Executive summary:

Executive Summary Blooms & Craft Jewelry is unique and stylish product business with
principal offices located in Lahore. The company will sell trendy and stylish handmade dough &
paper jewelry such as Bangles, earnings, pendants, necklace, bracelet Rings and key chains ,
initially to local market of Lahore consisting of individuals of all ages from all walks of life.
Blooms & Craft jewelry markets its product line as "Style You Deserve" and commits a portion
of the company sales revenues to programs that transform the lives of the less fortunate and
abolish the exploitation of children and building old homes for the older people in the near
future. The underlying foundation of Blooms jewelry is based upon the principle of luxury of
thoughts and moments of self worth. By purchasing Blooms jewelry products, our customers will
experience the moments of self worth deep with sense of style and luxury. Blooms & Craft
jewelry is provided the light weight and given attraction to ladies. Basic purpose of Blooms &
Craft jewelry is given low with stylish position of jewelry. Blooms & Craft jewelry is bringing
new fashion in market with innovation product. In these many people do not like ware the
expensive jewelry. Because many countries are doing business on the gold So that in nature the
paper jewelry provide low price and matching colors in different jewelry. Now in these days
many want innovation in product and support new lunch product in market. When you started the
business and provide new product with low price then you can be easily business. Similarly you
get more profit from this situation for running business. If your business have many period then
old in production but have not creativity in the business or innovation in business then your
business will not be running up level against the competitor. Many people are following new
fashion with light strap and low price. Now many families pick other stylish duration in wedding
but do not like ware golden jewelry in the function. Blooms & Craft jewelry is made by
newspaper plastic paper which is cannot be easily tear and dept from water. The newspaper
plastic sheet paper is less expensive and provided duration of Blooms & Craft jewelry. In golden
countries like china, India, America and other countries are not following the golden because that
is expensive, heavy weight and not affordable for every person. New innovation jewelry is
rapidly in these with stylish.
Business plan

A business plan is a written description of your business's future, a document that tells what
you plan to do and how you plan to do it. If you jot down a paragraph on the back of an
envelope describing your business strategy, you've written a plan, or at least the germ of a plan.
Business plans are inherently strategic. You start here, today, with certain resources and
abilities. You want to get to a there, a point in the future (usually three to five years out) at
which time your business will have a different set of resources and abilities as well as greater
profitability and increased assets. Your plan shows how you will get from here to there. You can
visit our small business encyclopedia to learn more about business plans or our Form Net area
to get the necessary forms to get started.

Feasibility Analysis
1. Feasibility analysis is the process of determining if a business idea is viable.
A. What is “feasibility analysis”?
2. It is the preliminary evaluation of a business idea, conducted for the purpose of determining
whether the idea is worth pursuing.
3. Feasibility analysis takes the guesswork (to a certain degree) out of a business launch, and
provides an entrepreneur with a more secure notion that a business idea is feasible or viable
Timing of feasibility analysis:

What is “feasibility analysis”?

It follows the opportunity recognition stage and comes before the development of a business
plan.
1 Product/Service Feasibility Analysis
Product/service feasibility analysis is an assessment of the overall appeal of the
product or service being proposed. Although there are many important things to consider when
launching a new venture, nothing else matters if the product or service itself doesn’t sell. There
are two components to product/service feasibility analysis: product/service desirability and
product/service demand.

A. Product/Service Desirability
The first component of product/service feasibility is to affirm that the proposed
product or service is desirable and serves a need in the marketplace. You should ask the
following questions to determine the basic appeal of the product or service:

1. Does it make sense?

2. Is it reasonable?
3. Is it something consumers will get excited about?
4. Does it take advantage of an environmental trend, solve a problem, or fill a gap in the
marketplace?

The proper mind-set at the feasibility analysis stage is to get a general sense of the answers to
these and similar questions, rather than to try to reach final conclusions. One way to achieve this
objective is to administer a concept test.

Concept
Test A concept test involves showing a preliminary description of a product or
service idea, called a concept statement, to industry experts and prospective customers to solicit
their feedback. It is a one-page document that normally includes the following:

 A description of the product or service. This section details the features of the product
or service; many include a sketch of it as well.
 The intended target market. This section lists the consumers or businesses who are
expected to buy the product or service.
 The benefits of the product or service. This section describes the benefits of the product
or service and includes an account of how the product or service adds value and/or solves
a problem.
 A description of how the product or service will be positioned relative to
competitors.
  A company’s position describes how its product or service is situated relative to its
rivals.
 A brief description of the company’s management team.
 After the concept statement is developed, it should be shown to at least 10 people who
are familiar with the industry that the firm plans to enter and who can provide informed
feedback. The temptation to show it to family members and friends should be avoided
because these people are predisposed to give positive feedback. Instead, it should be
distributed to people who will provide candid and informed feedback and advice. A short
survey should be attached to the statement. The items that should be placed in the survey
are shown in Table 3.2. The information gleaned from the survey should be tabulated and
carefully read. If time permits, the statement can be used in an iterative manner to
strengthen the product or service idea. For example, you might show the statement to a
group of prospective customers, receive their feedback, tweak the idea, show it to a
second group of prospective customers, tweak the idea some more, and so on.

