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Entrepreneurial project Individual Project  

Entrepreneurial project Individual Project


Cover Sheet and Own Work Declaration

Own Work Declaration

I hereby certify that the following piece of work complies with the Own Work Declaration form already issued and with the University’s Rules and Regulations relating to plagiarism and collusion, as listed in the Essential Information for Students and the MBA Course Handbook.

Candidate Number(s): Karimov A.A.

Title of Course: EMBA 4: Entrepreneurial project

Submission Date: 1 February 2008

Title of Work:  Individual Project

I confirm that all this work is my own except where indicated, and that I have:

·               Clearly referenced/listed all sources as appropriate        

·               Referenced and put in inverted commas all quoted text (from books, web, etc)

·               Given the sources of all pictures, data etc that are not my/our own             Not made any use of the essay(s) of any other student(s) either past or present

·               Not sought or used the help of any external professional agencies for the work

·               Acknowledged in appropriate places any help that I have received from others

       (eg fellow students, statisticians, external sources)

·               Complied with any other plagiarism criteria specified in the course handbook

For group work, we certify that all members of the group have made a significant contribution.

I understand that any false claim for this work will be reported to the Proctors and will be penalised in accordance with the University regulations.                  

* delete as applicable

SIGNED (insert candidate numbers) 54301


Development Project Business Plan

Table of contents

1.0.  Executive Summary.. 3

    1.1Project Objectives. 4

    1.2.Keys to Success. 4

2.0.  Project Opportunity.. 5

3.0.  The Market Analysis. 6

    3.1.Market Segmentation.. 6

    3.2.Competitors and Competitive Advantages. 7

    3.3.Target Market Segment Strategy.. 9

    3.4.Market Trends and Growth.. 11

4.0.  The Proposition.. 13

5.0.  The Business Model. 15

6.0.  Sales & Marketing.. 16

    6.1.Promotional strategy.. 16

    6.2.Sales Strategy.. 18

7.0.  Financial Forecasts. 20

    7.1.Important Assumptions. 20

    7.2.Project Earnings Structure. 20

    7.3.Net Present Value Analysis. 21

    7.4.Projected Cash Flow... 22

    7.5.Key Financial Indicators. 22

8.0.  Company Profile. 23

    8.1.Management Team.. 23

    8.2.Management Team Gaps and Personnel Plan.. 24

9.0.  Risks. 25

1.0.         Executive Summary

The investment project essence lies in creating in Kazan city (the capital of one of the Russian Federation regions – the Republic of Tatarstan) a state-of-the-art industrial park designed especially for small and medium-sized companies occupied in chemistry and petrochemistry. The choice of the industrial park profile is based on the regional economy structure and specialization. Fuel and petrochemical industries determine the republican economy profile. It is the production of crude oil, synthetic rubber, tyres (one third of total Russian market capacity), polyethylene (40% of total Russian market capacity) and wide range of petrochemicals processing; there are large mechanical engineering enterprises that produce helicopters, aircrafts and aircrafts engines, heavy trucks and small cars, compressors and oil-gas pumping equipment; hi-tech electric and radio devices.  Globally, Tatarstan is one of the most economically developed republics of the Russian Federation,  located in the centre of the country largest industrial region, at the intersection of most important highways, connecting East and West, North and South of the country.

The project developer is the “Idea Capital Asset Management” company founded in 2004, which competes in real estate rental market, being a development and management company. Until recently it was occupied mainly in office real estate. With the HIMGRAD Industrial Park development project the company goes into industrial real estate market segment.

The project is supposed to develop on the territory of an industrial site with 75 years history within the limits of Kazan city. The industrial park site covers 131 hectares in total. It is situated in the north-west industrial part of the city, a logistics juncture, close to one of the biggest republican chemical and petrochemical staff producer – the “Kazanorgsintez” plant. The building area exceeds 500 000 sq.m. Alongside with utilities and necessary production facilities the site residents will be provided with a comprehensive range of services along the whole value chain.

