Professional Documents
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Academic year: 2019-20 Name of the faculty: Mrs.Neelima.P
Marks Teacher’s
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Prepare a set of short term, medium and long term goals for
12
starting a chosen small scale enterprise.
ASSIGNMENT NO. 1
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Assignment 1
AIM: - Submit a profile summary (about 500 words) of a successful
entrepreneur indicating milestone achievements.
Bill Gates
Born: - 28 October 1955 (age 64 years)
Co-founder of Microsoft Corp.
Founded: 1975
Bill Gates was born October 28, 1955, in Seattle, Washington. He is famous for
building through technological innovation, great business strategies and aggressive
business tactics, the world's largest software business, Microsoft. He is also well
known for becoming the wealthiest person in the world in the process of building his
company.
Gates' first exposure to computers came while he was attending the prestigious
Lakeside School in Seattle. A local company offered the use of its computer to the
school through a Teletype link, and young Gates became entranced by the
possibilities of the primitive machine. Along with fellow student Paul Allen, he
began ditching class to work in the school's computer room. Their work would
soon pay off. When Gates was 15, he and Allen went into business together. The
two teens netted $20,000 with Traf-O-Data, a program they developed to measure
traffic flow in the Seattle area.
Despite his love and obvious aptitude for computer programming, and perhaps
because of his father's influence, Gates entered Harvard in the fall of 1973. By his
own admission, he was there in body but not in spirit, preferring to spend his time
playing poker and video games rather than attending class.
All that changed in December 1974, when Allen showed Gates a magazine article
about the world's first microcomputer, the Altair 8800. Seeing an opportunity,
Gates and Allen called the manufacturer, MITS, in Albuquerque, New Mexico, and
told the president they had written a version of the popular computer language
BASIC for the Altair. When he said he'd like to see it, Gates and Allen, who
actually hadn't written anything, starting working day and night in Harvard's
computer lab. Because they did not have an Altair to work on, they were forced to
simulate it on other computers. When Allen flew to Albuquerque to test the
program on the Altair, neither he nor Gates was sure it would run. But run it did.
Gates dropped out of Harvard and moved with Allen to Albuquerque, where they
officially established Microsoft. MITS collapsed shortly thereafter, but Gates and
Allen were already writing software for other computer start-ups including
Commodore, Apple and Tandy Corp.
The duo moved the company to Seattle in 1979, and that's when Microsoft hit the
big time. When Gates learned IBM was having trouble obtaining an operating
system for its new PC, he bought an existing operating system from a small Seattle
company for $50,000, developed it into MS-DOS (Microsoft Disk Operating
System), then licensed it to IBM. The genius of the IBM deal, masterminded by
Gates, was that while IBM got MS-DOS, Microsoft retained the right to license it
to other computer makers.
Much as Gates had anticipated, after the first IBM PCs were released, cloners such
as Compaq began producing compatible PCs, and the market was soon flooded
with clones. Like IBM, rather than produce their own operating systems, the
cloners decided it was cheaper to purchase MS-DOS off the shelf. As a result, MS-
DOS became the standard operating system for the industry, and Microsoft's sales
soared from $7 million in 1980 to $16 million in 1981.
Microsoft expanded into applications software and continued to grow unchecked
until 1984, when Apple introduced the first Macintosh computer. The Macintosh's
sleek graphical user interface (GUI) was far easier to use than MS-DOS and
threatened to make the Microsoft program obsolete. In response to this threat,
Gates announced that Microsoft was developing its own GUI-based operating
system called Windows. Gates then took Microsoft public in 1986 to generate
capital. The IPO was a roaring success, making Gates one of the wealthiest people
in the country overnight.
When Windows was finally released in 1985, it wasn't exactly the breakthrough
Gates had predicted. Critics claimed it was slow and cumbersome. Apple wasn't
exactly pleased either. They saw Windows as a rip-off of the Macintosh operating
system and sued. The case would drag on until the mid-1990s, when the courts
finally decided that Apple's suit had no merit.
ASSIGNMENT NO. 2
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Assignment 2
Aim : Undertake SWOT analysis to arrive at your business idea of a
product/service.
