Business decision (Business Plans and Feasibility Study for any Business)

Business decision (Business Plans and Feasibility Study for any Business)


Business decision (Business Plans and Feasibility Study for any Business)Business decision (Business Plans and Feasibility Study for any Business); this is a free guide on business decision in relation to how you manage your business, take successful steps, educate you on bushiness success and many more.   


Business decision are the day to day decision you make for the operation of your business. This is a very important section of your business plans and feasibility study. Business decisions you make in your business will determine how lucrative your business will be in terms of returns in both the short and long run. 

Business decision (Business Plans and Feasibility Study for any Business)


Several write up as come up in related searches on Business decision (Business Plans and Feasibility Study for any Business), some of which are; 



Investment decision on the other hands are decision you make that help you to expand the capacity or production of the business, or the earning of the business. Before you made such decision, there is need to prepare or get a business plans and a feasibility study for that business before you take that step.

Financial decision is more crucial and has a paramount impact on your business. Financial decision are the decisions that has to do with funding of your operations, should will borrow, should we get loan, equity and so on. This is where you need to analysis your feasibility study to know if is feasibly

As a matter of facts, accounting information is an important source of financial information in the management information system. There need to know that that there are two major group, they are in the pictures
Business decision (Business Plans and Feasibility Study for any Business)

Financial Accounting information is designed to support management and other external users like investors and lenders, in their decision making related to the allocation resources investment and credit 

Management accounting information is designed to support management in their business operations, manager uses this to identify target, device plans, manage daily business operations 

The primary difference between Financial Accounting information and Management accounting information is that Management accounting information is customize and designed by management to suite their daily needs to make business decision, while the Financial Accounting information is require by law and have standards on how they are prepared. 

ELEMENTS OF FINANCIAL STATEMENTS 

Please note; that balance sheet is also refers as Statement of financial position 

Business decision (Business Plans and Feasibility Study for any Business)

BALANCE SHEET 

The balance sheet is a report that reflects the overall picture of existing assets in the company and its financing sources as at a specific date.



One always see; Assets = Liability + owner’s Equity

A practical example is; Philips opened a photocopy shop on the 1st July 2005. The assets of the shop include 1 brand new photocopier valued at 25 million Naira and 5 million Naira cash. To acquire these assets, Philips borrowed 20 million Naira from his family and the rest comes from his savings. 

Liability + owner’s Equity = Assets 

20 million + 10 million = 30 million 

ASSETS 


Assets are the resources managed by the company that can produce future benefits 

ASSETS MUST FULFIL 3 MAJOR CONDITIONS 

  1. Has economic benefit 
  2. Price can be reasonably determined 
  3. Has an original price 

ASSETS HAS TWO MAIN CATEGORIES 

  • Short term; Things that you have that has life span of 12 months or less

For eg; 

Cash in hand; they always change in value almost every day 
Short–term investment; like fixed deposited 
Accounts receivable; customers you have sold to and still owning you 
Inventory/shock - raw materials, finished goods or work in progress 

  • Long term assets/ non-current assets 
Things that you have that has life span of 12 months or more 
Long-term investment like lands, buildings, real estate, and so on


LIABILITIES 

Liabilities are the current obligations that derive from past transactions that are paid from resources. For eg; 

Account payable; which means that the amount own your supplies for goods they have supplied you that you have not paid for.

Accrual; which represent expensive you have enjoyed or incurred but you have not paid for; for eg; electricity bills you’ve used and you have not paid for, salaries that the business has incurred that have not paid for, or whatever the business owned that has not paid for. A good one is the loan you collect from bank.


ALSO READ; Business plans | Starting a Poultry Farming Business | livestock feasibility


LIABILITIES HAS TWO MAIN CATEGORIES 

Current liabilities; are the obligation you need to fulfil within 12 months or less e.g 

  • Short-term borrowing 
  • Account payable

Non-Current liabilities; are the obligation you need to fulfil other 12 months or more. For eg; long term loan. A loan you can pay back 2 years, 3years and so on 


OWNER’S EQUITY 

It is the shareholder’s capital value 
It is represented by two major component in the balance sheet
  • Capital contributed by the owners/investors of the business 
  • Retained earnings or profit ; is the profit that is plough back in the business, 

INCOME STATEMENT; it is a report that tells you the performance of a business over a period of time. 

