ENT 600

Technology Entrepreneurship

OPPORTUNITY
ANALYSIS
&
BUSINESS BLUEPRINT
WORKBOOK

Malaysian Entrepreneurship Development Centre

(MEDEC)

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Universiti Teknologi MARA

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 OPPORTUNITY ANALYSIS
&
BUSINESS BLUEPRINT WORKBOOK

© 2007 Ismail Ab.Wahab, Wan Ismail Wan Mamat, Mohd Ali Bahari Abdul Kadir
Malaysian Entrepreneurship Development Centre (MEDEC)
Universiti Teknologi MARA

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PART 1

OPPORTUNITY
ANALYSIS

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OPPORTUNITY ANALYSIS
The Process Model

CONCE BUSINESS OPPORTUNITY EVALUA- ENVIRO CONCLUSI

PT PROFILE TION N- ONS
MENT

• Market needs &

MARKET wants
ISSUES • Customers
• Value Added

PREPARATION OF BUSINESS BLUEPRINT

• Market Size
Potential

ASSESSMENT OF EXTERNAL ENVIRONMENT

GO/NO-GO BUSINESS OPPORTUNITY

• Market Capacity

FAVOURABLE /UNFAVOURABLE
BUSINESS AND PRODUCT CONCEPT

• Market Share
Attainable

FINANCIAL • Time to Break-

ISSUES Even
• Capital
Requirement

MANAGEM • EntrepreneurialTe
ENT am
• Technical
TEAM
Experience
• Management
experience

COMPETITI • Total Cost (fixed &

VE variable)
ADVANTA • Control Over Cost,
Prices &
GE
Distribution
ISSUES • Proprietary
Protection
• Contacts &
Networks
•

PERSONAL • Goals and Fit

CRITERIA • Stress Tolerance
OF • Desirability
• Risk/Reward
ENTREPRE
Tolerance
-
NEUR/TEA
M

STRATEGI • Timing

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C • Technology
DIFFEREN • Pricing
TIA-TION

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OPPORTUNITY ANALYSIS
EXERCISE
[Adapted and modified from Timmons and Spinelli (2003)]

The new venture creation process requires a thorough evaluation and investigation of an opportunity. The
components of this exercise are used to channel your thought and data collection efforts toward creating the
foundation for development of the complete business blueprint. Allow for a dynamic processing of each
component and thereby the shaping of the opportunity and a plan to execute it.

At the end of the exercise, you should have a clearer idea of the relative attractiveness of your opportunity.
Every venture is unique. Operations, marketing, cash flow cycle, and so forth vary a good bit from
company to company, from industry to industry, from region to region, and from country to country. As a
result, you may find that not every issue is pertinent to your venture, and perhaps some questions are
irrelevant. Here and there you may need to add to this exercise or further tailor them to your circumstances.

This is a map of how to think about the tough, dull, legwork of good due diligence that should be done
before launching into a venture. Completing this exercise will help you determine if your opportunity is
attractive enough to develop a complete business blueprint. As you work through this exercise, you will
find that much of the work of writing a blueprint comes from your answers in this exercise.

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Industry Name: ____________________________________________________________
Team Members: ____________________________________________________________
____________________________________________________________
Program/Group: ____________________________________________________________

Step 1 - Opportunity and

Product/Service Concept
Briefly describe your business opportunity concept without mentioning the specific product(s) or
service(s):

In one sentence, describe your product or service concept:

Step 2 - Business Opportunity

Profile
Answer the following questions on business opportunity profile by checking YES or NO for each
question:

Market Issues
YES NO
a. Is your business opportunity able to offer
product/service that can satisfy any particular market
segments and fulfill the needs and wants of that market
segment?
b. Does your business opportunity have reachable and
receptive customers?
c. Does your product/service provide high value-added or
value-created benefits to customers?
d. Does your business opportunity have a high market size
potential?

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e. Is your business opportunity able to meet the demand
that other existing suppliers cannot meet?
f. Is your business opportunity able to gain at least 20% of
market share within three years of operation?

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 Financial Issues
YES NO
g. Can your business opportunity generate sales that
could cover the total costs within two years of operation
(break-even)?
h. Does your business opportunity require low-to-
moderate capital?
i. Will you be able to get fund to finance your initial
(start-up) capital?

Management Team
YES NO

j. Do you have a strong management and

entrepreneurial team?

k. Does your management team have sufficient technical

knowledge?

l. Does your management team have sufficient

managerial knowledge?