SWOT Analysis on Lamp Holders
ASSIGNMENT NO. 3
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Assignment 3
Intrapreneurship vs Entrepreneurship :
An entrepreneur runs their own company. They have complete freedom and responsibility
for better or for worse. An intrapreneur is responsible for innovating within an existing
organization (usually a big one). While Intrapreneurship is less risky, it also comes with less
autonomy. The pay-off from a successful product or idea is also usually smaller.
Brainstorming :
The Brainstorming is a technique to stimulate creative ideas and solutions through a group
discussion. Simply, a process wherein a group attempts to find a solution for the specific
problem by aggregating all the spontaneous opinions or suggestions given by each group
member individually is called as brainstorming.
1. BOAT CLEANING
Experience, training or licensing may be needed
Boats that are hauled out of the water for the winter or even just for mid-season repairs
will need the hull cleaned. And depending on the type of boat, it is a good time to give a
major cleaning everything else too--the decks, the sleeping quarters, the head, and the
holds. Start by approaching homes that have a boat sitting in the yard. Or you could
market your services to the marina to contract you to do the boat cleaning it offers to
customers.
Offer a soup-to-nuts business plan, including market research, the business plan
narrative and the financial statements. Plan your fee around the main one that the client
will want and offer the others as add-on services. You can give clients an electronic file
and allow them to take it from there, or you can keep the business plan on file and offer
the service of tweaking it whenever necessary. Have business plan samples to show
clients--and make sure to include your own!
3. ELECTRONICS REPAIR
Has expansion possibilities
This business is similar to the computer repair business, but you will take on all sorts of
electronic equipment besides just computers. With smaller electronics, you will need to
be prepared to have customers bring their repair projects to you, as you would have
difficulty recovering the cost of driving around picking up broken equipment and
returning it. You may also want to encourage people to give you their old electronics so
you can use them for parts.
4. EVENT PLANNING
Has expansion possibilities
One of the first things you need to do is visit every potential event location with which
you plan to work. Work with the marketing manager to tour each site and learn what is
available at each location. Start a database that will allow you to sort venues by varying
features, such as the number of people each site holds, AV equipment available on site,
if you will need to arrange for rental chairs, etc. Then when you are beginning to plan
an event with a client, you can find out what the key parameters are for the event and
easily pull up the three or four sites that meet the basic criteria. and engagement parties,
etc.
All homeowners are always on the lookout for ways to save on their utility bills. You
can come to their aid by providing them with an audit of their house and giving them a
breakdown of how they could accomplish real savings in heating, cooling and electrical
use. You can go one step further and do the implementation and installation of some of
your suggestions in their home yourself. Do a complete appliance audit, with efficiency
ratings and calculations based on the age of the appliance. And don't forget the water
heater!
As any Swan matchbox will now prove, the idea worked, and the business saved millions. Like
we said, sometimes the best ideas are strikingly simple!
2.Google
Idea: Just like W.L .Gore, Google allows time for personal projects. Some of Google’s best
projects come out of their 20 percent time policy. One of these is something you probably use
multiple times a day, Gmail.
Benefit: Paul Buchheit, the creator of Gmail, started on the project in 2001 and worked up to
its launch on April 1, 2004 (April Fools but not really.) Gmail became the first email with a
successful search feature and the option to keep all of your email (hello 1GB of storage) instead
of frantically deleting to stay under your limit. The initial launch was by invite only, quite the
hot commodity. Now, it’s considered a faux pas not to have an email address ending in
@gmail.com.
3.Sony
Idea: Ken Kutaragi, a relatively junior Sony Employee, spent hours tinkering with his
daughters Nintendo to make it more powerful and user friendly. What came from his work is
one of the most recognizable brands in the world today, The Sony Playstation.
Benefit: Many Sony bosses were outraged at his work, thinking that gaming is a complete
waste of time. Luckily someone in a senior position saw the value in the product and thankfully
so, because now Sony is one of the world leaders in the prosperous gaming industry. This
shows that company leaders should always be open to innovation—no matter how farfetched
and pointless it may seem.
4.Facebook
Idea: Originally called the “awesome button,” the Facebook Like button was first prototyped in
one of Facebook’s infamous hack-a-thons.
Benefit: Facebook has never released statistics based on the like rate and certain time frames.