3 major component 

  1. Revenue; revenue is the income received or to be received from the sale of goods or services. Revenue in the income statement is not cash. Revenue from sales of products or services as well as financial activities 
  2. Expenses; expenses are the total of cost of goods sold, selling expenses and general administration expenses, expenses don not include the VAT
For eg; 
  • operating expenses include – selling expenses, general and admin expenses, cost of goods sold 
  • Financial expenses – borrowing interest, exchange loss 
    3. Net profit/loss; profit = Revenue – Expenses 

Revenue generated > Expenses incurred 

Loss occurs when; expense incurred > Revenue generated 



ALSO READ; Integrated Poultry Business (Poultry,Fishery, Plantations,Piggery, Cassava) Get A Business Plan



CASH FLOW STATEMENT  

It is a report that tells you about the movement of cash, in and out of a business over a certain period of time. 

Net cash flow = Total cash inflow – Total cash outflow.


CASH FLOW STATEMENT; CATEGORIES 

  • Cash flow from operating activities; this represent cash that comes in from revenue, less cash that goes out from expenses 
  • Cash flow from investment activities; which represent cash that comes in from sales of an old machines or old car and cash that was spent on purchase of fix assets like machines or investment 
  • Cash flow from financing activities; cash can come in from lending, cash can come in from additional investors bringing in capital into the business. While cash can go out by repayment of loan or paying back dividend to investor.

CONTROLLING COST 

Types of costs in an enterprise;
  • Fixed cost 
  • Variable cost 
  • Fixed cost; Fixed cost are costs that do no vary in proportion to the quantity of Goods produced or consumed. For eg; irrespective of the number of bread a bakery produces, the rent for a year is still the same.
  • Variable cost; Variable cost are costs that vary in production to the quantity of products produced or consumed. For eg; using the bakery example, the butter, sugar flour etc use in bread production varies.
  • Mixed cost; mixed cost are costs that have both fixed and variable cost element in them. For eg; the salary a business pays a marketer every month is the same, more over there might be so commission element added to it. Which is dependent on what the marketer sales. The total cost is mixed because the salary the marketer is paid is mixed, while the commission varies based on the quantity sold. 

WHAT DOES IT REALLY MEAN TO CONTROL COST

  • In other to control cost, we must first identify the controllable cost and uncontrollable cost 
  • What do you do about controllable cost after you have identify them? You reduce them 
  • What do you do about uncontrollable cost after you have identify them? You standard them
  • Controllable cost are costs that can be reduced by being more effective. Trying to control and save costs.
  • Uncontrollable costs are cost that management cannot directly control due to the involvement of other people.

For e.g the exchange rate. 


ALSO READ;PERFECT POULTRY BUSINESS PLAN & A FEASIBILITY STUDY IN NIGERIA


COST STANDARDS AND COST VARIANCES 

What does it mean by a standard cost? This is a predetermined cost which is a achieved by setting standards related to particular circumstances of work. For eg; the standard cost for lunch should depend on the quantity of the meal. 

ADVANTAGES OF IDENTIFYING STANDARD COST 

1. Estimate the cost for various items 

Companies should establish standards for all cost and should begin with uncontrollable cost. For eg. You can set a tariff for transportation in your business. This are standard cost. Base on the location, there is a standard tariff that is paid. This help to watch and control cost. 

ANALYSIS OF COST VARIANCES 

In other to control cost, we must first be able to analyzed what causes the difference between the standard cost we have set as an organization and the actual cost we have incurred is called cost variances 

Difference btw Standard cost and Actual cost = cost variances 

To control the cost, we must identify what the causes of these variances are, in other to analysis the variance, we first must compare the actual cost and standard cost. Secondly, we identify if the variance is adverse or variable. An adverse variance is when the actual cost incurred exceeds the standard cost, while a favourable variance is when the standard cost exceeds the actual cost. We always want a favourable variance. But when you have an adverse variance, you need to identify the main causes of adverse variance and take corrective step to remedy the situation. 