B. Product/Service Demand
 The second component of the product/service feasibility analysis is to
determine if there is demand for the product or service

1. Buying Intentions Survey

 A buying intentions survey gauges customer interest in a product
or service
 The buying intentions survey consists of a concept statement with
a short survey attached
 The statement and survey should be distributed to 15 to 30
potential customers
 The statement and survey typically features a question that asks
how likely the subject would be to buy the product or service
I. Industry/Target Market Feasibility Analysis
 Industry/target market feasibility is an assessment of the overall appeal of the
industry and the target market for the product or service being proposed
 Most firms do not try to service their entire industry, only a specific target market
within the industry
 It’s important to assess both the broad industry and your specific target market
 a. Industry Attractiveness
i. In general, the most attractive industries for start-ups are large and
growing, are young rather than old, are early rather than late in
their life cycle, and are fragmented rather than concentrated
ii. Some industries are characterized by such high barriers to entry, or
the presence of one or two dominant players, that potential entrants
are essentially shut out
iii. You should also note the degree to which environmental and
business trends are moving in favor of rather than against the
industry

b. Target Market Attractiveness

i. By focusing on a target market, a firm can usually avoid head-to-
head competition with industry leaders, instead of serving a
specialized market very well
ii. The challenge is to find a target market that’s large enough for the
proposed business, yet is small enough to avoid attracting larger
competitors
iii. Often, information from more than one industry and/or market
must be collected and synthesized to make an informed judgment,
especially if the firm is pioneering a unique area of the
marketplace

c. Market Timeliness
i. Determine if the window of opportunity for the product or service
is open or closed
ii. Study the simple economics of the industry to determine whether
the timing is right for a new entrant
iii. Firms that fail to conduct a thorough industry and target market
analysis often find that the market is not large enough to maintain
and grow the business

II. Organizational Feasibility Analysis

 Organizational feasibility analysis determines whether a proposed business has

sufficient management expertise, organizational competence, and resources to
successfully launch its business
 a. Management Prowess
i. A start-up should assess the prowess, or ability, of its initial
management team
ii. Individuals starting the firm should conduct honest and candid
self-assessments
iii. Two of the most important factors are passion for the business and
understanding of the markets in which the firm will compete
iv. Additional factors that define management prowess include prior
entrepreneurial experience, depth of professional and social
networks, degree of creativity, experience in cash flow
management, and whether the team has college degrees

b. Resource Sufficiency
i. The focus in organizational analysis is on non-financial resources
because financial feasibility is considered separately
ii. Identify the 8 to 12 most important and potentially problematic
non-financial resources and assess whether they are available
iii. Examples of non-financial resources include office space,
manufacturing space, key management employees, key support
personnel, and support from state and local governments if
applicable
iv. One easily overlooked resource sufficiency issue that should be
considered is proximity to similar firms, creating a cluster that can
increase productivity of the participating firm.

III. Financial Feasibility

 For feasibility analysis, a preliminary financial analysis, is normally sufficient.

 The most important issues to consider at this stage are total start-up cash needed,
financial performance of similar businesses, and overall financial attractiveness of
the proposed venture
 More complete financial projections will be included in the business plan
 a. Total Start-up Cash Needed
i. Try to determine total cash needed to prepare the business to make
its first sale
ii. A detailed explanation of where the money will come from should
be provided
iii. If money will come from friends, credit cards, or a home equity
line of credit, a reasonable plan should be stipulated to repay the
money
iv. When projecting start-up expenses, it is better to overestimate
rather than underestimate the costs involved

b. Financial Performance of Similar Businesses

i. Estimate a proposed start-up’s potential financial performance by
comparing it to similar, already established businesses
ii. Utilize archival data available online, including financial reports
on firms
iii. Some industry trade associations publish data on the sales and
profitability of firms in their industries
iv. Basic Internet searches are also helpful

v. Simple observation and leg work can also be used to gauge the
type of sales to expect by estimating the number of customers and
average purchase amount at various times of day

c. Overall Financial Attractiveness of the Proposed Venture

i. The extent to which a proposed business appears positive relative
to each factor is based on an estimate or forecast, not actual
performance
ii. Important factors include the extent to which sales can be expected
to grow during the first few years of the venture, percentage of
recurring revenue to anticipate, the likelihood that internally
generated funds will be available within two years, and the
availability of exit opportunities for investors if applicable

