Starting an Organic Food Store: Feasibility Studies, Market Opportunities, and Vision

This presentation discusses the process of generating a business idea for an organic food store, feasibility studies conducted, potential market opportunities, and the vision for the business. It also provides insights on the attractiveness of the industry and the budget for the business. The presentation includes a SWOT analysis, PESTLE analysis, and Porter's Five Forces analysis of the organic food industry.

Enterprise and
Entrepreneurship

TABLE OF CONTENT
 Motivation for choice of business
 Process of generating business idea
 Feasibility studies
 Details of product
 Potential market opportunities
 Attractiveness of industry
 Vision of the business
 References

MOTIVATION FOR CHOICE OF BUSINESS
 The business idea that an entrepreneur can have in order to create new business is selling of the
natural and organic food by opening the grocery store.
 By having the market research and seeing that the organic food is in the huge demand in the
market entrepreneur has decided to start the new business.
 The name of the new grocery store is The sky organics.

PROCESS OF GENERATING BUSINESS IDEA
 The having and searched on the internet and by conducting surveys this business idea has been
generated.
 In order to start the new business lots of research has been on the internet.
 I have searched about the organic food products that the other entities used to make and the target
market of the products.
 By doing research on the internet it helps to know about the market size and share of these organic
beauty products.
 By researching on the different websites of the food products and the good responses on the
products motivates in order to start the new business.

FEASIBILITY STUDIES CONDUCTED
Segmentation- based on
demographic Target- adult and old age people Positioning- focus on healthy
product

BUDGET
Particulars January February March April May June July August September October November December
Cash inflows
Opening cash inflow 4300 5430 7593.95 9839.259 12165.77 14573.23 17061.35 19629.7 22277.82 25005.12 27810.91 30694.41
Sales revenue 9850 10047 10247.94 10453 10662 10875 11092.7 11314.55 11541 11772 12007 12247
Other income 1850 1850 1850 1850 1850 1850 1850 1850 1850 1850 1850 1850
Total cash inflows 16000 17327 19691.89 22142.16 24677.72 27298.43 30004.05 32794.26 35668.67 38626.78 41668 44791.65
Cash outflows
Material 2430 1507.05 1537.191 1567.935 1599.294 1631.279 1663.905 1697.183 1731.127 1765.749 1801.064 1837.086
Labor 1760 1760 1760 1760 1760 1760 1760 1760 1760 1760 1760 1760
Other expenses 2150 2236 2325 2418 2515 2616 2720.436 2829 2942 3060 3183 3310
Administration expenses 4230 4230 4230 4230 4230 4230 4230 4230 4230 4230 4230 4230
Total cash outflows 10570 9733.05 9852.631 9976.392 10104.49 10237.08 10374.34 10516.44 10663.55 10815.87 10973.59 11136.91
Cash deficit / surplus or closing cash
balance 5430 7593.95 9839 12166 14573 17061 19629.7 22278 25005 27811 30694 33655

DETAILS OF PRODUCT TO BE OFFERED
 The new organization is the organic food store in the UK which used to sell the variety of
organic products.
 The cited organization used to sell the organic products which include organic biscuits,
organic cake, coffee, fruits and dairy products.

POTENTIAL MARKET OPPORTUNITIES
Political- must follow all the political
guidelines
Economic- price conscious consumer
so reasonable prices to be charged
Social- health conscious behavior
Technology- use of innovative
technology
Strength
The strength of Sky Organic is
that it has a good set of
employees.
Another strength is that strategic
management of company is
sound and good.
Weakness
The weakness involves that it
has a low geographical presence.
Lack of financial resources is
another weakness.
Opportunity
The opportunity present for Sky
Organic is to develop business in
other countries as well.
Threat
The threat involves the high and
intense competition.

CONTINUED
Product- organic food store
Price- use of reasonable price
Promotion- use of online website for promotion
Place- both online and offline stores

ATTRACTIVENESS OF INDUSTRY
Threat of new entrant- high Bargaining power of supplier-
moderate
Bargaining power of consumer- high Competitive rivalry- very high

VISION FOR THE BUSINESS
Mission of Sky Organic
The mission of Sky Organic involves becoming
a trustworthy outlet which provides good quality
organic product to consumer to satisfy the need of
consumers.
Vision of Sky Organic
The vision of Sky organic involves becoming an
innovative leader within the field of healthy and
organic product to enhance the experience and
satisfaction level of consumers.

CONTINUED
 In order to attain that mission and vision of the company, the selection of highly qualified staff will
take place.
 This is necessary for the reason that when the people will be highly qualified and trained then they
will be working in better position to attain the mission and vision of the company.
 Along with this, for attainment of the business objectives the use of good technology will be done.
This is necessary because it will increase the efficiency of the business to a great extent and human
efforts will be reduced.

REFERENCES
 Achinas, S. and et.al., 2019. A PESTLE analysis of biofuels energy industry in Europe. Sustainability. 11(21).
p.5981.
 Benzaghta, M. A., and et.al., 2021. SWOT analysis applications: An integrative literature review. Journal of
Global Business Insights. 6(1). pp.55-73.
 Boafo, N. D., Kraa, J. J. and Webu, C. G., 2018. Porter’s Five Forces Impact on the Performance of Companies in
the Banking Industry In Ghana.
 Chen, S. C. I. and et.al., 2022. Innovative Strategies to Fuel Organic Food Business Growth: A Qualitative
Research. International Journal of Environmental Research and Public Health. 19(5). p.2941.
 Faltmann, N. K., 2019. Between food safety concerns and responsibilisation: Organic food consumption in Ho Chi
Minh City. In Food anxiety in globalising Vietnam (pp. 167-204). Palgrave Macmillan, Singapore.
 Irfan, M. and et.al., 2019. Competitive assessment of Indian wind power industry: A five forces model. Journal of
Renewable and Sustainable Energy. 11(6). p.063301.