But to all of us in the computer using world it is pretty evident how the invention of the like
button affects us on a daily basis. Companies like Facebook, who are constantly innovating and
changing, are some of the most successful out there.
ASSIGNMENT NO. 4
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Assignment 4
Aim : Undertake self-assessment test to discover your
entrepreneurial traits.
5. Do you push through even when people tell you your idea is bad?
6. Do you create things from “raw material”? — let’s define “raw material” as
something you can readily acquire/purchase.
10. Do you prefer working for yourself, instead of for other people?
11. Do people doubt you when you talk about your own projects?
12. Do new ideas about ways to improve things keep you up at night?
20. Have you organized groups of people working together towards the same
goal?
25. Is working on your project(s) sometimes more enticing than hanging out with
your friends?
Conclusion
ASSIGNMENT NO. 5
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Assignment 5
Aim : Survey industries of your stream,grade them according to
the level of scale of production,investment,turnover,
Pollution to prepare a report on it.
Geographical presence
ASSIGNMENT NO. 6
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Assignment 6
The small-scale business sector, which is more popularly known as the Small and Medium
Enterprises (SME) sector, is responsible for contributing around 40% to the total Gross
Domestic Product (GDP) of India. This sector is a key source of employment in India but
faces stiff competition from privately-funded businesses. Realising this, the Government of
India has come forward to offer many loan schemes to finance the small-scale business
sector. These loans can be availed by the SMEs to fund their day-to-day operations, expand
their business, purchase new equipment, etc.
New enterprises on board along with the existing manufacturing and services sectors can apply for
this scheme. Existing enterprises undertaking up-gradation or starting other projects for expanding
their business will also be covered under this scheme. The maximum loan repayment tenure is 10
years with 36 months of moratorium period.
Fiscal incentives:
The loan amount offered under SMILE scheme is minimum Rs. 10 lakh and maximum up to
Rs. 25 lakh.
Eligibility:
The scheme was launched with an intent to offer collateral-free credit to the micro and
small enterprise sector.
Both working capital facility and term loans are eligible to be covered under the scheme.
Under the scheme, guarantee cover can be availed up to 75% of the sanctioned amount of
the credit facility.
For microenterprises seeking a loan of up to Rs.5 lakh, MSEs owned and operated by women, and loans in the
North-Eastern region, guarantee cover of up to 80% will be provided
Eligibility:
New and existing MSMEs engaged in manufacturing or service activities, excluding retail trade,
educational institutions, agriculture, Self-Help Groups (SHGs), training institutions are eligible for
this scheme.
Fiscal incentives:
This MSME scheme for entrepreneurs includes term loans and/or working capital loan
facility up to Rs. 2 crore, per borrowing unit
The guarantee cover provided is up to 75% of the credit facility up to Rs. 1.5 crore
85% of credit facility for loans up to Rs. 5 Lakh is provided to micro-enterprises
80% of credit facility for MSMEs owned/operated by women and all loans to North
Eastern Region, including Sikkim
For MSME Retail trade, the guarantee cover is 50% of the amount in default subject to a
maximum of Rs. 50 Lakh
If the enterprise to be set up is non-individual, the controlling stake (51%) should be held
by either an SC, ST, or women entrepreneur.
Eligibility:
Enterprises in trading, manufacturing, or services sectors are considered eligible for this scheme. . In
case of non-individual enterprises at least 51% of shareholding stake should be with an SC/ST or
woman entrepreneur.
Fiscal incentives:
It offers composite loans between Rs. 10 lakh to Rs. 1 crore to cover 75% of the project,
inclusive of the term loan and working capital
The specification of the loan being expected to cover 75% of the project cost. It won’t be
applicable if the borrower’s contribution along with convergence support come from any
other schemes exceeds 25% of the project cost
The rate of interest would be the lowest applicable rate— base rate (MCLR) + 3% + tenor premium
Eligibility:
To be eligible for this particular loan, borrower has to be GST, IT compliant and must have at
least 6 months bank history. The mandatory parameters for determining the eligibility of one
company are:
1. Income/ Revenue
b. Repayment Capacity
c. Existing credit facilities
d. Any other factors, as set by lenders (banks or NBFCs)
Fiscal Incentives:
Under this scheme, business loans for start-ups are provided with loan amount from minimum of
Rs. 1 lakh and maximum up to Rs. 1 crore. The rate of interest offered under this scheme is 8%
onwards.
