MarketPotentialforOutputs产品的市场潜力.ppt

1、Considerations in Determining the Feasibility of a New Enterprise(Part II,Rodney B. Holcomb Oklahoma State University Food & Agricultural Products Center,Primary Objectives of Feasibility Preview,Identify key planning steps for feasibility assessment Determine the required resources for an enterpris

2、e Setting stop/go points Assistance programs for helping fund feasibility studies,Pre-Feasibility Questions,What are my/our goals/objectives? Better price for my/our commodity? Add value to my/our commodity? Business development in my/our community? How much can I/we put into this venture and still

3、keep food on the table? Sweat equity, start-up costs, and eventually investment,A Venture Should,Be deemed worthy/unworthy on economic merits. Be taken under consideration as a business completely separate from the farm/ranch. Not be pursued just because of political pressure. Be funded by at least

4、50% owners equity,Now, What To Do,Several factors to be considered for determining a course of action. Assessment of all possible processing possibilities for a commodity. Catalogue all needed resources for processing. Market research for all processing possibilities. Growth, trends, advertising/pro

5、motion. Competition, market share, acquisitions/mergers,Market Potential for Outputs,Universe of Marketable Product Retail, foodservice, exports, fundraisers Determinants of Market Quality What characteristics are deemed most desirable by customers and how can you provide them? Wholesale Product Val

6、ue Dont focus on retail prices,Geographic Market Potential,Potential Local Buyers Potential Regional Buyers International Markets Build in expenses/steps for exporting products. Government Programs Potential for large volumes, low margins. Market generation (e.g. ethanol,Market Competition,Existing

7、Businesses Where they are, where they distribute products, what brands they manufacture, etc. Businesses that have ceased operations Why did they cease operations? Are their facilities/equipment for sale? Import/Export Market Companies, countries, barriers,Market Opportunities,Best-Fit Opportunities

8、 Brand vs. co-packing, retail vs. foodservice Strategies for Market Approach 4 Ps of marketing Barriers to Market Entry Regulatory barriers Industry concentration Co-product barriers,Raw Product Supply,Supply Markets Captured supply through investor/members? Proximity/concentration of the commodity?

9、 Complexity and Variability Collection/delivery system Quality specifications Year-to-year variation,Raw Product Costs,Commodity value Transaction costs e.g. verification and certification Storage costs Transportation costs Tax costs,Facility Specifications,Location Factors Picking a location that m

10、akes the most sense from an economic standpoint. Design Factors Functionality, flexibility, expandability. Thinking through the processing steps. Further Processing Components Making sure all the pieces fit,Facility: Location Factors,Availability/costs of land and utilities Access to inputs and mark

11、ets Transportation infrastructure Roads, rail, barge, and even air Availability of service providers Labor and labor training Taxes and community attitude,Facility: Design Factors,Much will depend upon regulations associated with a processing venture walls, ceilings, floors, storage facilities Ambie

12、nt vs. cold storage Expandable Suited for processing system Not always best to fit the system to a building,Facility: Further Processing Components,Flexibility in further processing Competent engineering design Do all pieces of equipment “speak the same language”? Common equipment or specialty? Loca

13、tion and reputation of equipment manufacturer(s) CIP or other sanitation programs,Further Processing,Value-Added Outputs How many products? (Co-products?) Suggestion: Start with less than 6. Customers and Value Always the basis for what gets produced Estimated Product Values and Margins Check with a

14、n “expert,Further Processing (cont.,Manufacturing Requirements Space, prep, consolidation of activities Production Throughput Shrinkage, remix, waste, product loss, etc. Necessary Equipment, Costs, and Staffing Start shopping around Ask around for names of potential key staff,Stop/Go Points,Build “p

15、hases” into feasibility and business planning, stop/go point at the end of each. Phase I: Market and industry overview Phase II: Determination of physical needs Phase III: Assessment of “what you have” and “what you can get” Phase IV: Business plan,Available Assistance,Land-grant universities and ex

16、tension specialists Value-added centers, food technology centers State funds? Through established assistance programs Through your legislator USDA Value Added Product Market Development Grants (VADG) $40 million/year through 2007 Requires a minimum $-for-$ match,Final Comments,Do your homework Base all de