Competitive Advantage Issues

YES NO
m. Does your business opportunity have the potential to be
the lowest-cost producer with the lowest marketing and
distribution costs?
n. Does your business opportunity have potential for
moderate-to-strong degree of control over process, costs
and distribution channels?
o. Does your business opportunity have potential to gain
the proprietary protection (e.g. patent)?
p. Are you able to develop high quality and accessible
contacts and networks?

Personal Criteria of Entrepreneur/Team

YES NO
q. Is there a good match between the requirements of
your business opportunity and what you want out of it?
r. Are you able to tolerate stress and work under pressure
in ensuring your business survival?
s. Does your business opportunity fit well with your lifestyle?

t. Are you able to take calculated risk?

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Strategic Differentiation
YES NO
u. Does your business opportunity emerge at the right
time?

v. Does your business opportunity produce a

breakthrough, proprietary product?

w. Does your business opportunity offer product with a

competitive price (at or near the industry leader’s
price)?

Score (yes answers) : >17 = favourable, 12-17 = moderate, <12 = unfavourable

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 Step 3- Assessment of External
Environment
Assess the external environment surrounding your business opportunity.

A statement of what entry strategy suits the opportunity and why.

A statement of evidence and/or reasoning behind your belief that external environment and forces
creating your opportunity, described in Step 1 and the Venture Opportunity Profile described in
Step 2 fit.

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 Step 4 - Conclusions
Do these results look attractive enough to proceed with the development of a new
venture in this industry?

How can we improve the probability of success of a new venture in this industry?

If we were to start a new venture in this industry, what size (scale) and scope (breadth of product
offerings) would have the greatest probability of success?

What other information do we need in order to make an effective decision to proceed

with a new venture in this industry, or to choose another industry for analysis?

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 Checkpoint:

Before you proceed, be sure that the opportunity you have outlined is compelling
and you can answer the question “Why does the opportunity exist now?” It is just
possible you ought to abandon or alter your product or service idea behind your
venture at this point. The amount of money and time needed to get the product or
service to market and to be open for business may be beyond your limits.

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VENTURE OPPORTUNITY
PROFILE GUIDE
[Adapted from Timmons and Spinelli (2003)]

Market Issues

g. Is your business opportunity able to offer product/service that

can satisfy any particular market segments and fulfill the needs
and wants of that market segment?
h. Does your business opportunity have reachable and receptive
customers?
i. Does your product/service provide high value-added or value-
created benefits to customers?

Higher potential businesses can identify a market niche for a product or service that
meets an important customer need and provides high value-added or value-created
benefits to customers. Customers are reachable and receptive to the product or service,
with no brand or other loyalties. The potential payback to the user or customer of a
given product or service through cost savings or other value-added or valued-created
properties is one year or less and is identifiable, repeatable, and verifiable. Further, the
life of the product or service exists beyond the time needed to recover the investment,
plus a profit. And the company is able to expand beyond a one-product company.

Lower potential opportunities are unfocused regarding customer need, and customers
are unreachable and/or have brand or other loyalties to others. A payback to the user of
more than three years and low value-added or value-created properties also makes an
opportunity unattractive. Being unable to expand beyond a one-product company can
make for a lower potential opportunity. The failure of one of the first portable computer
companies, Osborne Computer, is a prime example of this.

j. Does your business opportunity have a high

market size potential?

An attractive new venture sells to a market that is large and growing (i.e. one where
capturing a small market share can represent significant and increasing sales volume).
A minimum market size of more than RM100 million in sales is attractive. Such a market
size means it is possible to achieve significant sales by capturing roughly 5 percent or
less and thus not threatening competitors. For example, to achieve a sales level of RM1
million in a RM100 million market requires only 1 percent of the market. Thus, a
recreational equipment manufacturer entered a RM60 million market that was expected
to grow at 20 percent per year to over RM100 million by the third year. The founders
were able to create a substantial smaller company without obtaining a major market
share and possibly incurring the wrath of existing companies.

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 k. Is your business opportunity able to meet the demand that
other existing suppliers cannot meet?

Another signal of the existence of an opportunity in a market is a market at full capacity

in a growth situation- in other words, a demand that the existing suppliers cannot meet.
Timing is of vital concern in such a situation, which means the entrepreneur should be
asking. Can a new entrant fill that demand before the other players can decide to and
then actually increase capacity?

l. Is your business opportunity able to gain at least 20% of

market share within three years of operation?

