ST. PETER BAPTIST COLLEGE FOUNDATION, inc.

Formerly: St. Peter Baptist Academy)

Lupi, Camarines Sur

MODULE 1: FINDING BUSINESS OPPORTUNITIES

This module guides aspiring entrepreneurs through the process of identifying, evaluating, and
selecting viable business ideas using both external and internal sources. And Finding the right
business opportunity can be downright challenging and at times frustrating. And sometimes you might
encounter problems and potential failures in your business ventures.

Scanning the Business Environment

Entrepreneurs begin by listing potential business ideas.

External Sources of Business Opportunities

There are numerous external sources of business opportunities. These external sources are
the external following:
 sociocultural factors
 technological advancements
 economic growth or decline
 political and legal factors
 Legal factos
 new discovery or new knowledge
 futuristic or unexpected opportunities
 consumer preferences, including preferences of digital customers
 competitors
 societal problems or irritants in the marketplace
 physical location of the entrepreneur

Internal sources of business opportunities

This come from entrepreneur own strengths:
 talents, hobbies, skills, expertise, or academic background
 financial capacity
 processes or operational capacity
 leadership and people management skills
 entrepreneurial attitude/character
 vision and strategy
After scanning the external and internal markets for business opportunities, the next step is to
validate if, indeed, the initial business opportunities you have listed are really feasible or doable.
There are four important element. This are the following:
1. Market potential – Offers superiors value to customers.
2. Financial feasibility -Generate sustainable income.
3. Competitive advantage - The business solves a compelling problem, issue, need, or want.
4. Entrepreneurial resources - Matches the entrepreneur's strength, skills, resources, and risk
appetite.
 ST. PETER BAPTIST COLLEGE FOUNDATION, inc.
Formerly: St. Peter Baptist Academy)
Lupi, Camarines Sur

To find out if your potential business venture satisfies the four elements, you can make an
Opportunities Attractiveness Matrix (OAM). The OAM, as its name suggests, details the
"attractiveness," feasibility, or viability of an opportunity in terms of market potential, financial
feasibility, competitive advantage, and entrepreneurial resources. And the OAM helps to assess these
elements objectively with a partner checker to avoid the bias.
The term attractiveness is synonymous with business feasibility or business viability. It is at
this stage when you, the would-be entrepreneur together with a partner checker (a person who will
objectively assess your data and eventual OAM), must research on the attractiveness of each
element.

MODULE 2: PREPARING THE BUSINESS PLAN

This module is more personal because it shows that the entrepreneurship isn’t just
about spotting opportunities its about carefully shaping them into something sustainable. It begins by
reminding us that a business plan is more than paperwork s, it’s a way of organizing your thoughts,
anticipating risk, and preparing a strategies to face the challenges.

PREPARING THE STRATEGIC PLAN FOR COMPETITIVE ADVANTAGE

 This plan focuses on how your business will compete in its environment.
 It identifies opportunities and threats, analyzes competitors, and shows how you can use your
strengths to gain an edge.
Format:
I. Executive Summary – A concise overview of the business plan.
II. The Competitive Environment – Industry and competitor analysis.
III. Competitive Strategies – Clear strategies to achieve advantage.
THE COMPETITIVE ENVIRONMENT
 Industry Analysis: Examines the industry over the next 3–5 years. It looks at growth trends,
threats, and opportunities to decide if the business is worth pursuing.
 Competitive Analysis: Studies what competitors are doing now and what they might do in the
future. It explains their driving forces and strategies.
INDUSTRY ANALYSIS – PORTER’S FIVE FORCES
1. Threat of new entrants – How easy it is for new competitors to enter the market.
2. Buyer power – The influence customers have on pricing and demand.
3. Supplier power – The control suppliers have over costs and availability of inputs.
4. Threat of substitutes – The risk of customers switching to alternative products/services.
5. Rivalry among existing firms – The intensity of competition among current players.
COMPETITIVE ANALYSIS – COMPETITIVE PROFILE MATRIX (CPM)
 A tool that compares your business against competitors.
 Uses Critical Success Factors (CSFs) such as product quality, pricing, distribution, and
customer service.
 Each CSF is weighted and scored:
 ST. PETER BAPTIST COLLEGE FOUNDATION, inc.
Formerly: St. Peter Baptist Academy)
Lupi, Camarines Sur

o 4 = Major Strength

o 3 = Minor Strength

o 2 = Minor Weakness

o 1 = Major Weakness

 Helps identify where your business is strong or vulnerable compared to others.

