Feasibility assessment, business plan and connection to network

Serious attention is paid to formulating a concept. From the chosen concept, the elements needed for Market Entry decision-making are fashioned.

Feasibility assessment is still rather consultant-led work, but as concepting advances the emphasis shifts to interactive cooperation. The input of the client's own and other experts grows. As concepting advances, a new business leader is generally recruited, which indicates the commitment of the company's management to the project. Then the baton is naturally passed on and the consultancy team becomes a resource available to the new leader.

Feasibility assessment

• Will the assumptions that form the basis of the concept stand up to critical examination?
• The road map shows whether a wall will block the way or whether it can be by-passed.

Business plan

• With what logic will money change owner?
• What investments are needed and when will the money be recovered from the market?

Connection to networks

• What kind of partnerships, task sharing or M&A activity does acquiring the necessary resources demand?