioning
Targeting
Segmentation
Market
Identification
The Causation Process
Product idea to
compete with
existing products
in market
Attempting
to create
some form
of
competitive
advantage
Opportunity
Refining the
Idea
Concept
The set of possible
ideas/products/markets
The Effectuation Process
Potential new novel
product extending
market field or
creating a new one
through existing or
new channels and
business models.
241.
242. X X X X
Evolved Strategy
Tactics Applied
Trial and error tactical
use with various levels of
Success/Non-Success
243. Vision &
Goals
Modified
Vision & GoalsAnticipatedStrategy
ActualPath&
Performance
Wind in the case of a yacht or
environmental turbulence in the
case of a firm.
248. Industrial
Industrial Markets
These markets usually buy
materials and components to
manufacture other products,
or supplies necessary to run a
business.
Manufacturers usually deal directly
with industrial customers or act
through distributors.
Consumer
Consumer Markets
Consumer products include automobiles, white
goods, electrical goods, fast moving consumer
products and services, including financial, insurance,
travel, etc.
Companies market and sell direct to consumers, through
distributors and/or retailers, etc. Many manufacturers tend to
service national markets, while many service businesses are
localized, except where companies have overcome fragmentation.
International
International Markets
An international market could be any
type of the other markets excepting it
is in a remote location from the
enterprise.
The entering firm will have to decide whether
to enter directly through a fully owned
subsidiary, joint venture with a local partner,
utilize a distributor or other representative,
license or franchise the product or service to a
local company. The enterprise will also have to
adapt its strategies to the local ways of doing
things.
ResaleResale Markets
Second hand goods, some
internet sites like eBay,
Auctions & Real Estate, etc.
Sales often undertaken by
intermediaries, pricing varies
according to demand & supply,
power in market according to scarcity
Government
Government Markets
Usually high volume capital &
service products.
Goods usually decided upon through
issuing specifications and tenders. In
some industries the government market
can be up to 60% of the total market.
This market although decisions made
through tenders, strategies based upon
building strong relationships necessary.
Types
of Markets
249. Competitive Rivalries
Lemongrass quick yield and
straightforward to cultivate and distil
– expect high elasticity of supply
from both existing and new
producers.
Producers of substitutes very
aggressive
Bargaining Power of Suppliers
Collecting the most suitable
planting material require effort.
Extraction and
harvest .technology needs to be
acquired or developed
Analytical equipment or service
maybe expensive/remote.
Substitutes
Citral (main constituents) can
be produced from a number of
chemical feed stocks.
Alternative oils (litsea cubeba)
cost much less to produce.
Lemon myrtle oil much
smoother and acceptable to
end users
Many alternatives to
lemongrass in product
formulations.
Trends & Technology
Alternative technologies to
steam distillation (CO2)
can make much smoother
oil but will increase capital
needs greatly.
Natural, exotic, organic,
FAIRTRADE could
increase oils popularity (?)
if seen as exotic.
Substitutes
Trends&Technology Bargaining
power of
buyers
Bargaining
power of
suppliers
Competitive
Rivalries
Regulation
Regulation
SCCP placed lemongrass oil
under scrutiny as a cosmetic
ingredient in EU.
Industry Competitors
Intensity of Rivalry
Bargaining Power of Buyers
Currently small item of trade in
flavour industry, strong
relationships with established
producers.
250. Opportunities
Cognitive Bias
An identified market where enterprise
resources and competencies will be able
to exploit
The potential opportunity will have a
large enough market size to sustain the
enterprise
The enterprise will be able to take
advantage of this opportunity better than
any other competitors
Outside elements in the supply chain will
support the enterprise
Any factor or group of factors that will
allow the enterprise to grow in a
sustainable manner within the market
environment
Threats
Competitors identifying the same
opportunities and enacting upon them
The regulatory environment and
potential changes within it
Inability to penetrate the existing
supply chain and make alternative
strategies
Dependence on survival from a single
or very few customers
Depending on a single product for total
Any factor or group of factors that
may potentially hinder enterprise
growth in a sustainable manner
without any contingencies verse
acts of God, bad weather, drought, etc.