Eligibility Criteria
The eligibility criteria for government loans for small scale businesses will vary from lender to
lender but the basic ones have been listed below:
Documents Required:-
ASSIGNMENT NO. 7
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Assignment 7
Aim : Collect loan application forms of nationalise banks/other financial
institutions.
ASSIGNMENT NO. 8
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Assignment 8
Aim : Compile the information from the financial agencies that will
help you set up your business enterprise.
Includes those development banks which provide institutional credit to not only
large and medium enterprises but also help in promotion and development of small scale
industrial units.
It was the first development finance institution set up in 1948 under the IFCI Act in
order to pioneer long-term institutional credit to medium and large industries. It aims to
provide financial assistance to industry by way of rupee and foreign currency loans,
underwrites/subscribes the issue of stocks, shares, bonds and debentures of industrial
concerns, etc. It has also diversified its activities in the field of merchant banking,
syndication of loans, formulation of rehabilitation programmes, assignments relating to
amalgamations and mergers, etc.
It was set up in 1985 under the Industrial reconstruction Bank of India Act, 1984, as
the principal credit and reconstruction agency for sick industrial units. It was converted
into IIBI on March 17, 1997, as a full-fledged development financial institution. It assists
industry mainly in medium and large sector through wide ranging products and services.
Besides project finance, IIBI also provides short duration non-project asset-backed
financing in the form of underwriting/direct subscription, deferred payment guarantees and
working capital/other short-term loans to companies to meet their fund requirements.
SFIs are the institutions which have been set up to serve the increasing financial
needs of commerce and trade in the area of venture capital, credit rating and leasing, etc.
IFCI formerly known as Risk Capital & Technology Finance Corporation Ltd
(RCTC), is a subsidiary of IFCI Ltd. It was promoted with the objective of broadening
entrepreneurial base in the country by facilitating funding to ventures involving innovative
product/process/technology. Initially, it started providing financial assistance by way of
soft loans to promoters under its 'Risk Capital Scheme' . Since 1988, it also started
providing finance under 'Technology Finance and Development Scheme' to projects for
commercialisation of indigenous technology for new processes, products, market or
services. Over the years, it has acquired great deal of experience in investing in
technology-oriented projects.
ASSIGNMENT NO. 9
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Assignment 9
Aim : Compile the information from the government agencies that will help you
setup your business enterprise.
Pradhan Mantri MUDRA Yojana (PMMY) is a scheme launched by the Hon’ble Prime
Minister on April 8, 2015 for providing loans up to 10 lakh to the non-corporate, non-farm
small/micro enterprises. These loans are classified as MUDRA loans under PMMY. These
loans are given by Commercial Banks, RRBs, Small Finance Banks, MFIs and NBFCs. The
borrower can approach any of the lending institutions mentioned above or can apply online
through this portal www.udyamimitra.in . Under the aegis of PMMY, MUDRA has created
three products namely 'Shishu', 'Kishore' and 'Tarun' to signify the stage of growth /
development and funding needs of the beneficiary micro unit / entrepreneur and also provide
a reference point for the next phase of graduation / growth.MUDRA aims at providing
refinance /finance to the “Last Mile Financial Institutions (LMFIs) like Commercial
Banks/RRBs/Cooperative Banks/NBFCs/ MFIs/Other financial intermediaries which are in
the business of financing Micro Enterprises in manufacturing, trading and service sector in
rural and urban areas. Accordingly, MUDRA would be extending refinance to the Banks for
their lending to Micro Enterprises in the country
The Ministry is responsible for co-ordination of all skill development efforts across the
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country, removal of disconnect between demand and supply of skilled manpower, building
the vocational and technical training framework, skill up-gradation, building of new skills,
and innovative thinking not only for existing jobs but also jobs that are to be created.The
Ministry aims to Skill on a large Scale with Speed and high Standards in order to achieve its
vision of a 'Skilled India'.
