Yuh Statement of the Problem This study assessed the Grade 11 learners reading performance at Jantianon National High School – Senior High School, School Year 2020- 2021, as basis for crafting an intervention material suitable to the needs of the learners. Specifically, the study aimed to determine the answers to the following Questions: Statement of the Problem This study assessed the Grade 11 learners reading performance at Jantianon National High School – Senior High School, School Year 2020- 2021, as basis for crafting an intervention material suitable to the needs of the learners. Specifically, the study aimed to determine the answers to the following Questions: Statement of the Problem This study assessed the Grade 11 learners reading performance at Jantianon National High School – Senior High School, School Year 2020- 2021, as basis for crafting an intervention material suitable to the needs of the learners. Specifically, the study aimed to determ

1. Group 2:
Jean R. Marimat Novwen Catubig
Jonna Rose V. Salas John Mark Iyas
Geneva Edrial Jay Mark Sienes
Jeny bie Catipay

2. After opportunity seeking comes the rigorous
process of Opportunity Screening. Because of the
many opportunities possible for the entrepreneur,
it is important to come up with a short list of a few
very promising opportunities, which could be
scrutinized in detail.

3. In screening opportunities, the entrepreneur first has to
consider his or her preferences and capabilities by asking three
basic questions:
1. Do I have the drive to pursue this business opportunity to the
end?
2. Will I spend all my time, effort , and money to make the
business opportunity work?
3. Will I sacrifice my existing lifestyle, endure emotional
hardship, and forego my usual comforts to succeed in this
business opportunity?

4. Risk
Return
Low Risk Medium Risk High Risk
High Return Best Good Fair
Medium Return Good Fair Bad
Low Return Fair Bad Worst
If “YES” is your answer to all of the above, then you can begin your
earnest pursuit of that opportunity. At the simplest level, the entrepreneur
may want to make risk-return grid (Table 2.2.) shown as follows:
Table 2.2. Risk-Return Grid for screening Opportunities
 A more complex screening grid uses twelve criteria for screening
opportunities.

5. 1. Relevance to vision, mission, and objectives of the entrepreneur. The
opportunity must be aligned with what you have as your personal vision ,
mission, and objectives for the enterprise you want to set up.
2. Resonance to values. Other than vision , mission, and objectives, the
opportunity must match the values and desired virtues that you have or wish to
impart.
3. Reinforcement of Entrepreneurial Interests. How does the opportunity
resonate with the entrepreneur’s personal interests, talents, and skills?
4. Revenues. In any entrepreneurial endeavor, it is important to determine the
sales potential of the products or services you want to offer. Is there a big
enough market out there to grab and nurture for growth?

6. 5. Responsiveness to consumer needs and wants. If the
opportunity that you want to pursue addresses the unfulfilled
or undeserved needs and wants of customers, then you have a
better chance of succeeding.
6. Reach. Opportunities that have good chances of expanding
through branches, distributorship, dealerships, or franchise
outlets in order to attain rapid growth are better opportunities.
7. Range. The opportunity can potentially lead to a wide range
of possible product or service offerings, thus, tapping many
market segments of the industry.
8. Revolutionary Impact. If you think that the opportunity will
most likely be the “next big thing” or even a game-changer that
will revolutionize the industry, then there is a big potential for
the chosen opportunity.

7. 9. Returns. It is a fact that products with low costs of
production and operations but are sold at higher prices will
definitely yield the highest returns on investments. Returns
can also be intangible; meaning, they come in the form of high
profile recognition or image projection.
10. Relative Ease of Implementation. Will the opportunity be
relatively easy to implement for the entrepreneur’s or will
there be a lot of obstacles and competency gaps to overcome?
11. Resources Required. Opportunities requiring, fewer
resources from the entrepreneur may be more favored than
those requiring more resources.
12. Risks. In an entrepreneurial endeavor, there will always
be risks. However, some opportunities carry more risks than
others, such as those with high technological , market,
financial, and people risks.

