Potential Business Analysis for Projects

For some time, Sergata has been observing the business world of entrepreneurship from solely a technological observation aspect. Over time, as service providers to entrepreneurs and as entrepreneurs ourselves, Sergata has accumulated valuable insights regarding the proper business development of each venture. Essence, insignificance and weighed considerations determine our success, taking unique data into account.
 As a part of the consultation, a S.W.O.T. analysis of the idea itself will be made, leading to consolidating a research program appropriate for data collection and consolidation into a full business plan and long-term business model in cooperation with the entrepreneur.
 S.W.O.T., (Strengths, Weaknesses, Opportunities and Threats) is intended to analyze the business environment   at the most basic and thorough level. The strengths and weaknesses relate to the internal environment and opportunities and threats relate to the market and the business' external environment. While a S.W.O.T. analysis is the subject of a complete section in a business plan (so that you won't have to rewrite it), from our experience, we recommend an initial S.W.O.T. analysis already at this stage. This stems from an approach that it would be worthwhile on focusing on abandoning a project already at the outset, prior to superfluous investments in its development and writing the business plan etc. later.
The Process:
a.      A start-up meeting – Initial introductions, signing a confidentiality agreement (NDA) and presenting the project. We recommend bringing all the material that would aid examining the venture (magnetic media and/or hard copy).
b.      An examination of the project – Use of the S.W.O.T. model for analyzing the business' internal; and external environments. Based on this analysis, it would be possible to assess its chances of its (qualitative and not quantitative) success.
c.      Internal discussions and brainstorming in the company relating to additional development possibilities for the venture and its technological feasibility.
d.      Concluding meeting – Presenting the findings for the venture.
Time schedule: The project lasts for a week from the date of the start-up meeting.