Blueprint Work Book

7/29/2019 Blueprint Work Book

1/33

ENT 600Technology Entrepreneurship

OPPORTUNITYANALYSIS&BUSINESS BLUEPRINTWORKBOOK

Malaysian Entrepreneurship Development Centre (MEDEC)

Unive rsiti Teknologi MARA

1


2/33

OPPORTUNITY ANALYSIS&

BUSINESS BLUEPRINT WORKBOOK

2007 Ismail Ab.Wahab, Wan Ismail Wan Mamat, Mohd Ali Bahari Abdul KadirMalaysian Entrepreneurship Development Centre (MEDEC)

Universiti Teknologi MARA

2


3/33

PART 1

OPPORTUNITYANALYSIS

3


4/33

OPPORTUNITY ANALYSIS

The Process Model

CONCEPT BUSINESS OPPORTUNITY PROFILE EVALUA-TION

ENVIRON-MENT

CONCLUSIONS

MARKETISSUES

Market needs & wants Customers Value Added Market Size Potential Market Capacity Market Share Attainable

FINANCIAL

ISSUES

Time to Break-Even

Capital Requirement

MANAGEMENTTEAM

EntrepreneurialTeam Technical Experience Management experience

COMPETITIVEADVANTAGEISSUES

Total Cost (fixed &variable)

Control Over Cost,Prices & Distribution

Proprietary Protection Contacts & Networks

PERSONALCRITERIA OFENTREPRE-NEUR/TEAM

Goals and Fit Stress Tolerance Desirability Risk/Reward Tolerance

STRATEGICDIFFERENTIA-TION

FA

VOURABLE/UNFAVOURABLE

GO/NO-GOB

USINESSOPPORTU

NITY

ASSESSM

ENTOFEXTERNALENVIRONMENT

PREPARATION

OFBUSINESSBLUE

PRINT

BUSINESSAND

PRODUCTCONCEPT

Timing Technology Pricing

4


5/33

OPPORTUNITY ANALYSISEXERCISE[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.

5


6/33

Industry Name: ____________________________________________________________

Team Members: ____________________________________________________________

____________________________________________________________

Program/Group: ____________________________________________________________

Briefly describe your business opportunity concept without mentioning the specific product(s) or

service(s):

In one sentence, describe your product or service concept:

Answer the following questions on business opportunity profile by checking YES or NO for eachquestion:

Market Issues

YES NO

a. Is your business opportunity able to offer product/service that can satisfy anyparticular 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 tocustomers?

d. Does your business opportunity have a high market size potential?

e. Is your business opportunity able to meet the demand that other existing supplierscannot meet?

f. Is your business opportunity able to gain at least 20% of market share within threeyears of operation?

6


7/33

Financial Issues

YES NO

g. Can your business opportunity generate sales that could cover the total costswithin 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 producerwith the lowest marketing and distribution costs?

n. Does your business opportunity have potential for moderate-to-strong degree ofcontrol 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 opportunityand what you want out of it?

r. Are you able to tolerate stress and work under pressure in ensuring your businesssurvival?

s. Does your business opportunity fit well with your lifestyle?

t. Are you able to take calculated risk?

Strategic Differentiation

YES NOu. 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 ornear the industry leaders price)?

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


8/33

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.

8


9/33

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 productofferings) would have the greatest probability of success?

What other information do we need in order to make an effective decision to proceedwith a new venture in this industry, or to choose another industry for analysis?

9


10/33

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.

10


11/33

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

Market Issues

g. Is your business oppor tunity able to offer product/service that can satisfy any particular marketsegments and fulfi ll 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 thatmeets an important customer need and provides high value-added or value-createdbenefits 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 agiven product or service through cost savings or other value-added or valued-createdproperties is one year or less and is identifiable, repeatable, and verifiable. Further, thelife 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 customersare unreachable and/or have brand or other loyalties to others. A payback to the user ofmore than three years and low value-added or value-created properties also makes anopportunity unattractive. Being unable to expand beyond a one-product company canmake for a lower potential opportunity. The failure of one of the first portable computercompanies, 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 wherecapturing 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 marketsize means it is possible to achieve significant sales by capturing roughly 5 percent orless 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, arecreational equipment manufacturer entered a RM60 million market that was expectedto grow at 20 percent per year to over RM100 million by the third year. The founderswere able to create a substantial smaller company without obtaining a major marketshare and possibly incurring the wrath of existing companies.

11


12/33

k. Is your business oppor tunity able to meet the demand that other exist ing suppl iers cannotmeet?

Another signal of the existence of an opportunity in a market is a market at full capacityin 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 beasking. Can a new entrant fill that demand before the other players can decide to andthen actually increase capacity?

l. Is your business oppor tunity able to gain at least 20% of market share within three years ofoperation?

The potential to be a leader in the market and capture at least a 20 percent share cancreate a very high value for a company that might otherwise be worth not much morethan 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. Thecompany 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 higherpotential company.

Financial Issues

m. Can your business opportunity generate sales that could cover the total costs within two yearsof 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 oppor tunity require low-to-moderate capital?

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

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

12


13/33

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. Anunattractive 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 suf ficient managerial knowledge?

A management track record of significant accomplishment in the industry, with thetechnology, and in the market area, with a proven profit and lots of achievements wherethe venture will compete is highly desirable.