The Market

The industrial park has two different categories of target customers competing for their entrance to the site with local industrial premises proprietors and other Russian industrial parks:

1.                 local small and medium-sized companies, processing certain types of polymers, produced on the Republic of Tatarstan (one of the Russian Federation regions) territory, including the newly-established companies;

2.                 foreign medium-sized and big companies, processing certain types of polymers, produced on the Republic of Tatarstan territory.

Russian economic performance remains robust for recent years. It provides good prospects for business development, especially in dynamically developing industries – such as real estate and petrochemistry. The “Himgrad” Industrial Park, combining the two main streams of business activity – real estate development and petrochemistry, ought to embrace the growth potential of these two industries.

The Strategy

The project aims at providing the following types of services: lease, utilities and additional services. According to the industrial site development concept, first, the residents sign a long-term lease agreement and enter into commitment to invest a certain sum of money in production facilities development within industrial park territory. The utilities are necessarily provided to the residents on preferential terms, priced below market rates. After a resident’s project enters full production capacity, he may buy the leased premises out.

Besides lease and utilities, the site residents may take advantage of additional services. The customer-oriented service portfolio constitutes one of the core advantages of the site, especially valuable by small and medium-sized companies, generally possessing insufficient financial resources for organizing self-dependent raw-materials supplies at low prices, conducting large-scale marketing researches, necessary for their business further development and for defining additional areas of business expansion, etc. Our company goal is “to form a unique business environment, assisting the residents in their efficient development on a long-term basis”.

Moreover, providing favourable conditions for marginal processing of chemical and petrochemical production on the Republic of Tatarstan territory and a corresponding value added producing is supposed to lead to creation on the Republic of Tatarstan territory part of a regional petrochemical cluster via organizing and supporting close interaction and cooperation between huge industrial enterprises, occupied in this sphere, SME and educational establishments.

The major part of the project revenue constitutes revenue from real estate operations. That is rents and real estate buy out income. Beside real estate operations revenue the developer get profit from utilities and additional services providing. 

Management Team

The company is led by 54301 and Airat Gizzatullin. Both persons being professional economists, their chief career objective may be identified as becoming the leading professionals in the field of property management and company restructurization. These two are inclined to put much effort in integrating Russian way of property management into international standards system, in order to make our inside real estate projects attractive for foreign investors.

The company top-managers succeeded in forming a highly professional team of experts working on the project development. All the team members are persistent, enthusiastic about exploring new horizons, success-oriented and stress-resistent.

1.1.      Project Objectives

1.                 The Kazan city planned industrial real estate market share by the 5th year of project realization constitutes 25%.

2.                 Rents pick of $37,8 mln. in the 5th year of project realization.

3.                 Project NPV is $167 mln.

4.                 Net profit/sales to be positive by the 7th year of project realization.

1.2.      Keys to Success

1.                 Compliance with world latest achievements in industrial property development.

2.                 Governmental support via reasonable utilities prices retention and tax remissions providing for regional petrochemical industry development.

3.                 A comprehensive range of services along the whole value chain.

2.0.         Project Opportunity

Though a number of real estate market players is by the moment a considerable one and there constantly appear new entrants, the local (and even Russian on a whole) real estate market is an emerging one where the major working principles are just being established (which is explained by such a market absence in the former USSR, and its formation start after the USSR disintegration). The most developed part of this market is at present moment office and trading space lease market.

As far as industrial real estate lease is concerned, it may be identified as a completely new product (service) to the local market. The grounds of this phenomenon may be described as follows:

1.                 till the USSR disintegration there existed mostly huge industrial governmental enterprises in the country;

2.                 right after the disintegration until recently the establishing local companies were mainly occupied in services industry and trade industry, since the profit margins were high in those sectors of the country economy;

3.                 nowadays the economic situation has shifted, due to change in people’s consciousness, to a larger number of small industrial enterprises establishment and their successful work at local and even international markets. But small and medium-sized enterprises lack appropriate production facilities ready for lease, and very often the production is organized in premises not intended for those purposes.

All the enumerated factors prove the mature necessity for local industrial parks establishment. Such institutions are common to European countries, e.g. in Germany there exist 53 industrial parks in the chemical industry only, but in Russia these are only emerging and pure innovative.

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