business plan and feasibility study difference

10 Feasibility study and business plan differences you should know

by Naiyer Jawaid | Nov 8, 2021 | Development , Real Estate | 5 comments

Feasibility study and business plan differences are subtle. In this post we will discuss 10 differences will help you to evaluate and differentiate between a feasibility study and a business plan.

Do you know what is a feasibility report? Do you know what is a business plan? Can you easily differentiate between a feasibility report and a business plan?

It’s easy! Just read out through the article and it will all be easy.

Let’s start by learning about a feasibility report:

A feasibility study is a formal document that assist in the identification and investigation of a proposed project. We can identify the project's weaknesses and strengths with the support of a feasibility study report, which saves us time and energy. We can determine whether the suggested idea will be lucrative and practicable in the future.

Before investing in a project, it is critical to determine if the project will be beneficial in the long run. The organization also needs to know how much the project will cost. Overall, a feasibility analysis indicates whether the firm should invest or continue with the project.

You should also like to read When to do feasibility study?

Now let us learn about business plan:

A business plan is a formal document that contains the goals/ objective of the business, the time in which the goal will be completed and the strategies that can be adopted to reach the specific goal.

A business plan is a necessary document for every new firm to have in place before it can begin operations. Writing a credible business plan is typically a requirement for banks and venture capital companies before contemplating granting funding to new enterprises.

It is not a smart idea to operate without a business strategy. In fact, very few businesses can survive for long without one. There are many more advantages to developing and keeping to a strong business plan, such as the ability to think through ideas without investing too much money and, eventually, losing money. Business plans are used by start-ups to get off the ground and attract outside investors.

A feasibility study is used to assess if a business or a concept is viable. After the business opportunity has been identified, the business strategy is produced. “A feasibility study is carried out with the goal of determining the workability and profitability of a company venture. A feasibility study is conducted before any money is committed in a new business endeavour to see whether it is worth the time, effort, and resources.

Similarities between a Feasibility study and a business plan

It's essential to analyse the similarities between a feasibility study and a business plan because they're both implemented altogether in same ways to help you build a lucrative company. The following are some of the similarities between the two documents:

Time: Both the reports are completed before the business begins and can be repeated afterwards to decide the next stages for new concepts.

Input: Both Feasibility report and the Business plan include input from a variety of people or departments with a variety of talents.

Format: Both report formats incorporate other documents that are gathered in order to create the report.

Components: Examining the target market, market circumstances, and financial expenses are some of the topics examined.

Use: Both may be displayed to potential investors and can assist the organization's management in making choices.

Organizations uses a business plan and a feasibility study as analytical and decision-making tools.

Although the three tools can be used in conjunction with one another in decision-making processes, they each have their own strengths and weaknesses, and they appear to target and address separate processes.

You might also like to read How to write a feasibility study report?

Now let us evaluate the difference between feasibility report and a business report-

• A feasibility study is conducted to determine the viability and profitability of a business endeavour. A feasibility study is conducted before any money is committed in a new business endeavour to see whether it is worth the time, effort, and resources.

A business plan, on the other hand, is created only when it has been determined that a business opportunity exists and that the endeavour is about to begin.

• A feasibility report is the first step and after that a business plan is made to be implemented, without feasibility report a business plan cannot be made.
• A feasibility study contains computations, research, and projected financial forecasts for a company possibility. A business plan, on the other hand, is mostly comprised of tactics and strategies to be applied to establish and expand the company.
• A feasibility study is concerned with the viability of a business concept, but a business plan is concerned with the development and sustainability of a company.
• A feasibility report informs the entrepreneur about the profit potential of a company concept or opportunity, whereas a business plan assists the entrepreneur in raising the necessary start-up cash from investors.
• Key components of a feasibility study and a business plan

• A business plan does not include the description of the sales methods used, such as distribution agreements, strategic alliances, and the amount of involvement with partners, as well as the payment terms, warranties, and other customer support.

But a feasibility report includes all the sales methods, strategies, alliances to payment and customer support.

•  Feasibility report contains:
• Assists in cost estimation, describe the production site, required inputs, and sourcing region.
• Physical description of the factory, including machine, capacity, warehouse, and supply chain, is necessary.
• Indicate if the area used for production is rented or owned. This will have an impact on the financial forecast.
• Information regarding the manufacturer's capacity, order details, price, and so on, if manufacturing is outsourced. To aid in cost estimation, describe the production site, needed inputs, and sourcing location.
• A physical description of the factory, including machine, capacity, warehouse, and supply chain, is necessary.

But a business plan does not contain anything related to production and operations, but a business plan contains all the information related to management.

• A poorly written business plan – poor projections, strategies, analysis, business model, and environmental factors, among other things – can be easily adjusted during business operations, but this cannot be said of a feasibility study because an incorrect conclusion in a feasibility study can be costly — it could mean launching a venture with little chance of survival or approving a proposal that wastes the company's human and financial resources.
•  A business plan presume that a company will prosper and lays out the procedures needed to get there. Those in charge of conducting a feasibility study should not have any predetermined notions regarding the likelihood of success. They must maintain as much objectivity as possible. They do research and allow the facts to lead to the study's conclusion. If the study concludes that the idea is viable, some of the findings, such as market size predictions, may be incorporated in the company's business plan.

You should also read What is land development feasibility study?

These 10 differences will help you to evaluate and differentiate between a feasibility study and a business plan.

Feasibility study may appear to be like the business plan in many respects. "A feasibility study may easily be transformed to a business plan” but it is crucial to remember that the feasibility study is completed prior to the endeavor. The business plan should be thought of in terms of growth and sustainability, whereas the feasibility study should be thought of in terms of concept viability.

This is all you need to know and understand about feasibility study and business plan.

Get ready to apply your knowledge in the real words with lots of success.

You might also like to explore below external contents on  feasibility study :

• What Is a Feasibility Study? – Types & Benefits
• Best 8 Property Management Software
• FEASIBILITY STUDIES & BUSINESS PLANS

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This is a very good piece of writing. When you have a concept for a company but want to be sure it’s a good idea, you do a feasibility study.

It was very helpful. Thank you so much!

Appropriately timed! A company’s future operations are laid out in great detail in the company’s business plan. Once you’ve done your feasibility study, you’ll know whether or not the proposal has merit. The next step is to lay out your goals, whether financial and otherwise, as well as the strategies you want to use to attain them and the organisational structure you envision.

Prior to the company opening, both are undertaken, and may be repeated again in the future to identify the next steps on new ideas that may arise.

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Difference between Feasibility Study and Business Plan

Feasibility Study and Business Plan are essential tools in the business development process. They serve different purposes and are conducted at different stages. A feasibility study helps determine the viability of a business idea; whereas, a business plan provides a detailed roadmap for executing that idea and achieving business goals.

What is a Feasibility Study?

A feasibility study is a comprehensive assessment conducted at the early stages of a business idea or project to evaluate its potential viability and identify potential risks and challenges. The primary purpose of a feasibility study is to determine whether the proposed business venture is feasible and worth pursuing further.

Features of the Feasibility Study are:

• Market Analysis: Feasibility Study evaluates the target market , including its size, growth potential, demographics, and competition. This involves researching customer needs, preferences, and behavior to assess demand for the proposed product or service .
• Technical Feasibility: A feasibility study assesses the technical requirements and capabilities needed to develop and deliver the product or service. This may involve evaluating technology, equipment, facilities, and expertise required for production or implementation.
• Financial Feasibility: A feasibility study conducts financial analysis to estimate the costs involved in starting and operating the business, as well as potential revenue and profitability. This includes preparing financial projections, such as income statements , cash flow statements , and Return on Investment (ROI) calculations.

What is a Business Plan?

A business plan is a comprehensive document that outlines the goals, strategies, operations, and financial projections of a business. It serves as a roadmap for the organization’s future direction and provides a detailed blueprint for how the business will be structured, managed, and operated.

Features of a Business Plan are:

• Executive Summary: A business plan gives a brief overview of the business concept, objectives, products or services offered, target market, competitive advantage, and financial projections.
• Company Description: It gives detailed information about the business, including its history, mission statement, vision, values, legal structure, location, and ownership.
• Market Analysis: A business plan is formed after analyzing the target market, including its size, growth potential, demographics, buying behavior , market trends, and competition. This section also outlines the business’s market positioning and competitive strategy.

Feasibility Study and Business Plan – FAQs

When should a feasibility study be conducted.

A feasibility study is typically conducted at the early stages of developing a business idea or project, before significant resources are invested. It helps entrepreneurs and stakeholders make informed decisions about whether to proceed with the venture.

Who conducts a feasibility study?

Feasibility Studies are often conducted by entrepreneurs, business owners, project managers, consultants, or other professionals with expertise in the relevant industry or field. They may also involve collaboration with specialists such as market researchers, engineers, financial analysts, and legal advisors.

When should a business plan be developed?

A business plan is typically developed after a feasibility study has been conducted and the decision to move forward with the business venture has been made. It provides a detailed blueprint for executing the business idea and achieving its objectives.

Who uses a business plan?

Business plans are used by entrepreneurs, startups, existing businesses, investors, lenders, partners, employees, and other stakeholders interested in understanding the organization’s goals, strategies, operations, and financial prospects.

What are the benefits of conducting a feasibility study?

Benefits of conducting a feasibility study include minimizing risks, identifying potential challenges and opportunities, validating assumptions, attracting investors or lenders, guiding decision-making , and increasing the likelihood of success for the proposed business venture.

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Difference Between Feasibility Study and Business Plan

Many people don’t know that there is a difference between a business plan and a feasibility study.

Frequently, clients reach out seeking a feasibility study, but after an in-depth conversation, it becomes evident that what they truly require is a comprehensive business plan. In this article, I’ll clarify this common misconception and provide a clearer understanding of the distinction.

So let us start with the first one, which will give us a brief overview of what a business plan and a feasibility study is all about

Table of Contents

What is the Difference Between Feasibility Study and Business Plan

Business plans and feasibility studies are vital business tools for analysis and for making business decisions. However, a feasibility study is not the same thing as a business plan because a feasibility study gives a conclusion or recommendation that would be completed prior to developing the business plan.

Feasibility Study

A feasibility study is done to determine whether a proposed business has a high enough probability of success that it should be undertaken. A feasibility study is carried out first in order to know if the business will be viable before venturing into it. Before a company can invest in a business or launch a new product, a feasibility study is done to determine if there will be a return on investment.

According to Rochester.edu, a feasibility study can be defined as “a controlled process for identifying problems and opportunities, determining objectives, describing situations, defining successful outcomes, and assessing the range of costs and benefits associated with several alternatives for solving a problem.”

It can also be used to make decisions about whether to launch a new product for an existing company or enter a new market. Feasibility studies are sometimes termed cost-benefit analyses because the projected costs of the project are compared to the expected benefits to yield a conclusion.

For instance, imagine that you have been an instructor in a company that provides IT training and certifications in the USA and you want to come to Africa to impact the knowledge by starting a new business and even adding training like IT Certification Practice Test Dumps , but you are faced with the big question, “Would my business fly?”. Is there a market for my services?

In this situation, the best decision is to conduct a feasibility study to determine if those IT programmes have an established market. If they are a company that needs interns trained by your company.

Business plans are guidelines for carrying out actions that the company’s management has already determined to be feasible. So a business plan is like a roadmap for your business that outlines goals and details how you plan to achieve those goals.

Business plans map out the direction a company intends to take to reach its revenue and profit objectives in the future. They are a compilation of numerous decisions made by the management team about how the company should be run. A business plan is done after a feasibility study has been carried out. If the recommendation of the feasibility study is negative, then there will be no need to venture into the business. Then, if the feasibility study says the business will be feasible, a business plan is developed, which will then map out plans and strategies to adopt in order to achieve business goals, including revenue generation, market penetration, customer acquisition, marketing, and sales strategies, among others.

A business plan can be done for internal or external use. The internal use of a business plan is for the management and staff of the company, while the external use is for shareholders, investors, bank loans, and customers.

Main Purpose of a Business Plan and a Feasibility Study

In short, a feasibility study gives a conclusion or recommendations, while a business plan gives a roadmap.

The feasibility study helps determine whether an idea or business is a viable option.  Therefore, a feasibility study is done first before investing a dime in the business. Before considering approaching investors, you must have done your research to know that the business is feasible before taking any decision. That is why a feasibility study gives a conclusion or recommendations.

A business plan will map out the roadmap and strategies to achieve your business goal because a business plan assumes a business is viable and presents the steps necessary to achieve success. If you are looking forward to approaching an investor or trying to get a bank loan, what you need is a business plan. Some investors might request for a feasibility study before the business plan

Outline of a Business Plan and a Feasibility Study

Below is the outline of a business plan:

• Executive Summary
• Business/Company Overview
• Products/Services
• Market/Industry Analysis
• Operation Plan
• Management/Personal plan
• Sales Forcast
• Financial Plan
• Appendices and Exhibits

A good outline for a feasibility study includes:

• Introduction
• Product or Service
• Market Environment
• Competition
• Business Model
• Market and Sales Strategy
• Production Operations Requirements
• Management and Personnel Requirements
• Regulations and Environmental Issues
• Critical Risk Factors
• Financial Predictions Including:  Balance Sheet, Income Statement, Cash Flow Statement, Break Even Analysis, and Capital Requirements

Challenges of a Business Plan and a Feasibility Study

Looking at both the business plan and feasibility study, you will discover that both attempt to predict future outcomes using assumptions about what is likely to happen in the business and the business environment, which include government policies, the market, competition, and risk, among others. Any poorly done feasibility study can lead to a costly mistake. If a business is not viable and the recommendation says it will be viable, the end result will not be palatable. This will affect the business plan and the operation of the business adversely.

A poorly done business plan—poor projections, strategies, analysis, business model, and environmental factors, among others—can easily be adjusted in the course of running the business, but the same cannot be said of a feasibility study because, in a feasibility study, an incorrect conclusion can be costly—it could mean launching a venture that has very little chance of surviving or approving a project that wastes the company’s human and financial resources.

If you need a standard business plan,  check out the list of Business Plan we have

Do you want us to develop a unique business plan for you, Check out our  business plan service page

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5 thoughts on “Difference Between Feasibility Study and Business Plan”

This is beautiful. Thank you for sharing this informative article by shading more light on the two.

I’ve been planning to hire a feasibility analysis service, so I’ll have an idea, whether my candle business is feasible. I agree with you that this must be done first before approaching the investors. It is also true that an incorrect conclusion in the feasibility study could be costly.

It’s inevitable! It helps you to make the right decision.

My business plan is ready but I will like you to review it

Alright, You can reach out to me on 07031542324 or email me at [email protected]

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Business Plan Vs. Feasibility Study

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If you're considering starting a business, you'll need both a feasibility study and a business plan. Both documents should be written after conducting thorough research and critical thinking, and conveyed in formats that others can understand. That way, you can show both to people whose opinions you value as well as to those you hope will invest in your idea. Before you begin, it's important to define and distinguish between a feasibility study and a business plan.

Defining Both Terms

A feasibility study is done before starting a business, when you have the idea for the business but you want to make sure it's feasible, or advisable. Put another way, is it worth your time, effort and money to create this business? Several different professionals may contribute to the study, such as an accountant, entrepreneurs who have opened successful businesses, and Realtors who advise on the worth of the location and pricing, comparing similar businesses in the area.

A business plan details how the business will operate. It assumes your feasibility study has been completed and it was determined the idea is viable. Now you're going to spell out your financial and other objectives, the methods you plan to use to achieve them, and your proposed organizational structure.

Consider the Similarities

Comparing the similarities between feasibility study and business plan is important because both are used in different ways to help you create a profitable business. Similarities between the two documents include:

• Timing : Both are initially done before the business opens, and can be conducted again later to determine the next steps on future ideas.
• Input : Both include input from several individuals or departments that have different skills. 
• Format : Both include other documents that are pulled together in order to compose the report.
• Components : Some of the issues analyzed are similar, including examining the target market, market conditions and financial costs.
• Usage : Both help the organization's management make decisions, and can also be shown to potential investors.

Understand the Differences

It's equally important to understand the difference between feasibility study and business plan . They are not the same, and one cannot substitute for the other. Differences include:

• Purpose : Feasibility studies determine whether to go ahead with the business or with another idea, whereas business plans are designed after the decision to go ahead has already been made.
• Methodology : Essentially, feasibility studies are research projects, whereas business plans are projections for the future.
• Risks : Feasibility studies determine the risks associated with the idea, whereas business plans explain how management will deal with the risks so that it will make a profit.
• Cost : Feasibility studies can require hiring outside professionals with expertise who will conduct thorough studies, whereas business plans are written by employees of the business, as part of their jobs.

Conducting a Feasibility Study

If you're doing the feasibility study yourself, conduct a complete competitive analysis considering the following:

• Product demand:  Is there a need or want for your product or service? Is the need already being met, or is there room for another product?
• Market conditions :  Who would buy your product and where are they?  Can you serve their location? Is the market saturated, or is there room/need for more products?
• Pricing:  What do current users pay for similar products? What do you need to charge so that you will be profitable, and will consumers pay your price?
• Risks : What are the risks associated with your idea?
• Probability of Success : Can you reasonably overcome the risks to become profitable?

Writing a Business Plan

Writing a business plan may seem daunting, but if you take it step-by-step, it will come to fruition. The Small Business Administration advises that business plans should include the following:

• Executive Summary : Include your mission statement, products and or services, some brief information about your leadership team and key employees, as well as the location of your business. To attract investors, add current financial information and projections for growth.
• Company description : Detail the problems your business solves; its target market; its competitive advantages, compared with the competition, and anything else that makes your company superior to others: i.e.,  product awards or recognition, big increases in sales, and so on.
• Market analysis : Perform competitive research of what other businesses are doing; their strengths and weaknesses, and how and why your business will be competitive and successful in the market.
• Organization or management: State the  legal status of your business, such as a corporation or partnership, and include an organizational chart showing management levels, departments, and so on.
• Service or product line : State what you will sell or provide and describe the benefits of each. Explain any research done, and any patents filed, and so on. 
• Marketing and sales : Explain in detail your marketing strategy and how sales will be made.
• Funding request : If necessary, detail the amount of funding you’ll need for the next five years - specifically,  what you’ll do with the funds, and the terms you’re asking for.
• Financial projections : This is the business’s financial outlook for the next five years. Include current financial statements, if the business is in operation.
• Appendix : This includes supporting documents or requested materials, such as resumes, product photos, letters of reference, patents, licenses and so on.
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Barbara Bean-Mellinger is a freelance writer who lives in the Washington, D.C. area. She has written on business topics for bizfluent.com, afkinsider.com, Harbor Style Magazine, the Charlotte Sun and more. Barbara holds a B.S. from the University of Pittsburgh and has won numerous awards in B2B and B2C marketing.

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What is the difference between feasibility study and business plan?

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A feasibility study is an analysis of whether a business idea is practical and viable , while a business plan outlines the strategy and operations of a business in detail. Essentially, a feasibility study is a precursor to a business plan, helping to determine whether the business idea is worth pursuing before investing time and resources into developing a full plan.

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A feasibility study is an analysis of the viability of an idea, proposal, or concept. It assesses the likelihood that a project will be successful in meeting its objectives and goals, and whether it is worth pursuing.

A feasibility study is not the same as a business plan. A business plan is a document that outlines the financial and operational goals of a business. It includes information on the company’s products or services, marketing strategy, and target market.

A feasibility study looks at all aspects of a proposed project, including technical feasibility, financial feasibility, and operational feasibility. It is used to determine whether a project is worth pursuing and to identify any potential risks or limitations.

Technical feasibility looks at whether a proposed project can be completed with the available resources. This includes evaluating the technical requirements, such as hardware and software requirements, and assessing whether these can be met. Financial feasibility looks at whether a proposed project is financially viable. This includes assessing the costs and benefits of the project, as well as any potential sources of funding. Operational feasibility looks at whether a proposed project can be completed successfully within the given constraints. This includes evaluating the resources required for the project and assessing whether they are available.

The goal of a feasibility study is to identify any potential problems with a proposed project so that they can be addressed before moving forward. By doing this, it increases the chances of success for the project overall.

(Photo by Jason Goodman on Unsplash )

A business plan is a comprehensive document that outlines the strategy, operations, and financial projections for a business. It typically includes information on the company’s products or services, target market, competition, marketing and sales strategies, management team, and financial projections.

A well-written business plan is an important tool for entrepreneurs and business owners, as it provides a roadmap for the future of the business and helps to secure funding from investors or lenders. It allows the business owner to clearly articulate their vision and goals, and to identify potential challenges and opportunities.

The key components of a business plan typically include an executive summary , company description, market analysis, marketing and sales strategy, management and organization, product or service line, financial projections, and funding request.

The executive summary provides an overview of the business plan, highlighting the key points and objectives. The company description provides background information on the business, including its history , mission, and goals. The market analysis outlines the target market, competition, and industry trends. The marketing and sales strategy describes how the business will reach and engage customers. The management and organization section details the management team and organizational structure of the business. The product or service line outlines the products or services the business will offer. The financial projections include income statements, balance sheets, and cash flow statements. Finally, the funding request outlines the amount of funding needed and how it will be used.

Overall, a business plan is a critical document for any business, providing a roadmap for success and a way to attract funding and support from investors and lenders.

Purpose: A feasibility study is conducted to determine whether a business idea is practical and viable, while a business plan is developed to outline the strategy, operations, and financial projections for a business.

Scope : A feasibility study is a preliminary analysis that focuses on the market, technical, and financial feasibility of a business idea, while a business plan is a comprehensive document that covers all aspects of a business, including its products or services, target market, competition, marketing and sales strategies, management team, and financial projections.

Timing : A feasibility study is typically conducted before developing a business plan to determine whether the business idea is worth pursuing, while a business plan is developed once the decision to proceed with the business has been made.

Audience : A feasibility study is primarily used to inform the entrepreneur or management team about the viability of the business idea, while a business plan is used to secure funding from investors or lenders.

Level of detail : A feasibility study provides a high-level analysis of the business idea, while a business plan provides a detailed roadmap for the future of the business, including its marketing and sales strategies, management team, and financial projections.

A feasibility study is typically used when starting a new business or venture, and its purpose is to determine if the proposed business idea is viable. A feasibility study will assess the market potential, technical feasibility, and financial viability of the proposed business. It is important to note that a feasibility study is not the same as a business plan; rather, it is one tool that can be used in developing a business plan.

In contrast, a business plan is typically used once a business has already been established. Its purpose is to outline the company’s strategy for achieving its goals and objectives. Unlike a feasibility study, which assesses the viability of a proposed idea, a business plan focuses on an existing businesses’ ability to execute its strategy and achieve its goals.

A feasibility study is an analysis of whether a proposed project is likely to be successful. A business plan is a more detailed document that outlines the specifics of the business, such as its products or services, marketing strategy, and financial projections.

Creating a feasibility study typically requires four main steps:

• Define the problem or opportunity. This step includes understanding the needs of the potential customer or client.
• Research and gather data. This step includes secondary research, such as market analysis and industry trends, as well as primary research, such as customer surveys or interviews.
• Analyze the data and make recommendations. This step includes determining whether the problem or opportunity can be solved and whether the proposed project is likely to be successful.
• Prepare a written report . This step includes documenting the findings of the feasibility study in a clear and concise manner.

Creating a business plan can seem like a daunting task, but it doesn’t have to be. You can start by doing some research and then outlining your goals and objectives. Once you have a good understanding of what you want to achieve, you can start putting together a more detailed plan.

There are a few key things that should be included in any business plan:

• An executive summary. This is a brief overview of your business and what you hope to accomplish.
• A description of your product or service. What are you offering and why do your customers need it?
• A marketing plan. How will you reach your target market and what strategies will you use to promote your product or service?
• A financial plan. What are your revenue and expense projections? How much money do you need to get started or to keep your business running?
• An operational plan. What are the day-to-day details of running your business? Who will handle what tasks?
• A risk management plan. What could go wrong and how will you handle it if it does?