There are other causes of cost variances. For e.g the fish bone diagram; 

  • In the usage of the materials 
  • The method of usage 
  • The competence of the personnel or the man that is using the material 
  • Machine 

These aspects (usages, method, man and machines)

Can lead to wastage, and thus, increase in cost

  1. If poor quality of material is used or your suppliers are unreliable, then your cost will be high. 
  2. When the staff are not competent, there will be a lot of wastage 
  3. If the machine has poor maintenance, then the production will be poor 
  4. The above are some of the causes of cost variance 

Let’s take a look at HOW COST INFORMATION AND DECISIONS can help us to control cost 

Cost information is required for any important management decision 

In other to control cost, you need cost information to make the right cost controlling decision. For eg; 

  • Pricing decisions – what price to sale your product
  • Produce or purchase decision - do we produce our raw material or we purchase them 
  • Closure designs – is also important when negotiation take place. 

All this are very important in setting to make the right decisions in setting your selling price and controlling your cost.


CONTROLLING COSTS SYSTEM 

Controlling cost system has to do with cost collection, follows by cost analysis which entails breaking down the cost that have been collected to understand the makeup of the cost item. Followed by next by controlling cost.

After you have analyzed the cost, this wound help you to break down and then control the cost in other to achieve optimum efficiency. 

CONTROLLING COST SYSTEM HAS 2 MAJOR COMPONENTS 

i. Cost Centres/ responsibility centre; is define as location where all cost are collected. There are other centres within a company revenue centre, profit centre, investment cenntre. The decision to establish a cost centre depends on the purpose of the enterprise 

Benefits of having a cost centre 

  1. Easier to gather cost information 
  2. Provides quick cost information from different divisions 
  3. Better control of costs incurred in various division 

ii. Cost code 

MANAGE AND CONTROL OF COSTS 

Step 1; identify the call centre 

Step 2; Gather cost into centres 

Step 3; analyses costs for management 

Step 4; control costs through cost centres 




Step 1; identify the call centre 

Select cost centre as per management requirements 


These are broken down into;
  1. Identify uncontrollable costs that the enterprise needs to control 
  2. Identify divisions that relate to the cost 
  3. Select cost centre among division that relate to the costs 

CONTROL MATERIAL COSTS 

  1. Purchasing 
  2. Receiving 
  3. Storage Departments 

CONTROL LABOUR COSTS
  • Staff 
  • Department 
  • Time 

CONTROL MATERIAL COSTS 

Constitutional general cost/Overhead cost; that are general to all the department 

after that you identify the location base through which you allot cost to each department. In other to achieve this you need to collect data on the allocation base, and lastly you allocate the overhead cost amongst the respective departments.

Overhead cost are different from specific cost because they cut across various department and identifying a good basis of allocation will be helpful. 

CREATE COST CONSCIOUSNESS

Create cost consciousness means to consider the company’s money as one’s own money. Every member of staff has to treat the company’s money, spending it as if is where their own. Taking ownership. 

You can only reach high performance with the support of your staff. 

Every company are very much interested in creating a cost conscious 

When every member of the team is cost conscious, the cost controlling mechanism will work much better 



Working with budgets 

Objective
  1. Define a budget and the benefit of budget 
  2. Practice a basic process to set up the master budgets in enterprise 
  3. Use budgets to control the business activities 
  4. Identify principles to effectively apply budgets in enterprises 

BUDGETS AND THE BENEFIT OF BUDGETS

What is a budget? A budget is a financial plan set in advance for a given period of time in the future. It can also be define as a plan to forecast the company’s profitability and financials for a certain period of time in the future, like a month, a quarter a year. It is an action plan set up for implementation illustrated in number. 

