SOLUTIONS / TEST BUSINESS FEASIBILITY
Test the idea.
Understand the conditions.
Compare the assumptions, investment and operating scenarios behind a business idea before committing to the project.
01 / THE WORK BEHIND THE MATERIALS
A clear objective.
A connected approach.
For founders and business owners deciding which concept, location, scale or operating approach to pursue.
Identify what must be true
Make demand, pricing, capacity, costs and timing explicit. Separate available evidence from assumptions that need further investigation.
Compare meaningful alternatives
Use a common structure to compare locations, equipment choices, business formats or operating scales. Keep the differences visible.
Find the decision thresholds
Explore break-even conditions, the lowest cash balance and the effects of weaker demand, higher costs or a delayed start.
TURN THE OBJECTIVE INTO A WORKING BRIEF
What needs to be clear
before the next decision.
Make the assumptions behind the opportunity explicit before committing resources. The purpose is to identify what must hold true and which unanswered questions could change the decision.
| The question | The work behind it | The useful output |
|---|---|---|
| What activity supports the cost base? | Connect customers, capacity, pricing, direct costs and operating commitments. | A view of the sales and operating conditions needed to support the proposed business. |
| What capital is tied up first? | Map setup costs, deposits, inventory, operating losses and the timing of customer receipts. | An opening investment and cash requirement for the proposed operating plan. |
| Which assumptions change the decision? | Compare demand, pricing, costs and launch timing under coherent alternatives. | Scenario comparisons that identify the assumptions worth validating further. |
A USEFUL STARTING POINT
Build the basis for the decision.
Build the operating logic and cash forecast before writing a long plan. They provide a practical basis for deciding which research, quotations or customer evidence would be most useful next.
FOR OUR FIRST CONVERSATION
Three things to clarify.
- The concept, target customer and intended location or market.
- The price, capacity and cost assumptions already available.
- The specific commitment you are evaluating and the alternatives to compare.
02 / MATERIALS FOR THE NEXT STEP
The right documents.
One consistent basis.
The products follow the project. I can focus on one deliverable or connect several in an agreed scope.
USEFUL INPUTS AFTER OUR FIRST CALL
- The concept and alternatives being considered
- Available market and customer evidence
- Capacity, pricing and sales assumptions
- Capital and operating cost estimates
- Budget constraints and expected timing
ILLUSTRATIVE PROJECT SCENARIO
See the decision
in context.
A restaurant founder compares two locations with different rents, seating and fit-out costs. The model shows which demand assumptions change the preferred option.
Explore the project exampleA FEW PRACTICAL DETAILS
Before we work together.
LET’S MAKE THE NEXT MOVE CLEARER
Let’s make the next
decision clearer.
Three quick questions. Then choose a time to talk with Henry.