Market Feasibility

A market feasibility study assesses the potential for a product or service to be successful in a given market. It takes into account multiple factors such as the size of the target market, growth trends, competitor analysis, and customer needs and buying habits. This type of feasibility study is important for businesses to understand whether there is a demand for their product or service in the marketplace.

Technical Feasibility

A technical feasibility study assesses the ability of a business to successfully develop and implement a proposed solution. This includes assessing the technical risks involved, as well as ensuring that the necessary resources (e.g., personnel, equipment) are available. A technical feasibility study is important to determine whether a proposed solution is achievable and will meet the needs of the business.

Financial Feasibility

A financial feasibility study assesses the potential financial impact of a proposed solution. This includes an assessment of the costs and benefits of implementing the solution, as well as any potential risks and uncertainties associated with it. A financial feasibility study is important to determine whether a proposed solution is financially viable and will have a positive impact on the business’s bottom line.

Managerial Feasibility

A managerial feasibility study assesses the ability of management to successfully develop and implement a proposed solution. This includes an assessment of management’s experience, skills,

There are three types of business plans :

Internal business plan

An internal business plan is a document that outlines the company’s strategy for achieving its objectives. It is typically created by the company’s management team and is not shared with outsiders.

External business plan

An external business plan is a document that is shared with outsiders, such as investors, potential partners, and customers. Its purpose is to persuasively communicate the company’s strategy and how it will achieve its objectives.

Hybrid business plan

A hybrid business plan combines elements of both an internal and an external business plan. It typically includes a high-level overview of the company’s strategy that can be shared with outsiders, as well as more detailed information on operational matters that is meant for internal use only.

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The difference between a feasibility study & a business plan

How much wood would a woodchuck chuck if a woodchuck could chuck wood? How much would the wood cost and how dependable is supply? Does the wood have a “best by” date? How long would it take to do the chucking? And what about woodchuck retention, it is a tough market out there.

If there are wood chucking businesses (and we do have a client that clears and hauls felled trees and wood debris), they might want to consider a feasibility study and business plan before diving into an expansion or other major project. Feasibility studies and business plans are commonly needed (or required) for analysis and decision purposes such as the launch of a new business line, product or service line expansions, geographic expansion, or attracting capital. Likewise, target readers range from boards of directors for project approval purposes, management for internal planning, lenders or potential investors, grant or other assistance programs, and a number of others. 

But what are the differences between a feasibility study and a business plan, and how do the two relate? A business feasibility study is a detailed analysis of the viability of an idea or concept for a business venture. Once feasibility has been determined, a business plan documents the operational and financial objectives of the venture and the detailed plans to achieve them. In short, a business feasibility study can be looked at as “Can we?” while the business plan is “How to.” 

It is common for the “can we?” and “how to” assessments of a project to be combined into one document, but many key aspects of feasibility should be determined before diving too deep into the “how to” of a venture.

Some years ago we did a feasibility study for a large California dairy operation seeking to grow returns by introducing value-added products rather than strictly selling bulk fluid milk. The idea? Homogenize and pasteurize their own milk (some in flavors), put it in glass bottles, and deliver it to people’s doorsteps. 

After I got over my shock, we set about exploring key aspects of feasibility: Is there demand for it, and at what price points? What would it take for the company to successfully make and bottle the products? How would it be marketed? Can bottles be returned and sanitized sufficiently for safe re-use?

As you might imagine, there was not much industry data to lean on; Nielsen and IRI have no market data for home delivered milk, there are no trade associations for the home milk delivery business, and not a lot of equipment and bottle suppliers focus on that niche of the otherwise huge dairy industry.

It was a challenge. We designed a market survey and partnered with the marketing program of a local community college to take consumer surveys at farmers’ markets and other events to determine potential market interest and price points. We contacted some of the few similar operations we could find in the United States. We looked into the availability of bottles approved for both milk and multiple re-use. 

Ultimately, we found the project feasible, and with this assurance developed a business plan to lay out the “how to-s.” In the years since, the company has been a great success with stunning growth.

Tempting as it may be to dive straight into the “how to,” unless you have other supportable reasons to believe a project is feasible from such key aspects as demand, production, distribution, marketing, capital, and a thorough risk assessment, it is best to spend some time determining “Can we?”

I tell our business feasibility study clients that one result they should be prepared for is “not feasible.” It happens, but it’s still a lot less trouble and risky than jumping in without due diligence. Morrison has conducted feasibility studies and business plans for nearly 20 years for a wide variety of needs and intended readers. We’re always happy to bounce around ideas and help explore what might – or might not – work for a business’s needs.

Brent Morrison is the Founding Principal at Morrison. To get in touch with Brent, please find contact information for Morrison here .

We’ve worked with a wide variety of clients on a broad range of projects and are happy to discuss solutions that can best fit your needs.

• [email protected]
• +234(0) 8105636015
• Business Plan

The Difference Between a Business Plan and a Feasibility Study

• October 24, 2023
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Successful businesses don’t happen by chance; they are the result of careful planning and assessment. Whether you’re launching a startup or considering a new project, you need a roadmap that outlines your goals, strategies, and financial projections. This is where a business plan and a feasibility study come into play.

In this article, we will delve deep into the realms of business planning and feasibility analysis, exploring the crucial distinctions between these two fundamental tools.

Understanding Business Plans

Definition and Purpose

A business plan is a comprehensive document that outlines the objectives, strategies, and financial projections for your business. Its primary purpose is to provide a detailed roadmap for your company’s future. It acts as a strategic guide for entrepreneurs, investors, and stakeholders.

Components and Elements

Business plans typically consist of several key components, including:

• Executive Summary : A concise overview of the entire plan.
• Market Analysis : Research on the industry, competition, and target audience.
• Marketing Strategies : Detailed plans for branding, promotion, and sales.
• Financial Projections : Forecasts for income, expenses, and profitability.
• Operational Plan : Information on day-to-day operations and management structure.
• Risk Assessment : Identification and mitigation of potential risks.
• Exit Strategy : Plans for future expansion, sale, or closure.

Role in Business Operations

A business plan serves as a strategic document that guides your business operations. It provides clarity on your business model, goals, and how you intend to achieve them. Moreover, it is often a critical tool for attracting investors and securing financing.

Exploring Feasibility Studies

A feasibility study is a systematic analysis of the practicality and viability of a business idea. Its primary purpose is to determine whether a concept is achievable and sustainable. Feasibility studies are often conducted in the early stages of business development to assess the potential success of a project.

Key Components and Areas of Focus

Feasibility studies typically encompass the following key components:

• Market Research : Detailed analysis of the market, including target demographics, competition, and demand.
• Technical Feasibility : Evaluation of the project’s technical requirements and capabilities.
• Financial Feasibility : Assessment of the project’s financial viability, including cost estimates and revenue projections.
• Operational Feasibility : Examination of the logistical and operational aspects of the project.
• Legal and Regulatory Feasibility : Review of legal and regulatory requirements that may impact the project’s execution.
• Sensitivity Analysis : Testing various scenarios to assess the project’s adaptability to changing circumstances.

Determining Viability

A feasibility study is primarily concerned with determining the viability of a business idea. It helps answer critical questions, such as whether the project is financially feasible, whether the market will support it, and whether potential risks can be mitigated effectively.

Timing and Sequence

Chronological Order

One key difference between a business plan and a feasibility study is the chronological order in which they are typically created. Feasibility studies often precede the development of a business plan.

Why Feasibility Studies Come First

Feasibility studies are conducted early in the business development process to assess the viability of a concept before investing significant time and resources in a comprehensive business plan. If a feasibility study reveals that a project is not feasible, it can save a business from pursuing an unviable idea.

Data Collection and Analysis

Research and Data Collection

Both business plans and feasibility studies involve extensive research and data collection. However, the focus and purpose of this research differ.

Data Analysis in Business Plans

In business plans, data analysis is geared toward understanding the market, competition, and financial projections. It aims to provide a strategic direction for the business.

Data Analysis in Feasibility Studies

Feasibility studies conduct in-depth analysis, focusing on market research, technical feasibility, financial feasibility, and other areas to determine the practicality of a project. The goal is to evaluate whether the project is worth pursuing based on collected data and analysis.

Risk Assessment

Identifying and Mitigating Risks

Both business plans and feasibility studies address the critical aspect of risk assessment, but their approaches differ.

Risk Assessment in Business Plans

Business plans identify and outline potential risks but often focus on strategic plans to minimize and manage these risks.

Risk Assessment in Feasibility Studies

Feasibility studies dig deeper into the assessment of potential risks, challenges, and market uncertainties. They are essential for determining whether the project is too risky or whether risks can be effectively mitigated.

Financial Projections

Detailed Financial Forecasts

Both business plans and feasibility studies involve financial projections, but the depth of these projections varies.

Financial Projections in Business Plans

Business plans include detailed financial forecasts, such as income statements, balance sheets, and cash flow projections. These projections are integral for attracting investors and securing financing.

Financial Analysis in Feasibility Studies

Feasibility studies provide financial analysis that focuses on determining the project’s financial viability. They assess whether the project can be completed within budget and whether it has the potential to generate sufficient revenue to cover costs.

Market Analysis

In-Depth Market Assessment

Market analysis is an important aspect of both business plans and feasibility studies.

Market Analysis in Business Plans

Business plans provide an overview of the market, including target demographics, competition, and market size. Market analysis in business plans is often geared toward supporting sales and marketing strategies.

Market Analysis in Feasibility Studies

Feasibility studies conduct in-depth market research, delving into the specific needs of the target audience, competition, and market demand. The goal is to assess whether the market can support the project and whether it presents a viable opportunity.

Resource Allocation and Budgeting

Allocating Resources

Resource allocation and budgeting are considerations in both business plans and feasibility studies, but the focus varies.

Rea also: The difference between a traditional business plan and a lean startup plan

Resource Allocation in Business Plans

Business plans often include plans for allocating resources, such as staff, equipment, and capital. They outline budgetary requirements for various aspects of the business.

Resource Allocation in Feasibility Studies

Feasibility studies assess the resource requirements of the project and provide an estimate of the budget needed for project development. This information is essential for evaluating whether the project can be executed within the available resources.

Decision-Making Impact

Influencing Decisions

The outcomes of both business plans and feasibility studies have a significant impact on decision-making.

Impact of Feasibility Studies

Feasibility studies influence the decision to proceed with a business idea. If a feasibility study reveals insurmountable challenges, it may deter entrepreneurs from pursuing the project.

Role of Business Plans

Once a project is deemed feasible through the feasibility study, a business plan becomes the tool for executing the strategies and operations outlined in the feasibility study. It guides the day-to-day activities of the business.

Scalability and Adaptability

Adapting to Change

Scalability and adaptability are crucial aspects of both business plans and feasibility studies, but they approach change differently.

Scalability in Business Plans

Business plans may be less adaptable in the face of changing market conditions. They often represent a set path that the business intends to follow.

Adaptability in Feasibility Studies

Feasibility studies emphasize adaptability and flexibility. They recognize that market conditions can change rapidly, and the project may need to adapt to these changes to remain viable.

Integration for Success

The Synergy of Both Tools

While business plans and feasibility studies serve distinct purposes, they can complement each other effectively in the business development process.

How They Work Together

Business plans and feasibility studies work together to create a robust business strategy. The insights gained from the feasibility study can inform the development of a comprehensive business plan. The feasibility study’s findings on market viability, resource requirements, and potential risks can be integrated into the business plan’s strategies and financial projections.

Real-Life Examples

Learning from Successful Businesses

To illustrate the practical application of business plans and feasibility studies, let’s explore a few real-world case studies:

• Case Study 1: Tech Startup : A technology startup conducts a feasibility study to assess the demand for its innovative product. The study reveals strong market interest, leading the startup to create a business plan focused on market expansion and revenue growth.
• Case Study 2: Restaurant Chain : A restaurant chain plans to expand into a new region. A feasibility study helps determine the viability of the expansion, considering factors like competition and consumer preferences. Subsequently, the business plan outlines the specifics of the expansion, including location, marketing strategies, and financial projections.
• Case Study 3: Manufacturing Company : A manufacturing company conducts a feasibility study to explore the possibility of adopting new technology to improve efficiency. The study reveals that the technology is feasible and financially viable. A business plan is then developed to guide the implementation of the new technology, detailing the required resources and the expected impact on production.

“The Difference Between a Business Plan and a Feasibility Study” is not just a matter of paperwork; it’s a fundamental decision that can shape the future of your business. While both tools are critical, it’s essential to recognize their distinct purposes and when to employ them. The key is to leverage the insights from a feasibility study to inform the development of a robust business plan.

In your entrepreneurial journey, you may find that a hybrid approach that combines elements of both business plans and feasibility studies works best for your business. The critical factor is to maintain flexibility and be open to adjusting your planning strategy as your business evolves.

In summary, a feasibility study is the compass that guides you toward viable business concepts, while a business plan is the roadmap that leads you to your destination. Together, they form a powerful combination that can set your business on the path to success.

If you’re unsure about how to approach a feasibility study or develop a business plan for your specific business idea, seek professional guidance. Contact us at Dayo Adetiloye Business Hub via [email protected] or [email protected]. or give us a call at 08105636015, 08076359735 and 08113205312 to access expert assistance and take your business idea to the next level. Making the right decisions today can have a profound impact on the success of your business tomorrow.

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• What is the difference between a feasibility study and a business plan?

Navigating the dynamic business world requires a high degree of strategic acumen and meticulous preparation, especially for senior management roles. In this article, we'll delve into two paramount tools that can significantly assist in this journey: business plans and feasibility studies.

Both tools are used extensively by seasoned professionals such as senior finance managers, real estate development managers, asset managers, and procurement managers. Yet, the relationship and differentiation between business plans and feasibility studies often confuse. Through this article, we'll demystify these concepts and reveal how business plan and feasibility study consultants can be crucial in bolstering your strategic decision-making.

Unravelling the relationship

Business plans and feasibility studies are interconnected yet serve different purposes. A business plan outlines your organisation's direction, detailing the approach to achieving set goals, while a feasibility study analyses the viability of a specific business venture before it's initiated.

Consider a corporation contemplating a shift to solar power. They begin with a feasibility study, engaging a consultant to evaluate factors like sunlight availability, installation costs, regulatory environment, and potential impact on their market position. If this study finds that the location isn't sunny enough, costs are too high, or infrastructure is unsuitable, the idea is scrapped, saving the corporation from a costly mistake.

However, if the feasibility study deems the transition viable, the corporation proceeds to the business plan stage. They hire a business plan consultant to outline a detailed strategy, covering aspects such as budgeting, sourcing, installation timelines, risk mitigation, and communication plans.

Dissecting the differences

While both a business plan and a feasibility study are crucial, they're not interchangeable. A feasibility study asks, "Should we do this?" while a business plan asks, "How will we do this?"

To explain better, let's consider a scenario involving a restaurant. If a restaurateur is considering opening a new branch in a different city, they would first conduct a feasibility study. They'd assess the local market demand, competition, demographics, potential locations, costs, and projected revenue. If the study finds that the new branch wouldn't be profitable or sustainable, they would shelve the idea. However, if the feasibility study reveals that the new branch is likely to be successful, they'd proceed to create a business plan. This would detail how they intend to launch and run the new branch, such as the restaurant's concept, target customers, marketing strategies, menu, pricing, staffing, and financial projections.

In essence, the feasibility study is about whether they should open the restaurant, and the business plan is about how they will open and operate it, illustrating the key difference between the two tools.

The rationale behind business plans and feasibility studies

Why should your organisation invest time and resources in these tools? Essentially, they provide clarity and confidence in decision-making. A feasibility study examines the practicability of your idea. It determines if the proposed project is worth the risk and investment. It's akin to a 'litmus test', helping you avoid costly missteps.

On the other hand, a business plan provides a detailed roadmap for your business. It lays out your business's objectives and strategies, management and operational structure, and financial projections. It facilitates internal understanding and commitment and helps attract external investors when well-executed.

The role of consultants

Given the complexity and the high stakes involved, many organisations engage business plan consultants and feasibility study consultants. These experts bring an external perspective, help avoid internal biases, and contribute specialist knowledge and methodologies.

Feasibility study consultants conduct comprehensive market research, cost analyses, and risk assessments. They help determine if your proposed project is both profitable and achievable. On the other hand, business plan consultants assist in crafting compelling business plans that communicate your vision effectively. They analyse your business's strengths, weaknesses, opportunities, and threats (SWOT) and devise strategies that align with your objectives and capabilities.

Final thoughts

For senior management, these tools offer invaluable assistance. A robust feasibility study allows managers to make informed go/no-go decisions. It facilitates risk management and helps align the team around a shared understanding of the project's potential. Business plans, meanwhile, provide a clear vision and direction for the organisation. They assist managers in tracking progress, managing changes, and communicating with stakeholders. They're essential for steering the corporate ship in an often turbulent business sea.

In conclusion, business plans and feasibility studies, assisted by professional consultants, play an instrumental role in shaping and executing your business strategy. They underpin decision-making, mitigate risks, and maximise potential returns. Whether you're evaluating a new project or charting your organisation's path, consider investing in a well-crafted feasibility study and a comprehensive business plan - the rewards can be immense.

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Feasibility Studies vs. Business Plans

Often we asked about the differences between a business plan and a feasibility study. As it relates to the business plan, this document is specific for raising capital and showcasing what the business intends to do over a three year to five year timeframe. Additionally, the business plan features information regarding the anticipated financial results within a comprehensive financial model. Almost all business plans feature a profit and loss statement, cash flow analysis, balance sheet, breakeven analysis, and business ratios page. The business plan also features a significant amount of industry and market research specific to the type of business that is being operated. One of the other things that is found within a business plan but not within a feasibility study is a comprehensive marketing plan in regards to how the business intends to acquire customers. The business plan itself should be considered one of the sales document for a potential funding source or a business partner. Additionally, a business plan does not contain any of the legal risks or legal disclosures that would be normally found within a feasibility study or a private placement memorandum.

A feasibility study on the other hand focuses much more on the detailed operations the business on a day-to-day basis. Issues that are covered within the feasibility study consist of legal risks, operational risks, economic risks, and related financial risks. As relates to legal risks, a feasibility study will outline the potential liabilities that the business may have as it progresses through its operations. For instance, a medical practice feasibility study may focus significantly on the risks relating to rendering services as it relates to malpractice claims. Additionally, using the same example of the economic risks associated with this type of business could include changes in regulation and impact Medicare or Medicaid reimbursement. These are all things are much more thoroughly discussed within a feasibility study and a business plan. Often, many entrepreneurs in conducting a substantial amount of due diligence will focus on developing both documents so that the business plan can be used for raising capital while a feasibility study can be used for addressing all the risks and issues at the business may have as it develops its business operations. Most business plan writing firms do not provide feasibility studies as this is something that is usually completed by an economic consulting firm. An economic consulting firm has a much greater understanding of the detailed day-to-day operations of the business rather than just focusing specifically on how the business will be using capital that may be raised and the anticipated financial results.

Much like a business plan, a feasibility study usually has around 4 to 5 chapters that goes in depth for each of the issues that needs to be discussed and examined by the entrepreneur. Foremost, one of the things that these two documents to have in common is at the industry and market research is usually included in both documents. Although some economic consulting firms will omit the industry research section – it is generally considered to very important so that a individual reader understands the direction that the industry is taken for any specific type of company. One of the other things that is much more thoroughly discussed within the feasibility study is the critical risks and problems with the company. This includes a very detailed overview of each potential risk that the business will have and how the entrepreneur will work to remedy that problem. Generally speaking, most feasibility studies run about 30 to 40 pages depending on the complexity of the business. Companies that have very complex operating procedures can even have feasibility studies that run upwards of 100 pages depending on the scope, scale, and size of the organization.

Most entrepreneurs who are starting a small business like a new retail location or a small service company do not really require a full feasibility study. These analysis are typically done for much larger scale organizations where potentially millions of dollars to be put at risk for the development of a new operating segment, development of new business, or expansion of existing operations. Typically, a feasibility study usually takes a month to complete foremost economic consulting firms that engage in this type of business. As relates to cost, a feasibility study can run anywhere from $1,000 following a $50,000 depending on the size of the organization and how in depth the feasibility study needs to be in order to clearly outline risks and strategies.

Feasibility study: definition, benefits and differences with a Business Plan

• Last updated on 09 January, 2024

Welcome to our series of articles on feasibility studies.

• What is a Feasibility study?
• What is a bankable feasibility study?
• How to do a feasibility study?
• Feasibility study consultants: expertise needed
• Cost of a feasibility study
• Car Park Feasibility Study: Key considerations
• Hotel Feasibility Study: Methodology
• Feasibility study of solar PV projects: Key components
• Feasibility study of real estate developments
• Feasibility study of marina projects

In this post, we will touch on all the basic concepts behind a feasibility study. definition, benefits of doing it, main parts, differences with a business plan, etc. Aninver Development Partners is a consulting firm specializing in Feasibility studies for projects such as hotels, infrastructure, energy, technology, etc. We assist clients globally. 

Definition of Feasibility study

A feasibility study is a comprehensive and systematic analysis and evaluation of a proposed project, business venture, or initiative to determine its practicality, viability, and potential for success. It involves a thorough examination of various factors, such as financial, technical, operational, legal, environmental, and market-related aspects, to assess whether the project is feasible and worth pursuing. 

The primary goal of a feasibility study is to provide stakeholders with essential information and insights to make informed decisions about whether to proceed with the project, abandon it, or make necessary adjustments to enhance its chances of success.

Differences between a feasibility study and a business plan

Feasibility studies and business plans are both important tools in the development and evaluation of a business or project, but they serve different purposes and are created at different stages of the process. Here are the key differences between a feasibility study and a business plan:

Differences in Purpose

• Feasibility Study : Feasibility studies are conducted in the early stages of project development or business planning. Their primary purpose is to determine whether a proposed project or business idea is viable and should be pursued. Feasibility studies focus on assessing the potential risks, challenges, and opportunities associated with the project.
• Business Plan : Business plans are created after the feasibility study, once it has been established that the project is viable. The purpose of a business plan is to outline in detail how the business will be structured, operated, and grown. It serves as a roadmap for the future of the business and is often used to secure financing.

Differences in Content

• Feasibility Study : A feasibility study includes an analysis of the project's overall concept, market research, technical requirements, financial projections, potential risks, and recommendations. It provides a high-level overview of the project's feasibility.
• Business Plan : A business plan is a detailed document that outlines the company's mission, vision, goals, organizational structure, market strategy, marketing and sales plans, financial forecasts, and operational details. It delves into the specifics of how the business will operate.

Differences in Timing

• Feasibility Study : Feasibility studies are conducted at the outset of a project or business idea to assess its potential feasibility. They help stakeholders decide whether to move forward with the project.
• Business Plan : Business plans are typically created after the feasibility study, once it has been determined that the project is feasible and worth pursuing. They provide a roadmap for the actual operation and growth of the business.

Differences in Audience

• Feasibility Study : The primary audience for a feasibility study includes project stakeholders, investors, and decision-makers who need to determine whether the project should proceed.
• Business Plan : Business plans are used to communicate the business's vision and strategy to a wider audience, including potential investors, lenders, partners, and employees.

In summary, a feasibility study is a preliminary assessment of the potential success of a project, while a business plan is a detailed document that outlines how a business will be run. The feasibility study helps determine whether a business plan should be developed, while the business plan provides a comprehensive strategy for the ongoing operation and growth of the business.