Business model

A business model is the conceptual structure supporting the viability of a business, including its
purpose, its goals and its ongoing plans for achieving them. At its simplest, a business model is a
specification describing how an organization fulfills its purpose. All business processes and
policies are part of that model. According to management expert Peter Drucker, a business model
answers the following questions:
 Who is your customer?
 What does the customer value?
 How do you deliver value at an appropriate cost?
A business model is similar to a business plan in its makeup and content. However, a business
plan specifies all the elements required to demonstrate the feasibility of a prospective business,
while a business model demonstrates the elements that make an existing business work
successfully.
The benefits of business model documentation include maintaining a focus on corporate goals,
reviewing operational practices and ensuring that the two are congruent. A representation of a
company's business model can be incorporated into public relations (PR) material and is useful
to share with customers and partners. A mission statement or vision statement may be included
in a business model. Traditionally, financial goals have been the main focus of such models
but business sustainability and corporate culture have become increasingly integral to business
plans in recent years.

SOCIAL AND ECONOMIC BENEFITS

According to the Department of Energy (2004) “The national and public benefits resulting from
commercialization of a domestic oil shale industry include:
• Reducing GDP impacts of higher oil prices by $800 billion by 2020.
• Reduced balance-of-payments deficit, due to increased domestic fuel production, reduced
imports, and lower world prices for crude oil and price of gasoline at the pump.
• Increasing direct federal and state revenues from taxes and royalties.
• Creation of tens of thousands of new jobs and associated economic growth.
The social benefits of an oil shale industry can be significant, and include the following:
• Economic expansion and diversification for the region.
• Educational growth, skill development, and opportunities to educate and train a sustainable
workforce.
• Increased opportunities for existing local businesses and growth of opportunity for new
business development.
• Fiscal support for public sector infrastructure including enhancements.
Long-term employment opportunities including high paying jobs in the oil shale and supporting
industries
Achieving a balance between the social benefits and social impacts of oil shale development is a
key objective for industry, government and all stakeholders.

ENERGY AND NATIONAL SECURITY ENHANCEMENT

There are two important concerns related to energy and national security that stem from the
nation’s over-reliance on imported petroleum.
First, importing so much petroleum has made the United States vulnerable to geopolitical
pressures, including the need to station military forces in hostile areas of the world.
 Second, the military requires a secure supply of petroleum products to fuel its ships, vehicles
and planes.
The production of shale oil and other sources of domestic transportation fuels here in the United
States can help to reduce the impacts of both energy and national security concerns.
Until about 50 years ago, the United States was self-sufficient in its supply of petroleum, and the
price of the gasoline produced from it was stable year after year. However, as domestic supplies
of conventional petroleum could no longer meet demand, the nation began to import petroleum
from abroad. In the 1970’s, the Organization of Petroleum Exporting Countries (OPEC) cut off
petroleum supplies to the United States. It resulted in gasoline shortages and long lines at gas
stations. In recent years there have been dramatic swings in fuel prices when petroleum ranged
from $30 to $140 per barrel and gasoline cost over $5 per gallon in some parts of the U.S. Price
volatility has become a constant factor in crude oil markets. The United States imports more than
50% of its petroleum. Around 20% comes from the OPEC, half of which comes from the Middle
East.
Defense Readiness Concerns include:
Dependence on foreign oil
Dependence on foreign refined fuels
Higher fuel costs
Many military operations have a mission of maintaining political stability in oil producing
regions of the world or along the shipping lanes used by oil tankers headed to the U.S. The DOD
has long recognized the vulnerability of the oil supplies, which, in reality, represent the lifeblood
of both the U.S. military strength and the U.S. economy.
Deposits of oil shale, coal and tar sands are large enough to produce unconventional fuels in
quantities sufficient to meet the needs of DOD and reduce the nation’s reliance on imported oil
for decades into the future.
 Entrepreneurship project

Report Submitted to: Miss saira anum

Submitted By:
Tyyaba sarwar
Saira Shaukat
Samia iqbal
Fatima Idrees
Rida Hussain
Hafiza Mahnoor

Session:2014-2018

Govt. Post Graduate Islamia College for Women, Cooper Road

Lahore