COMPETITIVE STRATEGIES – PORTER’S GENERIC STRATEGIES
1. Cost leadership – Operate at the lowest cost possible, often through bulk production and
economies of scale. Works best for established businesses with resources.
2. Differentiation – Highlight unique features or qualities that competitors lack. Makes your
product/service stand out.
3. Focus strategy – Concentrate on a specific market segment.
o Cost Focus – Offer lower prices to a niche market.

o Differentiation Focus – Provide unique features to a niche market.

REMINDER!!
Choose one clear strategy. Mixing contradictory strategies (e.g., cost leadership + differentiation)
confuses customers and weakens your position.
PREPARING THE MARKETING PLAN
 A marketing plan outlines how you will attract and retain customers.
 It includes strategies, costs, goals, and action steps for a set period (example: one year).
FORMAT:
I. Product/Service Offering
II. Value Proposition (VP) & Unique Selling Proposition (USP)
III. The 7Ps of Marketing (Product, Place, Price, Promotion, People, Packaging, Process)
IV. Sales Forecast
PRODUCT OR SERVICE OFFERING
 Decide if you will offer a product, service, or hybrid.
 Define your mix (multiple offerings), depth (range within a product line), and width (number of
product lines).
 Example: A smartphone business may sell different models (depth) and also offer repair
services (mix).
VALUE PROPOSITION & USP
 Value proposition (VP): A statement of the benefits customers will gain.
 Unique selling proposition (USP): A statement of what makes your product/service different
from competitors.
 Both must be communicated effectively through digital platforms (social media,
websites) and traditional channels (ads, flyers, TV/radio).
THE 7PS OF MARKETING
1. Product – Define brand name, description, and features.
2. Place – Decide where and how the product will be sold.
 ST. PETER BAPTIST COLLEGE FOUNDATION, inc.
Formerly: St. Peter Baptist Academy)
Lupi, Camarines Sur

3. Price – Compute costs and set pricing strategy (example: penetration pricing: low initial price
to gain market share, then increase later).
4. Promotion – Use strategies like online engagement, food expositions, and
magazine/newspaper ads.
5. People – Identify who is involved in delivering the product/service.
6. Packaging – Present the product attractively to customers.
7. Process – Ensure efficient delivery of value to customers.

MODULE 3: SIMULATING THE BUSINESS

This module focuses on the execution of the business plan and bringing ideas to life and it
emphasize the teamwork, accountability, and the importance of sticking to the business plan.

BUSINESS SIMULATION MODELS

Model A
This where they run a school based guided by their teacher
Guidelines for Model A:
1. Form a group of five, appoint a leader, and divide tasks (marketing, operations, finance).
2. Prepare the business plan and assign equal responsibilities.
3. Create a strategic and captivating brand name.
4. Consult the ABM teacher every Monday and Friday for five weeks:
o Week 1: Strategy plan for competition

o Week 2: Marketing and sales plan

o Week 3: Operations plan

o Week 4: Financial plan

o Week 5: Complete business plan

5. Present weekly progress and sales reports; consultations must be documented.

6. Ensure compliance with school rules; prepare SMART objectives and a Gantt chart.
o Gantt chart answers: What, When, Who, How.

7. Operate during the Business Enterprise Simulation Fair for three days, eight hours per day.
o Booths must display brand name, have an info desk, chairs, and lighting.

8. Apply marketing strategies (7Ps) and operations strategies (methods, manpower, machine,
materials).
9. Prepare a statement of comprehensive income and compare with projected income.
 ST. PETER BAPTIST COLLEGE FOUNDATION, inc.
Formerly: St. Peter Baptist Academy)
Lupi, Camarines Sur

Model B – Community-Based Business

 Implemented outside the school with guidance from an industry partner/mentor.
 Requires barangay or subdivision permit (no DTI or government permits).
 Groups operate an existing but relatively new product/service (less than one year in operation).
 Goal: boost the salability of the mentor’s product/service, manage operations, and strengthen
brand image.
Guidelines for Model B:
1. Form a group of five, appoint a leader.
2. Select an industry partner (must be a new entrepreneur, <1 year in operation).
3. Prepare a business plan for the mentor’s product/service, even if they already have one.
4. Decide whether to retain or change the brand name, with justification.
5. Consult the mentor every Monday and Friday for five weeks:
o Week 1: Strategy plan for competition

o Week 2: Marketing and sales plan

o Week 3: Operations plan

o Week 4: Financial plan

o Week 5: Complete business plan

6. Mentor must fully discuss their business; group must ensure strategies are ethical, meet
quality standards, and protect customers.
7. Prepare SMART objectives and a Gantt chart (What, When, Who, How).
8. Operate for three days, eight hours per day, depending on mentor’s schedule.
o Maximum of three groups per product/service type.