Feasibility study vs Pre-feasibility study

Let's explore now the key differences between a prefeasibility study and a feasibility study:

Purpose and Scope : A prefeasibility study and a feasibility study both play critical roles in project evaluation, but they serve distinct purposes. A prefeasibility study is typically the initial phase in the assessment process. Its primary purpose is to provide a preliminary evaluation of a project's potential viability. It helps stakeholders decide whether it's worth investing further resources into a detailed feasibility study. In contrast, a feasibility study goes into much greater depth and detail, assessing the project's practicality from technical, financial, operational, and market perspectives. It aims to provide a comprehensive understanding of whether the project is feasible and worth pursuing.

Level of Detail : One of the key distinctions between the two studies is the level of detail they encompass. A prefeasibility study offers a broad overview of the project, examining high-level factors like market demand, technical requirements, and rough cost estimates. It provides enough information to make an initial go/no-go decision. In contrast, a feasibility study drills down into finer details, providing precise financial projections, risk assessments, engineering specifics, and a comprehensive business plan. It seeks to leave no stone unturned in assessing the project's practicality.

Resource and Cost Implications : A prefeasibility study is generally less resource-intensive and cheaper to conduct compared to a full feasibility study. It acts as a cost-effective filter to eliminate unviable projects early in the evaluation process. Once a project passes the prefeasibility stage and proceeds to a feasibility study, it implies a commitment of more resources, time, and finances due to the comprehensive nature of the study. A prefeasibility study helps in efficient resource allocation by focusing only on the most promising projects, while a feasibility study is a more intensive process suitable for projects that have demonstrated a higher likelihood of success during the prefeasibility assessment.

Benefits of doing a Feasibility study

Conducting a feasibility study offers numerous benefits, making it an essential step in the decision-making process for any project, business venture, or initiative. Here are the key advantages of performing a feasibility study:

• Risk Assessment : Feasibility studies help identify potential risks and challenges associated with a project. By thoroughly examining technical, financial, operational, and market-related aspects, stakeholders can pinpoint areas of concern and develop strategies to mitigate or manage these risks effectively.
• Decision-Making : Feasibility studies provide critical information to decision-makers, helping them make informed choices about whether to proceed with a project. These studies offer a basis for go/no-go decisions, preventing resources from being wasted on unviable endeavors.
• Resource Allocation : By assessing the feasibility of a project, stakeholders can allocate resources more efficiently. They can avoid overinvesting in projects with limited potential and allocate resources to those with a higher likelihood of success.
• Financial Planning : Feasibility studies include detailed financial projections and cost estimates. This financial information is invaluable for securing funding from investors, lenders, or other sources. It helps in creating a solid business case.
• Market Insight : Market feasibility studies provide insights into customer demand, market trends, and competitive dynamics. This information is crucial for designing products or services that meet market needs and for formulating effective marketing strategies.
• Optimized Design : Technical feasibility studies ensure that a project's technical requirements and design are viable. They help in avoiding costly design flaws and ensuring that the project can be implemented as planned.
• Legal and Regulatory Compliance : Feasibility studies can identify potential legal and regulatory challenges. This allows for the development of strategies to navigate and comply with relevant laws and regulations, reducing the risk of legal complications later on.
• Enhanced Project Viability : Feasibility studies may lead to adjustments and improvements in the project plan, making it more viable and likely to succeed. This iterative process ensures that potential issues are addressed proactively.
• Investor and Stakeholder Confidence : When potential investors and stakeholders see that a comprehensive feasibility study has been conducted, they are more likely to have confidence in the project. This can make it easier to secure funding and support.
• Long-Term Planning : Feasibility studies not only assess the viability of a project in the short term but also help in long-term planning. They provide insights into the sustainability and growth potential of a business or initiative.

In summary, conducting a feasibility study is a valuable step in the project development process. It provides a structured approach to assess the viability of a project, manage risks, make informed decisions, secure financing, and set the stage for a successful venture. The benefits of a feasibility study extend beyond initial decision-making and contribute to the overall success and sustainability of a project or business.

Components of a Feasibility study

A feasibility study typically consists of several key components that provide a comprehensive evaluation of a project, business venture, or initiative. These components help stakeholders make informed decisions about the feasibility and viability of the proposed endeavor. The main components of a feasibility study include:

Executive Summary

The executive summary provides a concise overview of the entire feasibility study. It includes a brief description of the project, its objectives, and the key findings and recommendations. It serves as a quick reference for decision-makers.

Project Description

This section outlines the project's goals, objectives, and scope. It defines the problem the project aims to solve or the opportunity it seeks to capture. It also specifies the project's location and the stakeholders involved.

Market Analysis

Market analysis assesses the demand for the product or service within the target market. It includes information on target customers, market size, growth potential, competition, and market trends. This component helps determine whether there is a viable market for the project.

Technical Feasibility

Technical feasibility examines the project's technical requirements. It assesses whether the necessary technology, equipment, and resources are available or can be developed. It also identifies any technical challenges that may need to be addressed.

Operational Feasibility

Operational feasibility evaluates how the project will be implemented and operated. It includes details about project timelines, workflow, personnel requirements, and operational processes. This section helps in understanding how the project will function on a day-to-day basis.

Financial Feasibility

Financial feasibility is a critical component that includes detailed financial projections and analysis. It covers aspects such as startup costs, revenue forecasts, expense estimates, cash flow analysis, and return on investment calculations. It assesses the project's financial viability and potential profitability.

Legal and Regulatory Analysis

This section examines the legal and regulatory requirements that may impact the project. It identifies permits, licenses, or compliance issues that need to be addressed. Understanding and addressing legal and regulatory aspects are essential to avoid potential obstacles.

Risk Assessment

The risk assessment component identifies potential risks and challenges associated with the project. It evaluates the probability and impact of these risks and suggests risk mitigation strategies. Risks can be financial, technical, operational, market-related, or related to external factors.

Recommendations and Conclusion

In this section, the feasibility study summarizes the findings and presents clear recommendations based on the assessment. It often includes a conclusion that states whether the project is feasible and worth pursuing or whether it should be abandoned or modified.

The appendices contain additional supporting documentation and data, such as detailed financial spreadsheets, market research reports, technical specifications, and any other relevant information. These provide a more in-depth reference for stakeholders.

The main components of a feasibility study collectively provide a thorough assessment of a project's viability from multiple angles, ensuring that decision-makers have a comprehensive understanding of the project's potential, risks, and benefits.

Examples of Feasibility studies

Let's look now into some examples of feasibility studies for different types of projects and initiatives:

• Real Estate Development

A real estate developer is considering constructing a residential apartment complex in a growing urban area. A feasibility study would assess factors like market demand, location, zoning regulations, construction costs, potential revenue from rentals, and the financial viability of the project.

• Manufacturing Plant Expansion

A manufacturing company is considering expanding its operations by building a new production facility. The feasibility study would evaluate factors such as available land, infrastructure, equipment requirements, workforce, environmental impact, and the financial feasibility of the expansion.

• Small Business Startup

An entrepreneur is exploring the feasibility of starting a small restaurant in a specific location. The feasibility study would examine the local market, including competitors, target customer demographics, startup costs, regulatory requirements, and financial projections for the first few years of operation.

• Renewable Energy Project

A renewable energy company is considering the construction of a solar power plant. The feasibility study would assess the site's solar exposure, grid connection feasibility, equipment costs, revenue from energy sales, environmental impact, and the return on investment over the project's lifespan.

• Healthcare Facility Expansion

A hospital is contemplating an expansion to meet growing patient demands. The feasibility study would include an assessment of the required medical equipment, staffing needs, regulatory compliance, funding sources, and the anticipated patient load.

• Tourism Development

A tourist destination is considering the construction of a new hotel and recreational facilities. The feasibility study would evaluate the area's appeal to tourists, competition with existing businesses, construction costs, expected occupancy rates, and potential revenue from tourism.

• Nonprofit Program Expansion

A nonprofit organization is looking to expand its community outreach programs. The feasibility study would assess the need for the programs, funding sources, volunteer availability, operational costs, and the impact of the expansion on the organization's mission and goals.

• E-commerce Startup

An entrepreneur plans to launch an e-commerce website. The feasibility study would examine market demand, website development costs, marketing strategies, competitive analysis, and projected sales revenue and profitability.

These examples illustrate how feasibility studies are conducted in various fields and industries to evaluate the potential success and viability of a wide range of projects and initiatives. The specific components and focus areas of a feasibility study will vary depending on the nature of the project and the questions it seeks to address.

7 steps to conduct a Feasibility study

Now, let's think we are going to write a feasibility study. Let's check what steps we need to take to develop the final report.

• Conduct a Preliminary Analysis

Begin by conducting an initial evaluation of the project's objectives and scope. This step involves defining the problem the project intends to address or the opportunity it aims to seize. Ensure that the project's goals are clear and well-defined.

• Analyze Technical Specifications

Examine the technical aspects of the project in detail. Evaluate the availability of required technology, equipment, and resources. Verify that the project's technical requirements can be met effectively.

• Conduct a Commercial Analysis

Perform a comprehensive analysis of the project's commercial aspects. This step involves assessing the market's demand for the product or service, analyzing market size, competition, customer needs, and market trends. Determine if there is a feasible market for the project.

• Prepare a Projected Income Statement

Create a detailed projected income statement for the project. This includes estimating startup costs, revenue forecasts, expense projections, and cash flow analysis. Calculate the return on investment (ROI) to determine the project's financial viability, the Internal Rate of Return (IRR) of the investment and the Net Present Value (NPV) of future cash flows.

• Prepare a Day-Zero Balance Sheet

Develop a balance sheet that represents the project's financial position at the outset (day zero). This financial snapshot should account for all assets, liabilities, and equity to provide a clear overview of the project's financial situation before it begins.

• Analyze Different Alternatives for Feasibility

Explore various alternatives and scenarios for the project's feasibility. Assess different approaches, technologies, or business models to identify the most viable option. Consider the potential impact of these alternatives on the project's success. Make sensibilities to potentila risks.

• Make a Go/No-Go Decision

Based on the findings and analysis conducted throughout the feasibility study, make a well-informed decision on whether to proceed with the project (a "Go" decision) or abandon it (a "No-Go" decision). Ensure that the decision aligns with the project's goals and aligns with the information presented in the study.

These steps provide a structured approach to conducting a feasibility study, ensuring that all relevant aspects of the project are thoroughly assessed and considered before making a decision on its viability.

In conclusion, a feasibility study is an indispensable tool for any project, business venture, or initiative. It serves as the critical bridge between a concept and a well-informed decision. By following a systematic process that includes a preliminary analysis, technical assessment, commercial evaluation, financial projections, and a careful consideration of alternatives, stakeholders can gain a comprehensive understanding of a project's viability.

The feasibility study's ability to assess market demand, technical feasibility, operational requirements, financial viability, and potential risks empowers decision-makers to make informed choices. Whether it's a real estate development, a new product launch, a manufacturing expansion, an IT system upgrade, or any other endeavor, a feasibility study helps in risk management, efficient resource allocation, and, ultimately, the successful realization of the project's goals.

It's important to remember that a well-conducted feasibility study not only serves the purpose of greenlighting a project but also provides a foundation for its long-term success. It gives stakeholders the confidence that the project is based on sound analysis and planning. In a world of complex challenges and opportunities, the feasibility study is a guiding compass for those seeking to turn innovative ideas into reality.

Make sure you hire the right consultants to deliver your feasibility study or business plan. Our firm, Aninver Development Partners, specializes in designing bankable feasibility studies  to make sure projects continue to their following phase. 

Send us a message on our contact page and we can discuss how we can help you. 

Some of our experience conducting feasibility studies can be seen below:

• Feasibility Study for a new marina in the island of San Andrés through PPP
• Pre-feasibility study for construction of silo storages in Northern Ghana through PPP
• Feasibility study of a real estate WAQF project in Cotonou (Benin)
• Feasibility study and analysis of strategic alternatives of a touristic development in Natal
• Feasibility study for creation of an Investment and Export Promotion Agency of Health services in Tunisia
• Feasibility Study for car parks in Bishkek though PPP
• Feasibility study of markets in Benin and Togo under PPP scheme
• Feasibility Study for the establishment of a Large-Scale Cashew Processing Plant in Zambia
• Public Private Partnership (PPPs) study in the Housing Sector
• Review of Business Case for Manila Central Subway
• First Mover PPP Prefeasibility Study
• Review of the feasibility study of the PPP project Complejo El Brillante, in Cordoba (Spain)
• Review of pre-feasibility study of a Health PPP project

Alvaro de la Maza is one the founding partners of Aninver Development Partners. Alvaro is a Civil Engineer, MS on Infrastructure Management and MBA by IESE Business School.Alvaro has extensive experience in Infrastructure and Public Private Partnerships. Alvaro has worked and led multiple consulting projects for clients such as the World Bank, the African Development Bank and other donors.Alvaro enjoys creating digital products and he has led the development of market intelligence platforms in d...

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Business Plan Vs. Feasibilty Study

by Brian Hill

Published on 1 Jan 2021

Business plans and feasibility studies are analysis and decision-making tools used by companies. Feasibility studies are used to determine whether a proposed action has a high enough probability of success that it should be undertaken. Business plans are blueprints for implementing actions that have already been deemed feasible by the company's management.

Many Decisions vs. One

Business plans map out the direction a company intends to take to reach its revenue and profit objectives in the future. They are a compilation of numerous decisions made by the management team about how the company should be run. Feasibility studies are designed to provide guidance for one decision. Feasibility studies are often done to decide whether to start the business or not -- whether the likelihood of success is high enough to make the financial risk worthwhile. They can also be used to make decisions about whether to launch a new product in an existing company, or enter a new market -- any activity where there is a question about whether the company should take the action or not. Feasibility studies are sometimes termed cost/benefit analyses because the projected costs of the project are compared to the expected benefits to yield a conclusion.

Although the content and emphasis of business plans vary by company and industry, all plans have many elements in common. They describe the products or services the company intends to sell, why customers need these products or services, the target customers, how the company intends to reach them through its marketing strategy, the background and capabilities of the management team, and risk factors the company may face. They also contain information on projected revenue and profit. Plans contain these specific elements because many times they will be read by investors or other people outside the company, and these individuals want to see very specific information in a plan. Feasibility studies may have some or many of the same elements of a business plan, including a description of the human resources required and financial projections, but all the information leads to a conclusion or recommendation.

Differences

A business plan assumes a business is going to succeed and presents the steps necessary to achieve success. Those in charge of conducting a feasibility study should not have a preconceived view about whether success will be attained. They must be as objective as possible. They conduct research and let the facts lead to the ultimate opinion given in the study. If the study's conclusion is that the project is viable, some of the research done may be included in the company's business plan, such as projections of the size of the market.

Both business plans and feasibility studies attempt to predict future outcomes using assumptions about what is likely to happen in the business environment -- the economy and the company's competition. But this environment is always changing and the assumptions a company uses in its projections of revenue or profit may prove to be incorrect. Companies find that some of the strategies in their plan do not work to the degree the business owner expected, and have to be adjusted. In the case of a feasibility study, an incorrect conclusion can be especially costly -- it could mean launching a venture that has very little chance of surviving or approving a project that wastes the company's human and financial resources.

Business Feasibility Study: Turning Business Ideas into Reality

Over 30 years in business as an owner, restaurateur, and consultant, offering a unique understanding of business and marketing expertise.

“ Chase the vision, not the money, the money will end up following you. “ ~ Tony Hsieh

Key Takeaways

• Business Feasibility Study : An evaluation process to determine the viability of a business idea, covering market viability, financial feasibility, and operational capacity.
• Market Research : Investigates the target market, customer demand, competitive landscape, and market opportunities to validate the product or service demand.
• Financial Viability Assessment : Involves detailed financial projections, including start-up costs, operating expenses, revenue forecasts, and profitability analysis, to ensure financial sustainability.
• Technical Feasibility : Examines the technical resources, technology, and infrastructure required to deliver the product or service effectively.
• Legal and Regulatory Compliance : Identifies legal obligations, industry-specific regulations, and ethical considerations impacting the business.
• Operational Feasibility : Assesses the operational processes, resource allocation, and scalability of business operations.
• Risk Analysis : Identifies potential business risks and develops contingency plans to mitigate these risks.

Introduction to a Business Feasibility Study

Got an idea for a new business venture? Whether it's a small startup or an expansion of an existing business, one of the first steps you should consider is conducting a Business Feasibility Study. Think of it as your business's reality check. This article provides you with the information you need to determine if your business idea is viable and has the potential for success.

At its core, a Business Feasibility Study is a comprehensive process that evaluates the practicality of your business idea. It's not just about finding out if your idea can work, but it's also about identifying potential obstacles and opportunities that lie ahead. This study looks into various aspects of the business, such as market viability, financial feasibility, legal compliance, and more.

The purpose of this study is not to discourage you but to give you a clear picture of what you're stepping into. It helps you answer crucial questions like: Is there a demand for your product or service? Can you realistically compete in the market? What are the financial requirements and risks involved? By addressing these questions early on, you can make informed decisions and avoid costly mistakes.

As you investigate deeper into the feasibility study, you'll come across several components, from analyzing your target market to understanding the financial implications of your venture. Each component plays a vital role in shaping your business strategy and ensuring that your venture is grounded in reality.

Remember, the goal here is not just to validate your business idea but also to lay down a solid foundation for your business plan. A well-conducted Business Feasibility Study can be a powerful tool in attracting investors, securing loans, and guiding your strategic decisions as you move forward.

In the following sections, we'll explore each aspect of the Business Feasibility Study in detail, guiding you through the steps to conduct one effectively. Especially if you're a budding entrepreneur, understanding how to navigate through these studies can be a game-changer for your business success.

Steps in Conducting a Business Feasibility Study

Now that we've broached the topic of a Business Feasibility Study let's walk through the steps to conduct one effectively. This type of hike can seem daunting at first, but breaking it down into manageable steps makes it much more approachable. Each of the following steps will give you valuable insights into the feasibility of your business idea. The key is to approach this study with an open mind and a willingness to evaluate every aspect of your business idea critically.

• Define Your Business Idea and Goals : The first step is crystal clear: know what your business idea is and what you want to achieve with it. This might seem obvious, but having a well-defined goal will guide the entire feasibility study.
• Conduct Preliminary Analysis : Before diving deep, do a quick initial check to see if your idea has any obvious flaws or if there are immediate red flags. This analysis could include a basic market scan, a quick review of similar existing products or services, and a brief assessment of your potential customer base.
• Market Research : This is where you roll up your sleeves and dive into the nitty-gritty of your target market. Who are your potential customers? What do they need? What are the current trends affecting your industry? Market research can range from online surveys and focus groups to in-depth competitor analysis.
• Organizational and Technical Assessment : Here, you need to evaluate whether you have or can obtain the necessary resources, including technology, staff, and expertise, to turn your idea into reality. This step is crucial in understanding the operational aspect of your business.
• Financial Viability Assessment : One of the most critical aspects of the feasibility study is financial assessment. This involves creating detailed financial projections, including start-up costs, operating costs, revenue forecasts, and profitability analysis. It's about figuring out if your idea can be profitable and sustainable in the long term.
• Legal and Regulatory Compliance : Every business operates within a legal framework. In this step, you should identify the legal and regulatory requirements related to your business. This could include licenses, permits, or any industry-specific regulations.
• Risk Assessment and Contingency Planning : No business venture is without risk. Identifying potential risks and developing contingency plans to mitigate these risks is a vital part of the feasibility study.
• Conclusion and Recommendations : Based on your findings, draw conclusions about the viability of your business idea. Is it feasible? If so, what are the next steps? If not, what alternative strategies could you consider?

Market Feasibility Study

In this section, let's talk about how you gather a wealth of information that will be critical in making informed decisions about your business idea. The goal is to ensure that there is a market for your product or service and to understand the dynamics of that market to position your business for success strategically.

• Market Analysis for Feasibility : Understanding your market is a cornerstone of business success. A thorough market analysis for feasibility involves examining the industry you're entering, the demand for the product or service you plan to offer, and the dynamics of the market itself. This step is not just about seeing if there's a market for your idea but understanding the nuances of that market – its size, growth trends, and customer behaviors. This knowledge is crucial in shaping your business strategies and offerings to ensure they resonate with your target audience .
• Customer Demand Analysis Feasibility : Diving deeper, customer demand analysis focuses on the needs and preferences of your target demographic. It's about asking questions like, Who are your potential customers? What are their buying habits? What problems do they need to solve? This analysis helps you tailor your product or service to the specific needs and desires of your customers, increasing the likelihood of your business's success.
• Market Opportunity Assessment : Identifying market opportunities is about spotting gaps in the market that your business can fill. This might include underserved areas, emerging trends, or unique angles your competitors havent explored. By identifying these opportunities, you can position your business to take advantage of them, giving you a competitive edge.
• Competitive Analysis Feasibility Study : Finally, understanding your competition is vital. A competitive analysis involves looking at who your competitors are, what they offer, their strengths and weaknesses, and how they meet the market's needs. This analysis not only helps you find your unique selling proposition but also teaches you about the successes and failures of others in your industry.

Financial Feasibility Study

It is here you'll gain a comprehensive understanding of the financial aspects of your business. It's about ensuring that your business idea is not just viable in the market but is also financially sound and capable of generating profits.

• Financial Viability Assessment : This step is all about the numbers. A financial viability assessment examines whether your business idea makes financial sense. It's where you crunch the numbers to understand the financial health of your proposed venture. This includes forecasting revenues, estimating start-up and operating costs, and projecting profits and cash flow . The goal here is to determine if your business can be financially sustainable and profitable in the long term.
• Cost Analysis in Feasibility Study : Every business incurs costs, and understanding these is crucial. In this part of the study, you'll break down all the costs associated with starting and running your business. This includes direct costs like inventory and labor, as well as indirect costs like marketing and administrative expenses. A thorough cost analysis helps you plan your finances more effectively and avoid unexpected financial challenges.
• Investment Feasibility Analysis : This analysis focuses on the investment aspect of your business. How much capital will you need to get started, and where will it come from? This section explores potential funding sources such as loans, investors, or personal savings and assesses the feasibility of securing the required funds. It also involves evaluating the risk associated with these investments and their potential returns.
• Return on Investment in Feasibility : Lastly, calculating the Return on Investment (ROI) is a key component. This involves estimating how much profit your investment will generate relative to its cost. It's a crucial metric that helps you understand the value you can expect from your business venture. A favorable ROI indicates that your business idea could be a wise investment.

Technical Feasibility Study

The goal of the following section is to provide you with a comprehensive understanding of the legal landscape in which your business will operate. It's about ensuring that your business idea is robust, not just in terms of market and financial viability but also in its ability to meet legal and ethical standards.

• Legal Requirements Feasibility : When starting a business , you must navigate a maze of legal requirements. This part of the feasibility study focuses on understanding all the legal aspects related to your business. This includes local, state, and federal laws that apply to your business , industry-specific regulations, and requirements for permits and licenses. The aim is to ensure that your business idea is not only feasible from a market and financial perspective but also legally viable. Legal compliance is more than just ticking boxes; it's about understanding how legal aspects can impact your business operations. For instance, if you're in a highly regulated industry like healthcare or finance, legal compliance becomes even more critical. The study should also consider the implications of not meeting these legal requirements, which could range from fines to the shutdown of your business operations.
• Evaluating Ethical Considerations : In addition to legal compliance, it's also important to consider the ethical implications of your business. This involves evaluating how your business practices align with ethical standards and societal expectations. Its about doing the right thing, not just the legally required thing. For example, if your business deals with sensitive customer data, you need to ensure that data is handled ethically and responsibly.
• Impact on Business Strategy : Legal and ethical considerations can significantly impact your business strategy. For example, if there are stringent environmental regulations in your industry, your business strategy may need to include sustainable practices and eco-friendly solutions. The feasibility study should assess how legal and ethical considerations can be integrated into your business strategy, ensuring that your business is not only compliant but also socially responsible.