It is aided in these initiatives by its functional arms – National Skill Development Agency
(NSDA), National Skill Development Corporation (NSDC), National Skill Development
Fund (NSDF) and 33 Sector Skill Councils (SSCs) as well as 187 training partners registered
with NSDC. The Ministry also intends to work with the existing network of skill development
centres, universities and other alliances in the field. Further, collaborations with relevant
Central Ministries, State governments, international organizations, industry and NGOs have
been initiated for multi-level engagement and more impactful implementation of skill
development efforts.
5. Arrange for getting assistance, facilities and incentives extended to entrepreneurs by the
government and other institutions.
responsible for the allocation of the Small Industries Development Fund (which was the
responsibility of the IDBI previously).
SIDBI makes use of the current banking network to extend credit facilities to the small
business and micro industries sector. It provides direct financial assistance to such banks and
institutes which are passed over to the MSME sector. It also provides indirect financial
assistance via line of credit, refinancing facilities, bills discounting, etc.
ASSIGNMENT NO. 10
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Assignment 10
Aim : Prepare Technological feasibility report of a chosen product/service.
Abstract
Pollution has been an area of concern in almost all major metropolitan cities. The
increasing usage of motor vehicles and the emissions from these has been one of the prime
reasons for deterioration in air quality in these cities. The local authorities have therefore been
trying to encourage people to reduce the usage of personal vehicles and increase the usage of
public transport. The city buses in this context play an important role as they are the lifeline of
the public transport system of the city. However, these buses are diesel buses that consume more
than 50 liters of diesel per day and emit toxic gases. It is therefore important to replace these
buses with a more environment friendly option such as Electric Vehicles (EV) India has been
progressive and the policy decisions have been in the right direction towards adoption and
implementation of the concept of EVs. The biggest challenge in making it operational is
providing better understanding of this new technology, its benefits and the policy around it to
policy implementers, such as State Road Transport Undertakings (SRTUs) and also creating the
infrastructure to manage the day to day operation and maintenance of the fleet.
INTRODUCTION
Pollution has been an area of concern in almost all major metropolitan cities. The
increasing usage of motor vehicles and the emissions from these has been one of the prime
reasons for deterioration in air quality in these cities. The local authorities have therefore been
trying to encourage people to reduce the usage of personal vehicles and increase the usage of
public transport. The city buses in this context play an important role as they are the lifeline of
the public transport system of the city. For the purposes of my study, I tried to deep-dive into the
existing system in two major cities of India – Bengaluru and Delhi.
Bengaluru currently has a fleet of 6000 city buses each of which runs on an average for
about 200km/day. All 6000 buses put together run for 12 lac km/day. These buses are diesel
buses and consume more than 50 liters of diesel per day (@ 3.2 Km/liter) and emit toxic gases.
The average life of a bus is 10 years and the average age of the buses in the Bengaluru fleet is 7
years. Therefore, in the next couple of years these buses will have to be replaced. Is there a
possibility of using a more environment friendly option such as using Electric Vehicles (EV)?
Can the city be equipped to handle the logistics and maintenance if the fleet is converted to EV?
Can we address the safety and cost aspects associated with EV technology with an effective
Battery Management System (BMS) and thorough implementation of standard operating
procedures? [1] The number of registered motor vehicles in India has increased from 29.4
million in 1991 to 159.4 million in 2011, and this growth is continuing at an increasing rate. It
has been projected that in comparison to 2011 levels, the passenger travel demand from urban
areas will double by 2021 to 1,448 Billion Passenger Kilometers (BPKM) and triple by 2031 to
2,315 BPKM. [2][3] If the growth in the transport sector continues at this rate and the share of
private vehicles remains the same, the annual use of crude oil is likely to double by 2021 and
almost quadruple by 2031. The dependency on diesel economy will increase CO2 and Particulate
Matter (PM) emissions at similar rates and increase the rates of illnesses. According to a study
by World Bank (2013) India loses about 1.2% of Gross Domestic Product (GDP) due to air
pollution. [4] II.
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CONCLUSION
Battery Operated Electric Vehicles (BEVs) emit minimal quantities of GHGs with the use
of clean renewable sources such as solar and wind energy. They have highest well-to wheel
efficiency and are less expensive as compared to Hybrid Electric Vehicles (HEVs). Although the
battery limitations lead to a lower range in BEVs (distance covered in-between charges) and the
vehicle cannot be used for long-range transportation, their impact in the environment outweigh
these cons. The governments is promoting clean transportation as a policy and incentivizing EV
manufacture and purchase which has led to expansion of the EV market.