The potential to be a leader in the market and capture at least a 20 percent share can
create a very high value for a company that might otherwise be worth not much more
than book value. For example, one such firm, with less than RM15 million in sales,
became dominant in its small market niche with a 70 percent market share. The
company was acquired for RM23 million in cash. A firm that will be able to capture less
than 5 percent of a market is unattractive in the eyes of most investors seeking a higher
potential company.

Financial Issues

m. Can your business opportunity generate sales that could cover

the total costs within two years of operation (break-even)?

Breakeven and positive cash flow for attractive companies are possible within two years.
Once the time to breakeven and positive cash flow is greater than three years, the
attractiveness of the opportunity diminishes accordingly.

n. Does your business opportunity require low-to-

moderate capital?
o. Will you be able to get fund to finance your
initial (start-up) capital?

Ventures that can be funded and have capital requirements that are low to moderate are
attractive. Realistically, higher potential businesses need significant amounts of cash –
several hundred thousand ringgit and up – to get started. Businesses that can be
started with little or no capital are rare, but they do exist. Some higher potential
ventures, such as those in the service sector or “cash sales” businesses, have lower
capital requirements than do high-technology manufacturing firms with large research
and development expenditure. If the venture needs too much money or cannot be
funded, it is unattractive.

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Management Team

p. Do you have a strong management and

entrepreneurial team?

Attractive opportunities have existing teams that are strong and contain industry
superstars. The team has proven profit and loss experience in the same technology,
market, and service area, and members have complementary and compatible skills. An
unattractive opportunity does not have such a team in place or has no team.

q. Does your management team have sufficient

technical knowledge?

r. Does your management team have sufficient

managerial knowledge?

A management track record of significant accomplishment in the industry, with the

technology, and in the market area, with a proven profit and lots of achievements where
the venture will compete is highly desirable.

Competitive Advantages Issues

q. Does your business opportunity have the potential to be the

lowest-cost producer with the lowest marketing and distribution
costs?

An attractive opportunity has the potential for being the lowest-cost producer and for
having the lowest marketing and distribution costs. For example, Bowmar was unable to
remain competitive in the market for electronic calculators after the producers of large-
scale integrated circuits, such as Hewlett-Packard, entered the business. Being unable
to achieve and sustain a position as a low-cost producer shortens the life expectancy of
a new venture.

r. Does your business opportunity have potential for moderate-

to-strong degree of control over process, costs and distribution
channels?

Attractive opportunities have potential for moderate-to-strong degree of control over

prices, costs and channels of distribution. Fragmented markets where there is no
dominant competitor have this potential. These markets usually have a market leader
with a 20 percent market share or less. For example, sole control of the source of
supply of a critical component for a product or of channels of distribution can give new
venture market dominance even if other areas are weak. Lack of control over such
factors as product development and component prices can make an opportunity
unattractive.

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 A market where a major competitor has a market share of 40 percent or more usually
implies a market where power and influence over suppliers, customers, and pricing
create a serious barrier and risk for a new firm. Such a firm will have few degrees of
freedom. However, if a dominant competitor is at full capacity, is slow to innovate or to
add capacity in a large and growing market, or routinely ignores or abuses the customer,
there may be an entry opportunity. However, entrepreneurs usually do not find such
sleepy competition in dynamic, emerging industries dense with opportunity.

s. Does your business opportunity have potential to gain the

proprietary protection (e.g. patent)?
t. Are you able to develop high quality and accessible contacts
and networks?

Having or being able to gain proprietary protection, regulatory advantage, or other legal
or contractual advantage, such as exclusive rights to a market or with a distributor, is
attractive. Possession of well-developed, high-quality, accessible contacts that are the
product of years of building a top-notch reputation and that cannot be acquired quickly is
also advantageous. Sometimes this competitive advantage may be so strong as to
provide dominance in the marketplace, even though many of the other factors are weak
or average.

Personal Criteria of Entrepreneur/Team

u. Is there a good match between the requirements of your

business opportunity and what you want out of it?

Is there a good match between the requirements of business and what the founders
want out of it? Dorothy Stevenson pinpointed the crux of it with this powerful insight:
“Success is getting what you want. Happiness is wanting what you get.”

v. Are you able to tolerate stress and work under pressure in

ensuring your business survival?

Another important dimension of the fit concept is the stressful requirements of a fast-
growth high-stakes venture. Or as President Harry Truman said so well: “If you can’t
stand the heat, get out of the kitchen.”

w. Does your business opportunity fit well with your

lifestyle?