The benefits of budgets 

• Planning 

  1. It helps the company in Goal orientation. 
  2. The budget set the tone of the goals that will be achieve in the financial year ahead. 
  3. It help every member of the team to aim at achieving the enterprise overall objective. 
  4. It also inform the preparation of resources required to achieve this goals that have been identified and set and anticipate risk that can occur in achieving this goal 

• Controlling 
  1. A budget help to Benchmark for evaluation; how have we done well 
  2. It also help in delegation of authorities on expense approval and usages 

  • It help to create a cost consciousness because there be people responsible in the organization for controlling cost 
  • It promote team work, as every member of the team is working towards achieving the organizational goal
  • Improve communication 

HOW DO WE DEVELOP MASTER BUDGET?

A master budget is a budget that comprises of;
  • Projected profit and loss; 
  • Projected cash flow
  • Projected balance sheet 

Projected profit and loss; is basically in two; projected revenue and projected cost. Projected profit and loss provides a basis for evaluation of the enterprise performance efficiency. This projection are useful for management to evaluate whether the objective set have be achieved or not


SALES BUDGET 

The sales budget comprises basically projected sales volume, projected selling price. The sale budget contain information specifying, what sells volume we are targeting to achieve in the new financial year or quarter or month and at what selling price. It can be for a quarter, it can be for a month. It’s part of the projected profit and loss statement or project income statement.

The second part of the projected profit and loss statement is the expense budget 

The Expense budget emanate from the sales budget, after the sales budget is complete, the cost budget will be constructed in line with the sales budget. The cost budget vary depending on the business activities, it could be manufacturing, trading or service providing and management staff of the enterprise.

A trading enterprise does not have a production budget or a service business does not either a production or stock budget. 

SELLING EXPENSE AND MANAGEMENT EXPENSE BUDGET 


This budget is under the expense budget. The budget of selling and management expenses illustrate how much management project to spend on selling and managing the organization. Budget on selling expense and management expense are often constructed after the sales budget is established and is based on the projected sales volume. The cost include in the budget of selling expense and management expenses are often divided into; 

  1. Variable costs
  2. Fixed cost 

PRODUCTION BUDGET 

The production budget forecast the product output to be purchase to meet the sale volume projected in the sales budget and the budgeted stock requirement in line with the enterprise stock policy. This projection budget can be monthly, quarterly, half-yearly or yearly. 

RAW MATERIAL BUDGET 

The quantity and cost of the raw material required for the production 

The amount of raw material to be in stock and raw material to be stock and raw material amount to be purchased.

The amount of raw material required for production is calculated based on the amount of product that need to be manufactured as indicated in the production budget and the amount of raw material per product.

The cost of raw material required for the production’ equals the amount of the raw material required for the production x unit price of raw material required. 

DIRECT LABOUR BUDGET 


In other to forecast the labour required to meet the production needs, the budget of direct labour cost comprises of the two main component required to price labour; 

  • The required Labour hours; is calculated based on the amount of product to be manufactured as indicated in the production budget 
  • The Standard labour hour rate; comprises of wages and allowance 

Direct labour cost = require labour hours X labour hour rate 



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OVERHEAD COST BUDGET 

Remember that the overhead cost is a cost that cut across every department 

The overhead cost are divided into two; 

  1. Variable Cost; total variable overhead cost are estimated based on the rate of variable overhead cost. The rate of variable overhead cost can be estimated based on total direct labour hours, total machine operating hours, operations. 
  2. Fixed Cost; while total fixed overhead cost can be estimated based on historical data. 

After gathering the total cost amount, the non-cash overhead costs will also be separated to determine the cash overhead costs

BUDGET OF COST GOODS SOLD 

A manufacturing enterprise will budget cost of goods sold in two major categories;

  1. The production costs – includes; direct raw material cost, direct labour cost and overhead cost 
  2. The stock budget – includes; finish products , and work in progress 

PROJECT CASH- FLOW

A Project cash- flow help to manage the movement of cash in the organization. And is made of two part;

1. Cash-inflow; are useful information for the enterprise management to for see the period that the enterprise will need cash to pay for its activities in other to make adequate provision for this cash

2. Cash-out flow 

USING BUDGET 
  1. Using Flexible budget
  2. Analyzing variances 
  3. Taking actions 


Flexible budget

A flexible budget are budget that is set-up corresponding to certain levels of changes in the volume of activities. Is a budget that allows the projection of cost corresponding to the various certain levels of activity volume. 