ASSIGNMENT NO. 11
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Assignment 11
Financial feasibility focuses specifically on the financial aspects of the study. It assesses the
economical viability of a proposed venture by evaluating the startup costs, operating expenses,
cash flow and making a forecast of future performance.
The results from a financial feasibility study determine whether the proposed project is
financially possible and make a projection on the rate of return on invested capital.
2 Equipments/Machines 1 Crore
Conclusion
The Business is Feasible only with High amounts of Funding and/or Loans. The
Risk Level is High.
ASSIGNMENT NO. 12
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Assignment 12
Aim : Prepare a set of short term, medium and long term goals for starting a
chosen small scale enterprise.
Many businesses develop strategic planning within a short-term, medium-term and long-term
framework. Short-term usually involves processes that show results within a year. Companies
aim medium-term plans at results that take several years to achieve. Long-term plans include the
overall goals of the company set four or five years in the future and usually are based on
reaching the medium-term targets. Planning in this way helps you complete short-term tasks
while keeping longer-term goals in mind.
Short-Term Planning
Short-term planning looks at the characteristics of the company in the present and develops
strategies for improving them. Examples are the skills of the employees and their attitudes. The
condition of production equipment or product quality problems are also short-term concerns.
To address these issues, you put in place short-term solutions to address problems. Employee
training courses, equipment servicing and quality fixes are short-term solutions. These solutions
set the stage for addressing problems more comprehensively in the longer term.
Medium-Term Planning
Long-Term Planning
In the long term, companies want to solve problems permanently and to reach their overall
targets. Long-term planning reacts to the competitive situation of the company in its social,
economic and political environment and develops strategies for adapting and influencing its
position to achieve long-term goals. It examines major capital expenditures such as purchasing
equipment and facilities, and implements policies and procedures that shape the company's
profile to match top management's ideas.
When short-term and medium-term planning is successful, long-term planning builds on those
achievements to preserve accomplishments and ensure continued progress.
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Assignment 13
Aim : Prepare marketing strategy for your chosen product/service.
1. Communicate effectively
One thing we all know is that Electric Vehicles aren’t an answer to all requirements but can
satisfy many of them. For instance, EVs are an excellent option for frequent urban journeys
especially ones about 100 kilometers between EV charging points.EVS are much cheaper for
such travels than an Internal Combustion (IC) vehicles, less polluting, and offer pleasant driving
experience.
An urban EV provides more ’zen’ drive because there is no gearbox, clutch, and torque is
available immediately. Driving an EV allows you to take advantage of energy regeneration and
use one pedal to accelerate or stop the car.
As a marketer, you should explain the real benefits of using an EV effectively. Rather than
giving general information about the EVs, offer specific details about these products.
Customers love experiments as part of the learning process. Everyone wishes to drive an EV
to know its benefits. Thus, it’s wise to promote numerous test-drive sessions.
2. Avoid overselling
Appealing, detailed explanations about a product don’t blend well with commercial pressures.
EVs should be sold with a less-selling approach. The traditional car retail industry focuses on
commercial pressures such as sales campaigns and incentives.
Such a sales strategy is difficult for marketing personnel to adopt consistently. Perhaps the
‘agency’ concept with ‘Product Genius’ used by BMW i is a perfect option for Electric Vehicles.
This is because there is a low level of product competition in this market. In case your brand
lacks this solution, consider using sales EV professionals with a significant geographic reach.
As mentioned earlier, client education is a priority when it comes to EV marketing. Ric Dean,
CEO at Caffeinated advises the use of social media platforms and blogger outreach to get in front
of a target audience easily. EV marketers can use text, videos, and images to engage their
audience.
Instead of focusing just on brand content, the marketers can create relevant videos explaining
about the product. They can also record videos while driving these vehicles in recognizable roads
and upload them on social media platforms.
Such genuine and professional marketing on social media platforms will make your target
audience trust your brand.
All vehicles, whether gasoline or electric, offer varied driving experience and have
different features. However, they are very similar, and most users don’t notice much difference
between different vehicles even after changing cars. Electric Vehicles are refreshingly new.