9. Apply marketing strategies (7Ps) and operations strategies with mentor’s approval.
10. Prepare a statement of comprehensive income and compare with projected income.
Key Difference Between Model A and Model B
 Model A: New product/service created and implemented inside school, guided by ABM
teacher.
 Model B: Existing but relatively new product/service implemented in the community, guided by
industry partner.
 Both models require marketing, operations, financial planning, and evaluation, but differ in
setting and product/service origin.

Business simulation is about learning by doing. Whether inside school or in the community, the
process teaches discipline, teamwork, risk management, and the importance of continuous
evaluation.
 ST. PETER BAPTIST COLLEGE FOUNDATION, inc.
Formerly: St. Peter Baptist Academy)
Lupi, Camarines Sur

MODULE 4: WINDING UP THE BUSINESS

This module is the final stage of the life cycle of a business, winding up or closing down operations.
Winding up involves selling assets, paying creditors, and distributing what remains to the
entrepreneur. While it often carries a negative connotation, winding up can also be seen as a way to
start fresh and prepare for a new chapter.
Steps When Winding Up Your Business
1. Inform Customers
o Notify them of closure so they can find alternatives.

o Example: A salon should inform regular patrons to avoid last-minute complaints.

o Shows genuine concern for customer needs.

2. Inform Creditors and Suppliers

o Gives them time to collect receivables.

o Helps them adjust to losing you as a client.

3. Settle Outstanding Obligations

o Pay debts to creditors and suppliers.

o In sole proprietorships, personal property may be used to settle debts.

4. Allocate Funds for Contingent Obligations

o Prepare for unexpected costs that may arise during closure.

5. Discharge Unneeded Assets

o Sell or dispose of assets to avoid storage and depreciation costs.

o Converts assets into cash.

6. Ensure Proper Recording of Transactions

o Keep documents for at least five years.

o Protects against disputes and provides evidence if needed.

7. Cancel Business Registrations

o Cancel business name with DTI.

o Cancel permits with the local Business Permit and Licensing Office.

8. Settle Tax Obligations

o Pay all dues with the Bureau of Internal Revenue (BIR).

Winding up is not just about closure, it’s about responsibility, accountability, and reflection.
Ending a business properly ensures debts are settled, customers and suppliers are respected,
and lessons are carried forward into future entrepreneurial journeys.
 ST. PETER BAPTIST COLLEGE FOUNDATION, inc.
Formerly: St. Peter Baptist Academy)
Lupi, Camarines Sur

REFLECTION
Module 1: Finding Business Opportunities
This module teach me to that winding up a business requires responsibility, transparency, and respect
for the customers and to the community. And that chances for success are everywhere, but I need to
be intentional in recognizing them. Opportunities can come from external factors like trends and
community needs, and also from internal strengths such as my skills and resources. The
Opportunities Attractiveness Matrix showed me how to evaluate ideas carefully instead of rushing into
them.
The biggest takeaway is that closure is not the end of entrepreneurial, it’s a chance to
reflect, learn and grow for the next chapter.

REFLECTION
Module 2: Preparing the Business Plan
This module teach me that entrepreneurship is not just about having a good idea, but its about
planning with clarity and discipline. And a business plan is a roadmap helping entrepreneurs to stay
focused while anticipating the challenges.
.

This module made us understand that clarity and preparation are essential in achieving
anything. Dreams remain vague unless I turn them into specific actions. Planning gives me direction,
and direction gives me confidence. It taught me that success in life, just like in business, requires not
only creativity but also discipline and foresight.

REFLECTION
Module 3: Simulating the Business
It shows that entrepreneurship. And showing that success isn’t just about ideas or plans, its about
execution and adaptability. It teach us that running a business requires discipline, teamwork, and the
ability to learn from both success and mistakes.

I find this module inspiring because it remind us that success comes from experience
and adaptability. And business is not just a number and strategies, its about the relationships,
discipline, and the courage to keep going even when the things get tough.
 ST. PETER BAPTIST COLLEGE FOUNDATION, inc.
Formerly: St. Peter Baptist Academy)
Lupi, Camarines Sur

REFLECTION
Module 4: Winding Up the Business
This module teach us that business closure by reframing it not as failure, but as part of
the natural cycle of entrepreneurship. And that winding up a business requires responsibility,
transparency, and respect dor the customers and for the community.

Every business whether successful or not, leaves behind wisdom.