Setting-up a flexible budget 
For eg; volumes of production; 5,000 to 11,000 product, variable cost remaining constant per unit. 

Total variable costs = variable cost per unit X number of units 

Please not; if the sales and production volume varies, the cost them will also vary. 

A static budget does not enable the enterprise to compel its performance based on the current level, as a result, the static budget does not provide a relatively bench mark that can be used as an objective assessment basis, especially when the actual result are remarkably higher than the projection. 

For eg; compelling a static budget at a volume of 7,000 products, actual result of a volume of 8,000 products, is not different from compelling a piece of orange with an apple. The comparison leads to in correct conclusion on cost variances. To have a consistence comparison, when comparing actual figure with a flexible budget we need to convert a static budget at a level of 7,000 products into a flexible budget at a volume of 8,000 products and then compare this (the situation on ground) with actual result at the same volume of 8,000 products. This comparison provide meaningful information on cost variances. 



Variance analysis

Variance analysis is the difference between your actual performance and your budget. We have; 

  • Favourable Variance 
  • Adverse Variance 

Favourable Variance; When your actual performance is better than your budget, it is favourable 

For e.g, when actual sale revenue is higher than budget sale revenue that variance is favourable 

Adverse Variance; actual sales revenue is lower than budgeted sales revenue, or actual costs are higher than budgeted costs

Variable analysis for a profit that is declared at the end of the year is made up of 

Revenue variance 

Cost variance.

Cost variance are made up of Raw Material and Labour Variance 

IDENTIFY WHAT IS RESPONSIBLE FOR THE VARIANCE 

Was the budget unrealistic, then we need to adjust the budget 

Were operations below standard? Then we need to improve our operation 

After doing the variance analysis, managers should carry out the assessment as below; for Out-of-control variances, managers should analysis errors of in accurate projection and make more appreciate adjustment to the budget.

For under-of-control variances manages should narrow down the responsibility of the department in charge of implementation and controlling the budget their responsibility are to seek solution to improve the operation. 


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Chris Farm Nigeria develops well self-explanatory, irresistible feasibility studies or business plan for your Business start ups, Business Growth or Expansions through either personal funds, Grants, or loans, which could be new or existing ones. We delight in writing for people under Academic sectors, production sectors, manufacturing sectors, processing or packing sectors, advertising sectors, marketing sectors and other related sectors on mini, middle and large scale businesses.

For your Agribusiness, either production, processing, marketing of any Agro-industry, our feasibility studies or business plan are explicit.

Generally, our feasibility study and business plans are developed so well that it becomes irresistible when you show them to your investors or sponsors. It gives you a clear picture of what you are expected to see when you put the feasibility study or business plans into use. It also shows how much it will cost you to own your desired business, what your money can afford. The kinds of product you will need to minimize input in other to maximize output, and how much returns you will get at the end of each accounting year until your business break-even on its initial investment capital. This will give the intending business person or investor or farmer, a vivid idea on the possible benefit he or she stands to gain, when he or she starts doing the business. With that, the intending business person or investor or farmer will not need a soothsayer to make decision for him or her.


You can use this format in developing your own business Plans and feasibility Study 

OUR TABLE OF CONTENT INCLUDE;