8. The ultimate goal of doing the opportunity screening matrix is to
narrow down the many opportunities into one or two most attractive
ones. The next step is to conduct a pre- feasibility study to ascertain the
viability of the opportunity. The idea is to focus on a few key items that
could make or break the business concept. This time, the entrepreneur
must go down to the details and take time to consider the following
factors that are contained in a pre- feasibility study:
 Market potential and prospects
 Availability and appropriateness of technology
 Project investment and detailed cost estimates
 Financial forecast and determination of financial feasibility

9. MARKET POTENTIAL AND
PROSPECTS
Market potential is based on the estimated number of possible
customers who might avail of the product or service. For a more realistic
number, it would help narrow down your estimation to the relevant
population or target customers in the area where you want to operate your
business (micromarket).
For entrepreneurs who are entering a business that caters to the
basic customer needs, such as food, clothes, beverages, furniture,
appliances, housing, schooling and the like, there would usually be demand
and supply statistics available from government institutions , industry
associations, and research firms.

10. The customers would, oftentimes, make the final choice on
what to buy according to several factors such as: (1) their
purchasing power or disposable income; (2) their proximity or
accessibility to the goods or services; (3) their individual desires
and preferences; (4) their age or generational grouping; (5) their
social , cultural , or ethnic background; (6) their peer group
preferences; (7) their gender; (8) the season of the year; (9) their
personal identification with trend setters; (10) their educational
attainment; (11) their technical proficiency and product
expertise; (12) their motivational impetus; (13) their lifestyle
preferences; (14) their susceptibility to certain advertising and
promotional appeals, and many others.

11. Market estimation is the most difficult task of the
entrepreneur because of the many ways customers can be
divided and segmented . However, the most common way
resorted to by most entrepreneurs are though the use of
demographics such as income(class A, B, C, D, and E),
age(infants, toddlers, six to 12 years, teenagers, young adults,
adults , middle agers, amd senior citizens), gender (male,
female) level of education , and locational proximity. In a pre-
feasibility study, the entrepreneur should, at the very least,
determine and quantify the market potential according to these
broad customer classifications.

12. Using a set of demographics ( e.g., gender, age , place of
residence , income class., etc.) will be the most basic
approach in determining the target segment. Keep in mind
that some general statistics for these demographics can be
found online. If you want to go in more details , then you
might have to look into other specific classifications that
are relevant to the market you are targeting such as the
psychological profiling and lifestyle preferences of the
different costumer segments.

13. Market potential is also affected by the number of
establishments supplying and serving your target customer.
This process would determine how saturated the market is
in the given area coverage. The more suppliers and
competitors there are within a confined area, the greater
level of saturation.
On the one hand, it would be best for the entrepreneur
to keep out of a market where competition is fierce. On the
other hand, some entrepreneurs prefer to enter the biggest ,
richest, and most competitive markets in order to achieve
high visibility and growth potential. However , this is a
high-risk proportion unless the entrepreneur is very

14. In order to assess one’s strengths and weaknesses, there
must be a comparison made with the closest competitors.
Profiling these competitions will help the entrepreneur
gauge their respective strengths and weaknesses and,
therefore , enable the entrepreneur to craft a strategy. By
doing so, the entrepreneur would be able to get an idea of
whether he or she can compete with the existing competitors.
If not, the entrepreneur should change strategy by moving to
a different location or by shifting to a less competitive target
segment in order to avoid competition. Alternatively , the
product or service offering can be improved to enhance its
competitiveness.

15. After estimating the number of potential market or
segment, the next thing that the entrepreneur should
assess is the potential market share he or she can attract.
Conservatively , the entrepreneur can go for a small market
share unless the entrepreneur has a very superior product
or service that can immediately command a large market
share.
In a pre-feasibility study, the most important tasks is to
quantify the market potential in a systematic way.

16. The first thing that the entrepreneur must do is to define the
market coverage or reach he or she wants to serve. The area
could be as big as a country (or even a continent) and a small
as a neighborhood. The area would defined the total
population being targeted. Second , the entrepreneur must
determine the broad market segments within this area or
total targeted population . In a first level attempt at
quantifying the market, the entrepreneur could select such
broad categories like gender, age, and income class.
In the assessment of market potential , the entrepreneur
should evaluate the relative strength of the various suppliers
or competitors in the marketplace by asking the following
question :

17. Who has dominance ?
Who has greater bargaining power?
Which segments of the total market are saturated and
over served and which ones are relatively undeserved ?
Are there market segments which are more attractive
than others for the entrepreneur , either because of past
expertise in the segment or weaker competition in the
segment?
The final task of the entrepreneur in this portion of the
pre-feasibility study is to determine what slice or share of
the targeted market segment he or she wants to carve out
.

