MGMT20143 Think Big: Online Business Application for Cargo Shipments

This project outlines the development of an online business application for maritime container cargo shipments, enabling customers to track shipment data and integrate with shipping partners. It addresses cybersecurity threats through firewalls and seeks government approval for legality. Monetization strategies involve identifying requirements, analyzing costs, and implementing technological advancements. The project assesses financial feasibility using key ratios, ROI analysis, and cash flow statements, alongside operational feasibility via a business canvas model. The idea's scope lies in improving freight systems and shipment tracking, with scalability achieved through shipment monitoring and response analysis. The project seeks financial support from investors in return for promising services and potential involvement in organizational matters, including detailed cash flow projections for the first two years under best-case and worst-case scenarios. A bibliography of relevant sources is also included.

Think Big

Overview of the proposed venture idea
The proposed venture or idea is on the
development of online business application of
maritime container cargo shipments
It allows customers to capture any act on the
shipment data
It also helps in the integration of the shipping
partner and provides abilities to track the
shipment
The benefits is that the idea can be portable
as well as re-useable

Underlying business model

The problem solved
Cyber crime threats can be solved by proper
installation of firewalls
It can install anti-cyber threat devices
In order to ensure that the legalisation of the
business be established it is necessary to seek
approval from the Government
This can help in gaining the approval from
the ISO standard

How the idea is monetised
The idea can be monetised by identifying the
requirements
It is essential to analyse the cost of goods
sold
The technological advancement also need to
be implemented for the development of the
market
Along with this relation need to be
maintained with the Government for gaining
the legality via ISO

Financial feasibility
Financial key roles help in discussing the
fundamental information of a business.
It helps in improving the financial health of a
company and any business ideas that are
developed
Excess debt or build up stocks are required
for maintaining the financial key ratios
It also helps in building up stocks in a rapid
manner

Contd..

Contd..
The ROI helps in the analysis of the payback
period
In this case the payback period can be
identified from the cash flow statements as
well as the break even analysis
It can be seen that the ROI of the idea can be
considered as an effective factors for its
legality in the business

Operational feasibility
Operational feasibility can be considered as
the manner in which every operation of the
business can have a development of its
manufacturing units
The operational feasibility of the concerned
idea can be the factors required for making
the process legal
Analysis of the business canvas model can
help in the feasibility of the idea

Scope of the idea
The scope of the idea is that it can help in the
proper development of the freight system and
provide customers with the ability to track
the shipments
This can help in the improvement of the
problems associated with the shipment of
goods and services

Scalability of the idea
Monitoring of the shipment can be done that
can help in providing ideas necessary for the
development of the ships
Responses from the shipment can be
considered as an effective way to solve
problems

What are you seeking from the investors
Investors need to provide financial support
for the development of the idea
It is necessary that the financial support be
implemented after the analysis of the
business idea
For this, it is essential that problems related
to the business be solved

What are you offering in return
The investors will be promised good services
The investment made can be used for
ensuring development of the idea fully
The investors can be provided with an
opportunity to be involved in the matters of
the organisation like changes in the idea

Cash flow projection for Year 1 (best case)2017-2018
March June September December March
$10,000 $4,250 $5,500 $8,950 $14,500
$2,000 $5,000 $2,500 $5,000 $8,000
$1,500 $1,500 $1,500 $1,500 $1,500
$5,800 $5,800 $4,000 $5,800 $5,400
$8,000 $9,500 $12,000 $9,800 $10,000
$10,000 $15,000 $15,000 $15,000 $15,000
$25,300 $31,800 $32,500 $32,100 $31,900
$2,000 $2,000 $2,000 $2,000 $2,000
$2,000 $2,000 $2,000 $2,000 $2,000
$1,000 $1,000 $1,000 $1,000 $1,000
$4,000 $4,000 $4,000 $4,000 $4,000
$1,500 $1,500 $1,500 $1,500 $1,500
$500 $500 $500 $500 $500
$5,000 $5,000 $4,000 $2,500 $2,000
$450 $450 $450 $450 $450
$500 $500 $500 $500 $1,000
$100 $100 $100 $100 $100
$8,000 $7,500 $7,000 $6,000 $5,000
$0 $0 $0 $0 $0
$1,000 $1,000 $1,000 $1,000 $1,000
$5,000 $5,000 $5,000 $5,000 $5,000
$31,050 $30,550 $29,050 $26,550 $25,550
-$5,750 $1,250 $3,450 $5,550 $6,350
$4,250 $5,500 $8,950 $14,500 $20,850

Cash flow projection for Year 2 (best
case) 2018-2019
June September December March June
$20,850 $23,300 $32,650 $45,200 $58,750
$2,000 $2,000 $2,500 $5,000 $5,000
$1,500 $1,500 $1,500 $2,000 $2,000
$4,500 $3,700 $5,800 $5,800 $5,800
$4,500 $8,700 $9,800 $7,800 $12,000
$15,000 $20,000 $20,000 $20,000 $20,000
$25,500 $33,900 $37,100 $35,600 $39,800
$2,000 $1,500 $1,500 $1,500 $1,500
$2,000 $4,000 $4,000 $4,000 $4,000
$1,000 $1,000 $1,000 $1,000 $1,000
$4,000 $4,000 $4,000 $4,000 $4,000
$1,500 $1,500 $1,500 $1,500 $1,500
$500 $500 $500 $500 $500
$0 $0 $0 $0 $0
$450 $450 $450 $450 $450
$1,000 $1,000 $1,000 $1,000 $1,000
$100 $100 $100 $100 $100
$4,500 $4,500 $4,500 $2,000 $2,500
$0 $0 $0 $0 $0
$1,000 $1,000 $1,000 $1,000 $1,000
$5,000 $5,000 $5,000 $5,000 $5,000
$23,050 $24,550 $24,550 $22,050 $22,550
$2,450 $9,350 $12,550 $13,550 $17,250
$23,300 $32,650 $45,200 $58,750 $76,000

