REPORT OUTLINE

Front page
The company name should be centered on the page in capital letters, and the business
executive summary itself should be single-spaced. This segment is for your group to describe
the introduction to your company. Your major starts-up focus: Product or Services or
combination of any of these two. The profitability of your chosen product or service should
be clearly established. Explain in detail what your type of start-up is: Pure Service
Operation/Retailer/Dealer/Suppliers/Manufacturer or combination of any of that). Why you
choose that particular type of start-up. You may provide just a brief introduction of your
start up in this segment.

THE CONTENTS
PART 1
(a) State the company name, your business mission & vision & business objectives [Refer to
Chapter 4). What is your market and financial assumptions? [Estimated Initial capital,
projected profit, sources of capital].
(b) Your operations strategy [Refer to C4: How your start-up tackles your target customer
wants & need? What is your major competitive advantage? Do you think your start-up
designed project is marketable?], competitive priorities [What make your product/service
special/better than any other same/compliment product/service that already existing in the
market? Outline your major selling points/how your start-up going to compete in the
market?], and positioning your firm in the marketplace [how you position your company to
the existing market? Outline what is your marketing strategy-how your product/service
going to be get known to your target customers].

PART 2
(c ) Your start-up location [Please be specific in which location/area you are going to
operate; why you choose that particular location, outline what relevant factors that
motivate you to operate at that particular location).
(d) Describes size (in square-feet) and the arrangement of your floor plan of your
facility/office/shop/store/workstation layout [including your equipment, machines, furniture
etc to show your work flow]. If you are a manufacturer/supplier outline your product layout
or product design show the major selling points of your product.
If you are a pure service provider, describe the floor plan of your servicescape with the
arrangement of your furniture, equipment and the flow of your service delivery.
(e ) Your process choice, your value chain, your price [These 3 elements can be reported as
flow chart as what is like presented in C7, page 143-149]. If you may use the value stream
mapping, like in C7 pg 149, to describe the element of trade-off between cost & time, or cost
and revenue then to determine the price that you want to offer to your customers per unit
of product or services.
For pure service start-up you have to come up on description on your servicescape and your
service blueprint (service-encounter design). You may use flow-chart that show interaction
between you as a service provider and your potential customers, like in C6, pg 121-128.
The most important elements of this segment is to show the flow of your start-up activities
and how your group carry out the operation element of transforming your input into output.
The product or service should be described in detail.

PART 3
(f) Your capacity determination [Describe the size of your production/sales volume per day
or per month or per year/per machine/how are your group going to fulfill the demand?],
your inventory [listing the relevant inventories/assets that you need to run the start-up
either its manufacturing (raw materials, work in progress or finishing goods) or services
(your relevant assets) and distribution (if you are a manufacturer/supplier), and quality
management systems [Describe how you are guarantee that your product/service is meet up
with existing quality standard-you may want to Google more on how existing
manufacturer/service providers set theirs quality standard, it is different based on types of
products/services. These decisions should be explicitly addressed uniquely for the product or
service to be provided].

CONCLUSION
By the end of the report it should be obvious that the operations decisions [PART 1-PART3]
are consistent with the overall business objectives, your vision and your mission.
The distinctive competence of the business must be addressed soundly and diligently that Ill
be convinced to invest my capital in your groups proposed starts-up.