Operations Management homework help
Operations Management homework help.
Business Plan Rubric
| Business Plan | Far Exceeds Standards | Exceeds Standards | Meets Standards | Fails to Meet Standards |
| Executive
Summary (10%) A compelling new venture concept should be sold in just a few summarized pages. Rarely will an investor read past the executive summary unless a clear opportunity is presented. |
Is able to articulate the new venture opportunity and present a highly convincing argument for the success of the new venture.
(10) |
Is able to articulate the new venture opportunity and present a highly convincing argument for the success of the new venture.
(8) |
Is able to articulate the new venture opportunity and present a highly convincing argument for the success of the new venture.
(7) |
Is able to articulate the new venture opportunity and present a highly convincing argument for the success of the new venture.
(6) |
| The Team (5%)
“It’s better to have an A team and a B idea than a B team and an A idea”. Explain how the team members will contribute to the success of the new venture. |
Detail how each member’s competencies individually and collectively enhance the probability of the new venture success.
(5) |
Detail how each member’s competencies individually and collectively enhance the probability of the new venture success.
(4) |
Roughly explains how general competencies individually and/or collectively enhance the probability of the new venture success.
(3.5) |
Is not able to explain how each member’s competencies individually and/ or collectively enhance the probability of the new venture success.
(3) |
| Market analysis
(20%) The overall analysis should include an environmental and industry analysis, a detail of the target market, a SWOT analysis, and an analysis of the competitors strategies (marketing P’s). |
Detailed analysis of the industry and future trends, the target market and their profile, a SWOT analysis, and a detailed analysis of the main competitors strategies (the P’s of the most direct 2-3 competitors).
(20) |
Detailed analysis of the industry and future trends, the target market and their profile, a SWOT analysis, and a detailed analysis of the main competitors strategies (the P’s of the most direct 2-3 competitors).
(16) |
Detailed analysis of the industry and future trends, the target market and their profile, a SWOT analysis, and a detailed analysis of the main competitors strategies (the P’s of the most direct 2-3 competitors).
(14)
|
Weak/ vague
analysis of the industry and future trends, the target market and their profile, a SWOT analysis, and a detailed analysis of the main competitors strategies (the P’s of the most direct 2-3 competitors). (12) |
| Marketing Plan
(20%) The marketing plan should include the mission, vision, objectives (specific), and the P’s.
|
Very detailed and extremely cohesive strategy of product, price, promotion, and place (dist. / location).
(20) |
Detailed and cohesive strategy of product, price, promotion, and place (dist. / location).
(16) |
Broad and somewhat integrated strategy of product, price, promotion, and place (dist. /
location) strategy
(14) |
Vague and nonintegrated strategy of product, price, promotion, and place (dist. / location).
(12) |
| Manufacturing and operations plan (15%) The successful manufacturing of a product or offering of a service requires a detailed analysis of the product/service being offered, the infrastructure required to manufacture the product or offer the service, the specific equipment needed, and a detail of the production plan or sequence of the service. | Very detailed explanation of the manufacturing process and/ or the offering of the service. Specific details of required infrastructure and equipment, a list of providers/ suppliers and a specific explanation of the production process or sequence of the service.
(20) |
Detailed explanation of the manufacturing process and/ or the offering of the service. Include details of required infrastructure and equipment, a list of providers/ suppliers and an explanation of the production process or sequence of the service.
(16) |
Explanation of the manufacturing process and/ or the offering of the service. General infrastructure requirements and equipment, a list of providers/ suppliers and a broad explanation of the production process or sequence of the service.
(14) |
Vague explanation
of the manufacturing process and/ or the offering of the service.
(12) |
| Financial
Analysis (20%) In order to financially assess a venture, it is important to accurately calculate the initial investment required, a breakeven point, proforma cash flows, and the return on investment. |
Detailed, breakdown of initial investments, break-even point, pro-forma income statement, balance sheet, and cash flow (monthly for the first year and yearly for the first 3 years), and ROI. Also includes justifications for capital structure and expected dividend payout.
(20) |
Break-down of
initial investments, break-even point, pro-forma income statement, balance sheet, and cash flow (monthly for the first year and yearly for the first 3 years), and ROI. Also includes justifications for capital structure and expected dividend payout. (16) |
Broad
categorization of initial investments, break-even point, pro-forma income statement, balance sheet, and cash flow (for the first 3 years), and ROI.