Risk Analysis and Scheduling

This section of your feasibility study will arm you with the knowledge and strategies to anticipate and manage the risks associated with your business venture. It's about being prepared and proactive, rather than reactive, to the challenges that your business might face.

• Risk Assessment in Feasibility Studies : Starting a business is inherently risky, but understanding and planning for these risks can greatly improve your chances of success. In this part of your feasibility study, you'll identify potential risks that could impact your business. This includes financial risks, such as unexpected costs or revenue shortfalls. Operational risks like supply chain disruptions, market risks, such as changing consumer preferences, and other external risks, including regulatory changes or economic downturns. After identifying these risks, the next step is to assess their likelihood and potential impact on your business. This involves not only recognizing the risks but also understanding how they could affect your operations and financial health. Risk assessment helps you develop strategies to mitigate these risks, such as diversifying your product line, securing insurance , or establishing strong supplier relationships.
• Project Management in Feasibility : Effective project management is crucial in executing your business plan and in conducting your feasibility study. This includes planning, organizing, directing, and controlling resources to achieve specific goals. Good project management in feasibility studies ensures that your research is thorough, timely, and aligned with your business objectives. It also involves setting realistic timelines for your project, allocating resources efficiently, and managing stakeholders' expectations. Incorporating project management principles into your feasibility study can help in scheduling and organizing the various components of the study. It ensures that the study is completed in a systematic and efficient manner, providing you with reliable and actionable insights.

Business Model and Strategy

In this section, you're not just evaluating the feasibility of your business idea but also ensuring that it aligns with a larger strategic vision. It's about crafting a business model and strategy that are not only feasible but also poised for growth and success in the long run.

• Business Model Evaluation : The heart of your business feasibility study lies in evaluating your proposed business model. This is where you align your business idea, market research, financial assessments, and technical capabilities to see if they all fit together into a viable business model. A business model evaluation involves scrutinizing how you plan to create, deliver, and capture value. It answers questions like: How will you generate revenue? What value are you providing to your customers? How will you reach your target market? What are the costs involved, and how will they be covered? This evaluation is crucial in understanding whether your business model is practical, sustainable, and profitable.
• Business Strategy Feasibility : Once you have a clear picture of your business model, the next step is to align it with your overall business strategy. This involves assessing whether your business model supports your long-term business goals and objectives. Business strategy feasibility is about ensuring that your approach to the market, your growth plans, and your operational strategy are all in sync with the findings of your feasibility study. It's about making strategic decisions that are informed by data and insights from your study rather than just intuition or assumptions.

Operational Feasibility Study

Operational Feasibility Analysis: This part of the feasibility study is about getting down to the brass tacks of how your business will operate on a day-to-day basis. It's about examining if your business plan can be effectively translated into operations. This includes assessing your operational processes, from production or service delivery to supply chain management, customer support, and sales operations.

You need to evaluate whether you have the necessary resources, such as manpower, materials, and technology, to carry out your business operations. It's also important to consider the scalability of your operations – can they grow as your business grows?

Another key aspect of operational feasibility is determining if your business operations align with your organizational structure and culture. For instance, if your business requires rapid innovation and flexibility, do your operational plan and organizational culture support that?

Operational feasibility is not just about whether you can do something but whether you can do it efficiently, effectively, and sustainably.

Specialized Feasibility Studies

This section is about tailoring your feasibility study to address the specific considerations of your industry, the environmental impact of your business, and your growth potential. It's about making sure that your business is not only viable at launch but also set up for future success.

• Industry-specific Feasibility Studies : Different industries have unique challenges and opportunities, making it crucial to conduct industry-specific feasibility studies. For instance, a feasibility study in the tech industry would focus heavily on technological innovations and market adoption rates, while one in the manufacturing sector might concentrate more on production capabilities and supply chain logistics. Understanding the nuances of your specific industry is vital to ensure that your feasibility study is relevant and accurate. It helps in identifying industry-specific risks, regulatory requirements, and market dynamics that are crucial for your businesss success.
• Environmental Impact Business Study : In an era where sustainability is increasingly important, considering the environmental impact of your business is essential. This part of the feasibility study assesses how your business operations will affect the environment and what measures you can take to minimize negative impacts. This includes looking at factors like energy consumption, waste management, and the sourcing of materials. Being environmentally responsible can not only help reduce potential liabilities but can also enhance your brand's reputation and appeal to environmentally conscious consumers.
• Business Growth Feasibility Study : This section looks beyond the initial launch of your business to its potential for growth. It involves evaluating how scalable your business model is, identifying potential areas for expansion, and assessing the feasibility of these growth plans. It's about understanding what it will take for your business to grow, both in the short-term and long-term, and whether your current plan supports this growth.

Feasibility Study Tools and Techniques

Let's now explore a variety of tools and techniques essential for conducting a well-rounded feasibility study. Understanding how to use these tools and techniques effectively is crucial in gaining a holistic view of your business ideas feasibility.

Overview of Feasibility Study Tools: To conduct an effective feasibility study, various tools can be utilized. These tools help in collecting data, analyzing information, and making informed decisions. For example, SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) is a common tool used to evaluate the strategic position of a business idea. Financial tools like cash flow forecasting , break-even analysis, and ROI calculations are essential for the financial aspect of the study. For market analysis, tools such as market surveys, customer interviews, and competitor analysis can provide valuable insights.

Techniques Used in Feasibility Studies : Besides tools, certain techniques are pivotal in conducting a thorough feasibility study. These include qualitative methods like focus groups and interviews that provide an in-depth understanding of customer attitudes and preferences. Quantitative methods like statistical analysis and market trend analysis offer concrete data on market size, growth rates, and customer demographics. Additionally, scenario planning can be used to envision various business scenarios and plan accordingly.

Utilizing Technology in Feasibility Studies : In the digital age, leveraging technology can significantly enhance the efficiency and accuracy of your feasibility study. Software tools for data analysis, project management software for organizing and tracking the study, and digital survey tools for gathering market insights are examples of how technology can aid in conducting a comprehensive feasibility study.

Integrating Findings to Formulate Conclusions : The final technique in a feasibility study is the integration of findings from various tools and methods to formulate comprehensive conclusions. This involves collating data from market, financial, technical, and legal analyses to see the overall picture. It's about synthesizing information from different sources to determine the overall feasibility and viability of your business idea.

Comparative Analysis

Now, we need to compare and contrast the roles of a business plan and a feasibility study, emphasizing how they work together in the planning and execution of a successful business venture.

Business Plan Versus Feasibility Study : It's essential to understand the difference between a business plan and a feasibility study as they serve different, yet complementary, purposes. A business plan is a detailed roadmap for the operation and growth of your business. It outlines your business goals, strategies to achieve them, operational structure, marketing plan , and financial projections. Essentially, a business plan is a guide for how to run your business and achieve success.

On the other hand, a feasibility study is more of a preliminary step. Itis conducted before the business plan to assess the viability of a business idea. The feasibility study helps determine whether your idea is worth pursuing before you invest significant time and resources into developing a business plan. It includes market analysis, financial feasibility, legal compliance, and technical assessment.

Comparatively, a feasibility study asks the question, Should this business be started? While a business plan addresses How will this business succeed? A feasibility study is what you need when deciding if your business idea is worth pursuing, and a business plan is what you'll use to guide your business's establishment and growth after deciding it's feasible.

Integrating Feasibility Study Findings into Business Planning : Often, the findings of your feasibility study will directly inform your business plan. For example, insights from market analysis in the feasibility study can shape your marketing strategies in the business plan. Financial assessments from the study can help in creating more accurate financial projections in your business plan. In this way, the feasibility study can be seen as the foundation upon which your business plan is built.

Final Thoughts on Business Feasibility Study

Summarizing Key Findings : After thoroughly examining each aspect of your business idea through the feasibility study, it's time to bring all these findings together. This summary should encapsulate the insights from market analysis, financial viability, technical assessment, legal compliance, and operational feasibility. Highlight the key strengths and opportunities your study has revealed, as well as any significant challenges or risks.

Providing Actionable Recommendations : Based on the key findings, the next step is to provide actionable recommendations. If your feasibility study shows that your business idea is viable, outline the next steps to take your idea from concept to reality. This could include developing a detailed business plan, securing funding, or initiating market entry strategies.

If the feasibility study suggests that your business idea may not be viable, or if there are significant challenges, recommend alternative approaches. This might involve pivoting your business idea, exploring different markets, or addressing the identified weaknesses before proceeding.

Emphasizing the Importance of Continuous Evaluation : It's important to remember that a feasibility study is not a one-time task but an ongoing process. As your business grows and the market evolves, continuously re-evaluating the feasibility of your business model and strategies is crucial. This ongoing evaluation ensures that your business remains relevant and competitive in a changing business environment.

Encouragement and Motivation : Lastly, whether your feasibility study results are positive or less encouraging, it's important to stay motivated. Every business journey comes with its challenges and learning opportunities. Use the insights gained from this study to refine your business idea and strategy. Remember, the ultimate goal of a feasibility study is to set the stage for a successful and sustainable business.

FAQs on Business Feasibility Study

While all components of a business feasibility study are important, the market analysis is often considered critical. It helps determine if there's a demand for your product or service and sets the foundation for the rest of your study.

The duration of a business feasibility study can vary widely depending on the complexity of the business idea and the depth of analysis required. Generally, it could take anywhere from a few weeks to several months.

It's possible to conduct a basic feasibility study on your own, especially for small-scale projects. However, for more complex or larger-scale business ideas, it might be beneficial to engage a professional consultant who can provide expertise and an objective perspective.

If your feasibility study suggests that your business idea might not be viable, consider exploring alternative ideas, adjusting your business model, or addressing the identified challenges. Sometimes, a pivot in strategy or a different approach can make a significant difference.

It's a good practice to revisit your feasibility study periodically, especially when there are significant market shifts, technological advancements, or changes in consumer behavior. This helps ensure that your business stays relevant and adapts to changing conditions.

A business feasibility study is a preliminary assessment to determine the viability of a business idea, while a pilot project is a small-scale implementation of the business plan to test its practicality in a real-world setting.

There are various software tools available for different aspects of a feasibility study, such as financial modeling (e.g., Excel), market analysis (e.g., MarketResearch.com), and project management (e.g., Trello or Asana). The choice of tools depends on your specific needs and the complexity of the study.

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The Difference Between A Feasibility Study And A Business Plan

Should you prepare a feasibility study report or a business plan? This is a question that is always asked by thousands of people daily. They want to prepare either of the two but classify both as the same without understanding the clear distinction between a feasibility study report and a business plan.

Feasibility study reports and business plans have different goals, although similar. One is more in-depth than the other, and the reasons for preparing each is partly different from the other.

While a feasibility study report and a business plan are both analysis and decision making tools, it is highly important to know the difference between a feasibility study report and a business plan at all times, as I have detailed below:

See Also:   The Difference Between A Business Plan And A Business Proposal

Reasons For A Feasibility Study Report

A feasibility study report is a document that is prepared after a feasibility study has been carried out. It contains in-depth analysis, projections, cost estimates, production requirements, production processes, and is the ultimate tool to determine whether a business should be started or not.

Since the feasibility study that’s first carried out is a comprehensive market research, its results will show the market size, their demographics, genders, age brackets, number of businesses operating in the industry, and much more.

These results are then put together in the report along with their cost projections, and will ultimately show whether the business is worth following through or not.

Feasibility Study Report Structure

A sample feasibility study report structure could look like the list below:

• Introduction
• Product or Service
• Market Environment
• Competition
• Business Model
• Market and Sales Strategy
• Production Operations Requirements
• Management and Personnel Requirements
• Regulations and Environmental Issues
• Critical Risk Factors
• Financial Projections

See Also:   How To Write A Feasibility Study Report In Nigeria Or Africa: The Complete Guide

Reasons For A Business Plan

A business plan is a strategy and tactical document that is prepared after a successful feasibility study has been carried out. It is written based on the results of a feasibility study, and focuses instead on how the business can achieve a successful market penetration and growth.

A business plan also contains financial projections, cash flow statements, balance sheets, profit and loss statements, break even analysis, and much more. It shows how profitable or not the business will be after acting on the results gotten from the feasibility study, and what it can do to either grow its revenues or change its focus to another industry.

Business Plan Structure

A sample business plan structure could look like the list below:

• Executive Summary
• Business Description
• Service or Product Line
• Market Analysis & Strategies
• Organization & Management
• Funding Request

See Also:   How To Write A Business Plan: The Complete Guide

What Then Do You Need?

If you know nothing about the business you intend to start, the first step is to prepare a feasibility study report after an extensive market research has been carried out. After which, you can go on to prepare a business plan, so you can show the growth, sustainability, and profit potential of the business you’ve set out to run.

See Also:   How to Choose A Business Plan Consultant

What are your thoughts on the difference between a feasibility study report and a business plan? Let me know by leaving a comment below.

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How to start a lucrative ketchup production business in nigeria and africa: the complete guide, how to start a lucrative salt production business in nigeria and africa: the complete guide, 20 comments.

Until now,I always think that business plan and feasibility study report are the same. Thank you a million times for pointing out the difference to me. An eye opener I may say.Thanks once again.

Imeh Enuah.

I’m glad you found the article valuable, Imeh.

Do have a great time!

Thank you brother ❤️👍

Thanks for the effort but still not crystal clear to me…

Thank you for the comment, Victor.

Indeed they’re similar. But the simplest way to understand it is that “a feasibility study is first carried out and documented in a report before a business plan is written to show how you can execute your plans to take the market”.

Stan, even though we don’t go writing you for those your valuable articles, which are changing a lot of lives for good, mullions of people are there silently waiting to read your article everyday. Thanks for impacting knowledge and sharing those priceless write-ups.

Thank you for the kind words and for being a reader, Elvis.

Stan, this has cleared my inquisition on the differentiating factor between the two.

I’m glad you found the article valuable, Daniel.

Thank you for the comment.

Thanks a lot for the article. My position as a Consulting Executive in my previous employment taught me that in industry every feasibility studies is accompanied by a business plan all in one report.

Business plans usually standalone for only existing businesses which usually requires such things as a new marketing or market research, cashflow analysis and asset reappraisal.

Thank you for the contribution, Jeremiah.

Indeed a detailed feasibility report is an in-depth business plan.

What is the difference between a marketing plan and bussines plan

We’d still post an article about that.

Do look out for it on the blog.

Thank you for asking.

Very insightful to say the least. Well done sir!

Thank you for the kind words, Tobechi.

Indeed you are doing a great job.i feel so blessed and fortunate to have such unquontifiable opportunity of learning daily,God bless you, thanks.

Thank you for the kind words, Gideon.

Hello, I wanto prepare a feasibility study report for a potential investor I have a meeting with in another 2 weeks. How do I reach you and where do we start from?

Stan, this is lovely I think I have a better conclusion n knowledge. God bless you.

Thank you for reading, Obi.

Comments are closed.

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Difference Between a Feasibility Study Report and a Business Plan

By: Author Tony Martins Ajaero

Home » Starting a Business » Conduct Feasibility Study

Is a feasibility report the same as a business plan? What’s the difference between a feasibility study report and a business plan? Can a feasibility report be converted to a small business plan?

One of the ways to ensure that you start your business on a promising note is to make sure you have a workable business plan and you also have a comprehensive feasibility study report. With that in place, you will be able to predict how the business will perform in one, two, three years, and beyond.

In this article, we will look at the difference between a feasibility study report and a business plan. We will also look at how you can use these business documents to your advantage if you plan to start a business or if you want to scale up your business.

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What is a Feasibility Study Report?

A feasibility report is a report that assesses a group of potential project pathways or solutions to see if they are viable. The person who writes a feasibility report assesses the feasibility of several ideas and then makes a suggestion for the best alternative.

Companies frequently face difficulties that can be solved using a variety of approaches, and it is critical that they select the optimal one. A feasibility report can assist you in evaluating the viability of several options in order to select the best one. If your organization wants to determine the best path for a project or solution to an issue, knowing how to write a feasibility report can help.

What is a Business Plan?

A business plan is an outline of the strategy of a business that outlines its goals and plans for accomplishing them. It includes a go-to-market strategy, financial estimates, market research, a corporate purpose, and a mission statement. Schedule and key personnel accountable for completing the goals may also be mentioned in the business plan.

A business plan serves three functions: It summarizes the organization’s strategy in order to execute it over time, attracts funding from investors, and assists in forecasting future business demands.

Please keep in mind that there is no one-size-fits-all business plan because there are so many different enterprises on the market today. Every organization, from startups with just one founder to historic household names, requires a business plan.

What are the Differences Between a Feasibility Study Report and a Business Plan?

1.  A feasibility study is carried out with the aim of finding out the workability and profitability of a business venture. Before anything is invested in a new business venture, a feasibility study is carried out to know if the business venture is worth the time, effort and resources.

On the other hand, a business plan is developed only after it has been established that a business opportunity exist and the venture is about to commence. This simply means that a business plan is prepared after a feasibility study has been conducted.

2.  A feasibility report is filled with calculations, analysis and estimated projections of a business opportunity. While a business plan is made up of mostly tactics and strategies to be implemented in other to start and grow the business.

3.  A feasibility study is all about business idea viability while a business plan deals with business growth plan and sustainability.

4.  A feasibility study report reveals the profit potential of a business idea or opportunity to the entrepreneur, while a business plan helps the entrepreneur raise the needed startup  capital from investors.

5. A feasibility study report is used to determine the sustainability of a company idea or project before launching it, whereas a business plan is used to explain the strategy and operations of an existing or new business.

6. A feasibility study report focuses on one aspect of a business idea or project, such as market analysis, technical feasibility, financial feasibility, or organizational feasibility, whereas a business plan covers a broader range of topics, such as market research, marketing strategy, operations plan, financial projections, and management structure.

7. A feasibility study report is normally written for internal use by the business owner, stakeholders, or investors to assess the possible risks and rewards of a business idea or project, whereas a business plan is typically prepared for external use in order to attract finance, partners, or customers.

8. A feasibility study report may be more informal and structured as a report or presentation, whereas a business plan is often more formal and structured as a written document with a defined format.

9. A feasibility study report is normally produced before a business plan and may take less time to complete, but a business plan is an ongoing document that is updated on a regular basis to reflect changes in the business environment.

It’s also worthwhile to know that a feasibility report can readily be converted to a business plan. To achieve this, all you need to do is incorporate your business strategies and tactics into the feasibility report; and you are good to go.

In conclusion,

Paying attention to these two key business documents (Feasibility Study Report and Business Plan) is what is expected of every entrepreneur or investor who truly wants to become successful with their business.

As a matter of fact, we usually advise entrepreneurs to hire business consultants who are specialized in writing Feasibility Studies and Business Plans to help them prepare a workable document (Feasibility Study Report and Business Plan). With that, you can be assured that your business will be starting on the right footing.

Feasibility Study vs Business Plan Similarities And Differences

Feasibility Study vs Business Plan

Setting up a business enterprise can present a lot of challenges for the entrepreneur. The preliminary stage which involves a lot of brainstorming often gets down to preparing two important documents: the feasibility study and the business plan, both of which are quite indispensable if you’re considering starting a business, and doing it properly.

The possibility of success in a venture predicates upon the proper delivery of these documents, which should be written after conducting careful research and critical analysis, and conveyed in formats that others can understand, because you might want to seek for funds or investors, or even solicit for a loan, and so won’t be the only person reading them.

It, therefore, becomes needful for any entrepreneur to be able to distinguish between a feasibility study and a business plan, to know how to go about creating them.

What is a feasibility study?

As the name implies, a feasibility study is an analysis of the viability of an idea. Feasibility studies help answer the essential question, “Should we proceed with the proposed idea?” The objective study may be completed in conjunction with a SWOT planning process, which looks at the strengths, weaknesses, opportunities, and threats that may be present externally (the environment) or internally (resources).

Feasibility studies help determine: a) does the company possess the required resources or technologies, and b) does the proposal offer a reasonable return vs. risk from the investment.

So a feasibility study lets you know whether the idea you have for a business is worth the time, effort, and money you are willing to invest in it. It’s just like asking yourself, “Is it advisable that I go into this business?”.

While you might be able to conduct this study yourself, it would be more productive and prudent to get the contributions of different professionals such as accountants, entrepreneurs who have opened successful businesses, and realtors who can advise you on the worth of the location and pricing (values you would need in costing and price estimation), comparing similar businesses in the location where you wish to set up your enterprise.

What is a Business Plan?

A business plan “is a written document describing the nature of the business, the sales and marketing strategy, and the financial background, and containing a projected profit and loss statement”.

A business plan is also a road map that provides directions so a business can plan its future and helps it avoid bumps in the road. The time you spend making your business plan thorough and accurate and keeping it up-to-date is an investment that pays big dividends in the long term.

The business plan comes after you have conducted a proper feasibility study and ascertained that your idea is worth going “all out for”. So creating a business plan is like saying, “Yes I’m convinced about the profitability of this idea. This is how I intend to make it profitable”.

Every business is established for the sole purpose of making a profit. If profiting is not the goal, then it is no business, but rather a non-profit organization. Hence details of how a business will operate and make a profit are contained in the business plan.

This is where you’re going to spell out your financial and other objectives, the methods you plan to use to achieve them, and your proposed organizational structure.

Now, let’s look at what makes a feasibility study and a business plan appear similar.

Similarities between feasibility study and business plan

Comparing the similarities between a feasibility study and a business plan is important because both are used in different ways to help you create a profitable business. Similarities between the two documents include:

Timing : Both are done in the beginning before the work opens, and can be done again later to define the next steps for future ideas.

Inputs : They both involve input from multiple individuals or departments with different skills.

Format : Both contain other documents that are grouped to create the report.

Components : Some of the issues analyzed are similar, including examining the target market, market conditions, and financial costs.

Use : Both help the management of the organization in making decisions, and they can also be shown to potential investors.

By now you should have a considerable understanding of how a feasibility study differs from a business plan. But to expound your knowledge it would do to know what the varying components are.

Purpose : While a feasibility study determines the viability of a business idea, a business plan comes after the decision has been made to go ahead with the business.

Methodology : In essence, a feasibility study is based significantly on research, while a business plan makes projections into the future.

Risks : A feasibility study ascertains the risks associated with the idea, whereas a business plan explains how these risks will be dealt with to ensure that the business makes the desired profit.

Cost : A feasibility study can require hiring professionals with expertise who will conduct thorough studies, whereas a business plan may be written by employees of the business, as part of their jobs.

How do you conduct a Feasibility Study?

If you’re doing the feasibility study yourself, conduct a complete competitive analysis considering the following outlines:

Product demand: Is there a need or want for your product or service? Is the need already being met, or is there room for another product?

Market conditions : Who would buy your product and where are they? Can you serve their location? Is the market saturated, or is there room/need for more products?

Pricing : What do current users pay for similar products? What do you need to charge so that you will be profitable, and will consumers pay your price?

Risks : What are the risks associated with your idea?

Probability of Success : Can you reasonably overcome the risks to become profitable?

• Shea Butter Production In Nigeria 2021 Business Plan

Writing a Business Plan?

Writing a business plan may seem daunting, but if you take it step-by-step, it will come to fruition. The Small Business Administration advises that business plans should include the following:

Executive Summary : Include your mission statement, products and or services, some brief information about your leadership team and key employees, as well as the location of your business. To attract investors, add current financial information and projections for growth.

Company description : Detail the problems your business solves; its target market; its competitive advantages, compared with the competition, and anything else that makes your company superior to others: i.e., product awards or recognition, big increases in sales, and so on.

Market analysis : Perform competitive research of what other businesses are doing; their strengths and weaknesses, and how and why your business will be competitive and successful in the market.

Organization or management : State the legal status of your business, such as a corporation or partnership, and include an organizational chart showing management levels, departments, and so on.

