For a true microenterprise, the idea is the basic pillar in its creation, sometimes it is the most difficult aspect to determine, since to develop an idea it is essential to observe the environment to discover a need not covered in the market, among relatives, friends and neighbors, in some segment of the socio-economic task, or, an existing idea that can be improved with a higher quality of service, with new benefits… it can be a product or service that works in other places or countries (for case if someone travels abroad and observes something that we do not have here…) It is also about knowing the sector of interest in which we are going to enter later, detecting an opportunity for a micro-enterprise, a market niche as it is more technically called.
The franchise is an increasingly attractive option for a more cautious entrepreneur who prefers to know a priori the details of a business of guaranteed success, about which he has more information and runs fewer risks regarding its possibilities and viability.
It is very important to specify the idea in writing, since it involves getting started in the design of the company, the product or the service. It is also essential when drafting it, transmitting the illusion and the firmness that the idea is viable, since in a micro-enterprise the important thing is the people who are going to start it. A good idea with a few non-enterprising promoters will hardly be able to be satisfactorily put into practice, while in the opposite case, any obstacle can be overcome with more ease and push, and still, even if the idea was not entirely innovative, I dare to support it.
Creating a serious, lasting micro-enterprise involves many changes in the personal sphere, so it is convenient to carry out a self-evaluation that allows you to really determine if you are in a position to assume that responsibility, that risk, and if you have the capacity or adaptability face the obstacles that may arise during the process of creation and start-up of the micro-enterprise, of this small company breaking the shell.
In addition to the idea then, the analysis of the socioeconomic environment is essential to know the sector in which we will enter, its operation, current trend (if it is growing, stagnant, or evolving), entry or exit barriers, how it works, if there is any regulation or legislation that imposes any type of requirements or impediments to the development of said activity, if there is any NGO that can advise us, train us, micro-finance us and / or to which we must belong.
The socioeconomic circumstances of the place where the microenterprise is installed will also influence activity (active population, unemployed, interest rates, price level, cost of living, general support and state microenterprise infrastructure, etc.).-
Another item to take into account is the evaluation of the demand and the possible clientele, that is, detecting a need in the market or a need that the microenterprise can satisfy with better quality, lower price, greater availability, artisanal, home delivery, etc., to determine specifically what need is to be covered, so that the detected demand is better satisfied.
Likewise, to know the possible clientele, the market must be segmented, delimiting the specific profile of the potential client (age, purchasing power, cultural level, tastes, shopping habits, current preferences…)
The techniques of probing, surveys or interviews, in short, a small market study will allow to know details for the final design of the product or service; originally just a simple idea that has matured to best suit the needs of the potential microenterprise market.
Studying the competition is also interesting but not easy. Perhaps it will be useful to observe those companies that have a greater market share, those that may condition our micro-entrepreneurial activity, since what is achieved in this way will allow us to know how the sector itself works, its reaction capacity, etc.
Know how a possible competition works, what are their prices, their delivery times, the payment facilities they offer… in short, analyze as much as possible, all the strengths and weaknesses, comparing it with our product or service in gestation, adapting it to the needs and trends and innovating as much as possible to differentiate ourselves and to refine the initial idea. To study the competition we can resort to the simulation tactic, pretending to be the company's clients without mentioning that we can be its future competition within the same sector or economic activity.
Another important requirement will be to determine what needs for raw materials, products and services to take into account for the normal development of the microenterprise. It is advisable to draw up a list together with the frequency and volume of purchases of said inputs.
Having prepared this list, begin with the study of probable suppliers, their operating characteristics, although initially the main problem that will arise as a company in the process of creation will be liquidity, so, in addition to being interested in competitive prices, it will be relevant to know the payment policy for each one, consignments, guarantees offered regarding the product or service - and that they request - the delivery period, location, transport, size, prestige…
Now, for the manufacture of the product or the realization of the service, it will be useful to develop concretely and in writing the entire process involved in the manufacture or realization of the product or service… how is it going to be developed? With what raw materials? What will be critical or problematic inputs? What possibility of outsourcing? How to perform a quality control? What production plan do we have?
In relation to the location analysis, the choice of the place will be determined by a series of circumstances that would have allowed to detect the advantages of said choice, as well as to solve the possible inconveniences of the chosen place (proximity of clients and suppliers, of services in general, location of the competition, transportation costs, price level, pros and cons of the lease or purchase, possibility of leasing, ease of obtaining supplies of electricity, water, storm waste, telephone, Internet, easy access and communications, possibility expansion, needs for works or conditioning, level of fees and taxes, industrial promotion, etc.
