¿Cuáles son las mejores herramientas para analizar la viabilidad de una nueva idea de negocio?

After conducting numerous SWOT analyses, it becomes evident that the process demands a significant level of discipline to unearth genuine insights that can profoundly enrich self-reflection. Conversely, collaboration plays a pivotal role in fostering self-reflection, fostering a deeper understanding of strategy and objectives, and facilitating the evaluation of ideas.

How do I say that you should and shouldn't do this at the same time? A SWOT anlaysis is great, but fanatically forcing data to buckets because a system said so is not. If you stop at S/W, you're more than half way there. For most people the opporutnities are to target the strenghs and shore up the weaknesses. The point is that even though these are very valid tools, it doesn't necessarily mean they're right for you. What's paramount, if not adhering to the SWOT format is to follow the spirit of what it's driving at--i.e., helping to systematize the (1) assets you have, the (2) the liabilities you carry, (3) the possible points of entry and the (4) elements that could harm you that are within or out of your control.

While I recognize the merits of the SWOT analysis, when embarking on a fresh business venture, I advocate for a more streamlined approach. At the outset, it's imperative to ask, 'What core business challenge am I addressing?' Why hasn't this challenge been tackled by others? Is the opportunity too niche or is it a matter of scale? Could the problem persist due to scale or intricacy barriers? For any entrepreneur, crystallizing the problem statement with precision should be the foundational step.

Market research tools (e.g., Statista, Google Trends), surveys/questionnaires (SurveyMonkey, Google Forms), SWOT analysis templates (Excel, Lucidchart), Business Model Canvas tools (Canvanizer, Miro), financial projection software (Excel, LivePlan), competitive analysis tools (SEMrush, Ahrefs), prototype tools (Balsamiq, InVision), feasibility analysis software (Enloop, Bizplan), CRM systems (HubSpot, Salesforce), mentorship/networking (LinkedIn, industry forums), financial tools (QuickBooks, FreshBooks), legal resources (LegalZoom), project management tools (Trello, Asana), data analytics tools (Google Analytics, Tableau), cost estimation tools (Costlocker, CostWorks), social media analytics (Hootsuite, Buffer).

In our practical corporate life in FMCG sector after using all best tool many projects got failed . Best way is to run small trail run with target consumer groups of different geographies and implement corrective action and then again repeat this one more time . Now you could swim. Swimming could learn in water .

In the world of business, tools like the lean canvas undoubtedly hold value, offering a strategic blueprint for our ventures. Yet, I passionately believe in the transformative power of prototyping. Engaging customers early on provides invaluable insights, ensuring we're not overlooking what's right in front of us. I urge you all to embrace prototyping as a pivotal step in your journey, ensuring you align with your customers' true needs from the outset.

When it comes to analyzing the feasibility of a new business idea, several tools can be helpful. Here are a few commonly used ones: Conducting thorough market research helps in understanding the potential demand for a product or service. This involves analyzing market trends, competition, target audience, and customer preferences. Getting a Feasibility Study which examines various aspects of your business idea, such as technical, operational, economic, legal, and environmental factors. Analyzing competitors helps identify their strengths, weaknesses, and market positioning. These tools can be used in a combination, depending on the specific business idea and industry.

a) Business Model Innovation: Consider the business model canvas. It helps visualize the core components of your business, such as customer segments, channels, revenue streams, and cost structure. Be open to innovative business models, which can be a game-changer in crowded markets. b) Competitive Landscape Analysis: Understand your competition deeply. You should conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) and explore your unique selling proposition (USP). A strong USP can set you apart in any industry.

Begin with empathy. What problems are your potential customers facing and what are the current solutions available? That should help unlock the opportunity.

In my experience, the challenge with PESTEL analysis is the temptation to do an extensive evaluation of the near-infinite reach of the factors. Is the war in Ukraine going to affect our strategy? Yes, probably. But it’s also likely to be indecipherable noise depending on your business and location. In my last strategic planning effort, I focused the PESTEL factors on A) the ones we could easily recognize as impacting us, B) was unique to our market and competitive environment, and C) one we could have some ability to react to. The rest we acknowledged that they might have some impact, but until we could separate their influence and define it, we let it be.

When considering the financial feasibility of a new business idea, it's like embarking on a thrilling journey. Start by creating a detailed financial plan, estimating startup costs, revenue projections, and break-even points. Tools like Excel and QuickBooks will be your trusty companions. But remember, it's not just about numbers; it's about believing in your vision and staying resilient when faced with challenges. Seek advice from seasoned entrepreneurs, for they're like seasoned travelers, and their wisdom can be your guiding star.

Analogous to PESTEL is Porter's 5 Force Strategy. Particularly useful to assess is the buyer power and entry barriers. PESTEL puts higher emphasis on social and technology.

Undoubtedly, customer feedback is the cornerstone of any business decisions. However, it's not just about asking questions, but how we pose them that truly matters. All too often, we may inadvertently seek affirmation rather than genuine insight. I implore entrepreneurs to craft more thoughtful, open-ended inquiries, unlocking those crucial perspectives that might otherwise elude them . Remember, vehicles intended for the youth have resonated with middle-aged consumers due to brand alignment. We should harness the power of nuanced questioning to truly understand the market.