Service or product line : State what you will sell or provide and describe the benefits of each. Explain any research done, and any patents filed, and so on.

Marketing and sales : Explain in detail your marketing strategy and how sales will be made.

Funding request : If you are going to be requesting do fund, detail the amount of funding you’ll need for the next five years – specifically, what you’ll do with the funds, and the terms you’re asking for.

Financial projections : This is the business’s financial outlook for the next five years. Include current financial statements, if the business is in operation.

Appendix : This includes supporting documents or requested materials, such as resumes, product photos, letters of reference, patents, licenses, and so on.

In conclusion, it should be obvious by now that a feasibility study and a business plan cannot substitute for each other, and both exist as essential planning documents for successful businesses. If you have the intention of preparing any or both of these documents, it is advisable to seek the aid of a professional writer wherever you might encounter difficulties.

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Difference Between a Feasibility Study and a Business Plan

The main difference between a feasibility study and a business plan is that a feasibility study is conducted to assess the viability of a proposed project or venture before significant resources are invested, focusing on analyzing various aspects such as economic, legal, technical, and scheduling considerations. In contrast, a business plan is a comprehensive document that outlines a company’s strategy, goals, market analysis, financial projections, and operational plans, used primarily for executing and managing the business, as well as for attracting investors and lenders.

Table of Contents

What is a Feasibility Study and What is a Business Plan

Feasibility Study refers to an analysis and evaluation of a proposed project to determine if it is technically feasible, economically viable, and legally permissible. It is usually conducted before significant investments are made to understand the likelihood of the project’s success. The feasibility study considers various factors, including market research, technical requirements, legal constraints, financial modeling, and risk assessment. The purpose of this study is to ascertain the strengths and weaknesses of a proposed venture, opportunities and threats present in the environment, the resources required, and ultimately the prospects for success.

Business Pl a n, on the other hand, is a detailed plan of how a business will operate and achieve its goals. It serves as a roadmap for the business, detailing the strategy, target market, competition, marketing and sales strategies, organizational structure, and financial projections. A business plan is essential for both new and established businesses. It helps in securing funding from investors or banks, guiding the management team in making strategic decisions, and monitoring the progress of the business. Business plans are dynamic documents that should be updated regularly as the business grows and market conditions change.

Key Differences Between a Feasibility Study and a Business Plan

• Purpose and Focus : A feasibility study is conducted to evaluate the viability of a project before significant resources are committed, whereas a business plan is used for the execution and ongoing management of a business.
• Scope of Analysis : Feasibility studies typically have a narrower focus, examining specific aspects like economic viability and technical requirements, while business plans provide a comprehensive overview of the entire business operation.
• Timing : A feasibility study is often conducted before a business plan, helping to decide whether or not to proceed with the business idea.
• Audience : Feasibility studies are usually intended for internal decision-making, while business plans are often created with external stakeholders, such as investors and lenders, in mind.
• Content : A feasibility study includes detailed analysis on viability aspects, whereas a business plan includes broader information like marketing strategies, organizational structure, and financial forecasts.
• Use in Decision Making : Feasibility studies are used to make go/no-go decisions on a project, while business plans are used to guide the operational, financial, and marketing decisions of a business.

Key Similarities Between a Feasibility Study and a Business Plan

• Planning Tools : Both are essential planning tools used in the decision-making process of starting or managing a business or project .
• Research-Based : Both require extensive research and analysis of the market, competition, and internal capabilities.
• Risk Assessment : Both involve assessing risks and identifying potential challenges and opportunities.
• Financial Considerations : Both include financial analysis, although the focus and depth may vary.
• Goal Orientation : Both are oriented towards achieving specific goals – whether it’s determining the viability of a project or outlining the strategy for a business.
• Dynamic Documents : Both should be considered dynamic documents that can be revised and updated as new information becomes available or circumstances change.

About The Author

Hidayat Rizvi

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Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

1. setting the stage for success, 2. what is a business plan, 3. a closer look, 4. the intersection of planning and analysis, 5. when to use each tool, 6. breaking down the details, 7. real-world comparisons, 8. making the right choice for your business.

In the realm of business creation and development, two critical documents often come into play: the Business Plan and the Feasibility Study . Each serves a distinct purpose, yet they are frequently mistaken for one another or assumed to be interchangeable. Here's how they differ:

1. Purpose : A business plan is the blueprint for your company's future. It's a detailed roadmap outlining your business goals, strategies, and how you plan to achieve them. On the other hand, a Feasibility Study is like the foundation inspection before building a house. It assesses whether your business idea is viable and worth pursuing before you lay down any concrete plans.

2. Content : The Business Plan is comprehensive, covering everything from market analysis , marketing strategies, financial projections, to operational plans. For instance, if you're planning to open a cafe, your Business Plan would detail your menu, pricing strategy, and customer service protocols . Conversely, a Feasibility Study focuses on the practicality of your cafe idea, analyzing factors like location, target demographic, and initial capital requirements .

3. Usage : Investors and stakeholders often request a Business plan to understand the company's direction and potential for success. It's like a novel that narrates your business's future story. A Feasibility Study, however, is used internally to decide whether it's sensible to proceed with the business idea . Think of it as a critical self-assessment before taking a significant leap.

4. Outcome : The end result of a business Plan is a strategic guide that leads to action and implementation. For example, after finalizing your cafe's Business plan , you would start hiring staff and purchasing equipment. In contrast, the outcome of a feasibility Study might be a 'go' or 'no-go' decision . If the study shows that your cafe is likely to flourish in the chosen location, you'd move on to crafting the Business plan .

Understanding these differences is crucial for setting the stage for success . By recognizing the unique role each document plays, entrepreneurs can strategically plan and validate their business ideas, ensuring a stronger foundation for their ventures.

Setting the Stage for Success - Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

At the heart of every successful venture lies a blueprint, a Business Plan , a meticulously crafted document that outlines the path a business intends to take to achieve its lofty aspirations. Unlike a mere daydream, this plan is grounded in practicality, a compass that guides the entrepreneur through the tumultuous seas of commerce.

1. The Essence : A business plan is akin to a novel, where characters are market analysis, plot points are marketing strategies , and the climax is the financial projections. It's a narrative that convinces stakeholders to invest in the protagonist's journey – the business.

2. Strategic Framework : Consider a business plan as the architectural design for a building. It's the detailed drawing that shows where each brick goes, ensuring that the final structure stands tall and serves its purpose.

3. Operational Roadmap : It's a chef's recipe for a signature dish, where each ingredient is a business activity, and the cooking instructions are the operational plans ensuring the final dish – the business operation – is palatable to its customers.

Now, juxtapose this with a Feasibility Study , the pragmatic precursor to the business plan. It's the soil test before laying the foundation, the taste test before finalizing the recipe.

1. Reality Check : A feasibility study is the crystal ball that glimpses into the future, predicting whether the business plan's narrative will captivate or fall flat. It's the trial run, the dress rehearsal before the grand opening.

2. Risk Assessment : Imagine a feasibility study as a weather forecast for a pilot. It tells whether the conditions are favorable for the flight – the business plan – to take off.

3. decision-Making tool : It's the focus group for a new TV show, gauging whether the audience will tune in or change the channel, guiding the producers – the entrepreneurs – on whether to proceed with production.

In essence, while a business plan paints the picture of what a business could be, the feasibility study measures the canvas, ensuring the masterpiece is not too grand for the frame. One dreams, the other validates; together, they form the yin and yang of business strategy formulation.

What is a Business Plan - Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

In the realm of business development, the roadmap to success is often paved with meticulous planning and analysis. Two critical instruments in this process are the business plan and the feasibility study . While they may appear to be twins in the entrepreneurial toolkit, each serves a distinct purpose, guiding the visionary from concept to commercialization.

1. Purpose and Scope :

- A business plan is the blueprint of your venture, detailing the strategy for launching and growing your business . It's a forward-looking document, encompassing marketing, operations, and financial projections.

- A feasibility study , on the other hand, is the litmus test prior to the business plan. It answers the fundamental question: Should this project proceed? It evaluates the viability of a business idea , examining factors like market trends , competition, and economic assessments.

2. Detail and Application :

- Consider the business plan as a novel, rich with character development (management team), plot (business model), and narrative arc (financial forecasts). It's the script for your business's future.

- The feasibility study is akin to the critic's review, providing an objective analysis that determines whether the script is worth producing. It's less concerned with the 'how' and more with the 'if'.

3. Examples in Action :

- Imagine a tech startup, Widget Inc. , crafting a business plan to attract investors . Their plan outlines the product development of an innovative widget, market entry strategies , and a five-year financial model.

- Before Widget Inc. Penned their epic, they conducted a feasibility study. They analyzed market data, surveyed potential customers, and assessed legal requirements, ultimately concluding that the widget market was ripe for disruption.

By distinguishing between these two foundational elements, entrepreneurs can navigate the complex waters of business creation with clarity and precision, ensuring that their vision is not only compelling but also achievable. The business plan and feasibility study are the compass and the map, respectively, guiding the entrepreneur through the uncharted territory of business success.

A Closer Look - Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

In the labyrinth of entrepreneurial ventures, two guiding maps emerge: the Business Plan and the Feasibility Study . Each serves a distinct purpose, yet their paths intertwine in the quest for a successful enterprise.

1. The Business Plan : A detailed blueprint, charting the course from inception to market triumph. It outlines the strategic direction , operational framework, and financial projections, akin to a captain's log guiding a ship through turbulent seas. For instance, a startup aiming to launch an innovative app would detail its marketing strategies, revenue model, and growth metrics within this document.

2. Feasibility Study : This is the compass before the voyage, assessing whether the waters are navigable or treacherous. It scrutinizes the practicality of a proposed project, weighing the economic, legal, technical, and scheduling aspects. Imagine an entrepreneur considering a new coffee shop; a feasibility study would evaluate local demand, competition, and cost implications before any beans are ground.

3. The Intersection : Where planning meets analysis, decisions are informed by data and dreams by reality. The business plan might paint a grand vision of a global franchise, but the feasibility study could reveal a need for a more modest, localized approach initially.

4. Complementary Nature : While distinct, they are not mutually exclusive. A feasibility study may lead to the refinement of a business plan , ensuring that the vision is grounded in viability. Conversely, a business plan might highlight areas needing deeper exploration, prompting a more focused feasibility study.

5. Sequential Synergy : Often, a feasibility study precedes the business plan, serving as a litmus test for the latter's assumptions. Should the study indicate a green light, the business plan then elaborates on the how-to's and what-if's , preparing the entrepreneur for potential investor scrutiny.

Through this dance of planning and analysis, businesses are better equipped to navigate the unpredictable currents of the market, steering towards a harbor of success rather than the rocks of failure. The key lies in recognizing that one map reveals the destination, while the other ensures the journey is possible.

The Intersection of Planning and Analysis - Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

In the labyrinth of business strategy, two guiding maps emerge: the Business Plan and the Feasibility Study . Each serves a distinct voyage; one charts the course for the journey ahead, while the other assesses the terrain before setting sail.

1. The Business Plan : This is the captain's log of the entrepreneurial vessel. It's a detailed manuscript that outlines the vision, objectives, strategies, and financial forecasts of a business. It's used when the direction is clear, and the winds of market demand are in your favor. For instance, a tech startup eyeing the burgeoning market of virtual reality would craft a business plan to attract investors , guide their team, and navigate the competitive seas.

2. Feasibility Study : Before the anchor is hoisted, a feasibility study probes the depths to ensure no hidden reefs lie beneath. It's an analytical tool that evaluates the practicality of a proposed project or system . It answers the pivotal question: "Should we proceed?" For example, a company considering the launch of an innovative new beverage might conduct a feasibility study to gauge market receptivity, regulatory hurdles, and resource requirements.

Timing is the compass that dictates when each tool is wielded:

- A feasibility study is the dawn patrol, scouting the horizon at the inception of an idea. It's the first step, taken when uncertainty clouds the market landscape or when a concept is novel and untested.

- The business plan follows, like the midday sun, when the path is decided, and the venture needs a structured approach to attract allies and chart the course.

In essence, the feasibility study is the scout that whispers whether the journey is worth the peril, while the business plan is the drumbeat that rallies the crew and directs their stride. Together, they form the twin stars by which businesses navigate the vast ocean of opportunity.

When to Use Each Tool - Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

In the labyrinth of entrepreneurial ventures, the roadmap to success is often charted through meticulous planning and analysis. Two pivotal instruments in this journey are the Business Plan and the Feasibility Study —each serving distinct yet complementary roles.

1. The Business Plan : This is the architect's blueprint, a detailed projection of the envisioned enterprise. It outlines the strategic direction , operational framework , and financial forecasts . For instance, a startup aiming to disrupt the eco-friendly packaging market would detail its marketing strategies, production processes, and projected cash flow within its business plan .

2. The Feasibility Study : Prior to the blueprint comes the land survey—the feasibility study . It's an exploratory tool, assessing the viability of a concept. It answers the fundamental question: "Should we proceed with the proposed project?" Imagine an entrepreneur considering the launch of a cloud-based accounting service; a feasibility study would evaluate market demand, technical requirements, and initial capital outlay before giving the green light.

3. Intersection and Divergence : While both tools forecast the future, their scope and application diverge. The business plan assumes feasibility and propels forward with execution strategies, whereas the feasibility study serves as a checkpoint, a go/no-go gauge that may either ignite the launch sequence or send the concept back to the drawing board.

4. real-World application : Take the case of a burgeoning coffee shop chain. A feasibility study might analyze location demographics, competition, and pricing strategies to ascertain market penetration potential . Following a positive assessment, the business plan would then map out the expansion strategy, detailing the rollout of new outlets, hiring plans, and revenue targets.

In essence, the business plan paints the dream in vivid colors, while the feasibility study sketches the outlines, ensuring the canvas can hold the masterpiece to come. Together, they form the yin and yang of planning, each indispensable in the quest for commercial triumph.

Breaking Down the Details - Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

In the realm of business creation and expansion, two critical documents often come into play: the Business Plan and the Feasibility Study . While they may seem to tread similar ground, their core objectives and contents diverge significantly, painting a comprehensive picture of a venture's potential and pathway.

1. Purpose Precision : A Business Plan is a detailed roadmap for the launch and growth of a new business. It's akin to a script for a play, outlining each act and scene that the company will perform. Conversely, a Feasibility Study is more like a weather report; it assesses the conditions and forecasts the likelihood of the business's success or failure before the journey even begins.

2. Content Contrast : Within a Business Plan , you'll find extensive strategies covering marketing, operations, and financial projections. Imagine a new cafe; the plan would detail the theme, menu, customer service protocols, and a financial forecast showing profitability over the next five years. On the other hand, a Feasibility Study for the same cafe would analyze the local market demand, competition, location viability, and initial capital requirements, essentially answering whether the cafe should open at all.

3. Decision Dynamics : The Feasibility Study serves as a litmus test. If the study indicates a green light, the Business Plan then takes the stage to guide the venture's execution. For instance, an entrepreneur considering a renewable energy startup would first conduct a feasibility study to gauge market needs, resource availability, and regulatory environment. Only after a positive outcome would they draft a business plan detailing the company's structure, marketing strategy, and financial milestones.

By understanding these distinctions, entrepreneurs and investors can better navigate the complex terrain of business strategy and make informed decisions that align with their goals and resources .

Real World Comparisons - Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

Embarking on the entrepreneurial journey, one is met with a fork in the road: the Business Plan and the Feasibility Study . Each path offers its own set of maps and tools, tailored to navigate the terrain of commerce and innovation.

1. The Business Plan : A detailed blueprint, it outlines the structure, goals, and methods of your venture. It's the architect's render, showcasing the skyscraper of your dreams. For instance, a tech startup's business plan might include market analysis, product design, marketing strategies, and financial projections, all aimed at launching the next revolutionary app.

2. The Feasibility Study : This is the ground survey before the foundation is laid. It answers the pivotal question: "Should we proceed?" It's akin to a restaurateur testing recipes and gauging public interest before opening a new eatery. The study might reveal that while the concept is tantalizing, the market is already saturated with similar flavors.

Choosing between the two is not a matter of flipping a coin, but a strategic decision based on the stage of your business idea. If the vision for your enterprise is clear but the path is not, the Business Plan is your compass. However, if the vision itself needs validation, the Feasibility Study will be your guiding star.

The right choice hinges on the maturity of your business concept and the clarity of your market understanding. Like a captain setting sail, you must choose the appropriate chart for the voyage ahead. Whether it's the comprehensive map of a business plan or the preliminary reconnaissance of a feasibility study, the decision will steer the course of your business towards its destined horizon.

Making the Right Choice for Your Business - Business plan and feasibility analysis: Business Plan vs: Feasibility Study: Unraveling the Differences

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What Is a Feasibility Study?

Understanding a feasibility study, how to conduct a feasibility study, the bottom line.

• Business Essentials

Feasibility Study

Yarilet Perez is an experienced multimedia journalist and fact-checker with a Master of Science in Journalism. She has worked in multiple cities covering breaking news, politics, education, and more. Her expertise is in personal finance and investing, and real estate.

A feasibility study is a detailed analysis that considers all of the critical aspects of a proposed project in order to determine the likelihood of it succeeding.

Success in business may be defined primarily by return on investment , meaning that the project will generate enough profit to justify the investment. However, many other important factors may be identified on the plus or minus side, such as community reaction and environmental impact.

Although feasibility studies can help project managers determine the risk and return of pursuing a plan of action, several steps should be considered before moving forward.

Key Takeaways

• A company may conduct a feasibility study when it’s considering launching a new business, adding a new product line, or acquiring a rival.
• A feasibility study assesses the potential for success of the proposed plan or project by defining its expected costs and projected benefits in detail.
• It’s a good idea to have a contingency plan on hand in case the original project is found to be infeasible.

Lara Antal / Investopedia

A feasibility study is an assessment of the practicality of a proposed plan or project. A feasibility study analyzes the viability of a project to determine whether the project or venture is likely to succeed. The study is also designed to identify potential issues and problems that could arise while pursuing the project.

As part of the feasibility study, project managers must determine whether they have enough of the right people, financial resources, and technology. The study must also determine the return on investment, whether this is measured as a financial gain or a benefit to society, the latter in the case of a nonprofit project.

The feasibility study might include a cash flow analysis, measuring the level of cash generated from revenue vs. the project’s operating costs . A risk assessment must also be completed to determine whether the return is enough to offset the risk of undergoing the venture.

When doing a feasibility study, it’s always good to have a contingency plan that is ready to test as a viable alternative if the first plan fails.

Benefits of a Feasibility Study

There are several benefits to feasibility studies, including helping project managers discern the pros and cons of undertaking a project before investing a significant amount of time and capital into it.

Feasibility studies can also provide a company’s management team with crucial information that could prevent them from entering into a risky business venture.

Such studies help companies determine how they will grow. They will know more about how they will operate, what the potential obstacles are, who the competition is, and what the market is.

Feasibility studies also help convince investors and bankers that investing in a particular project or business is a wise choice.

The exact format of a feasibility study will depend on the type of organization that requires it. However, the same factors will be involved even if their weighting varies.

Preliminary Analysis

Although each project can have unique goals and needs, there are some best practices for conducting any feasibility study:

• Conduct a preliminary analysis, which involves getting feedback about the new concept from the appropriate stakeholders.
• Analyze and ask questions about the data obtained in the early phase of the study to make sure that it’s solid.
• Conduct a market survey or market research to identify the market demand and opportunity for pursuing the project or business.
• Write an organizational, operational, or business plan, including identifying the amount of labor needed, at what cost, and for how long.
• Prepare a projected income statement, which includes revenue, operating costs, and profit .
• Prepare an opening day balance sheet .
• Identify obstacles and any potential vulnerabilities, as well as how to deal with them.
• Make an initial “go” or “no-go” decision about moving ahead with the plan.

Suggested Components

Once the initial due diligence has been completed, the real work begins. Components that are typically found in a feasibility study include the following:

• Executive summary : Formulate a narrative describing details of the project, product, service, plan, or business.
• Technological considerations : Ask what will it take. Do you have it? If not, can you get it? What will it cost?
• Existing marketplace : Examine the local and broader markets for the product, service, plan, or business.
• Marketing strategy : Describe it in detail.
• Required staffing : What are the human capital needs for this project? Draw up an organizational chart.
• Schedule and timeline : Include significant interim markers for the project’s completion date.
• Project financials
• Findings and recommendations : Break down into subsets of technology, marketing, organization, and financials.

Examples of a Feasibility Study

Below are two examples of a feasibility study. The first involves expansion plans for a university. The second is a real-world example conducted by the Washington State Department of Transportation with private contributions from Microsoft Inc.

A University Science Building

Officials at a university were concerned that the science building—built in the 1970s—was outdated. Considering the technological and scientific advances of the last 20 years, they wanted to explore the cost and benefits of upgrading and expanding the building. A feasibility study was conducted.

In the preliminary analysis, school officials explored several options, weighing the benefits and costs of expanding and updating the science building. Some school officials had concerns about the project, including the cost and possible community opposition. The new science building would be much larger, and the community board had earlier rejected similar proposals. The feasibility study would need to address these concerns and any potential legal or zoning issues.

The feasibility study also explored the technological needs of the new science facility, the benefits to the students, and the long-term viability of the college. A modernized science facility would expand the school’s scientific research capabilities, improve its curriculum, and attract new students.

Financial projections showed the cost and scope of the project and how the school planned to raise the needed funds, which included issuing a bond to investors and tapping into the school’s endowment . The projections also showed how the expanded facility would allow more students to be enrolled in the science programs, increasing revenue from tuition and fees.

The feasibility study demonstrated that the project was viable, paving the way to enacting the modernization and expansion plans of the science building.

Without conducting a feasibility study, the school administrators would never have known whether its expansion plans were viable.

A High-Speed Rail Project

The Washington State Department of Transportation decided to conduct a feasibility study on a proposal to construct a high-speed rail that would connect Vancouver, British Columbia, Seattle, Washington, and Portland, Oregon. The goal was to create an environmentally responsible transportation system to enhance the competitiveness and future prosperity of the Pacific Northwest.

The preliminary analysis outlined a governance framework for future decision making. The study involved researching the most effective governance framework by interviewing experts and stakeholders, reviewing governance structures, and learning from existing high-speed rail projects in North America. As a result, governing and coordinating entities were developed to oversee and follow the project if it was approved by the state legislature.

A strategic engagement plan involved an equitable approach with the public, elected officials, federal agencies, business leaders, advocacy groups, and Indigenous communities. The engagement plan was designed to be flexible, considering the size and scope of the project and how many cities and towns would be involved. A team of the executive committee members was formed and met to discuss strategies, as well as lessons learned from previous projects, and met with experts to create an outreach framework.

The financial component of the feasibility study outlined the strategy for securing the project’s funding, which explored obtaining funds from federal, state, and private investments. The project’s cost was estimated to be $24 billion to $42 billion. The revenue generated from the high-speed rail system was estimated to be $160 million to $250 million.

The report bifurcated the money sources between funding and financing. Funding referred to grants, appropriations from the local or state government, and revenue. Financing referred to bonds issued by the government, loans from financial institutions, and equity investments, which are essentially loans against future revenue that need to be paid back with interest.

The sources for the capital needed were to vary as the project moved forward. In the early stages, most of the funding would come from the government, and as the project developed, funding would come from private contributions and financing measures. Private contributors included Microsoft Inc.

The benefits outlined in the feasibility report show that the region would experience enhanced interconnectivity, allowing for better management of the population and increasing regional economic growth by $355 billion. The new transportation system would provide people with access to better jobs and more affordable housing. The high-speed rail system would also relieve congested areas from automobile traffic.

The timeline for the study began in 2016, when an agreement was reached with British Columbia to work together on a new technology corridor that included high-speed rail transportation. The feasibility report was submitted to the Washington State Legislature in December 2020.