A good opportunity is not only attractive but also desirable (i.e., good opportunity fits). An
intensely personal criterion would be the desire for a certain lifestyle. This desire may
preclude pursuing certain opportunities that may be excellent for someone else. The
founder of a major high-technology venture in the Boston area was asked why he
located the headquarters of his firms were located on the famous Route 128 outside the
city. His reply was that he wanted to live in Boston because he loved the city and
wanted to be able to walk to work. He said, “The rest did not matter”.

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x. Are you able to take calculated risk?

Successful entrepreneurs take calculated risks or avoid risks they do not need to take;
as a country-western song puts it: “You have to know when to hold ‘em, know when to
fold ‘em, know when to walk away, and know when to run.” This is not to suggest that all
entrepreneurs are gamblers or have the same risk tolerance; some are quite
conservative while others actually seem to get a kick out of the inherent danger and thrill
in higher risk and higher stake games. The real issue is fit – recognizing that gamblers
and overly risk-averse entrepreneurs are unlikely to sustain any long-term successes.

Strategic Differentiation

x. Does your business opportunity emerge at the

right time?

From business to historic military battles to political campaigns, timing is often the one
element that can make a significant difference. Time can be an enemy or a friend; being
too early or too late can be fatal. The key is to row with the tide, not against it.
Strategically, ignoring this principle is perilous.

y. Does your business opportunity produce a breakthrough,

proprietary product?

A breakthrough, proprietary product is no guarantee of success, but it creates a

formidable competitive advantage.

z. Does your business opportunity offer product with a

competitive price (at or near the industry leader’s price)?

One common mistake of new companies, with high-value-added products or services in

a growing market, is to under-price. A price slightly below to as much as 20 percent
below competitors is rationalized as necessary to gain market entry. In a 30 percent
gross margin business, a 10 percent price increase results in a 20 percent to 36 percent
increase in gross margin and will lower the break-even sales level for a company with
RM900,000 in fixed costs to RM2.5 million form RM3 million. At the RM3 million sales
level, the company would realize an extra RM180,000 in profits.

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PART 2

BUSINESS (IDEA)
BLUEPRINT

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BUSINESS IDEA BLUEPRINT
FORMAT & CONTENTS

COVER

TABLE OF CONTENTS

THE BODY OF BUSINESS BLUEPRINT

1. EXECUTIVE SUMMARY

2. PRODUCT/SERVICE DESCRIPTION

3. TECHNOLOGY DESCRIPTION

4. MARKET ANALYSIS AND STRATEGIES

5. MANAGEMENT TEAM

6. FINANCIAL ESTIMATES

7. PROJECT MILESTONES

8. CONCLUSIONS

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1. EXECUTIVE SUMMARY

The executive summary is usually short and concise. The summary articulates what the
opportunity conditions are and why they exist, who will execute the opportunity and why
they are capable of doing so, how the company will gain entry and market penetration; it
answers the questions: “for what reason does this venture exist and for whom?”

Essentially, the executive summary needs to reflect the criteria presented in the Business
Opportunity Analysis Exercises. This is your chance to clearly articulate how your
business is durable and timely, and how it will create or add value to the end user. This
summary is usually prepared after the other sections of the blueprint are completed.

1.1. Brief description of the business and product concepts

1.2. The target market and projections

1.3. The competitive advantages

1.4. The profitability

1.5. The management team

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2. PRODUCT OR SERVICE DESCRIPTION

2.1. Describe in some detail the product or service to be produced/sold.

2.2. Discuss the application of the product or service and describe the primary end use as well
any significant secondary applications.

2.3. Emphasise any unique features of the product or service and how these will create or add
significant value; also, highlight any differences between what is currently on the market
and what you will offer that will account for your market penetration.

2.4. Define the present state of development of the product or service and how much time and
money will be required to fully develop, test, and introduce the product or service. Provide
a summary of the functional specifications and photographs, if available, of the product.

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2.5. Describe any patents or other proprietary features of the product or service.

2.6. Discuss any opportunities for the expansion of the product line or the development of
related product or service.

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3. TECHNOLOGY DESCRIPTION

Areas to be covered are the key components related to the product/service or technology,
the intellectual property involved, specialized knowledge, experience and skills involved
and regulations that may govern the use of the technology to deliver the product/service.
It should also cover research & development (which outlines your plans for the future),
and future technology trends that you and the market can foresee.