(14) |
Very vague expected investments and returns.
(12) |
| Critical Risks
(10%) Every new venture has risks that may hinder its success or lead to its demise. Therefore, it is important to identify these risks in order to establish mitigation and contingency plans. |
Detail the risks (7-10) that may cause problems for the success for the venture and what you can do to mitigate those risks as well as establish contingency plans to be implemented if need be.
(5) |
Detail the risks (4-7) that may cause problems for the success for the venture and what you can do to mitigate those risks as well as establish contingency plans to be implemented if need be.
(4) |
Detail the risks (1-3) that may cause problems for the success for the venture and what you can do to mitigate those risks as well as establish contingency plans to be implemented if need be.
(3.5) |
Fails to consider the risks that may cause problems for the success for the venture.
(3) |
Business Plan Working Sheet
Executive Summary
The team: Who are they, experience, the role of each, and percent ownership?
We are 4 person in the team A B C D mention their name
The product/ service: What are you offering (characteristics) and benefits (differentiation)?
The opportunity: Why do you believe there is an existing demand for the product/ service you are offering?
The offer: How much investment is needed, what percent is being offered, how much debt will the firm have, what is the expected ROI?
The Team
Resume: Each member should have an attached resume.
Organizational structure: Who is reporting to whom?
Assignment responsibility matrix: Who will be in charge of what aspect of the business plan implementation?
Market analysis (environmental and internal scanning)
Environmental analysis: Perform an analysis of the environmental trends. That means you have to do a PEST analysis in detail. This will aid you in identifying the opportunities and threats used in the SWOT.
Industry analysis: Here a detailed Porter’s Five-Forces analysis is required. Based on that discuss what are the industry tendencies; is the industry growing or contracting? Is the industry attractive? Why?
Target market: Who are the target customers? Why would they purchase your product/service? Why will they give-up their current provider? In this section you have to estimate the number of customers your business will most likely serve in a year. You have to show the data and analysis for this estimation.
Competition analysis: Who are the competitors? What are their strengths and weaknesses? What are their strategies (their ‘P’s’)?
SWOT analysis: Identify the strengths, weaknesses, opportunities and threats. Be as honest as possible. Is your strengths list a lot longer than your weaknesses list?
Marketing Plan
Mission: What is the purpose of your business?
Vision: Where do you see your firm in roughly five years?
Objectives: What specific goals have you established regarding, growth, quality etc.? Are they SMART (specific, measurable, attainable, realistic and time-bound)?
Product: What are your product/ service characteristics?
Price: What price will we establish and why? Will we offer discounts or not? Should we group price or charge tag-on an additional charges (ex. should food or luggage in airlines be included or charged separately)?
Publicity: What strategy will we use? What mediums will we use (TV, radio, newspaper, magazines etc.) as well as the frequency and cost of each?
Location: What location will we choose and why? Did you perform a cost/ benefit analysis?
Distribution: How will we reach the final client? Wholesale, retail, internet…?
Manufacturing and operations plan
The product: Does your product have technical specifications? Does it need a patent? Will there be waste? What are the required materials for manufacturing and who are the potential suppliers? Costs?
Infrastructure/ Facilities: Where will you manufacture and what are the benefits of the location? What technical requirements does the facility need? Size? Cost?
Equipment: What equipment is needed and what are the technical specifications? Cost?
Production plan: Is it useful to have a flow diagram of the entire process from once an order is placed through production and finally reaching the client?
Financial Analysis
Investment: What will be invested in and how much will be invested? Don’t forget that the initial investment should take into account assets, operational losses and working capital. Keep your eye on details for example permits, deposits (ex. rent), salaries pre-inauguration, transportation etc.
Break-even point: What are the fixed costs, variable costs and sales price? How many units do you need to sell to have a cash flow of $0. Perform a sensitivity analysis to analyze how the BEP will change under different conditions.
Cash flow: This is the most important financial statement. In order to project a cash flow, you may first need to project the income statements and balance sheets. What will your monthly cash flow be like during the first year and then yearly for the next two years?
Return on Investment: What ROI do you expect? Is it worth the risk?
Critical Risks
What possibly could happen that could significantly impact the potential success of this business? Can you create a mitigation plan for these risks? Can you create a contingency plan for these risks?