Competitive Advantages Issues

q. Does your business opportunity have the potential to be the lowest-cost producer with thelowest marketing and distribution costs?

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

r. Does your business opportunity have potential for moderate-to-strong degree of control overprocess, costs and distribution channels?

Attractive opportunities have potential for moderate-to-strong degree of control overprices, costs and channels of distribution. Fragmented markets where there is nodominant competitor have this potential. These markets usually have a market leaderwith a 20 percent market share or less. For example, sole control of the source ofsupply of a critical component for a product or of channels of distribution can give newventure market dominance even if other areas are weak. Lack of control over such

factors as product development and component prices can make an opportunityunattractive.

A market where a major competitor has a market share of 40 percent or more usuallyimplies a market where power and influence over suppliers, customers, and pricingcreate a serious barrier and risk for a new firm. Such a firm will have few degrees offreedom. However, if a dominant competitor is at full capacity, is slow to innovate or toadd capacity in a large and growing market, or routinely ignores or abuses the customer,

13


14/33

there may be an entry opportunity. However, entrepreneurs usually do not find suchsleepy 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 legalor contractual advantage, such as exclusive rights to a market or with a distributor, isattractive. Possession of well-developed, high-quality, accessible contacts that are theproduct of years of building a top-notch reputation and that cannot be acquired quickly isalso advantageous. Sometimes this competitive advantage may be so strong as toprovide dominance in the marketplace, even though many of the other factors are weakor average.

Personal Criteria of Entrepreneur/Team

u. Is there a good match between the requirements of your business opportuni ty and what youwant out of it?

Is there a good match between the requirements of business and what the founderswant 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 cant

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). Anintensely personal criterion would be the desire for a certain lifestyle. This desire maypreclude pursuing certain opportunities that may be excellent for someone else. Thefounder of a major high-technology venture in the Boston area was asked why helocated the headquarters of his firms were located on the famous Route 128 outside thecity. His reply was that he wanted to live in Boston because he loved the city andwanted to be able to walk to work. He said, The rest did not matter.

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 tofold em, know when to walk away, and know when to run. This is not to suggest that allentrepreneurs are gamblers or have the same risk tolerance; some are quiteconservative while others actually seem to get a kick out of the inherent danger and thrill

14


15/33

in higher risk and higher stake games. The real issue is fit recognizing that gamblersand 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 oneelement that can make a significant difference. Time can be an enemy or a friend; beingtoo 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 aformidable competitive advantage.

z. Does your business opportunity offer product with a competitive price (at or near the industryleaders price)?

One common mistake of new companies, with high-value-added products or services ina growing market, is to under-price. A price slightly below to as much as 20 percentbelow competitors is rationalized as necessary to gain market entry. In a 30 percentgross margin business, a 10 percent price increase results in a 20 percent to 36 percentincrease in gross margin and will lower the break-even sales level for a company withRM900,000 in fixed costs to RM2.5 million form RM3 million. At the RM3 million saleslevel, the company would realize an extra RM180,000 in profits.

15


16/33

PART 2

BUSINESS (IDEA)BLUEPRINT

16


17/33

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

17


18/33

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

18


19/33

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 andmoney 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.

19


20/33

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.

20


21/33

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).

21


22/33

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.

22


23/33

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, interms of economic benefits to the customer and to your competitors.

23


24/33

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.

24


25/33

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.

25


26/33

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 ofcommitment, 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

26


27/33

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

27


28/33

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

management team.

Names & Positions Duties & Responsibilities

28


29/33

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 ofownership

Amount ofEquity 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, andbanking advisors selected for your venture and the services each will provide.

Name of Professional Advisors Services Provided

29


30/33

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

30


31/33

7. PROJECT MILESTONES

This section includes a month-by-month schedule that shows the deadlines or milestones of

activities critical to the ventures 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

31


32/33

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 afterthey are formed. Each group is required to submit the names of team members and theproposed venture on the third week for the lecturers comments and approval beforeworking on the project.

The grade for the group work will account for 35% of the course grade (written report20%, oral presentation 10% and progress report presentations 5%). This will be a groupgrade, shared by all members of the team. The dynamics of the group interaction arepart of this assignment. How you work out problems and issues to fulfill the requirementsof the presentation is part of the learning process.

The Business Idea BlueprintYour group will be responsible for developing and creating a written report AND a briefpresentation of the project. All elements of this assignment will be discussed in class. Allmembers of the group will be expected to participate in all phases of the project. Groupprojects are due one week before the oral presentation.

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

32


33/33

Each group will submit one written report it is to be handed in using double-spacedtyping, font-size 11, typestyle Arial (hard and soft copies). Relevant appendices can beincluded. Please spell-check your work before submission. There will be one grade forthe group written report, and one grade for the groups oral presentation all groupmembers 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 MaterialsCover & title pageCover letter

Executive summaryTable of contents

10%

Main BodyThe industry and the companyProduct or serviceMarket analysis & strategiesDesign & development

Manufacturing & operationsManagement teamFinancialProject milestone

70%

Conclusion & Justifications 5%

Documentation & Appended Materials 5%Overall

Writing style, grammar and spellingOriginality and conciseness

Consistency

10%

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 logicalanswers

20%

Quality and creativity of presentation 10%

Group organisation & teamwork 10%

Total 100%

Documents

Blueprint Work Book