4. MARKET RESEARCH AND ANALYSIS

Information in this section needs to support the assertion that the venture can capture a
substantial market in growing industry and stand up to competition. Because of the
importance of market analysis and the critical dependence of other parts of the blueprint
on this information, you are advised to prepare this section first.

4.1. Customers

a. Discuss who the customers for the product or service are or will be. Potential customers
need to be classified by relatively homogeneous groups having common, identifiable
characteristics (e.g., by major market segment).

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b. Show who and where the major purchasers for the product or service are in the market
segment. Include national regions and foreign countries, as appropriate.

c. Indicate whether customers are easily reached and receptive, how customers buy
(wholesale, through manufacturers’ representative, etc.).

4.2. Market Size and Trends

a. Show for three years the size of the current total market and the share you will have, by
market segment, and/or region, and/or country for the product or service you will offer, in
units, ringgit, and potential profitability.

b. Describe also the potential annual growth for at least three years of total market for your
product or service for each major customer group, region or country, as appropriate.

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c. Discuss the major factors affecting the market growth (e.g. industry trends, socio-economic
trends, government policy, and population shifts).

4.3. Competition and Competitive Edges

a. Make a realistic assessment of the strengths and weaknesses of competitors.

Competitors Strengths Weaknesses

b. Compare competing and substitute products or services on the basis of market share,
quality, price, performance, delivery, timing, service warranties, and other pertinent
features.

c. Compare the fundamental value that is added or created by your product or service, in
terms of economic benefits to the customer and to your competitors.

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d. Discuss the current advantages and disadvantages of these products or services and say why
they are not meeting customers’ needs.

4.4. Estimated Market Share and Sales

a. Based on your assessment of the advantages of your product or service, the market size and
trends, customers, competitors and their products, estimate the share of the market and the
sales in units and ringgit that you will acquire in each of the next three years. Remember to
show assumptions used.

Product/service Market Share and Sales

Year

Market share (%)

Total sales in units

Total sales in RM

4.5. Marketing Strategy

a. Overall marketing strategy. Describe the specific marketing philosophy and strategy of the
company, given the value chain and channel of distribution in the target market. Include,
for example, a discussion of the types of customer groups that you are targeting for initial
intensive selling effort those that you are targeting for later selling efforts.

b. Pricing. Discuss the pricing strategy, including the prices to be charged for your product
and service, and compare your pricing policy with those of your major competitors.

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c. Sales tactics. Describe the method (e.g., own sales force, sales representatives, direct mail,
or distributors) that will be used to make sales and distribute the product or service.

d. Service and warranty policy. If your company will offer product that will require service,
warranties, or training, indicate the importance of these to customers’ purchasing decisions
and discuss your method of handling service problems; also, highlight the kind and term of
any warranties to be offered, whether service will be handled by company service people,
agencies, dealers and distributors, or return to the factory.

e. Advertising and promotion. Describe the approaches the company will use to bring its
product or service to the attention of prospective buyers.

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f. Distribution. Describe the methods and channels of distribution you will employ.

5. MANAGEMENT TEAM

This section includes a description of the function that will need to be filled, a description
of the key management personnel and their primary duties, an outline of the organisational
structure for the venture, a description of the board of directors, a description of the
ownership position of any other investors, and so forth. You need to present indications of
commitment, such as the willingness of team members to initially accept modest salaries,
and of the existence of the proper balance of technical, managerial, and business skills and
experience in doing what is proposed.

5.1. Organisation

a. Present the key management roles in the company and the individuals who will fill each
position.

Key Management Roles Name

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b. If it is not possible to fill each executive role with a full-time person without adding
excessive overhead, indicate how these functions will be performed (e.g., using part-time
specialists or consultants to perform some functions), who will perform them, and when
they will be replaced by a full-time staff members.

5.2. Key Management Personnel

a. For each key person, describe in detail career highlights, particularly relevant know-how,
skills, and track record of accomplishments that demonstrate his/her ability to perform the
assigned role.

Names & Positions Career Highlights

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b. Describe the exact duties and responsibilities of each of the key members of the
management team.

Names & Positions Duties & Responsibilities

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5.3. Management Compensation and Ownership

a. State the salary to be paid, the share ownership planned, and the amount of equity
investment (if any) of each key member of the management team.

Names & Positions Monthly salary Share of Amount of

ownership Equity Invested

5.4. Supporting professional advisors and services

a. Indicate the supporting services that will be required.

a. Indicate the names and affiliations of the legal, accounting, advertising, consulting, and
banking advisors selected for your venture and the services each will provide.