18. Without a very definite product formulation or service
proportion , this requires some
“educated guessing “ or intuitive insightfulness. Alternatively
, the entrepreneur could work out the other portions of the
pre-feasibility study first(such as the investment
requirements and costs of production ) and then ask himself
or herself what market would be necessary to earn a decent
return on the product or service. Given this market share
thresholds , the entrepreneur could assess whether this
would be achievable based on the study of the market
potential .

19. Having determined the forecast or derived market share, the
entrepreneur should then estimate potential sales. The sales
forecast can be computed using the following formula:
(Estimated Sales Volume × Estimated Price).
TECHNOLOGY ASSESSMENT AND OPERATIONS
VIABILITY
In order to get the enterprise going , the entrepreneur must go
through the intricacies of detailing the operations that would be
required by the business, which also includes technology
assessment . By going through this process , the entrepreneur
would be able to determine whether the product or service
offering will meet customer demand or not. There are at least
four target customer expectations affecting the scale and

20. 1. Quantities demanded. This would determine the needed
capacity of operations .
2. Quality specification demanded. This would dictate the
following: (a) quality of input or raw materials;(b) quality
assurance process in transforming input to output;(c) quality
output that meet the operations , standards set; and (d)
quality outcomes for the customers who will be looking for
specific results .
3. Delivery expectations. Knowing how much, how frequent ,
and when to deliver your customers .
4. Price expectations. The selling price of the product or service
would be evaluated by the customers according to the value
they would receive (in terms of quality , delivery , and
quantity) and this value added should be matched against

21. Investment Requirements and
Productions/Servicing Costs
Now comes the challenging part,the entrepreneur needs to
determine how much money is needed to start the business
opportunity with consideration to the technologies and operating
levels required.In this aspect,there are three investment that
needed ton be funded:

22. 1. Pre- Operating Costs. These are the costs related to the
preparation for the launch of the business. These include the
pre- feasibility study, in depth feasibility study, market
research, product development, organizational development ,
and initial promotional costs.
2. Production/service Facilities Investment.This refers to the
long- term investment for the actual business establishments,
including investment in land, buildings,machinery, equipment,
computers,software,furniture, vehicle,etc.If the business would
be renting or leasing space, the leasehold improvements (or
renovation) would also be part of the facilities investment.

23. 3. Working Capital Investment. This includes the investment
needed to operationalize the business, composed of cash ,
account receivable,and inventories ( raw material,work- in-
process,and finished goods).The entrepreneurs must see to it
that he or she has enough cash to cover the inventories to be
purchased ( or manufactured), the accounts receivable to
accommodate customers , and the operating expenses to be
incurred. These operating expenses would include the
following:
a. Employee salaries , wages, and benefits
b. Rent and lease expenses
c. Utilities
d. Transportation

24. e. Fees and licenses
f. Commissions
g. Office supplies, etc.
In effect , this part of the pre-feasibility study ask two questions:
1. Do I have enough resources to cover the necessary investment?
2. Would my sales estimates be significantly higher than my
monthly production/service costs in order to produce profits?

25. FINANCIAL FORECASTS AND
DETERMINATION OF FINANCIAL
FEASIBILITY
Upon completing the first Three parts of the pre - feasibility
study, the entrepreneur should now be able to proceed in
constructing his or her enterprise's financial forecasts for the
business. The financial forecasts refer to the monetary
transactions that the business is expected to engage in
ultimately the end result of the financial forecasts Will
indicate the feasibility of the enterprise.

26. Financial forecasting calls for the creation of Four critical
financial statements namely :
1. Income statement
2. Balance sheet
3. Cash flow statement
4. Funds flow statement
The marketing strategy and the production or service delivery
program should translate into forecasts of costs of goods
produced. The rest of the Enterprise Delivery System should
translate into forecasts of operating and non - operating
expenses. Together they comprise are translated into forecasts
of the balance sheet ( which show the investments in a form of
assets and their corresponding financing in the form of

27. The flow of resources should be translated into funds and
cash flow statements. for a better understanding, this
discussion will concentrate on preparing a simple income
statement and balance have.
INCOME STATEMENT
The income statement is a financial statement that
measures an entrepreneur's performance in terms of revenue
and expenses over a certain period. Simply put, the fomula is:
REVENUES - EXPENSES = INCOME OR
PROFIT (LOSS)

28. From revenues forecasted ( quantities sold times the prices
they are sold for), the entrepreneur must subtract the
estimated cost of goods sold corresponding to the forecasted
sales. This should give the gross profit. From the gross profit,
the operating expenses must be deducted to arrive at the
operating profit. Then, the taxes due are subtracted to derive
the net profit after taxes. If the enterprise has non-operating
revenues and expenses , these should be added or subtracted
from the operating profit before the taxes are computed.
BALANCE SHEET
Creating the balance sheet is a bit more complicated because
one has to look at three different things: Assets, liabilities ,and
equities .