  • SECTION I – EXECUTIVE SUMMARY
  • NAME OF BUSINESS / COMPANY
  • OFFICE & SITE LOCATION
  • MOTIVATION
  • MISSION STATEMENT
  • SOCIAL/ECONOMIC VALUE
  • PROJECT STATUS & START UP
  • WHY PREPARE THIS BUSINESS PLAN?
  • SECURITIES FOR THE PROPOSED LOAN
  • REPAYMENT
  • SECTION II – STUDY AREA
  • STUDY AREA
  • COMPANY OVERVIEW
  • MANAGEMENT TEAM
  • DEPARTMENTS IN THE COMPANY
  • EXPERIENCE
  • MANAGEMENT TEAM GAPS
  • SECTION III – INDUSTRY ANALYSIS
  • DEFINING YOUR INDUSTRY
  • YOUR INDUSTRY SIZE GROWTH RATE AND SALES PROJECTIONS
  • INDUSTRY STRUCTURE
  • MARKET OVERVIEW
  • MARKET SEGMENTATION
  • RELEVANT MARKET SIZE
  • KEY SUCCESS FACTORS
  • LONG TERM PROSPECTIVE
  • MARKET CHARACTERISTICS
  • SAMPLING TECHNIQUE
  • SECTION IV – CUSTOMER ANALYSIS
  • TARGET CUSTOMERS
  • CUSTOMER NEEDS
  • MARKET NEEDS / SOCIAL PROBLEMS AND SOLUTIONS
  • BUYERS BEHAVIOUR
  • MARKET SHARE
  • SALES FORECASTING
  • SECTION V – COMPETITIVE ANALYSIS
  • DIRECT COMPETITORS
  • COMPETITIVE ADVANTAGES
  • SECTION VI – MARKETING PLAN
  • PRODUCTS & SERVICES
  • FINISHED PRODUCTS
  • PRODUCT QUALITY AND PRODUCTION QUANTITY
  • PRODUCTION CAPACITY
  • PRICING
  • PROMOTIONS PLAN
  • DISTRIBUTION PLAN
  • SECTION VII – OPERATIONS PLAN
  • GENERAL APPROACH TO PRODUCTION
  • TECHNICAL ANALYSIS / PRODUCTION PROCESS
  • EQUIPMENT
  • PACKAGING REQUIREMENTS
  • SECTION VIII – FINANCIAL PLAN
  • REVENUE MODEL
  • FINANCIAL ANALYSIS
  • FINANCIAL ASSUMPTIONS
  • FINANCE CHARGES
  • FINANCIAL PROJECTIONS
  • FUNDING REQUIREMENTS/USE OF FUNDS
  • CRITICAL ASSUMPTIONS



  • FINANCIAL MODELS
  • SUMMARY OF PROJECT COST
  • BUDGET OF FIXED ASSETS / CAPITAL EXPENSES / INVESTMENTS
  • DEPRECIATION
  • UTILITIES
  • OPERATING EXPENSES (OPEX)
  • TOTAL REQUIRED INVESTMENT OUTLAY (REQUIRED START-UP CAPITAL)
  • FINANCING PLAN
  • INSTALLED / AVAILABLE EQUIPMENT
  • BREAK-EVEN ANALYSIS
  • LOAN REPAYMENT SCHEDULE AND INTEREST PAID
  • FORECAST OF PROFIT AND LOSS
  • CASH FLOW
  • BALANCE SHEET
  • GENERAL ASSUMPTIONS (BREAK EVEN ANALYSIS)
  • BUSINESS RATIOS - PROFITABILITY ANALYSIS
  • CONCLUSION
  • SECTION 3 – APPENDIX

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·         NOTE; According to our policy, we are not “allowed / permitted” to disclose peoples business or written feasibility study, “to anyone”, irrespective of their personality.

·        BUT, WE are permitted to display only executive summary.
·         This is just a sample of our executive summary on poultry feasibility study and business plan, carried out in Rivers State. 

·         1st sample;

These Feasibility study on poultry farming business (specializing on layers and boilers production), was conducted using projections, impressive publications, compounding interest/values, tables, graph, bar chart, pie chart, profits analysis and cash flow positions in other to give a clear picture of what is obtainable in that location, using eight plots of land, at Esemdiary village, Off Effurun Sapele Road, Okpe LGA of Delta state, Nigeria as a case study. 

Esemdiary village is a community in Okpe Local Government Area of Delta State with coordinates 05°26’N 5°57’E, which also plays the host community to the Warri Airport, which is actually located at Osubi. 

Okpe Local Government is a territory that used to be part of the original Okpe Kingdom, its headquarters is at Orerokpe, with a population of 128,398 people whose primary occupations include commercial farming, fishing, hunting, trading and gas exploration. 

After carrying out the feasibility study on Esemdiary village, Off Effurun-Sapele Road, Okpe LGA of Delta state, Nigeria, it was discovered that, farming generally will do well both on crop and animal production.

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