New Venture Feasibility Study · ¥43,000 · 6 Weeks
Understand what a new direction actually requires — before committing to it.
An independent examination of a proposed product line, service or subsidiary. What the market evidence suggests, what it will cost to reach viability, and what the company would need to have in place to make it work.
What This Study Delivers
A clear picture where there is currently uncertainty.
When a new direction is under discussion internally, the conversation often moves faster than the evidence does. People become invested in the idea before anyone has looked at it objectively. By the time doubts are raised, momentum can be difficult to reverse.
This study provides an independent view before that happens. Six weeks. A written assessment that sets out the case for proceeding and the case against, with figures sourced from the company's own data and from external references where relevant.
What you receive at the end
- —Written assessment document with both sides of the case laid out plainly
- —Demand evidence examined and cited, not summarised from memory
- —Cost-to-viability estimate built from your cost structure, not industry averages
- —Internal capability gap identified with specifics, not general observations
- —A defined decision point — the condition at which the venture would need to be reconsidered or stopped
The Situation
When internal support outpaces external evidence.
PATTERN 01
The idea has advocates, not analysis
Senior people are behind it. The business case was built by someone who also proposed the idea. The market research consists of a few competitor websites and a sense that demand must be there.
PATTERN 02
Costs have been optimistically modelled
The numbers work if volume comes in at the high end of projections, if no delays occur, and if the company already has the capabilities required. None of those assumptions have been stress-tested.
PATTERN 03
Doubt is present but not welcome
People in the room have reservations. But raising them feels like obstruction rather than diligence. The company needs someone with no stake in the outcome to examine the question properly.
This study is suited to companies that have a proposal with genuine internal support but have not yet subjected it to independent scrutiny. The point is not to stop the venture — it is to understand what proceeding actually means, so the decision is made with a clear view of what is being taken on.
The Approach
Four areas examined, in sequence.
AREA 01
Demand evidence
What the available evidence actually shows about demand for this product or service — not what the proposal assumes. This includes existing market data, the company's own customer behaviour where relevant, and comparable cases. The assessment distinguishes between verified demand and inferred demand.
AREA 02
Cost to viability
What it will actually cost to reach a point where the venture covers its own costs — built from the company's known cost structure rather than from benchmarks that may not apply. The estimate includes the ramp-up period and the working capital required to carry it.
AREA 03
Capability requirement
What the company would need to have in place to execute the venture — staff, systems, supplier relationships, regulatory requirements. Where gaps exist, they are named and sized. This is not a recruitment plan; it is an honest account of what is currently missing.
AREA 04
Decision point
A defined condition — not a vague milestone — at which the venture would need to be reconsidered or discontinued. This gives the company a clear exit criterion before it commits, rather than a post-hoc assessment of why something did not work.
What Working Together Looks Like
Six weeks, structured from the start.
WEEK 1
Scope and data
Scope note confirmed. Relevant internal data — financials, customer records, operational figures — transferred in agreed format. Introductory session with the named contact.
WEEKS 2–3
Demand and cost work
Examination of demand evidence and construction of the cost-to-viability estimate. A progress note shared at the end of week 3 covering what has been found so far.
WEEKS 4–5
Capability and decision point
Capability gap assessment, interviews with relevant staff if access has been arranged, and construction of the decision-point framework. Brief written update shared.
WEEK 6
Written output and review
Full written assessment delivered. A session held with the relevant team to go through findings and answer questions. The engagement ends here.
What the engagement does not include
- —Implementation support or ongoing advisory work
- —A recommendation to proceed or not to proceed — findings are presented, the decision remains with the company
- —Introductions to vendors, partners or investors
What is needed from your side
- —Relevant financial and operational data at the start of week 1
- —One named contact with decision-making authority
- —Brief availability of relevant staff for interview in weeks 4–5 if required
Investment
A fixed fee. No additions after the scope is agreed.
The fee covers six weeks of assessment work and the full written output. It does not vary with the complexity of the findings, and it does not increase if the work uncovers more than was initially expected.
Payment structure is confirmed in the scope note before work begins. The fee is the same whether the assessment concludes in favour of the venture, against it, or with a conditional view.
What ¥43,000 covers
Methodology
How the assessment is conducted and what it produces.
Feasibility assessments of this kind work when they are genuinely independent. That means the person conducting the work has no financial interest in the venture proceeding, no relationship with vendors who might benefit, and no reason to produce a positive conclusion.
The written assessment distinguishes clearly between what is known, what is inferred, and what remains uncertain. Where a figure is sourced, the source is cited. Where an assumption is made, it is stated as one.
The decision point — the condition under which the venture would need to be reconsidered — is specific to the company's own situation, not a generic threshold. It gives the company something concrete to monitor if they proceed.
What "both sides of the case" means in practice
The assessment sets out the conditions under which the venture would work and the conditions under which it would not — not as a rhetorical balance, but because both are necessary to make a considered decision. A conclusion that only supports proceeding is not an independent assessment.
How progress is shared during the six weeks
A written progress note is shared at the end of week 3 and again in week 5. This is not a draft of the final document — it covers what has been examined and what the early findings suggest, so there are no surprises in the final output.
Realistic timeline
Six weeks is the standard duration. In cases where the scope is narrower — a single market or a single cost question — it may complete in five. Where the data requires additional time to verify, the timeline is discussed before the engagement begins, not extended without notice.
Commitment
What Scope Lab Zone commits to, in plain terms.
COMMITMENT 01
The scope is fixed at signing
What will be examined, what will be produced, and what the fee is — all confirmed in writing before work begins. None of these change without your agreement.
COMMITMENT 02
The output is written and sourced
Every figure in the assessment is traceable to its source. Findings are not presented as conclusions without showing the reasoning that produced them.
COMMITMENT 03
No obligation from making contact
An initial enquiry does not commit you to anything. The scope note and fee are shared before work begins. If the fit is not right, that becomes clear early.
Next Steps
How to get started, if this looks like the right fit.
01
Send an enquiry
Describe the venture you are considering and the specific question you need answered. Use the contact form below or email info@scope-labzone.com.
02
Brief call if needed
Scope Lab Zone responds within two working days. If the situation requires clarification before a scope note can be written, a short call is arranged — no obligation at this point.
03
Scope note shared
A one-page scope note confirming what will be examined, what the output will be, and the fee. Review it at your own pace. Work only begins when you confirm.
04
Assessment begins
The six-week engagement starts on an agreed date. Data transfer and initial arrangements are handled in week 1. The written output is delivered in week 6.
New Venture Feasibility Study · ¥43,000 · 6 Weeks
If the question is worth asking, it is worth examining properly.
Describe the venture and the question you need answered. Scope Lab Zone will confirm whether this assessment fits your situation and what a scope note would look like. No commitment follows from making contact.
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