Strengths
Personal and enterprise
competencies, knowledge &
experience that can be utilized for
the benefit of the enterprise
Facilities, infrastructure, financial
backing & liquidity, long timeframe
view
Ability to learn through research
and experimentation
Any network connections with
industry and access to the supply
chain for both information and
marketing
Ambition and vision (but not
delusional), focus & commitment
Ability to innovate technically,
market and organizational wise
Any factor or group of factors that
can assist the enterprise gain
competitive advantage over its
competitors
Weaknesses
Competency gap
Short term timeframe, no fall back position if positive results
delayed or there are technical or market failures
Poor infrastructure that hinders production or marketing
Shortage of funds to undertake project to completion
Qualified or lack of commitment by any key people within
organization
Lack of network, knowledge and access to supply chain
Any factor or group of factors that can hinder the
enterprise gain competitive advantage over its
competitors
Opportunities are seen with bias
according to knowledge,
experience, wisdom, educational
background, market knowledge,
competencies, etc.
Risks/
Uncertainties
Any factor or
groups of factors
that make
outcomes uncertain
in the future
Any factor or
groups of factors
that may lead to
venture failure
251. High
Market
Growth
Low
Strong Weak
Relative Competitive Position
Crude
Essential Oil
Steam
Distilled
Essential
Oil under
CO2
extraction
Cosmetic
production for
international
market
Organic
Cosmetic
production for
international
market
Essential Oil
Based Agro-
chemical
252. Organisational Capability
Creative, Opportunity, conceptual, strategic,
Learning, Organisational, financial, Technical,
Marketing, Networking and Commitment
Competencies
How the Business is Currently
Performing
The base for potential future
Development
Resources Existing and Available to
the Business
The Set of Potential
Opportunities
TimeandCompanyEvolution/Change
Enterprise Performance
Personal
Objectives
StrengthsandWeaknesses
ThemePersonalResourcesNetwork
ProductManagementFinance
4Ps&SkillsFacilities
Attributes
ExternalInfluences&Threats
MarketEconomyRegulationTechnology
PositionSocialSituationChange&
CompetitionAspirationsDevelopment
Key internal
influences on
the strategic
process
The process of
product/market
development
Key external
influences on
the strategic
process
Competitive Position
Cognitive Bias
Structural/Support
Strategies
Interventional
Strategies
254. Range of Generic
Strategies
Convergence DivergenceAspirational Brand
Strategy
Duplication &
Replication
Creating Customer
Utility
Tactical
Combination
Extension
Synthesis
Segmenting
Differentiation
Creative ImitationMarket LeadershipNew Business
Model
Imitation
Cost Advantage
Technology
Superiority
Overcoming
Fragmentation
Dynamic Strategy
255. Opportunity
Foundation (Capacity
Building) Strategies
Finance, Gearing, Asset
Management, Location
Decisions, Identity, Mission,
etc.
Enterprise capabilities
Administrative
(Support) Strategies
Financial (operational),
Procurement, Logistical, Human
Resources, Operational Policies,
Work Procedures, etc.
Operational Strategies
Competitive strategies: Marketing,
Sales, Advertising, Channel, New
product development, Intellectual
property, supply chain, etc.
General Operational: Manufacturing,
product & customer service support,
accounting, etc.
Tactical Actions &
Behavior
Field Promotion, Discounts,
Incentives, Selling, Product
Styles, etc.
Sales Revenues, Profitability, Other market
Measures, Growth, Sustainability, Survival
256. Opportunity
Manifestation as a set of strategies
(Product, Channel, Business model, etc.)