Combined cash flow worst case2017-2018 2018-2019
CASH FLOW March June September December March June September December March June
OPENING BALANCE $10,000 $250 -$3,000 -$4,550 -$4,000 -$1,650 -$4,700 -$3,350 -$5,700 $850
Cash incoming $2,000 $5,000 $2,500 $5,000 $8,000 $2,000 $2,000 $2,500 $5,000 $5,000
Sales $1,500 $1,000 $500 $500 $1,500 $1,000 $1,000 $1,000 $1,500 $1,000
Asset sales $5,800 $5,800 $4,000 $5,800 $5,400 $4,500 $3,700 $5,800 $5,800 $5,800
Debtor receipts $8,000 $9,500 $12,000 $9,800 $10,000 $4,500 $8,700 $9,800 $7,800 $12,000
Other income $10,000 $15,000 $15,000 $15,000 $15,000 $15,000 $20,000 $20,000 $20,000 $20,000
Total incoming $25,300 $31,300 $31,500 $31,100 $31,900 $25,000 $33,400 $36,600 $35,100 $38,800
Cash outgoing
Purchases (Stock etc) $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $8,000 $8,000 $8,000
Advertising & marketing $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $4,000 $4,000 $4,000 $4,000
Bank fees & charges $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Interest paid $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000
Utilities (electricity, gas, water) $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500
Track and Trace $500 $500 $500 $500 $500 $500 $500 $500 $500 $500
Lease/loan payments $5,000 $5,000 $4,000 $2,500 $2,000 $0 $0 $0 $0 $0
Rent & rates $450 $450 $450 $450 $450 $450 $450 $450 $450 $450
Repairs & maintenance $500 $500 $500 $500 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Licensing $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
Insurance $8,000 $7,500 $7,000 $6,000 $5,000 $4,500 $4,500 $4,500 $2,000 $2,500
Superannuation $0 $0 $0 $0 $0 $0 $0 $0 $0 $800
Income tax $1,000 $1,000 $1,000 $1,000 $1,000 $2,000 $4,000 $8,900 $1,000 $11,000
Wages (including PAYG) $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000
Total outgoing $35,050 $34,550 $33,050 $30,550 $29,550 $28,050 $32,050 $38,950 $28,550 $39,850
Monthly cash balance
-$9,750 -$3,250 -$1,550 $550 $2,350 -$3,050 $1,350 -$2,350 $6,550 -$1,050
CLOSING BALANCE
$250 -$3,000 -$4,550 -$4,000 -$1,650 -$4,700 -$3,350 -$5,700 $850 -$200

Bibliography
Berry, F. S., & Berry, W. D. (2018). Innovation and Diusion Models in Policy Research. In Theories of the policy
process(pp. 263-308). Routledge.
Bocken, N. M., de Pauw, I., Bakker, C., & van der Grinten, B. (2016). Product design and business model strategies
for a circular economy. Journal of Industrial and Production Engineering, 33(5), 308-320.
Cesinger, B., Gundolf, K., & Géraudel, M. (2018). Growth intention and sales revenue growth in small business: the
mediating effect of firm size growth. International Journal of Technology Management, 78(3), 163-181.
Dhangwatnotai, P., Roughgarden, T., & Yan, Q. (2015). Revenue maximization with a single sample. Games and
Economic Behavior, 91, 318-333.
Dudin, M., Kucuri, G., Fedorova, I., Dzusova, S., & Namitulina, A. (2015). The innovative business model canvas in
the system of effective budgeting. Asian Social Science, 11(7), 290-296
Hart, S., & Nisan, N. (2017). Approximate revenue maximization with multiple items. Journal of Economic
Theory, 172, 313-347.
Jensen, M. B., Johnson, B., Lorenz, E., Lundvall, B. Å., & Lundvall, B. A. (2016). Forms of knowledge and modes of
innovation. The learning economy and the economics of hope, 155-182.
Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design more sustainable
business models. Journal of Cleaner Production, 135, 1474-1486.
Linder, M., & Williander, M. (2017). Circular business model innovation: inherent uncertainties. Business strategy
and the environment, 26(2), 182-196.
Massa, L., Tucci, C. L., & Afuah, A. (2017). A critical assessment of business model research. Academy of
Management Annals, 11(1), 73-104
Rüßmann, M., Lorenz, M., Gerbert, P., Waldner, M., Justus, J., Engel, P., & Harnisch, M. (2015). Industry 4.0: The
future of productivity and growth in manufacturing industries. Boston Consulting Group, 9(1), 54-89.
Tidd, J., & Bessant, J. R. (2018). Managing innovation: integrating technological, market and organizational
change. John Wiley & Sons.