Assignment: Research And Write A Formal Business Feasibility ✓ Solved

Assignment: Research and write a formal business feasibility

Assignment: Research and write a formal business feasibility analysis based on your business idea or opportunity. It may be a family business you are taking over, a franchise you plan to buy, or a completely new venture. The feasibility analysis will provide the basis for your full business plan. Include the following: 1) The business idea; 2) Industry-related issues; 3) Target market and customer-related issues; 4) Founder(s) related issues; 5) Financial issues; 6) Overall business potential.

The feasibility analysis should be grounded in research-based information and, although the business idea may be hypothetical, assumptions should be based on ascertainable facts.

Paper For Above Instructions

Executive Summary

The proposed venture is a sustainable, packaging-free retail concept—a physical storefront complemented by an online platform that enables customers to refill and reuse containers for everyday household and personal care products. The core value proposition is to reduce single-use packaging waste while delivering convenient, affordable access to high-quality goods. This feasibility analysis evaluates whether the idea is viable from market, industry, organizational, and financial perspectives, drawing on established strategic frameworks and current market trends (Porter, 1985; Osterwalder & Pigneur, 2010; Ries, 2011).

The Business Idea

The business operates a bricks-and-mortar store offering a curated range of sustainable, refillable products (dry goods, cleaning supplies, personal care) and an accompanying e-commerce platform for convenient ordering and delivery. Customers bring their own containers or purchase reusable containers; products are dispensed into customers’ jars or bottles at the point of sale. Revenue streams include product sales, subscription refills, and potential partnerships with local producers. The model leverages consumer interest in sustainability, cost savings over time, and the growing demand for convenient access to eco-friendly products, aligning with trends highlighted by lean startup and business model literature (Ries, 2011; Osterwalder & Pigneur, 2010).

Industry-Related Issues

The retail sector for sustainable goods faces competitive pressure from traditional supermarkets expanding private-label eco options and from niche refill retailers. Porter’s Five Forces framework highlights the importance of supplier power (unique packaging, limited suppliers for certain eco-certified products), buyer power (consumers choosing among many retailers), competitive rivalry (numerous eco-focused stores and online platforms), threat of substitutes (reusable containers vs. disposable packaging), and potential new entrants (low barriers for small urban storefronts but high for supply-chain scale) (Porter, 1985). Regulatory trends around packaging waste and extended producer responsibility influence costs and operating practices (OECD-style environmental regulation references; see World Bank/IMF data for macro context). A successful entrant will differentiate through location, product curation, community engagement, and a strong sustainability narrative (Kotler & Keller, 2016).

Target Market and Customer Analysis

The primary market comprises urban and suburban households with above-average environmental awareness, including young professionals, families with sustainability motivations, and students. Secondary markets include small businesses seeking zero-waste procurement options. Market segmentation aligns with broader consumer research indicating rising demand for low-waste and locally sourced products, as well as convenience in ordering and delivery (Kotler & Keller, 2016). An effective go-to-market plan combines in-store experiential elements with digital touchpoints, leveraging social proof and educational content to build loyalty and trust (Kotler & Keller, 2016; Ries, 2011).

Founders and Internal Resources

Founders should possess a blend of retail operations experience, supply-chain sourcing capabilities for eco-friendly products, and a commitment to sustainable practices. A leadership profile that combines entrepreneurial alertness with operational discipline is advantageous, resonating with the resource-based view that competitive advantage arises from unique capabilities (Hitt, Ireland, & Hoskisson, 2017). Critical internal resources include supplier relationships, inventory management systems capable of handling reusable containers, and a scalable omnichannel platform (Osterwalder & Pigneur, 2010; Blank & Dorf, 2012).

Financial Issues

Preliminary financials assume modest initial capital for storefront fit-out, initial inventory, and e-commerce development, followed by ongoing operating costs and marketing. A conservative forecast would anticipate year-one revenue in the low hundreds of thousands with gross margins in the 30–40% range, improving as the business scales and supplier terms are optimized. Break-even could occur within 18–24 months under a disciplined growth plan emphasizing customer acquisition, repeat purchases, and high labor efficiency (Ries, 2011; Dyer et al., 2013). Sensitivity analyses should test scenarios for changes in foot traffic, supplier costs, and online fulfillment costs, with contingency plans for slower-than-expected uptake (Saunders, Lewis, & Thornhill, 2019).

Overall Business Potential

The venture offers strong alignment with long-term sustainability trends, consumer demand for convenient eco-friendly options, and a differentiated value proposition in a competitive retail landscape. Feasibility hinges on three elements: a compelling customer experience, efficient supply chain management for reusable packaging, and a scalable digital platform that supports online orders, subscriptions, and data-driven marketing. Applying a lean startup approach encourages rapid experimentation with product assortments, pricing, and service levels to validate assumptions before large-scale investments (Ries, 2011; Blank & Dorf, 2012). From a strategic-market perspective, the business could achieve a defensible position by cultivating strong local partnerships, a robust brand around sustainability, and active community engagement (Porter, 1985; Osterwalder & Pigneur, 2010).

Feasibility Synthesis

Overall, the feasibility of a packaging-free retail concept appears favorable under current market and regulatory conditions that reward sustainability and convenience. The venture benefits from a clear value proposition, a path to profitability through diversified revenue streams, and alignment with established strategic frameworks. Realistic execution hinges on securing reliable suppliers of refillable products, building an efficient inventory and fulfillment system, and executing a customer-centric marketing program. Continuous iteration guided by customer feedback, as advocated in lean startup methodology, will be essential to refine the business model and achieve sustainable growth (Ries, 2011; Osterwalder & Pigneur, 2010).

Conclusion

The proposed packaging-free retail venture offers meaningful environmental and consumer value while presenting a viable path to profitability with careful management of supply chains, customer acquisition, and ongoing optimization. Using structured analysis tools—industry forces, market segmentation, and a lean startup approach—helps to validate the business concept and provides a clear blueprint for developing a full business plan grounded in evidence (Porter, 1985; Ries, 2011; Kotler & Keller, 2016).

References

  • Porter, M. E. (1985). Competitive Advantage. Free Press.
  • Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation. Wiley.
  • Ries, E. (2011). The Lean Startup. Crown Business.
  • Blank, S., & Dorf, B. (2012). The Startup Owner's Manual. K&S;.
  • Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.
  • Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Concepts and Cases. Cengage.
  • Saunders, M., Lewis, P., & Thornhill, A. (2019). Research Methods for Business Students. Pearson.
  • World Bank. (2023). World Development Indicators. Retrieved from https://www.worldbank.org/
  • International Monetary Fund. (2023). World Economic Outlook. Retrieved from https://www.imf.org/
  • Bryson, J. M. (2018). Strategic Planning for Public and Nonprofit Organizations: A Stakeholder Approach. Jossey-Bass.

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