What Is the Main Objective of a Feasibility Study?

A feasibility study is designed to help decision makers determine whether or not a proposed project or investment is likely to be successful. It identifies both the known costs and the expected benefits.

In business, “successful” means that the financial return exceeds the cost. In a nonprofit, success may be measured in other ways. A project’s benefit to the community it serves may be worth the cost.

What Are the Steps in a Feasibility Study?

A feasibility study starts with a preliminary analysis. Stakeholders are interviewed, market research is conducted, and a business plan is prepared. All of this information is analyzed to make an initial “go” or “no-go” decision.

If it’s a go, the real study can begin. This includes listing the technological considerations, studying the marketplace, describing the marketing strategy, and outlining the necessary human capital, project schedule, and financing requirements.

Who Conducts a Feasibility Study?

A feasibility study may be conducted by a team of the organization’s senior managers. If they lack the expertise or time to do the work internally, it may be outsourced to a consultant.

What Are the 4 Types of Feasibility?

The study considers the feasibility of four aspects of a project:

Technical : A list of the hardware and software needed, and the skilled labor required to make them work

Financial : An estimate of the cost of the overall project and its expected return

Market : An analysis of the market for the product or service, the industry, competition, consumer demand, sales forecasts, and growth projections

Organizational : An outline of the business structure and the management team that will be needed

Feasibility studies help project managers determine the viability of a project or business venture by identifying the factors that can lead to its success. The study also shows the potential return on investment and any risks to the success of the venture.

A feasibility study contains a detailed analysis of what’s needed to complete the proposed project. The report may include a description of the new product or venture, a market analysis, the technology and labor needed, and the sources of financing and capital. The report will also include financial projections, the likelihood of success, and ultimately, a “go” or “no-go” decision.

Washington State Department of Transportation. “ Ultra-High-Speed Rail Study .”

Washington State Department of Transportation. “ Cascadia Ultra High Speed Ground Transportation: Framework for the Future .”

Washington State Department of Transportation. “ Ultra-High-Speed Rail Study: Outcomes .”

Washington State Department of Transportation. “ Ultra-High-Speed Ground Transportation Business Case Analysis ,” Page ii (Page 3 of PDF).

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• How to conduct a feasibility study: Tem ...

How to conduct a feasibility study: Templates and examples

Conducting a feasibility study is an important step in successful project management. By evaluating the viability of a proposed project, a feasibility study helps you identify potential challenges and opportunities, ensuring you make informed decisions. In this guide, we’ll walk you through how to conduct a feasibility study with practical templates and real-world examples, designed for project managers seeking to optimize their project planning process.

It can be exciting to run a large, complex project that has a huge potential impact on your organization. On the one hand, you’re driving real change. On the other hand, failure is intimidating. 

What is a feasibility study? 

A feasibility study—sometimes called a feasibility analysis or feasibility report—is a way to evaluate whether or not a project plan could be successful. A feasibility study evaluates the practicality of your project plan in order to judge whether or not you’re able to move forward with the project. 

It does so by answering two questions: 

Does our team have the required tools or resources to complete this project? 

Will there be a high enough return on investment to make the project worth pursuing? 

Benefits of conducting a feasibility study

There are several key benefits to conducting a feasibility study before launching a new project:

Confirms market opportunities and the target market before investing significant resources

Identifies potential issues and risks early on

Provides in-depth data for better decision making on the proposed project's viability

Creates documentation on expected costs and benefits, including financial analysis

Obtains stakeholder buy-in by demonstrating due diligence

Feasibility studies are important for projects that represent significant investments for your business. Projects that also have a large potential impact on your presence in the market may also require a feasibility assessment. 

As the project manager , you may not be directly responsible for driving the feasibility study, but it’s important to know what these studies are. By understanding the different elements that go into a feasibility study, you can better support the team driving the feasibility study and ensure the best outcome for your project.

When should you conduct a feasibility analysis?

A feasibility study should be conducted after the project has been pitched but before any work has actually started. The study is part of the project planning process. In fact, it’s often done in conjunction with a SWOT analysis or project risk assessment , depending on the specific project. 

Feasibility studies help: 

Confirm market opportunities before committing to a project

Narrow your business alternatives

Create documentation about the benefits and disadvantages of your proposed initiative

Provide more information before making a go-or-no-go decision

You likely don’t need a feasibility study if:

You already know the project is feasible

You’ve run a similar project in the past

Your competitors are succeeding with a similar initiative in market

The project is small, straightforward, and has minimal long-term business impact

Your team ran a similar feasibility analysis within the past three years

One thing to keep in mind is that a feasibility study is not a project pitch. During a project pitch, you’re evaluating whether or not the project is a good idea for your company and whether the goals of the project are in line with your overall strategic plan. Typically, once you’ve established that the project is a good idea, you'll run a feasibility study to confirm that the project is possible with the tools and resources you have at your disposal. 

Types of feasibility studies

There are five main types of feasibility studies: technical feasibility, financial feasibility, market feasibility (or market fit), operational feasibility, and legal feasibility. Most comprehensive feasibility studies will include an assessment of all five of these areas.

Technical feasibility

A technical feasibility study reviews the technical resources available for your project. This study determines if you have the right equipment, enough equipment, and the right technical knowledge to complete your project objectives . For example, if your project plan proposes creating 50,000 products per month, but you can only produce 30,000 products per month in your factories, this project isn’t technically feasible. 

Financial feasibility

Financial feasibility describes whether or not your project is fiscally viable. A financial feasibility report includes a cost-benefit analysis of the project. It also forecasts an expected return on investment (ROI) and outlines any financial risks. The goal at the end of the financial feasibility study is to understand the economic benefits the project will drive. 

Market feasibility

The market feasibility study is an evaluation of how your team expects the project’s deliverables to perform in the market. This part of the report includes a market analysis, a market competition breakdown, and sales projections.

Operational feasibility

An operational feasibility study evaluates whether or not your organization is able to complete this project. This includes staffing requirements, organizational structure, and any applicable legal requirements. At the end of the operational feasibility study, your team will have a sense of whether or not you have the resources, skills, and competencies to complete this work. 

Legal feasibility

A legal feasibility analysis assesses whether the proposed project complies with all relevant legal requirements and regulations. This includes examining legal and regulatory barriers, necessary permits, licenses, or certifications, potential legal liabilities or risks, and intellectual property considerations. The legal feasibility study ensures that the project can be completed without running afoul of any laws or incurring undue legal exposure for the organization.

Feasibility assessment checklist

Most feasibility studies are structured in a similar way. These documents serve as an assessment of the practicality of a proposed business idea. Creating a clear feasibility study helps project stakeholders during the decision making process. 

The essential elements of a feasibility study are: 

An executive summary describing the project’s overall viability

A description of the product or service being developed during this project

Any technical considerations , including technology, equipment, or staffing

The market survey , including a study of the current market and the marketing strategy 

The operational feasibility study evaluates whether or not your team’s current organizational structure can support this initiative

The project timeline

Financial projections based on your financial feasibility report

6 steps to conduct a feasibility study

You likely won’t be conducting the feasibility study yourself, but you will probably be called on to provide insight and information. To conduct a feasibility study, hire a trained consultant or, if you have an in-house project management office (PMO) , ask if they take on this type of work. In general, here are the steps they’ll take to complete this work: 

1. Run a preliminary analysis

Creating a feasibility study is a time-intensive process. Before diving into the feasibility study, it’s important to evaluate the project for any obvious and insurmountable roadblocks. For example, if the project requires significantly more budget than your organization has available, you likely won’t be able to complete it. Similarly, if the project deliverables need to be live and in the market by a certain date but won’t be available for several months after that, the project likely isn’t feasible either. These types of large-scale obstacles make a feasibility study unnecessary because it’s clear the project is not viable.

2. Evaluate financial feasibility

Think of the financial feasibility study as the projected income statement for the project. This part of the feasibility study clarifies the expected project income and outlines what your organization needs to invest—in terms of time and money—in order to hit the project objectives. 

During the financial feasibility study, take into account whether or not the project will impact your business's cash flow. Depending on the complexity of the initiative, your internal PMO or external consultant may want to work with your financial team to run a cost-benefit analysis of the project. 

3. Run a market assessment

The market assessment, or market feasibility study, is a chance to identify the demand in the market. This study offers a sense of expected revenue for the project and any potential market risks you could run into. 

The market assessment, more than any other part of the feasibility study, is a chance to evaluate whether or not there’s an opportunity in the market. During this study, it’s critical to evaluate your competitor’s positions and analyze demographics to get a sense of how the project will go. 

4. Consider technical and operational feasibility

Even if the financials are looking good and the market is ready, this initiative may not be something your organization can support. To evaluate operational feasibility, consider any staffing or equipment requirements this project needs. What organizational resources—including time, money, and skills—are necessary in order for this project to succeed? 

Depending on the project, it may also be necessary to consider the legal impact of the initiative. For example, if the project involves developing a new patent for your product, you will need to involve your legal team and incorporate that requirement into the project plan.

5. Review project points of vulnerability

At this stage, your internal PMO team or external consultant have looked at all four elements of your feasibility study—financials, market analysis, technical feasibility, and operational feasibility. Before running their recommendations by you and your stakeholders, they will review and analyze the data for any inconsistencies. This includes ensuring the income statement is in line with your market analysis. Similarly, now that they’ve run a technical feasibility study, are any liabilities too big of a red flag? (If so, create a contingency plan !) 

Depending on the complexity of your project, there won’t always be a clear answer. A feasibility analysis doesn’t provide a black-and-white decision for a complex problem. Rather, it helps you come to the table with the right questions—and answers—so you can make the best decision for your project and for your team.

6. Propose a decision

The final step of the feasibility study is an executive summary touching on the main points and proposing a solution. 

Depending on the complexity and scope of the project, your internal PMO or external consultant may share the feasibility study with stakeholders or present it to the group in order to field any questions live. Either way, with the study in hand, your team now has the information you need to make an informed decision.

Feasibility study examples

To better understand the concepts behind feasibility assessments, here are two hypothetical examples demonstrating how these studies can be applied in real-world scenarios.

Example 1: New product development

A consumer goods company is considering launching a new product line. Before investing in new product development, they conduct a feasibility study to assess the proposed project.

The feasibility study includes:

Market research to gauge consumer interest, assess competitor offerings, and estimate potential market share for the target market.

Technological considerations, including R&D requirements, production processes, and any necessary patents or certifications.

In-depth financial analysis projects sales volumes, revenue, costs, and profitability over a multi-year period.

Evaluation of organizational readiness, including the skills of the current management team and staff to bring the new product to market.

Assessment of legal feasibility to ensure compliance with regulations and identify any potential liability issues.

The comprehensive feasibility study identifies a promising market opportunity for the new business venture. The company decides to proceed with the new project, using the feasibility report as a template for their business development process. The study helps secure funding from key decision-makers, setting this start-up product initiative up for success.

Example 2: Real estate development deal

A property developer is evaluating the feasibility of purchasing land for a new residential community. They commission a feasibility study to determine the viability of this real estate development project.

The feasibility assessment covers:

Detailed analysis of the local housing market, including demand drivers, comparable properties, pricing, and absorption rates.

Site planning to assess the property's capacity, constraints, and technological considerations.

In-depth review of legal feasibility, including zoning, permitting, environmental regulations, and other potential legal hurdles.

Financial analysis modeling various development scenarios and estimating returns on investment.

Creation of an opening day balance sheet projecting the assets, liabilities, and equity for the proposed project.

Sensitivity analysis to evaluate the impact of changes in key assumptions on the project's scope and profitability.

The feasibility study concludes that while the real estate start-up is viable, it carries significant risk. Based on these findings, the developer makes an informed decision to move forward, but with a revised project's scope and a phased approach to mitigate risk. The comprehensive feasibility analysis proves critical in guiding this major investment decision.

Which phase of the project management process involves feasibility studies?

Feasibility studies are a key part of the project initiation and planning phases. They are typically conducted after a project has been conceptualized but before significant resources are invested in detailed planning and execution.

The purpose of a feasibility assessment is to objectively evaluate the viability of a proposed project, considering factors such as technical feasibility, market demand, financial costs and benefits, legal requirements, and organizational readiness. By thoroughly assessing these aspects, a feasibility study helps project stakeholders make an informed go-or-no-go decision.

While feasibility studies are a critical tool in the early stages of project management, they differ from other planning documents like project charters, business cases, and business plans. Here's a closer look at these key differences:

Feasibility study vs. project charter

A project charter is a relatively informal document to pitch your project to stakeholders. Think of the charter as an elevator pitch for your project objectives, scope, and responsibilities. Typically, your project sponsor or executive stakeholders review the charter before ratifying the project. 

A feasibility study should be implemented after the project charter has been ratified. This isn’t a document to pitch whether or not the project is in line with your team’s goals—rather, it’s a way to ensure the project is something you and your team can accomplish.

Feasibility study vs. business case

A business case is a more formalized version of the project charter. While you’d typically create a project charter for small or straightforward initiatives, you should create a business case if you are pitching a large, complex initiative that will make a major impact on the business. This longer, more formal document will also include financial information and typically involve more senior stakeholders. 

After your business case is approved by relevant stakeholders, you'll run a feasibility study to make sure the work is doable. If you find it isn’t, you might return to your executive stakeholders and request more resources, tools, or time in order to ensure your business case is feasible.

Feasibility study vs. business plan

A business plan is a formal document outlining your organization’s goals. You typically write a business plan when founding your company or when your business is going through a significant shift. Your business plan informs a lot of other business decisions, including your three- to five-year strategic plan . 

As you implement your business and strategic plan, you’ll invest in individual projects. A feasibility study is a way to evaluate the practicality of any given individual project or initiative.

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What is a Feasibility Study?

Steps in a feasibility study, contents of a feasibility report, types of feasibility study, more resources, feasibility study.

An assessment of the practicality of a proposed project/plan

A feasibility study, as the name suggests, is designed to reveal whether a project/plan is feasible. It is an assessment of the practicality of a proposed project/plan.

A feasibility study is part of the initial design stage of any project/plan. It is conducted in order to objectively uncover the strengths and weaknesses of a proposed project or an existing business. It can help to identify and assess the opportunities and threats present in the natural environment, the resources required for the project, and the prospects for success. It is conducted in order to find answers to the following questions:

• Does the company possess the required resources and technology?
• Will the company receive a sufficiently high return on its investment?

Conducting a feasibility study involves the following steps:

• Conduct preliminary analyses.
• Prepare a projected income statement . What are the possible revenues that the project can generate?
• Conduct a market survey. Does the project create a good or service that is in demand in the market? What price are consumers willing to pay for the good or service?
• Plan the organizational structure of the new project. What are the staffing requirements? How many workers are needed? What other resources are needed?
• Prepare an opening day balance of projected expenses and revenue
• Review and analyze the points of vulnerability that are internal to the project and that can be controlled or eliminated.
• Decide whether to go on with the plan/project.

A feasibility report should include the following sections:

• Executive Summary
• Description of the Product/Service
• Technology Considerations
• Product/ Service Marketplace
• Identification of the Specific Market
• Marketing Strategy
• Organizational Structure
• Financial Projections

1. Technical feasibility

• Technical: Hardware and software
• Existing or new technology
• Site analysis
• Transportation

2. Financial feasibility

• Initial investment
• Resources to procure capital: Banks, investors, venture capitalists
• Return on investment

3. Market feasibility

• Type of industry
• Prevailing market
• Future market growth
• Competitors and potential customers
• Projection of sales

4. Organizational feasibility

• The organizational structure of the business
• Legal structure of the business or the specific project
• Management team’s competency, professional skills, and experience

The practice of companies blindly following available templates comes with enormous risks. Whether companies design or copy certain business models, it is necessary to conduct a feasibility study using models to reduce the risk of failure. A feasibility study of the business model should be centered on the organization’s value-creation processes.

Thank you for reading CFI’s guide on Feasibility Study. To keep learning and advancing your career, the additional CFI resources below will be useful:

• Cross-Sectional Data Analysis
• Financial Statements Examples – Amazon Case Study
• Market Planning
• See all management & strategy resources

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Difference Between Feasibility Study, Business Plan, And Business Proposal

Here is the difference between a feasibility study report and a business plan ? Can a feasibility study report be converted to a business plan? Find out.

DIFFERENCE BETWEEN FEASIBILITY STUDY AND BUSINESS STARTUP GUIDE

In the course of the article, we will be highlighting the major differences between business plan, business proposal and feasibility study .

RELATIONSHIP BETWEEN FEASIBILITY STUDY AND BUSINESS PLAN AND PROPOSAL

A business plan, business proposal and a feasibility study are all analysis and tools utilised for decision making by organizations.

In as much as the 3 tools can be utilised alongside one another in decision making processes, they have their differences and they seem to target and tackle different processes.

DEFINITIONS

WHAT IS A BUSINESS PLAN?

A business plan can be considered to be that document that highlights a concise description of how a business is established. The business plan is usually a 5-year plan of a particular business and it shows the company structure, market finding and analysis, products and services, marketing strategy and financial projections.

WHAT IS A BUSINESS PROPOSAL?

A business proposal can be considered to be a sales document that is drafted to highlight how a particular project will be carried out, estimate the value of the project to the client and then seeks the client’s involvement in the business. The business proposal is usually document that an organization submits to another organization to effect a business arrangement.

WHAT IS A FEASIBILITY STUDY

A feasibility study is considered to be that document that is drafted with the purpose of finding out how workable and profitable a business venture will be. Before any action is taken in a business, it is the feasibility study that will determine if the business will be worth the time, resources and efforts.

COMPARING BUSINESS PLAN VS FEASIBILITY STUDY

The differences between a business plan, business proposal and feasibility study can be categorised into 2

• The reason or purpose of the write-up
• The structure or element of the write-up

DIFFERENCES IN TERMS OF REASONS OR PURPOSE

REASONS FOR A BUSINESS PLAN

A reason why a business plan is written out in a business is to to document the vision of the business and the steps that will be taken to accomplish the vision. A typical business plan will contain the financial projections of the cost of the business and also give an estimation of the revenues that the business will generated.

The purpose of the business plan is to provide a concise explanation of the business to be utilised by the potential investors, employees, suppliers, attorneys, accountants and any other set of people that will need a quick and comprehensive knowledge of what the organization does and its ability to achieve success

REASON FOR A BUSINESS PROPOSAL

A business proposal, most of the times, is an unsolicited business ideas that is presented to another business entity or they may be a response to requests made by a potential client to your company. The scope of a business proposal is quite limited to a particular project. In fact, we can say the major reason for a business proposal is to request for a business opportunity.

REASON FOR A FEASIBILITY STUDY

Feasibility is most of the times carried out with the purpose of finding out the profitability and workability of a business idea. Unlike a business plan, a feasibility study is always filled with calculations and estimated projections for a project.

DIFFERENCES IN TERMS OF STRUCTURE

STRUCTURE OF A BUSINESS PLAN

A business plan comprises of 3 major elements:

• A detailed description of the business model
• The marketing model
• And the financial projection

Other information sections of the business plan will include the executive summary, description of the business, competitive analysis, marketing model, operations plan, financial information and projections. These are the structures of a typical business plan

STRUCTURE OF A BUSINESS PROPOSAL

A business proposal that is written as a response to an RFP must follow the format that is requested in the RFP. The structure of the business proposal will involve a description of the services your company renders that are relevant to the goals that are specified in the RFP.

Your business proposal will also comprise of the answers to the specific questions that are asked in the RFP and a quote on the information about the materials, labour, tools, delivery and other costs that will be incurred in the course of the project.

STRUCTURE OF A FEASIBILITY STUDY

The activities for creating the feasibility study for a business venture are general in nature and are quite applicable to all kinds of businesses or projects irrespective of the technicalities involved in the running of the project.

The basic structures of a feasibility study will be:

• The scope of the project, which will be used to describe the problems of the business and the opportunities
• The current analysis is used to understand the current methodologies that will be utilised in the implementation of the project.
• The requirements of the projects. These depend on the object of the project’s attention
• The approach can be considered to be the prescribed solution to satisfy the requirement. On the approach, various alternatives can be considered and detailed explanations on why the solution is preferred to other solutions highlighted.
• Evaluation will examine the cost efficiency of the approach that is selected. This starts with the analysis of the estimated cost of the entire project.
• Review is then done to assemble all the elements into the feasibility study. The review has two different purposes.
• To initiate a project decision, which will be either to approve or reject the project or better still, ask that the project be revised before a final decision is made
• To ensure that the feasibility study is thorough and accurate.

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• Open access
• Published: 02 September 2024

Implementation of health-promoting retail initiatives in the Healthier Choices in Supermarkets Study—qualitative perspectives from a feasibility study

• Katrine Sidenius Duus   ORCID: orcid.org/0000-0002-1630-3132 1 ,
• Tine Tjørnhøj-Thomsen   ORCID: orcid.org/0000-0003-3621-6682 1 &
• Rikke Fredenslund Krølner   ORCID: orcid.org/0000-0002-4928-4310 1  

BMC Medicine volume  22 , Article number:  349 ( 2024 ) Cite this article

Metrics details

Improving food environments like supermarkets has the potential to affect customers’ health positively. Scholars suggest researchers and retailers collaborate closely on implementing and testing such health-promoting interventions, but knowledge of the implementation of such interventions is limited. We explore the implementation of four health-promoting food retail initiatives selected and developed by a partnership between a research institution, a large retail group, and a non-governmental organisation.

The four initiatives included downsizing of bags for pick’n’ mix sweets and soda bottles at the check-out registers, shelf tags promoting healthier breakfast cereal options, and replacing a complimentary bun with a banana offered to children. The initiatives were implemented for 6 weeks (or longer if the store manager allowed it) in one store in Copenhagen, Denmark. Data were collected through observations, informal interviews with customers, and semi-structured interviews with retailers. We conducted a thematic analysis of transcripts and field notes inspired by process evaluation concepts and included quantitative summaries of selected data.

Two out of four initiatives were not implemented as intended. The implementation was delayed due to delivery issues, which also resulted in soda bottles not being downsized as intended. The maintenance of the shelf tags decreased over time. Retailers expressed different levels of acceptability towards the initiatives, with a preference for the complimentary banana for children. This was also the only initiative noticed by customers with both positive and negative responses. Barriers and facilitators of implementation fell into three themes: Health is not the number one priority, general capacity of retailers, and influence of customers and other stakeholders on store operation.

Conclusions

The retailers’ interests, priorities, and general capacity influenced the initiative implementation. Retailers’ acceptability of the initiatives was mixed despite their involvement in the pre-intervention phase. Our study also suggests that customer responses towards health-promoting initiatives, as well as cooperation with suppliers and manufacturers in the development phase, may be determining to successful implementation. Future studies should explore strategies to facilitate implementation, which can be applied prior to and during the intervention.

Peer Review reports

What we eat affects our health and well-being [ 1 ]. Diet is associated with obesity, cancers [ 2 ], and mental well-being [ 3 ], and a healthy diet has been associated with lower all-cause mortality [ 4 ]. One important factor in improving diet is to create a food environment that supports a healthy diet [ 5 , 6 ]. In modern societies, such as Denmark, supermarkets are the main source of food [ 7 ]. Supermarkets therefore hold a significant influence on what food we buy and potentially also eat [ 7 , 8 , 9 ]. Studies report associations between the concentration of supermarkets and overweight and obesity in the neighbourhood [ 10 ] and between the healthfulness of supermarkets and people’s diets [ 11 , 12 ]. Moreover, unhealthy food and beverage products are promoted more often than healthy products and beverages in, for example, supermarkets [ 9 , 13 , 14 ]. This indicates a need to explore how and if it is possible to implement health promotion initiatives in supermarkets and whether customers respond to such initiatives as intended.