29. Assets represent all the investments in the enterprise including
the initial investments that you considered in the pre-feasibility
study (investment requirements). These include cash (on hand
and in bank), accounts receivable, inventory of goods, equipment
and machinery, facilities, vehicles,etc.
Financing the assets or investments are the liabilities and
equity. Liabilities represent the enterprise's debts to suppliers, to
banks, to government , to employees, and other financiers.
Stockholders' equity represents the investors' investments in the
stock (or shares) of the business.
The balance sheet equation is:
ASSETS= LIABILITIES + EQUITY

30. FINANCIAL RATIOS AND
MEASUREMENTS
In any business endeavor, the investor or the entrepreneur
himself or herself will always be interested in knowing the
payback period or how long will it take for him or her to get
back what he or she has invested in the interprise. The income
payback period can be computed as follows:
PAYBACK PERIOD=TOTAL INVESTMENT/ANNUAL NET INCOME
AFTER TAXES

31. In effect, the faster you are able to earn back the money invested,
the be the entrepreneur and the more attractive the business
opportunity becomes.
There is also the return on sales (ROS) ratio where the
entrepreneur ca much profit the enterprise is earning for each
peso sold. The formula is follow:
RETURN ON SALE= NET PROFIT AFTER TAXES/
SALES

32. The Feasibility Study
For bigger projects that entail millions of pesos worth of
investment, feasibility study might be required more than the
pre-feasibility study. As compa pre-feasibility study, a
feasibility study is more comprehensive and detailed i a more
rigorous approach. A feasibility study is prepared to convince
bankers and investors to put money into the business
opportunity. In writing the feasibility study the entrepreneur
should take into consideration the following :

33. 1. a more in-depth study of market potential to ensure that the
business will reach the forecasted sales figures;
2. proof that the product or service being offered has the right
design, as specifications, and preferred features;
3. proof that the entrepreneur and his or her team have the
necessary experience, skills, and capabilities to maximize the
venture's chances of success;
4. legal visibility;
5. more detailed costing on the different assets and more
justification for the production and operating expenses; and
6. more thorough analysis of the technology and its
sustainability.

34. OPPORTUNITY SEIZING
After Opportunity Seeking and Screening, the entrepreneur
is ready for Opportunity Seizing, the final stage. By now, the
entrepreneur has an idea as to where he or she will locate the
business and how he or she will market the product or service.
At this stage, the entrepreneur must be able to determine the
critical success factors that enable other players in the same
industry to succeed while, at the same time, be vigilant about
those factors that cause other businesses to fail.

35. Crafting a Positioning Statement
In order to craft a positioning statement, the entrepreneur is
advised to look at other competitors (or substitutes) in the
marketplace. Details such as their major buyers attributes or
features that make the competitors' products attractive should
give the entrepreneur an idea. Customer profiling will come
into the picture-their characteristics and traits, behavior and
usage pattern, preferences and dislikes.

36. Going through the process of questioning, the entrepreneur will
be able to come up with each of the competing products Main
Value Proposition (MVP) and from there, work on his own
positioning. The following key points can help out the
entrepreneur on how to go about this 'questioning:
1. What are the main customer segments?
2. What are the different product attributes and features of each
of the competitors?
3. What are the existing marketing practices of the various
competitors?
4. What are the market preferences of consumers when it comes
to the products being offered?

37. Designing, Prototyping, and Testing the
Product
From conceptualization, the entrepreneur proceeds to the
design, prototyping, and testing of the concept.Designing
means that the entrepreneur must render the concept and
translate it into its very physical and very real dimensions
(measurement).This entails building a prototype of the product
that will be ready for actual testing by the entrepreneur and
then, later on,subject to testing by potintial costumers through
focus group discussions (FGD), surveys, product demonstration
sessions, and the like.

38. Implementing, Organizing, and Financing
Good planning and good programming are essential to
have good implementation.The entrepreneur must begin
with the end in mind, or his or her desired end results, for
the chosen opportunity.End results refer to the final
outcomes of the business, such as highly satisfied
costumers, huge sales realized, large profits generated, etc.