They offer a unique driving experience, new sensations, and more. While all innovations
have downsides, novelty is a great selling argument.
Many Electric Vehicle critics tend to miss some ‘petrol-pleasures’ such as manual
gearbox, the sound of a petrol engine. In most cases, they complain about the typical downsides
of EVs such as high prices, depreciation risks, and more.
Most industry insiders are ‘technologically nostalgic,’ missing manual parking breaks
rather than electronic ones, carburetors when injections were introduced, and more.Even if you
own a powerful ‘flat six’ consider the fact that EV s can offer a more pleasant experience just
like the dynamic mode of the BMW i3 illustrates.
Indeed, the varied driving modes of this EV are equivalent to the internal combustion
engine’s downsizing trend; electronics facilitate excellent performance with the consequent
effect on fuel consumption, and small, efficient engines facilitate great a great economy at low
speeds and turbo. Keep in mind that customer choice is based on how to use the engine.
One thing is certain; vehicle electrification is a trend you can’t ignore. From simple
systems (start-stops) to full vehicle electrification, you have a range of options to consider and
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each vehicle will provide at least a good solution. You shouldn’t think of the EV technology with
an ICE mindset.
The sole element that needs to be developed to solve most issues associated with EVs is
the battery. Given the recent developments in this industry, it’s highly predictable that the EV
battery will evolve at a faster rate as compared to the entire IC engine technology.
Conclusion
Thus, when marketing your EVs, approach the subject with an open mind and understand that
over time, different aspects of the product are likely to change.
ASSIGNMENT NO. 14
DOP:-
DOS:-
Marks Obtained
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Related Related (25) Teacher
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Assignment 14
Aim : Prepare a Business Plan for Your Choosen Small Scale
Enterprise.
Jolly's Java and Bakery (JJB)
Executive Summary
Introduction
Jolly's Java and Bakery (JJB) is a start-up coffee and bakery retail establishment located in
southwest Washington. JJB expects to catch the interest of a regular loyal customer base with
its broad variety of coffee and pastry products. The company plans to build a strong market
position in the town, due to the partners' industry experience and mild competitive climate in
the area.
JJB aims to offer its products at a competitive price to meet the demand of the middle-to
higher-income local market area residents and tourists.
The Company
JJB is incorporated in the state of Washington. It is equally owned and managed by its two
partners.
Mr. Austin Patterson has extensive experience in sales, marketing, and management, and was
vice president of marketing with both Jansonne & Jansonne and Burper Foods. Mr. David
Fields brings experience in the area of finance and administration, including a stint as chief
financial officer with both Flaxfield Roasters and the national coffee store chain, BuzzCups.
The company intends to hire two full-time pastry bakers and six part-time baristas to handle
customer service and day to day operations.
The bakery provides freshly prepared bakery and pastry products at all times during business
operations. Six to eight moderate batches of bakery and pastry products are prepared during
the day to assure fresh baked goods are always available.
The Market
The retail coffee industry in the U.S. has recently experienced rapid growth. The cool marine
climate in southwest Washington stimulates consumption of hot beverages throughout the
year.
JJB wants to establish a large regular customer base, and will therefore concentrate its
business and marketing on local residents, which will be the dominant target market. This
will establish a healthy, consistent revenue base to ensure stability of the business. In
addition, tourist traffic is expected to comprise approximately 35% of the revenues. High
visibility and competitive products and service are critical to capture this segment of the
market.
Financial Considerations
JJB expects to raise $110,000 of its own capital, and to borrow $100,000 guaranteed by the
SBA as a ten-year loan. This provides the bulk of the current financing required.
JJB anticipates sales of about $491,000 in the first year, $567,000 in the second year, and
$655,000 in the third year of the plan. JJB should break even by the fourth month of its
operation as it steadily increases its sales. Profits for this time period are expected to be
approximately $13,000 in year 1, $36,000 by year 2, and $46,000 by year 3. The company
does not anticipate any cash flow problems.
Chart: Highlights
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automatically, with a professional modern design.
Mission
JJB aims to offer high quality coffee, espresso, and pastry products at a competitive price to
meet the demand of the middle- to higher-income local market area residents and tourists.