Factors and causes leading to the Opportunity
Conditions
(Social, Economic, Technology, & Regulatory
Conditions)
The Sources of Opportunity
(Market Void, Technology Infusion, Structural
Changes, Resource Monopoly, Regulation & non-
Innovative Sources)
Resources
Resources
Resources
Resources
Resources
Capabilities
Capabilities
Capabilities Capabilities
Capabilities
266. Organically produced high active
concentration shampoo with product
variants to suit various conditions.
Central Theme
(Product Proposition)
Underlying
Assumptions High & discerning
market end.
Customers who
want mass
custom produced
products.
Low
competition
in segment.
Rapidly growing
segment.
Products match
personal values.
Sustainable
Strategy
Characteristics
Brand
Theme
Features Benefits
Signal
Attributes
Channels
268. 1 2 3 4 5
Are there a number of strategy
options for my idea? (1 = no, 5 = yes)
Can I overcome any barriers of entry
within the market and value chain? (1
= no, 5 = yes)
Can I overcome and/or react to
external threats? (1 = no, 5 = yes)
Do I have the right strengths to
pursue my desired strategies? (1 = no,
5 = yes)
Do any weaknesses I have prevent me
from implementing the strategies I
have in mind? (1 = yes, 5 = no)
Sub-Total (score out of 25)
275. 1 2 3 4 5
Can I make this product or deliver the
service? (1 = no, 5 = yes)
Do I have the skills, resources, and
advice available to help me develop
the product? (1 = no, 5 = yes)
Do I have the time and patience to
develop the product? (1 = no, 5 = yes)
Will the cost of the product enable
me to sell it profitability? (1 = no, 5 =
yes)
Will the cost of the product enable
me to sell it competitively? (1 = no, 5
= yes)
Sub-Total (score out of 25)
276.
277. Idea/Product/Concept
1. What is the idea/product/concept?
2. Is there a consumer need for this idea/product/concept?
3. Do many people need this idea/product/concept?
4. How do consumers cope with their problem/need/want without this
idea/product/concept
now?
5. Will this idea/product/concept provide a better solution to the consumer than
what is
already available?
Marketing
1. Who are the potential customers and target market?
2. How many potential customers are there (how large is the market)?
3. Who are the competitors (and potential competitors)?
4. How are your competitors doing in the market (decline, stable, growth)?
5. Is it their major business (do they rely on other forms of business)?
6. How will you promote the product (what advertising and promotion
strategy)?
7. What will be your pricing strategy (what revenue over cost)?
8. Do you have the ability to reach potential customers?
278. Skills
1. What skills do you need to realize the opportunity?
2. Do you have these skills or can they be acquired?
3. Are these skills commonly available to all competitors (and
potential)?
4. Can I manage this venture?
Networks
1. What networks do I need on the supply side?
2. What networks do I need to obtain resources (materials, people,
finance)?
3. What networks do I need on the sales side?
4. How crucial are these networks to success/failure?
Resources
1. What resources do I need?
2. Are these resources available?
3. Are these resources within my reach?
4. Are these resources available to everyone?
5. Will I have enough financial resources to sustain this venture?
279. Product
1. Does the product solve a consumer problem, or satisfy a want or
need?
2. Is this problem, want or need an important one?
3. What are the alternative solutions to the consumer?
4. What is the cost to the consumer of these solutions?
Product/Strategy
1. Can I develop a product/strategy that is different from others?
2. Will this different product/strategy be valued (or provide
benefits) to consumers?
282. An exciting low
cost airline to fly
on
Young &
invigorating image
Baggage
No baggage transfers
No connection with
other airline baggage
services
Baggage surcharge
Auto-check with no
baggage
Internet Bookings
Limited use of
travel agents
Fast Aircraft
turn-around times
Not burdened by
traditional air and ground
crew procedures
No connection with other
airlines
Standardized aircraft to
cut down on
maintenance costs
Extra means of
revenue
Paid snacks & meals
Seating
Blankets
Computerized ticketing
methods
Related businesses -
hotels
General savings on
overheads
Low landing charges
and terminal fees
Headquarters located
at airport terminal
Young good looking
air & ground crews
Modern and trendy
aircraft interiors
Advertising image
285. 1 2 3 4 5
Is my vision and objectives clear?