I find this part to be the MOST impactful to coming up with a business idea that is going to be both PROFITABLE and purposeful. We can come up with a tonne of business ideas in our head, but unless potential customers validate that this is what they're looking for - the idea can flop so easily. I skipped this part when starting my own business back in 2016 and struggled for 1 full year mostly tapping on my savings, UNTIL I actually gave in and went out there asking my potential customers questions that eventually helped my business idea take off and FLY!

Understanding your customer is the most important prerequisite for developing a strategy. Customers are not buying your products or services; they are buying solutions to their own problems. Each vendor is attempting to do it better than the others. You cannot build an effective strategy without understanding what problems the target audience needs solving and what they value in a vendor (price, customer service, etc). Furthermore, you need to understand how your competition solves those same problems because your strategic objectives include differentiating yourself from the competition. Customers can help you discover this information.

Customer interviews are integral to a quality analysis. Other external input can be misleading and vague--it often seems meaningful but isn't. It takes some careful preparation for any data gathering to be useful, but little else will give you the insight that client/customer feedback does. Understanding where you create value for a client is essential to your strategy. Certainly clients may have a bias or a "bone to pick" but it is the only data that will directly affect buying decisions--so steel yourself and embrace customer interviews.

To my experience, while customer experience adds immense value in garnering the new business insights for accomplishing the “do and don’ts”, it will harness and yield quick positive resultants should we also back it up with apposite market research in the segment of entrepreneurship - market size, changing target audience and market trends, competitor analysis. This in turn will help evolve business strategy that suits the B2B and B2C markets in an advantageous manner.

There are others with more expertise here on HOW to do financial analysis--my contribution is around why. Even well established businesses need to understand the risks and the cost of success. No one wants to be surprised when it takes longer than thought to win market position. Your financial analysis needs to prepare you for a couple key questions: How much am I prepared to spend to secure the position? If my analysis is wrong, what I am I risking? Could I improve that by doing more analysis or taking a different approach? I've seen too may new competitors show up thinking they are going to breeze in and take market share. The financial analysis tells you how much its going to cost if you fail.

Financial modeling is one of the strongest foundations you can build for a business (possibly 2nd only to interacting with customer prospects). A model should be researched (find comps in your sector or business model where possible), and dynamic enough to update as you change the inputs. It should show (1) How you convert customers (B2B: cost per lead, lead to opportunity conversion, win rate or D2C: spend, CPC, click-through, conversion); (2) How they buy once converted: 1x buy, frequent buying, subscriptions, transaction volume, etc. (3) The cost of goods or sales and (4) the fixed operating expenses it takes to run the business. Then you can play: 1) Do I believe, and 2) What happens if/when I'm wrong

Financial Projections: Create realistic financial projections. While this isn't a crystal ball, it's a vital exercise to understand your business's financial health. Tools like Excel, Google Sheets, or specialized software can help you crunch the numbers. Risk Assessment: Identify and analyze potential risks that could jeopardize your business's success. Prepare contingency plans and assess whether your business can weather the storms. Sustainability and Impact: Remember the importance of sustainability and social impact. Entrepreneurs today are increasingly focused on making a positive difference. Assess the potential for your business to contribute positively to society.

Rather than a generic „Financial Analysis“, based on my personal experience, the best tool is a Business Case. A sophisticated model will enable the organisation to put together all the elements in an holistic way and convert them into financial values. As an example, the projected sold volumes used should be based also on customer feedback; the environmental risks, as well as any other risk, can be converted in $ figures and added to the calculation. And the beauty of the business case is that all functions/experts need to sit at the table and confirm/agree about their own assumptions. Of course no tool can guarantee the success of a new business but the business case offers the best synthesis of all the other tools.

Often startups price their ideas by matching incumbent substitutes, ignoring their cost structure or customers' willingness to pay more. You are in business to make money so at minimum adopt a cost-plus pricing to cover your variable and fixed costs. Then see if there is an opportunity to charge more because of your product superiority or other supply-demand opportunities.

To make an informed decision whether to follow a business idea and how, you need a feasibility analysis including financial, technical, legal, market and operational data. Tools you can use: market research, pestel analysis, go scenarios, opening day balance sheet etc.

Two points are most important. 1| Unique Position - which may cover the monopoly or special advantage which a business may have due to its location near the market, or raw material or by product or existing customer base etc which a new business may not be able to replicate. 2| Main weakness of the business. This could negatively affect its sales and profit thus may require detailed risks assessment if not handled properly and may damage it. Example in a labour-intensive business the quality and availability of good skilled labour is a challenge, and they may not be always available as workers graduate to better jobs leaving behind a vacuum.

I would say that the Lean Canvas, and also the Business Models Canvas are good tools for analyzing the feasibility of a new business idea. PESTEL, SWOT are helpful but not directly. If the preliminary analysis shows promising perspectives, the best tool would be to try! Inspire yourself with an agile and incremental approach like SCRUM and just go. That’s the only way to really understand…

If you are considered for a merger or acquisition. Here is one strategy that many organizations applies to re-risk the implications. Poison Pill: An action that the target firm takes to make it stocks or capabilities less attractive to the potential acquirer. The success rate of this strategy is HIGH. Effect on stakeholders wealth in positive.

In Addition to the best tools for analyzing the feasibility of a new business idea include a comprehensive business plan template, market research tools like SurveyMonkey and Google Trends, financial analysis software such as Excel or QuickBooks, and SWOT analysis frameworks it is essential that you reach out to potential customers, industry experts, and mentors for feedback, which will provide valuable insights into the idea's viability.