Studies show that health-promoting interventions in supermarkets can affect customers to purchase more healthy products [ 7 , 9 , 15 , 16 , 17 ]. Reviews and a meta-analysis have concluded that the most effective initiative in supermarket settings is price changes—the evidence points to the positive effects of reduced prices to increase the purchase of healthier products, especially fruit and vegetables [ 7 , 17 ]. Even though price reductions seem to be effective, they seem more challenging to implement due to retailers’ drive for profit and low preference for financing such price cuts [ 7 , 18 ]. There is some evidence that nudges in terms of product information and positioning, as well as altering the number of available products, can impact what products are being purchased [ 15 , 16 ]. However, the quality of this evidence is low. Overall, most of the studies that have explored the effect of interventions in supermarkets have been conducted in the USA and other high-income countries [ 15 , 16 ], in controlled settings, or applied a weak study design, such as non-randomised studies [ 16 , 17 ]. To our knowledge, only a few studies have been conducted in Denmark [ 19 , 20 , 21 , 22 , 23 , 24 , 25 ]. These studies represent different designs and types of interventions: reformulation of private-label products to reduce calorie content [ 24 ], informational claims to promote low-salt foods [ 23 ], nudges via signs to promote sales of fruit and vegetables [ 22 ], positioning (shelf-space management) of dairy products [ 20 ], replacement of sugar confectionery with fruit and healthy snacks at the checkout [ 19 ], discount on fruit and vegetables combined with space management [ 25 ] and structural changes in supermarkets and education of supermarket employees as part of a multicomponent intervention [ 21 ] (the three latter studies are reporting from the same project). All but one study [ 23 ] found an effect of the applied intervention strategies, although mostly small or modest. This calls for more studies in real-life settings and investigations of why some interventions have the desired effect while others do not. Lack of effect may be explained by 1) customers not noticing or finding the initiatives relevant [ 19 , 23 ], 2) customers buying other products instead of or additionally to promoted intervention products [ 20 , 24 ], 3) the shelf organising effect [ 20 ], or 4) theory fail in regards to customer behaviour [ 22 ].

Several studies have explored facilitators and barriers to the implementation of health-promoting interventions in supermarkets. Reviews show that implementation is supported if the retailer is receptive to innovation, feels responsible for community health, and receives financial support or subsidies [ 26 ]. Furthermore, implementation is supported if the intervention provides the retailers with knowledge of health promotion and business skills [ 26 , 27 ]. Other facilitators include compatibility with context and customers’ needs, positive customer responses to the initiative, the prospect of improved public image, establishment of partnerships, low retailer effort requirements, and increased profit or sales [ 26 , 27 ]. Health-promoting interventions in supermarkets are hindered by high customer demand for unhealthy products and lower demand for healthy products, constraints of store infrastructure, challenges in product supply, high staff turnover, and lack of time [ 26 , 27 ]. Other barriers are doubt regarding changing customers’ behaviour, poor communication between collaborators [ 26 ], high running costs, and risk of spoilage [ 26 , 27 ].

Middle et al. [ 26 ] conclude that the underlying mechanism of barriers and facilitators of implementation is the (mis)alignment of retailers’ and intervention researchers’ interests. The authors, therefore, suggest a close collaboration between intervention researchers and retailers to work towards an alignment of interests and resolving or avoiding misalignment, which is supported by Gupta et al. [ 27 ]. However, knowledge of how such collaborative efforts affect the implementation of healthy food retail interventions is warranted.

The aim of this study is to explore the implementation, acceptability, and feasibility of four different health-promoting food retail initiatives to increase customers’ purchase of healthy food and beverages, which were selected and developed together with food retailers: 1) Promotion of healthier breakfast cereals and products using shelf tags, 2) downsizing of sodas sold at the checkout desks, 3) downsizing of bags for the pick’n’ mix sweets, 4) replacement of a complimentary bun for children with a banana. The study has three research objectives:

To document the implementation and sustainment of the initiatives over time

To explore the retailers’ and customers’ responses to and acceptability of the initiatives

To investigate barriers and facilitators of implementation and sustainment of the initiatives.

Setting and the initiatives

This study was conducted in Denmark during 2020 and 2021, 2 years that involved two major societal events, first the coronavirus disease pandemic and later the start of the Russia-Ukraine war. Both events heavily influenced the circumstances of everyday life including opportunities for conducting research and running businesses. The specific influences on this study will be unfolded later in the findings and discussion sections.

In this study, we collaborated with the retailer Salling Group, which holds 34.2% of the market share of grocery retailers in Denmark [ 28 ]. Salling Group is owned by the Salling Foundations and has no shareholders—all profits go to reinvestment in the business and donations to sports (amateur and professional), charity, education, and research. Salling Group owns three national supermarket chains: føtex, Netto and Bilka, alongside other businesses. For the feasibility test, we collaborated with føtex, which owns over 100 stores all over Denmark, including 23 stores called føtex food. føtex (except føtex food) offers both groceries and many different non-food products (e.g. textiles, cosmetics, toys, electronics, and home accessories).

The initiatives were selected and developed by a partnership, including a group of researchers at the National Institute of Public Health, University of Southern Denmark, consultants from the Danish Cancer Society, and employees at the Corporate Social Responsibility (CSR) department in Salling Group, the marketing department at føtex, and two store managers (hereafter referred collectively to as ‘the retailers’) over approximately 2 years. The process involved in-person meetings, desk research (the use of existing material [ 29 ]), visits to the test store, and a prototype test of three suggested initiatives. The researchers initiated the collaboration and were responsible for designing the research study and data collection and analyses. The retailers hosted the site of the feasibility test, contributed to the selection and development of initiatives and co-managed the practical part of the study. The Danish Cancer Society was recruited by the research project to develop the initiatives. A detailed description of the collaboration and development process is reported elsewhere (Duus et al.  unpublished ).

The feasibility test ended up including four initiatives: 1) Promotion of healthier breakfast cereals and products using shelf tags, 2) downsizing of soda sold at the checkout desks, 3) downsizing of bags for the pick’n’ mix sweets, 4) replacement of a complimentary bun for children with a banana (suggested by the retailers). The initiatives were based on a compromise between the willingness of the retailers and the interest and ideas of the remaining partners rather than on what the literature suggests are the most effective strategies (Duus et al.  unpublished ). Detailed descriptions of the initiatives and the rationale behind them are found in Table 1 .

The prototype test showed that 1) It was important to have a sign informing the customers about the initiative that offered a free banana to children instead of the usual free bun to create a better understanding of the changed offer; 2) Promotional shelf tags needed weekly maintenance as some would fall off; 3) It was difficult to sustain an initiative promoting ready-to-serve salads and ready-to-cook vegetables next to different fresh meats, as it met resistance among the staff due to being an additional task and led to more product waste (Customers did not expect to find these products next to the meat and therefore might not notice them). The learnings from the prototype test led to modifications of the implementation plan and the discard of the latter initiative. The prototype test also made us aware of how quickly the selection of food offered and the layout of the store changed over time, which the researcher, therefore, paid extra attention to during subsequent data collection. Moreover, the researcher made sure to update the list of products that should have a shelf tag a few weeks before the implementation to include new products offered.

The føtex marketing department developed a script to inform the staff at the test store about the feasibility test, explaining and showing each initiative and the aim of the study overall. This was sent to the store manager after being reviewed by the researchers. The store manager was responsible for informing all relevant staff about the implementation and maintenance of the initiatives. The føtex marketing department also made sure to inform the relevant suppliers. Employees at the test store and brand staff from a brewery (who stock the coolers at the check-out desks) implemented the initiatives in the store. The research group did not correct or maintain the initiatives in the store after they were launched; however, the researchers monitored it and reported back to the retailers, either at meetings or by email.

Overall study design

The four initiatives were implemented in the test store for 6 weeks (or longer if the store manager allowed it) starting in September 2021. A føtex store in central Copenhagen (the capital city of Denmark) was chosen as the test store. This decision was made for pragmatic reasons, as the research institute is based in Copenhagen, and based on Salling Group’s decision as it offered their new store layout, which all stores were in the process of being converted to (it was the same store as where the prototype test was conducted).

We designed a qualitative study involving participant observations and interviews to evaluate the feasibility of the initiatives. The methods were designed to explore the partnership and collaboration (the aim of another publication [Duus et al. Unpublished ]), as well as the implementation of the initiatives [ 30 ]. In the design of this study, we were inspired by McGill et al.'s (2020) two-phase framework of qualitative process evaluation from a complex systems perspective. This framework suggests an evaluation that looks at changes over time, starting with phase 1, the static system description and hypothesis generation about how the system might change when the intervention is introduced, followed by phase 2, an adaptive evaluation approach to the system undergoing change which follows emerging findings [ 31 ].

Data collection

In-store observations.

During October and November 2020, we mapped the store layout and customer flow in the test store as part of the static system description. Over 3 weeks, three research assistants performed 12 participant observations of 1005 min in total. The observations followed an observation guide which covered 1) the physical setting (e.g. the layout, placement of products, signs, and pictures); 2) the people (e.g. who are the customers? Are people shopping alone or together with others? How do they move around the store? What are the staff doing?) and 3) short interviews with customers (if possible) about their shopping at the particular store, and their thoughts about the layout of the store. The research teams’ access to the store was approved by the store manager, and research assistants wore a key chain with a sign showing their name and affiliation during the observations. During this data collection period, it was made mandatory to use face masks in supermarkets due to the coronavirus disease pandemic. As the implementation was delayed to approximately 1 year after this static description was completed, one participant observation in the test store was performed at the end of August 2021, just before initiative implementation, to document any major changes in the store layout and selection. Key lessons from these observations about the test supermarket and customers’ behaviour in the store included knowledge on 1) the route around the store, 2) the different times spent at the store, 3) interactions with objects (e.g. products and phones), 4) interactions with children, 5) behaviour of the staff, and 6) sensory impression (Additional file 1). These lessons informed our following data generation and assisted in contextualising our analysis.

The first author monitored the implementation process through participant observations of status meetings ( n  = 2) and correspondence via email and phone with the store manager and the contact person at føtex. In-store participant observations were conducted during and after the feasibility test period, September 2021–May 2022 ( n  = 25 ~ 1795 min in total; see Additional file 2). These observations focused on documenting the presence of the initiatives as well as customers’ and staff’s responses to the initiatives. Access to the store was once again approved by the store manager, and the researcher wore a key chain. During the participant observations in-store, we conducted informal interviews with customers (see Additional file 2 for examples of questions), which lasted a maximum of 5 min each. The first author would approach people and ask if they were interested in answering a brief question. She introduced herself by her first name, where she worked and explained she was doing a research project about shopping patterns. The participant observations were documented by taking notes and photos. Handwritten notes were digitalised and written down at the first chance after leaving the store.

Qualitative interviews

Between November 2021 and February 2023, the first author conducted four semi-structured interviews with retailers ( n  = 3) who had been involved in the study (Table 2 ) to explore their views on the initiatives and the implementation process. Interview guides were used in all interviews alongside different prompts (e.g. timelines and documents). Interview guides were tailored to each participant’s specific role and involvement in the development and implementation of the initiatives. Besides questions related to the initiatives and the implementation effort, the guides included questions about the informants’ background and motivation for the project (personally and professionally), their view on their role and scope for action (individually and organisationally) and their perception of the collaboration with the other organisations. After the participants’ consent was given verbally right before the interview, the interviews were recorded and later transcribed verbatim.

To explore the level of implementation (research objective I), all field notes and photos taken during and after the feasibility test were reviewed to assess whether the initiatives were present and to what degree (e.g. x out of x possible tags).

To explore the perception of the initiatives among employees and customers (research objective II) and identify barriers and facilitators for implementing the initiatives (research objective III), we followed a thematic analysis inspired by Braun and Clarke [ 32 ]. Firstly, field notes and interview transcripts were read thoroughly and openly coded, by writing keywords in the margin of the material, with a focus on the two research objectives. After initial coding, the codes were summarised into broader themes, by writing them into a document with short descriptions and revised according to data excerpts and the full empirical material. The themes drew on the process evaluation concepts: acceptability, responsiveness [ 30 ], motivation, general capacity to implement [ 33 ] and commercial viability [ 34 ]. Lastly, the themes were named, and the final analysis was written up.

We have structured the presentation of study findings as follows: Firstly, we present the implementation of the initiatives overall. Secondly, we present the implementation of each initiative, customers’ responses to them, and the retailers’ perspectives. Lastly, we present the overall facilitators and barriers to the implementation of the initiatives.

Implementation of the initiatives

The implementation of the initiatives was challenged. Firstly, we found that not all the preparations for the implementation were finished in time for the scheduled day. On the scheduled day, the retailer decided to push back the implementation by 1 week. The main reasons were that there had been some misunderstandings around the ordering of the smaller sodas. It was informed that the smaller soda would be a 330 ml can instead of the 375 ml bottle at the price of DKK 10.00 (~ 1.3 euros). The 500 ml bottle usually sold at the coolers cost DKK 16.00 (~ 2.2 euros). The Danish Cancer Society and the research group had two concerns about this: 1) the use of a can instead of a bottle would make the interpretation of the results very difficult, as the bottle and the can have two different functions to the customer—with the can, the product would be consumed all at once, whereas the bottle with the screw lid could be saved for later after it had been open; 2) the price was too low—the price per litre would be lower on the smaller sodas than it had been on those replaced. No changes were made despite these concerns.

Secondly, just days before the implementation, the retailers informed the other partners that they would stick with cans for the test of smaller-sized sodas and that they would now be 250 ml. They acknowledged that both the size and the packing were not optimal but that the optimal 375 ml in a bottle was just not possible. Additionally, they informed the researchers that they could no longer find the new bags produced for the pick’n’mix sweet display.

These challenges led to a delay of the implementation of the initiatives by 1 week, but also a staggered implementation, where the initiatives were implemented when ready (the soda initiative 2 weeks later and the bags for pick’n’ mix sweets 8 weeks later). The retailers agreed to push back the end day correspondingly, upholding the 6 weeks of implementation. Table 3 shows an overview of the implementation of the four initiatives according to the day and week of the feasibility test period.

Smaller product sizes of sodas at the checkout desk

As seen from Table  3 , we did observe the implementation of a smaller product size of the targeted sodas in all coolers, besides the one at the bakery, in the week leading up to the agreed date. We hereafter observed a full implementation of 250 ml cans during the first 2 weeks of implementation. During the third week and the beginning of the fourth week, we observed a mix of 250 and 330 ml cans or only 330 ml cans. The store manager explained that this was probably due to non-delivering from the supplier. At the end of the fourth week and for the last 2 weeks, we observed a full implementation of 250 ml cans. As the targeted size of the initiative was a 375 ml bottle, the initiative was not implemented as intended. After the 6-week feasibility test period, we observed that the smaller 250 ml cans were available in all coolers for at least eight more weeks. As expected, the presentation of the coolers fluctuated over the period. On days of stocking (Monday, Wednesday, and Friday), the coolers would look neat and full, while they would appear more empty or messy on other days.

Customer responsiveness

We observed very few customers who bought any products from the coolers, and we did not get to talk to any customers about the initiative. However, the observations in the store showed no distinct change in customers’ behaviour around the coolers nor expressions of discontent or excitement with the initiative. In an interview with the store manager, he explained that he believed customers had not noticed the change.

Retailer perspectives

The store manager was positive about the initiative, but from his perspective, the decision to implement it should be made at the procurement level and by the suppliers. However, he did have an opinion on how to implement it. The price needed to be fair according to the product it replaced. Moreover, he drew attention to the fact that it was the supplier’s personnel who stocked the products rather than his own. The store manager was, therefore, not surprised that the employees at the store had little to say about the initiative. føtex’s representative (B) was also positive about the initiative and expressed in the interview that the chain would be willing to implement it—if they found it to be the ‘right thing’ to do. However, the representative also emphasised the importance of agreeing with the suppliers, which is a time-consuming process and ‘not done in just six months’.

Shelf tags for breakfast cereal products

From the first day of the implementation, some tags were missing, and one tag was consistently misplaced (Table  3 ). During the first 3 weeks, 10% ( n  = 3) of the tags were missing. This portion progressively increased to 23% until the end of the fifth week. In the sixth week, the portion decreased at first to 16% but decreased again and ended at 26%. In the weeks after the implementation period, the tags stayed present but slowly came off. Approximately 6 months later, three (10%) of the tags were still present. We observed throughout the feasibility test that the presentation of the area varied, which is to be expected in a busy supermarket. At times, the area looked messy; boxes would block access to some products, products would be sold out, some would change packaging, and new products would be introduced to the selection.

When we asked customers about the tags, we learned that they had been unaware of them and that some believed that it was not something they would use—some did not know the meaning of the labels on the tags, while others did not find the labels relevant for them.

[The tags] don’t matter. My wife is pretty health conscious, so we don’t use those, let alone know with such a thing as breakfast cereal. (Male customer)

From our observations of the behaviour of the customers in the breakfast products and cereals department, we find two interesting groups: Those who shop alone and those who shop together with others (primarily children). These groups seem to practice different behaviours.

Among those who do their grocery shopping by themselves, we find two subgroups: 1) those who have planned or know exactly what they want to buy, and 2) those who decide at the store. For the first sub-group, we observed that some showed this by practising a behaviour where they would walk quickly and purposefully towards the shelves and quickly pick up a product. Others would look determined to find a specific product, as the fieldnote excerpt illustrates:

A woman stands looking at the muesli. She first grabs an orange bag on the bottom shelf, then a more yellow one next door and puts the first one back on the shelf. She inspects the bag she took. She starts to look around the shelves more and reaches for a bag that has a pinker look on the top shelf. She puts it back and reaches into the space next to it, where there are a few bags at the very back, but she has difficulty reaching them. A man comes by, notices the woman, and offers to help her. The woman indicates a yes, and the man reaches up and grabs a bag ‘that's the one!’ says the woman as the man hands her the bag.

Another example was a man who kept looking back and forth between some muesli and granola products and his phone before he eventually chose a product. It is unknown whether the man was looking at a specific note, a text request from his family, or a picture on his phone, yet what was on his phone seemed to determine the product he bought. Overall, this group seemed very unlikely to be influenced by the tags, as they had made their choice already before they entered the store.

For the second sub-group, those who seemed to make their decision in the store, we observed that some would just stop and glance at the products without choosing one before moving on with their shopping. Others would look more randomly at the selection than those described above, walk back and forth in the aisle, compare different products and read the info on the back of the products.

For those who shopped together with others (most often children), we observed that when adults shopped with children, the choices of the child and the choices of the adult often conflicted. In one example of a child and a woman who looked at breakfast cereal products, the child was initially allowed to pick a product and asked for different chocolate variants, which all featured cartoon figures; however, the woman rejected all of the child’s choices. In the interaction, the child was met with demands from the woman regarding the attributes of the products: they could not contain chocolate or sugar. In the end, it was the woman who chose a product based on her experience of the child’s preferences and her criteria. In similar situations, we did observe an attempt at compromising between the adult’s and the child’s criteria, which was explained by this woman:

I ask them [woman and boy aged about 10] what they look for when choosing breakfast cereals. The woman looks at the boy and says, ‘Well, what are we looking for?’. The boy does not answer but looks at her and me and smiles. The woman herself replies, ‘Something we can agree on. Something he likes but is not too unhealthy, either’. I ask her what she considers unhealthy. She waffles for a bit and then replies, ‘Yes, but he wants that Lions cereal, for example, and I don’t want him to have that. So something that’s not de facto sweets’. She takes the box of granola that they have chosen [Paulún's blueberry/lemon granola] out of the basket, looks at it and says, ‘So we chose this one. There's probably also a lot of fructose and caramelised stuff in it, but yeah.’

This illustrates the high impact children had on the choices of breakfast products, but also how the parents tried to control and negotiate the final choice.

Retailer perspective

The store manager had little faith in the effectiveness of the shelf tags:

The thing about tagging cereals, I don't think that makes the slightest difference. The reason why I’m sceptical in that regard is that it’s a mixture of what I do on a daily basis. It’s especially the behavioural patterns of our customers, but also how I act as a customer myself to a degree. I don't think shelf tags with the whole grain label or anything like that; in my experience it hasn’t changed things much. (Store manager)

His view on the effect of the initiative was in line with our observations of the customers in the store. Furthermore, the store manager explained that it was difficult to maintain the initiative, as it was not part of the employees’ daily routine. This was also the argument of why the tags lingered after the test period—it was just not part of the usual protocol either to hang them up or take them down. This perspective was shared by the føtex representative (B), who also highlighted the cost of this maintenance.

Contrary to the store managers’ sceptics, the føtex representative (B) was more positive about the initiative:

I think it’s a good initiative. We work a lot with tags and labels in general. [...] I think making it transparent to the consumer is really interesting because there’s nothing wrong with buying a box of Nesquick cereal every once in a while. At least we should not claim it’s the wrong thing to do. But you just have to be clear about what you’re buying, and I think those labels help with that. (føtex representative (B))

She explained that the initiative was highly compatible with their usual strategies. However, she also explained in the interview that a barrier to using shelf tags to promote the buying of certain products was that the chain was trying to reduce the printed material they used in their stores as part of their CSR strategy and to reduce costs.

Replacement of the complimentary bun for children with a banana

The complimentary banana was fully implemented in the feasibility test period except for 1 day of observation, where the signs were not visible (Table  3 ). The initiative also remained available and present by the sign for at least 10 weeks after the implementation period. Furthermore, the store manager informed the researcher that they would continue to provide bananas for customers requesting this as an act of customer service. From the observations, we do find that the presentation of the initiative changed throughout the period. At first, the bananas were placed in a cardboard box on the display counter, which was later replaced with a nicer-looking basket. The number of bananas and their colour also fluctuated during the different days, which would be expected due to the delivery of the bananas and how often they are restocked. However, compared to the buns, we never observed that the bananas were not available, making it a reliable offer no matter the time of the day.

We observed two ways (1 and 2) that the complimentary offer for children was brought up: 1) A customer would ask for the ‘bun for children’, or 2) the staff would offer the complimentary banana to buying customers. In the first way 1), we saw two responses from the staff (a and b) and the customers (i and ii): (a) The customer would be offered the bun with no mention of the banana, or (b) the staff would inform the customer that they no longer offered buns but that they offered a banana instead. The customers had two primary responses to this message: (i) The customer rejected the offer and decided to buy a bun or another item instead. The child was often included in this decision. (ii) The customer accepted the offer and received the banana. In some cases, the child did not accept the offer and the customer compensated for this response by buying a bun or another product for the child. In the second way 2), in which the staff offered the banana spontaneously, the customers almost always reacted positively and accepted the offer.

The following excerpt illustrates why some customers rejected the offer:

A woman with a child of about 1-year-old in a stroller walks up to the bakery and asks for a children's bun. The child has already noticed the buns from the moment they arrive and sits, pointing at the buns through the glass window and babbling. The shop assistant says that there are no children's buns but bananas and points to the sign. The woman replies, ‘I’d like to buy a bun, then’. The assistant takes the bun and enters it into the till, while the woman says, ‘Bananas are so messy’. The assistant smiles and says, ‘Well yeah, I'll pass that on’. The woman replies, ‘It's just that the banana is rather a bother, and the assistant replies, ‘But I think we’ll be offering [the buns] again eventually’.

Thus, adults rejected the offer because eating a banana was a messier process than eating a bun. During meetings and interviews, the retailer also highlighted this as the main reason for rejections of the offer, especially among those with younger children. Another reason for rejection was that the parents did not appreciate the offer nor perceived a need to offer their children a banana instead of a bun.

This initiative was the most successful and interesting one in the eyes of the store manager.

I’d like to highlight the banana for kids, which is clearly the initiative I found most customers were pleased with. (Store manager)

Many customers responded positively to the new offer, which was emphasised as a marker of success. It was also the reason why the initiative continued after the 6-week period, and the store manager explained that they would continue to give bananas to those who asked for them.

