I have read several feasibility reports of state-owned enterprises, but found that their purposes and contents are quite different from those of foreign enterprises. First of all, the purpose of the feasibility report of state-owned enterprises is to convince superior leaders to get corresponding recognition and support, and assume that superior leaders know the situation better than themselves. Once the report is approved, the superior leader will bear the corresponding responsibility.
Different purposes naturally lead to different contents. There are several main aspects here:
First, the feasibility report of state-owned enterprises emphasizes why this project should be carried out, but ignores how to carry out this project. It seems that the specific implementation plan and plan should be considered after the project is approved;
Second, there are a lot of macro and fuzzy data in the feasibility report of state-owned enterprises, but there are few micro and specific data and information. If the superior leader does not know the situation of the corresponding market and users, it is difficult to make a judgment and can only sign with his eyes closed;
Third, the feasibility report of state-owned enterprises has no or few specific and quantifiable measurement standards and responsibility distribution, which lays the foundation for the big deviations and problems in the future and is convenient for "passing the customs";
Fourth, the feasibility report of state-owned enterprises is optimistic about the market forecast in the next few years. It seems that if you are not so optimistic, you won't approve it, and you don't know enough about all possible "emergencies" or even write it down. In this way, when there is deviation, we can emphasize the objective reasons and attribute them to unpredictability;
Fifth, the evaluation of market, users, competition and risks in the feasibility report of state-owned enterprises is too rough and too little. It doesn't take into account that while their own enterprises invest in a popular project, other enterprises may also prepare similar projects and become their own competitors, so they don't talk about market share, and take the total market size as the main reference standard for decision-making. Naturally, there are no such concepts as "market segmentation" and "market positioning".