(1 = no, 5 = yes)
Do I know what my key activities
will be? (1 = no, 5 = yes)
Do I know what my key
capabilities should be? (1 = no, 5
= yes)
Am I sure about how I should
engage the customer? (1 = no, 5
= yes)
Do I know what my revenue
streams will be? (1 = no, 5 = yes)
Sub-Total (score out of 25)
286. Idea Appraisal (out of 50)
Technology Appraisal (out of 25)
Resources Appraisal (out of 25)
Skills Appraisal (out of 25)
Network Appraisal (out of 25)
Value Chain Appraisal (out of 25)
Strategy Appraisal (out of 25)
New Product Development Appraisal (out of 25)
Business model appraisal (out of 25)
Total Possible (250)
Multiple X 4/10 %
287. 100% Outstanding (the ideal business opportunity)
90-99% Very Good
80-89% Good (the plan is sound with a few areas
that need to be refined)
70-79% Above Average (this plan has some good
areas but needs reevaluation and
improvement)
60-69% Average (some areas covered in detail yet
other areas show Weaknesses)
50-59% Below average (most areas evaluation and
improvement)
Below 50% Poor (plan needs to be researched and
documented much better)
288.
289.
290.
291.
292.
293.
294.
295.
296.
297.
298.
299.
300.
301.
302. The novelty of a
new essential oil
The potential
uses & applications
of the new essential
oil
The closeness of
any substitutes
The stability of
the essential oil
in applications
The
cost/performance
ratio
The Toxicity
The general
consistency of
quality and supply
The prevailing
market/product
trends
The current
level of
technology
Low Novelty High Novelty
Low Potential High Potential
Close
Substitutes
No Close
Substitutes
Poor Stability Good Stability
Poor Ratio Good Ratio
High Toxicity Low Toxicity
Low
Consistency
High
Consistency
Low Trend
Match
High Trend
Match
High
likelihood of
synthesis
Low
Likelihood of
Synthesis
A BDC
A Grid showing the characteristics of a new essential oil
303. Genetic Material
Habitat &
Topography
Suitability
Soil Type,
Texture &
Drainage
Suitability
Temperature
Range
Suitability
Rainfall
Suitability
Access to
Irrigation
Diurnal
Radiation
Crop
Maintenance
Cycle
Pest, Disease &
Weed Control
Issues
Easily
Available
Need to
Develop
Very Suitable
Not Suitable
or Need to
Develop
Very Suitable Not Suitable
Very Suitable Out of Range
Very Suitable Deficient or
Excessive
Yes No
Very Suitable Out of Range
Common &
Generic
Require
Specialized
Processes
Common &
Generic
Require
Specialized
Processes
Harvest &
Extraction
Processes
Common &
Generic
Require
Specialized
Processes
The Agronomic Characteristics Required for the New Essential Oil
304. Technology
Required
Level of
Mechanization
Required
Research &
Development
Time-frame
Capital
Requirements
Crop Cycle
Timeframe
(Additional)
Infrastructure
Required
Regulatory
Issues
Skills,
Competencies
& Capabilities
Required
Networks,
Market, Potential
Competitors, etc.
Low &
Generic
High &
Specialized
Low and/or
Generic
High and/or
specialized
Short & straight
forward
Long &
Complex
Low High
Short Long
Low
High
Low Need of
Consideration
High Need of
Consideration
Common &
Generic
Rare &
Specialized
Available
Networks, Wide
Market & high
competition
Need Network,
Specialized
Market, Few
Competitors
Potential
Revenue HighLow
The Project Characteristics.