Name of Professional Advisors Services Provided

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6. FINANCIAL ESTIMATES: TOTAL START-UP COST

One-time start-up costs RM

Business fixtures and equipment
Installation of fixtures/equipment
Remodeling and decorating
Starting inventory cost
Office supplies
Utility deposits
Legal and professional fees
Licenses and permits
Insurance
Advertising for opening
Total one-time start-up costs (e)

Working Capital Required (Monthly Expenses) RM

Salaries and wages
Rent
Utilities
Office supplies
Insurance
Delivery expenses
Legal and professional fees
Advertising
Maintenance
Miscellaneous
Contingencies (5 – 10%)

Total working capital required (f)

TOTAL START-UP COSTS (INITIAL INVESTMENT) = e + f

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7. PROJECT MILESTONES

This section includes a month-by-month schedule that shows the deadlines or milestones of
activities critical to the venture’s success. Examples of activities that are critical to the
success of the venture are: Incorporation of the venture, completion of design and
development, completion of prototypes, obtaining of sales representatives, signing of
distributors and dealers, ordering of materials in production quantities, starting of
production or operations, receipt of first orders, delivery of first sales.

Activities Deadlines

8. CONCLUSIONS

9. APPENDICES

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APPENDIX

GROUP PROJECT:
PREPARATION OF THE BUSINESS BLUEPRINT
Students’ Guide

The purpose of this project is to develop a written blueprint of a selected technology venture. This
document summarises the business requirements in detail, and serves as the basis for operation,
organization, and development activities of the business. In addition, this exercise intends to
enhance your understanding of small group dynamics, to practice interpersonal communication
skills, and to provide an opportunity to utilise your speaking skills.

The Group

Each group is to consist of 5-6 members for the purpose of preparing a business idea
blueprint of a technology-based venture. Groups cannot be changed or rearranged after
they are formed. Each group is required to submit the names of team members and the
proposed venture on the third week for the lecturer’s comments and approval before
working on the project.

The grade for the group work will account for 35% of the course grade (written report
20%, oral presentation 10% and progress report presentations 5%). This will be a group
grade, shared by all members of the team. The dynamics of the group interaction are
part of this assignment. How you work out problems and issues to fulfill the requirements
of the presentation is part of the learning process.

The Business Idea Blueprint

Your group will be responsible for developing and creating a written report AND a brief
presentation of the project. All elements of this assignment will be discussed in class. All
members of the group will be expected to participate in all phases of the project. Group
projects are due one week before the oral presentation.

The written and oral presentation portions of this project will be graded. Your oral
presentation should be well organized and professionally presented for about 30 – 45
minutes. While not required, the use of MS-PowerPoint™ is advised to effectively
supplement your presentation.

The oral presentation must contain the following:

1. A succinct introduction to the topics your group will cover;
2. A clear explanation of the various aspects of the business blueprint;
3. An equal distribution among group members;
4. A display of collaboration;
5. A creative style and format (not a series of individual speeches);
6. Provision of opportunities for interaction with the panel;
7. A conclusion that justifies the business venture.

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Each group will submit one written report – it is to be handed in using double-spaced
typing, font-size 11, typestyle Arial (hard and soft copies). Relevant appendices can be
included. Please spell-check your work before submission. There will be one grade for
the group written report, and one grade for the group’s oral presentation – all group
members will share this grade equally.

Criteria for Grading Business Idea Blueprint

The following are criteria used for grading your project. The allocation of marks is just a guide.
You may want to keep these criteria in mind when working on your project. Remember that the
learning process is most important in the group interaction that is involved in this group project.
Your cooperation, commitment, communication and discipline in this group project will reap you
good rewards at the end.

Written Report:
Criteria Marks
Preliminary Materials
Cover & title page 10%
Cover letter
Executive summary
Table of contents
Main Body
The industry and the company
Product or service
Market analysis & strategies 70%
Design & development
Manufacturing & operations
Management team
Financial
Project milestone
Conclusion & Justifications 5%
Documentation & Appended Materials 5%
Overall
Writing style, grammar and spelling 10%
Originality and conciseness
Consistency
Total 100%

Oral Presentation:
Criteria Marks
Ability to understand and grasp the contents of the blueprint 40%
Clarity of presentation 20%
Ability to respond to panels’ criticism and comments by giving logical 20%
answers
Quality and creativity of presentation 10%
Group organisation & teamwork 10%
Total 100%

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