Keys to Success
Keys to success for JJB will include:
Company Summary
JJB is a bakery and coffee shop managed by two partners. These partners represent
sales/management and finance/administration areas, respectively. The partners will provide
funding from their own savings, which will cover start-up expenses and provide a financial
cushion for the first months of operation. A ten-year Small Business Administration
(SBA) loan will cover the rest of the required financing. The company plans to build a strong
market position in the town, due to the partners' industry experience and mild competitive
climate in the area.
Company Ownership
JJB is incorporated in the state of Washington. It is equally owned by its two partners.
Start-up Summary
JJB is a start-up company. Financing will come from the partners' capital and a ten-year
SBA loan. The following chart and table illustrate the company's projected initial start-up
costs.
Chart: Start-up
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automatically, with a professional modern design.
Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal $3,000
Premise renovation $20,000
Expensed equipment $40,000
Other $1,000
Total Start-up Expenses $64,000
Start-up Assets
Cash Required $70,000
Other Current Assets $12,000
Long-term Assets $65,000
Total Assets $147,000
Products
JJB offers a broad range of coffee and espresso products, all from high quality Columbian
grown imported coffee beans. JJB caters to all of its customers by providing each customer
coffee and espresso products made to suit the customer, down to the smallest detail.
The bakery provides freshly prepared bakery and pastry products at all times during business
operations. Six to eight moderate batches of bakery and pastry products are prepared during
the day to assure fresh baked goods are always available.
Market Segmentation
JJB focuses on the middle- and upper-income markets. These market segments consume the
majority of coffee and espresso products.
Local Residents
JJB wants to establish a large regular customer base. This will establish a healthy, consistent
revenue base to ensure stability of the business.
Tourists
Tourist traffic comprises approximately 35% of the revenues. High visibility and competitive
products and service are critical to capture this segment of the market.
Market Analysis
The chart and table below outline the total market potential of the above described customer
segments.
Market Needs
Because Washington has a cool climate for eight months out of the year, hot coffee products
are very much in demand. During the remaining warmer four months of the year, iced coffee
products are in significantly high demand, along with a slower but consistent demand for hot
coffee products. Much of the day's activity occurs in the morning hours before ten a.m., with
a relatively steady flow for the remainder of the day.
Leading competitors purchase and roast high quality, whole-bean coffees and, along with
Italian-style espresso beverages, cold-blended beverages, a variety of pastries and
confections, coffee-related accessories and equipment, and a line of premium teas, sell these
items primarily through company-operated retail stores. In addition to sales through
company-operated retail stores, leading competitors sell coffee and tea products through other
channels of distribution (specialty operations).
Larger chains vary their product mix depending upon the size of each store and its location.
Larger stores carry a broad selection of whole bean coffees in various sizes and types of
packaging, as well as an assortment of coffee- and espresso-making equipment and
accessories such as coffee grinders, coffee makers, espresso machines, coffee filters, storage
containers, travel tumblers and mugs. Smaller stores and kiosks typically sell a full line of
coffee beverages, a more limited selection of whole-bean coffees, and a few accessories such
as travel tumblers and logo mugs. During fiscal year 2000, industry retail sales mix by
product type was approximately 73% beverages, 14% food items, eight percent whole-bean
coffees, and five percent coffee-making equipment and accessories.
Competitive Edge
JJB's competitive edge is the relatively low level of competition in the local area in this
particular niche.
Sales Strategy
As the chart and table show, JJB anticipates sales of about $491,000 in the first year,
$567,000 in the second year, and $655,000 in the third year of the plan.
Management Summary
Austin Patterson has extensive experience in sales, marketing, and management, and was vice
president of marketing with both Jansonne & Jansonne and Burper Foods. David Fields
brings experience in the area of finance and administration, including a stint as chief financial
officer with both Flaxfield Roasters and the national coffee store chain, BuzzCups.
Personnel Plan
As the personnel plan shows, JJB expects to make significant investments in sales, sales
support, and product development personnel.
Table: Personnel
Personnel Plan
Financial Plan
JJB expects to raise $110,000 of its own capital, and to borrow $100,000 guaranteed by the
SBA as a ten-year loan. This provides the bulk of the current financing required.