Human resources are another of the most important factors for good microenterprise development. Entrepreneurial attitudes, business sense, optimism, diligence, relationships, among others, are fundamental, almost decisive we could anticipate. Determine functions to be developed, group them into jobs and cover them by the micro-entrepreneurs that most closely match the required profile, responsibilities and functions, hours, gradual and gradual salary scale, hiring modalities taking into account the hiring incentives (plans employment officers, industrial promotion officers, etc.)
Regarding the objectives, it is a question of defining them at least the immediate ones, from a quantitative perspective, that is, the sales forecasts for the next three years. In order for the margin of error in these forecasts to be minimal, it is convenient to determine them first month by month (without forgetting that during the initial stage of activity, sales as a general rule tend to be lower as a result of the microenterprise being in the introduction phase in the market. One factor to take into account is whether the product or service is seasonal in nature so that, in this case, the sales possibilities can be analyzed in detail. Once the monthly forecasts are defined, it is easier to establish the sales forecasts for the first year. determining the next two years with rising sales prospects.
The quantitative objectives will delimit the growth possibilities of the microenterprise, the measures to be adopted in accordance with the evolution that the activity is following (whether the forecasts are being met or if they require a change or adjustment of policy and programming.).
Regarding the price of the product or service, the elements that will contribute to its fixation must be detailed, since this will be determined based on different factors that can generally be grouped into two large groups:
- external factors: final consumers, members of the distribution channel, competition and the legal and bromatological framework, etc. internal factors: the company's objectives, production costs and the global marketing strategy and market intelligence.
Once these factors are analyzed and taken into account, we will be able to set at least an approximate price for products and / or services.
Regarding distribution, this represents the channel through which microenterprise production can be delivered to clients or consumers, establishing who and how many will be your intermediaries, distribution areas, optimal routes, transportation costs, etc.
Regarding communication, in order to publicize the product or service to the eventual clientele, a series of tools or means of communication will have to be used, with respect to which we will have to know those that are more profitable, of the most and best arrival. Analyze not only the price but also its impact on the target audience (an ad in a neighborhood bulletin, local radio, yellow pages may be cheap, but the potential customers to be captured through this medium will be scarce, its results will have to be expect them in the longer term.
It is precise on this point, to establish what image of the company they want to offer to potential clients, if they want to differentiate themselves through a logo or anagram, brand, name or company name. /
Likewise, it is convenient to discuss the possibility of promotional plans (offers, discounts, gifts, etc.) and define what type of advertising is going to be carried out, in what media, what continuity and more specifically the type of language to use, form, slogan, etc.
The legal form, on the other hand, deserves an analysis of the different possible legal forms, which will help to choose the one that best suits the characteristics of the microenterprise, highlighting especially the advantages and convenience that this or that choice offers.
To see what possibilities one or the other offers, start by focusing on the number of partners, what contributions each one will make, the type of liability to third parties, procedures and constitution, tax, labor and accounting obligations.
Finally, an economic-financial plan must minimally reflect the initial planned investment, which consists of delimiting all the needs to start the activity, property, garage, land, facilities, rentals, machinery, furniture, office supplies, supplies, taxes, etc..
Once the needs have been established, each micro-entrepreneur must analyze how the financing will be carried out, what own resources are available (monetary or in-kind contributions), and what the external sources will be: official, municipal credit, subsidies, mutual guarantee companies, etc.
From this moment on, we will be in a better position to visualize the viability of the idea, of the project, since any idea, no matter how wonderful, must be translated into numbers that, although not initially, at least yes, after a while prudential, allow a balance to be reached in which expenses are offset by income and can progressively exceed them, generating genuine benefits.
For all this, it will be necessary to design an elementary initial balance, a semiannual and a final (annual) that reflects the investments and the own and other resources necessary at the beginning and after three years of activity, and a provisional income statement that reflects the income for the sales and the expenses or payments that the microenterprise must face for the next three years in order to achieve the objectives proposed for this short term with the maximum possible efficiency.
In conclusion, and highlighting the role of training, credit, reconversion and market intelligence, a lot is said about micro-enterprises, there are even two laws that refer to them - Nos. 24,467 and 25,300-a lot is promised, a lot is published and publicized but, in reality, very little is said and less what is done, concretely.