The following excerpt illustrates what the bun meant to føtex and the chain’s relationship with its customers.

The children's bun has been around for donkey’s years, and it’s become ingrained in parents and kids alike that you can get them in føtex. So, we’re quite interested in learning how many people would actually, if presented with the alternative, choose something else, like, for example, the banana. I’m quite surprised by that – we can't track it, unfortunately – but off the top of my head, up to 40 to 50 percent actually choose the banana. I find that very interesting. (føtex representative (B))

Thus, it came as a surprise that the initiative was so well received. However, despite the positive experiences with the initiative, the retailers also commented on the cost. They highlighted that the banana was more expensive than the bun, and if it should be an option offered in all stores, then it would have to be prioritised at the executive level as an additional expenditure. In this case, the banana would only be an alternative to the bun and not a replacement. This was rationalised by the retailers’ attitude of not making choices on behalf of the customers.

Smaller bags for pick’n’ mix sweets

This initiative was not implemented until 8 weeks after the initial implementation date. It was fully implemented for five out of the six weeks; during the third week, we observed that the old, larger bags had been hung in front of the new smaller bags. At 2 weeks and four and a half months after the feasibility test, the smaller bags could still be found behind the larger bags—however, it is unlikely that these would have been used, as the obvious choice would have been the bag at the very front. As described for the other areas, this also fluctuated in its presentation and stocking.

We did not get any direct reactions from customers on the smaller bag. However, our observations showed that different strategies were used to decide the amount of candy among customers who bought pick’n’mix sweets. Some showed signs of visually assessing the amount of sweets in the bag, which were the customers we would expect to influence. We often observed this strategy among adults with children, where it was the adult who would visually assess the amount and communicate to the child when they had picked enough.

Those with very young children would walk alongside the child and select the sweets for them, and some adults would encourage the choice of the child by pointing out different variants and commenting on the appearance of the sweets.

Other strategies were to mix according to a pre-defined number of pieces or volume:

A boy of about 10 and a girl of about 8 come over and mix sweets. They repeatedly weigh the bag while doing so. A woman comes over, and the girl says, ‘Hello mummy!’ The woman says, ‘Don’t forget to weigh it’. She then grabs a bag herself and begins to mix sweets. The boy asks the girl, ‘Did you weigh it?’. The girl walks over to the scales and says, ‘I think I’ve got enough’. However, she does not close the bag, and she begins to walk around somewhat restlessly, then says, ‘I don’t know what to pick. I’m still [a few] grammes short’.

An interesting aspect of the situation above is that the girl expressed that she was satisfied with what she had chosen, but she felt that she had to meet the prespecified weight and, therefore, tried to find more sweets to put in her bag. Such strategies undermine the mechanism which the initiative was trying to influence.

Overall, the retailers were positive about this initiative. The føtex representative (B) highlighted that this initiative was interesting as it was a stealth initiative, compared to the initiatives with the sodas, and would change the behaviour of the customers without them noticing. In her opinion, this was not a problem, as people paid per gram.

The store manager had a clear demand for the implementation; it should be easy for both the staff and customers to use. This perspective was backed up by a føtex representative (B) who said:

If there’s something that doesn’t work for us, it’s... if it doesn’t work for our customers, that’s what we need to solve first. (føtex representative (B))

This shows how one success criterion of the retailers is customer satisfaction, which we elaborate on later (See: Influence of customers and other stakeholders on store operation).

The initiative was very delayed, and one reason was that it was challenging to create a new bag that would work in the store. This resulted in the order of many different bags in large quantities due to the agreements with the suppliers, which had been very costly for the retailer.

The føtex representative (B) also reflected on what the potential evidence of an effect would mean to the retailer:

Then we’ll have to wait and see if people buy fewer sweets. And of course, this is something that we must take into account because it’s no secret that part of being a responsible business is to make a profit. And if we sell fewer sweets, then we make less money. (føtex representative (B))

This shows how health and financial profit were seen as opposites and how the success of the initiative would not necessarily lead to it being viewed favourably, as it would negatively affect their profit. Any implementation in the chain would, therefore, have to be a strategic decision.

Facilitators and barriers

In the sections above, we have focused on the four specific initiatives. In the following, we will present analytical findings that go across the initiatives and elucidate what facilitated and hampered the implementation of the initiatives overall. We have organised our findings under three headings: Health is not the number one priority; General capacity of the retailer; and Influence of customers and other stakeholders on store operation.

Health is not the number one priority

In this section, we present the retailers’ motivation for and interest in engaging in the project and working with health and health promotion and what drives and/or curbs this motivation. In our understanding of motivation, we draw on Scaccia et al. [ 33 ] and view motivation as incentives and disincentives that contribute to the desirability of using an initiative focusing on health.

We find that the retailers expressed motivation for working with health and health promotion, which at first seemed to be based on interest. The retailer representatives explained how they personally were interested in health and wanted to learn more, but also that the organisation had an interest in health, especially among children and young people, and wanted to contribute to health-preventing activities, for example, by financially supporting local sports clubs. According to one retailer representative, this was because physical activity and healthy eating promote happier customers, as well as happy employees. The argument points to retailers’ focus on customer satisfaction (see: Influence of customers and other stakeholders on store operation). The focus on the customers relates to another factor of motivation: Working with health was also seen as a relative advantage in that customers increasingly demand healthier products and alternatives. Lastly, we found that the motivation for working with health was a feeling of obligation due to the view of having a social responsibility:

I would say, in purely business and commercial terms, we are, indeed, a commercial business that was created to make money. There’s no ignoring that (laughs). So, of course, this is our main KPI [key performance indicator]. But that being said, we also agree that we have a social responsibility because we are as big as we are. We make a lot of foodstuffs available to the Danes, as do many of our colleagues in our industry, so there is no doubt that we have a role to play in terms of what we make available. (føtex representative (A))

According to the excerpt, this obligation was rooted in the size of the organisation and, thereby, the major influence on people’s selection of food products. However, the excerpt also highlighted that health was not their first priority, which was profit. This point has been repeatedly mentioned among retailers, which reinforces its validity; they were a business and had to gain profit to keep running their operation, which presented limits for what could be implemented. The store manager even expressed how he perceived the running of a supermarket and promotion of public health as incompatible goals and something he had never seen an example of in a real-life supermarket.

However, from the interviews with the retailers and our fieldwork, it seemed that this was not completely black and white, as the retailers were willing to give up their profit in some cases. An example is the hiding of tobacco products in all Salling Groups’ supermarket chains, which they voluntarily implemented in 2018, which led to a significant decrease in profit from tobacco products.

After all, the Salling Group pioneered this with tobacco products. I'm proud of that, but I also think it’s the right thing to do. My personal opinion is that it was the absolutely correct move they chose to make, by making it harder to market a product that is obviously bad for my health. We’re not there with pick‘n’mix sweets just yet, in that we would claim they’re bad for your health, but the mindset in terms of; that is, upholding the mindset when it comes to cigarettes is something that we, as an industry, can easily support in close cooperation with, among others, yourselves [researchers] and the industry. (Store manager)

Risk seemed to be the driver. If the retailer was convinced that the risk was real or big enough, then they were willing to give up some of their profits because it was the ‘right thing to do’, and they would have the courage and power to do so. It was mentioned by all three informants that they did not believe in bans, limitations or hiding of products, as this interfered with the customer’s freedom of choice. This viewpoint was a barrier to the implementation of all initiatives that used strategies that would minimise or reduce the availability of a product. Yet, as with the tobacco products, we found other examples where this restriction of choice was justified by the retailer. One example was that the føtex chain only sold organic bananas. From a sign in the store, this was because:

‘we want to avoid the spray agent chlorpyrifos. Among other things, it is suspected of harming the development of children and foetuses. We can’t live with that suspicion and therefore you can only buy organic bananas in the future’

As with the cigarettes, the argument here was the health risks. In the interview with the store manager about restricting choices, animal welfare and political reasons (e.g. Russia’s warfare against Ukraine) were mentioned as other arguments for doing so.

So, despite an immediate motivation for working with health, the retailer also expressed how other interests and priorities may hinder and set aside the work with health.

General capacity of the retailer

This section presents our findings relating to the general capacity of the retailer in the form of resources, organisational size, and culture. General capacity is understood as the readiness or ability to implement any new initiative [ 33 ].

Through the interviews with the føtex representative (B) and working together with the retailer during the project, we have found that the retailer seemed to be used to and willing to implement new initiatives. In this current study, they accounted for all expenses related to the development of materials for the test and were also willing to risk some of their profit for a short period of time. The føtex representative (B) highlighted this high level of available resources several times in the interview:

I have some leverage, so when we do something, we don’t do it by halves. What I find most motivating, and I can say that with complete peace of mind, is that if the Salling Group says they’re going to do something, or if føtex says they’re going to do something or says they want to win this particular battle, then we win it, and then we do it to the full. [...] So when we say, for example, with this health project, that ‘we want to work with health,’ then we do want to work with health, and we’re going to make a difference in health, too. (føtex representative (B))

In this excerpt, she expressed that the mere size of the company allowed them to push any agenda if they wanted to. However, this also underlines that this capacity is dependent on the retailer’s willingness, a willingness that was not in favour of many of the initiatives that the researcher, based on the literature, thought would have the greatest effect.

Even though the size of the company came with many available resources, the retailer also explained how the size of the company had worked against the project in several ways:

What I think made it difficult for us to get through with some of these things let's just take the sodas, in that case, we have a private label collaborator who has production facilities, and when they press the ‘Salling sodas’ button, it doesn't just spew out a few thousand bottles, but millions. So saying ‘can't we just try to reduce the size and give it a try.’ It's a giant setup, so it’s not possible to do that at a whim. You’d need to get a whole or half chain on board that can help sell such volumes because otherwise, the costs would go through the roof. (føtex representative (A))

What this excerpt explains is that even changes that appeared small would take tremendous effort and be very costly, due to the size of the organisation.

Another challenge of the implementation was embedded in the retailers’ organisational culture. Føtex representative (B) explained in the interview that conflicting goals between employees made it difficult and time-consuming when implementing new initiatives. Another barrier to implementing the initiatives was high staff turnover at the retailer. In an interview with a føtex representative, she explained that people often shifted around different positions in the organisation, which ended in the project falling between two stools, leading to misunderstandings of agreements and changes in attitudes towards the initiatives.

In summary, we find that the retailers could, in some respects, have a strong general capacity to implement new initiatives by having available resources and being used to implement new initiatives. Regardless, this study shows that this was not utilised due to a lack of willingness. Moreover, we find that the size and organisational culture of the retailer hampered the implementation of the initiatives.

Influence of customers and other stakeholders on store operation

The last section reports on the influence of customers on the retailer’s willingness to implement the initiatives, and the influence of other stakeholders, especially producers, on what can be implemented.

We found that the customer’s reactions and attitudes were determining to the retailer when implementing any new initiative, as indicated in the sections above. According to the retailer, the customer was the focus when designing the layout of the store:

We are in very close dialogue with our clients, we do quantitative surveys and we do focus groups, we do in-depth interviews. And in that context, we're trying to understand, when you're shopping, how do you go about it. Is it easy for you to find the items you are looking for? And based on the responses, we try to adapt our stores to make things easy for our customers. (føtex representative (A))

The same representative also mentioned that she thought it would have been a strength of the project to have conducted interviews with the customers as a part of the development process, emphasising the weight they put on the customer’s attitudes. The retailers highlighted the importance of customer satisfaction and convenience in their shopping experience as a barrier to implementing certain initiatives, such as changing the placement of products. However, these same factors have also proven to be facilitators for other initiatives, such as the tags for breakfast products and the complimentary banana for children, as demonstrated above.

Another important stakeholder for the supermarkets was the suppliers of their products. Others were government actors (e.g. the Danish Veterinary and Food Administration). For both downsizing initiatives, the suppliers of the products (sodas and bags for sweets) were key to the success of their implementation. In an interview with the store manager, he explained the huge role some of these suppliers have in the daily operation of the store and the chain.

After all, we’ve got a chain agreement that our head office has made with the breweries. I don’t get to decide which items are in our refrigerators. [...] The tricky thing is that we’re not only dealing with føtex or the Salling Group. We also have to do with some other, equally large companies that are also just coming in. Plus, I have people here X times a week to service their particular area. [...] [Another thing] that proved tricky, as far as I recall, was that the alternatives offered, people felt strongly about those because the breweries made some strategic choices, and because of those, some of the items that we might be able to stock, they didn't want to sell those. (Store manager)

This excerpt illustrates how suppliers like the breweries, as shown earlier, influenced the implementation and affected the decisions made by the retailer.

This section indicates that even though the retailer is convinced that a given initiative would be interesting to implement in their supermarket, the suppliers often must agree as well, and finally, the customers must also welcome it.

In this study, we have explored the implementation, acceptability, and feasibility of four different health-promoting food retail initiatives aimed at customers in a real-life supermarket setting, using different qualitative methods. We found that (i) Two initiatives (downsizing of bags for the pick’n’ mix sweets and the complimentary banana for children) were implemented to a high degree, yet delivery issues caused delays according to the planned date, especially for the bags. The downsizing of soda bottles was not implemented as intended; the size and packaging deviated from the original plan due to delivery failure. Moreover, the implementation decreased over the feasibility test for the initiative with shelf tags, as it took more continuous maintenance. For all initiatives, we found that they lingered after the feasibility test; however, only the banana for children was somewhat sustained for a period to accommodate customer demand. (ii) The retailers expressed different levels of acceptability towards the initiatives, and different representatives sometimes also showed different levels of acceptability towards the same initiative, such as the tags on the breakfast products. The most well-received initiative was the banana for children, which is somewhat unsurprising, as it was the retailers themselves that suggested including this initiative. Additionally, the positive response from the customers that they got supported the retailers’ positive attitude towards the initiative. We also found that many customers responded well to this initiative; however, we also observed a group that did not accept the initiative and preferred the bun over the banana. For the remaining initiatives, customers did not seem to notice them. Yet, we did observe customer behaviours that would probably work against the suggested mechanisms of some of the initiatives. (iii) In general, we describe three themes of barriers and facilitators that influence the implementation and possible sustainment of the initiatives: Health is not the number one priority, General capacity of the retailer, and Influence of customers and other stakeholders on store operation. Firstly, we found the retailers were motivated to work with health, both from a personal and professional perspective. The motivation was rooted in a feeling of social responsibility as well as health initiatives being viewed as a relative advantage, due to demand and making customers happier. Still, other priorities, such as profit and maintaining customers’ ‘free choice’, challenged the motivation to implement such initiatives. Secondly, the retailer showed a high level of available resources, which supported their general capacity to implement the initiatives; however, the large size of the organisation and its culture proved to be barriers to the implementation. Lastly, the analysis showed that the influence of both customers and other stakeholders was crucial to the implementation, both in terms of what is possible and what the retailers would be interested in and prioritise.

Our findings are similar to those of others [ 26 , 35 ]. Winkler et al. [ 35 ] found that even though supermarket actors found health-promoting initiatives meaningful to engage in, their engagement was challenged by a business mindset, practical routines, and structural requirements. Thus, despite the involvement of retailers in the development, selection and implementation of the initiatives, studies suggest that healthy food retail initiatives still encounter some fundamental barriers towards the implementation, such as the economical aspect or the view on customers’ free choice. However, our results also indicate that it might be possible to persuade food retailers to remove products or restrict choices if the evidence or arguments of it being the right thing to do are sufficiently strong, as with organic bananas or tobacco products. This has also been the case of another retailer in Denmark, which has decided that all their stores should be tobacco and nicotine-free by the end of 2028 to reduce the number of smokers [ 36 ]. Another solution is to identify win–win initiatives, as the complimentary banana for children was somewhat an example of (if we consider the banana as a healthier alternative) and which other studies have found as well [ 35 , 37 ].

Even though the four initiatives were implemented (yet two not as intended) in this study, and we found them to be somewhat acceptable to the retailers, we must still highlight that these initiatives represent a very small portion of the initiatives first suggested and entail several compromises from what the researchers had initially planned (Duus et al. Unpublished ). Moreover, the customer’s responses to the initiatives were mixed, and in some cases, their behaviour indicated that the initiatives would have little effect. Compared with studies testing similar initiatives, we find that 1) Shelf tags alone were found unlikely to change food purchases [ 38 ] and are likely to contribute to disparities in food purchases as not all customers know nutrition labels or have the literacy to read and understand them [ 39 ]. 2) Smaller bags for pick’n’ mix sweets could be successfully implemented and, based on results from another study, might be able to decrease the volume of sweets sold [ 40 ]. Moreover, others have also shown that customers are willing to buy smaller product options [ 41 ]. Taken together, this suggests that voluntary engagement with researchers might not suffice to make changes that would improve the supermarket environment as opted for to support population health. This view has also been suggested by Winkler et al. [ 35 ], and in the Lancet series on commercial determinants of health, an even more critical perspective on engagements with commercial actors as food retailers is presented [ 42 , 43 ]. Here they warn against how commercial actors use partnerships with researchers, among others, as a tool to improve their reputation and credibility [ 42 ].

In our collaborative process with the retailer, we experienced many challenges. We did not accomplish aligning retailers’ and researchers’ interests as scholars have suggested being the prerequisite of implementing healthy food retail interventions in supermarkets [ 26 , 27 ]. This underlines the importance of the pre-intervention phase, as described by Hawe, Shiell, and Riley [ 44 ], which is fundamental to a successful implementation. During the pre-intervention phase, the establishment of relationships between different people or agencies often occurs, and these relationships may play a crucial role in the implementation and the explanation of why some work and others do not [ 44 ]. In line with this, another study has suggested exploring what implementation strategies might promote the uptake of evidence-based interventions among food retailers [ 45 ]. They found that contrary to many other studies, the intervention in their study was compatible with the interest of the store managers to which it was presented—these store managers had a strong feeling of social responsibility towards the communities they operated in [ 45 ].

Strength and limitations

The investigation of the feasibility test was strengthened by using different methods, process evaluation concepts, and a broad view including both the delivery and presentation of the initiatives as well as customer and retailer perspectives. We primarily got the retailer perspective from a strategic level, yet we had planned on conducting focus group interviews with staff at the test store to get perspectives from an operational level on the initiatives and the implementation process. However, no staff wanted to participate in an interview. The store manager explained that this probably was due to three things: 1) They had no interest in the study, or they were tired of the study, 2) the recruitment was done too late (approximately 2 months after the feasibility test period), and 3) the staff was overworked as a result of understaffing due to the coronavirus disease pandemic. Future studies aim also to analyse sales data in order to evaluate whether any changes in sales of the products we intervened on occurred. However, with the available data, we will not be able to analyse whether the initiatives change people’s eating patterns or whether they influence people differently in terms of their socioeconomic factors or other characteristics.

A thorough needs assessment [ 46 ] among supermarket customers to test the initiative’s assumptions and their food purchase patterns would have strengthened the study. However, this was not possible within the timeframe and funding scheme, so the development drew primarily on existing knowledge and the experience of the retailer and the Danish Cancer Society. Furthermore, the store visits conducted in the store during the development of the initiative also provided a few customer perspectives, which led to the exclusion of some ideas (Duus et al.  unpublished ).

Furthermore, we learned two methodological lessons from the in-store observations: 1) All observers were met by the feeling of being ‘in the way’ and a need to be in almost constant movement to not interfere with the order in the store. The observers were met with a feeling of self-awareness and a need to legitimise their presence at the store by wearing a sticker on their shirts saying ‘visitor’ or their university identification card. These feelings were amplified by the governmental advice of social distancing and the requirement to wear face masks in grocery stores, introduced during the period of observations. 2) Concerning this, the observers also found it challenging to approach customers for the short interviews due to the feeling of invading people’s private space, hence only five were conducted. This was especially challenging when wearing face masks, as it was impossible to produce and read non-verbal signals (e.g. smiles), and difficult to hear what people were saying.

Implications for future studies and practice

This study presents an investigation of the implementation of healthy food retail initiatives for supermarkets that have been developed and selected together with retailers as suggested by the literature. It suggests that the implementation of such initiatives is possible and—to some degree—high. Yet, the quality of the initiatives was rather low, and some were not implemented as intended. Moreover, we still present some of the same barriers and limitations as former studies that have not implemented collaborative strategies in the pre-intervention phase. Some of this may be due to challenges such as a high staff turnover at the retailer and a lack of a shared understanding, as shown in another study (Duus et al. unpublished ). Future studies must explore this further.

Lessons for future studies are to identify initiatives that customers appreciate, as this is important to retailers. Underlining a needs assessment as an important first step in intervention development [ 30 , 46 ]. Furthermore, future studies should involve a broader range of stakeholders, including manufacturers and suppliers, in the development of the initiatives, as they have significant power over what can be implemented. Future studies would also benefit from identifying and testing implementation strategies that can facilitate the implementation of this type of intervention in this setting.

We performed a qualitative investigation of the implementation, acceptability, and feasibility of four different healthy food retail initiatives aimed at customers in a real-life supermarket setting, which had been developed and selected together with retailers. Only two of the four initiatives were implemented as intended, and the perspectives of retailers and customers were mixed or unclear. Altogether, the study highlights the challenges of implementing healthy retail food initiatives despite early involvement of retailers in the selection and design of those initiatives. Adding to the challenges of implementation, the initiatives also represent a compromise between the interests of the researcher and the retailers and do not represent what the literature suggests as the most effective strategies. A compromise made to uphold the partnership and complete the funded research project. Future studies should further examine the impact and pitfalls of including retailers (or other commercial actors) in the development and selection of healthy food retail initiatives and try to identify successful implementation strategies facilitating implementation.

Availability of data and materials

The data generated and analysed during the current study are not publicly available due to their sensitive and confidential nature but are available from the corresponding author upon reasonable request.

Abbreviations

Corporate Social Responsibility

Key Performance Indicator

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Acknowledgements

We want to thank all the participating retail group and supermarket staff members involved in this project and the implementation process. We appreciate the time and effort you have dedicated to this project and your openness. Furthermore, we want to acknowledge the customers who took the time to share their opinions with us during their daily grocery shopping.

We acknowledge Johanne Aviaja Rosing, Louise Ayoe Sparvath Brautsch, and Carl Johannes Middelboe for their assistance in conducting the pre- and post-intervention observations.

Open access funding provided by University of Southern Denmark This study is funded by the Danish Cancer Society, grant no.: R274-A16920. The first author (Katrine Sidenius Duus) has also received a Faculty Scholarship from the Faculty of Health Sciences at the University of Southern Denmark to support the completion of her PhD thesis, which this study is part of.

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KSD, RFK, and TTT contributed to the funding acquisition, study conception and design. Data generation and analyses were performed by KSD. The first draft of the manuscript was written by KSD. RFK and TTT commented on previous versions of the manuscript and contributed in writing the final manuscript. KSD wrote up the final manuscript. All authors read and approved the final manuscript.

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Correspondence to Katrine Sidenius Duus .

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This study has been approved by SDU Research & Innovation Organization (notification no. 11.136). All informants who participated in interviews received written and verbal information about the aim, that participation was voluntary and that their information would be used for research purposes only and treated with confidentiality. By participating, consent for their data to be used for research was given. Data from the observation and documents were handled confidentially and with caution to protect sensitive information that could identify individuals.

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Duus, K.S., Tjørnhøj-Thomsen, T. & Krølner, R.F. Implementation of health-promoting retail initiatives in the Healthier Choices in Supermarkets Study—qualitative perspectives from a feasibility study. BMC Med 22 , 349 (2024). https://doi.org/10.1186/s12916-024-03561-2

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Received : 24 May 2024

Accepted : 14 August 2024

Published : 02 September 2024

DOI : https://doi.org/10.1186/s12916-024-03561-2

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