The Feasibility Study about TilapiaLux AquaFarm

Executive Summary a. Marketing Feasibility The marketing feasibility of the business is crucial before moving on to the financials. It assesses the product's demand in the area it wishes to satisfy and necessitates the company strategizing how it plans to be known and establish its name. Furthermore, the marketing aspect serves as projections or ideals for potential sales and production capacity to determine the market that Tilapia Lux could create and satisfy for profitability and socio-economic goals. In Tilapia Lux, demand is generated as opposed to contested. In the Blue Ocean Strategy context, the business analogy describes the broader and deeper potential of unexplored market space. Thus, competitors, but a healthy one, are identified. b. Technical Feasibility The farming process will undergo three stages: stocking, growing, and harvesting. Tilapia growth begins with the stocking stage, which involves buying or stocking tilapia fingerlings. The business purchases tilapia fingerlings from a fish supplier or market in Laurel, Batangas's locality. The fish are then transferred into floating cages in Taal Lake for high- quality care. The tilapia farmer's objective in the growing stage is to feed the Tilapia as they grow to raise them and ensure a cost-effective and healthy harvest. The harvesting stage comprises selecting and sorting the Tilapia. Tilapia can be harvested fresh, dead, or frozen after being placed in a moribund state. General hygiene protocols, water quality management, feed management, management of veterinary drugs and chemicals, fish health and disease management, and harvest and post- harvest practices will be observed following the ASEAN Good Aquaculture Practices for Food Fish. c. Management Feasibility TilapiaLux's business owners will establish a silent partnership wherein seven individuals will be referred to as "financiers." Likewise, silent partners share in the profits and losses of a business, but do not participate in its management or operations. By paying employees fairly and following the Philippine Labor Code, the company will ensure that their well-being is prioritized. Roles and other activities were adequately distributed and shown in the organizational chart and structure. Overall, this chapter has been thoroughly evaluated and studied. d. Financial Feasibility The company employed five floating cages with an area of hundred square meters, each cage located at Barangay Gulod in the municipality of Laurel in the province of Batangas. The local government handles the regulation and control of the fish cage sector within the Taal Volcano Protected Landscape (TVPL) because they are the ones who have jurisdiction over the aquaculture zone. The cage system and the Bahay Kubo cost amounted to a total of two hundred and thirty-five thousand pesos. Since there is no maximum number of fish that may be kept in a cage system, the fish cage can hold more than 350,000 fingerlings; nevertheless, overstacking can hinder the development of the Tilapia. There are seven partners, and the total owners' equity contributed by all seven is PHP 1,500,000 plus a 500,000 loan. The overall cost of the investment comes to PHP 2,000,000 e. Socio-Economic Feasibility The business is in line with aquaculture farming. Thus, this means that Tilapia Lux Aquafarm covers various positive socio-economic impacts on its environmental vicinity and the people. With the growing population and increasing unemployment, the business will be a safe space for our local farmers, who have yet to be left out of modernization. Furthermore, this will be a ground for economic growth and agricultural advancement that can significantly benefit the government. Safe and controlled farming methods will also be used instead of cyanide fishing, which is very harmful to aquatic life. This can also mean that safe and quality produce of Tilapia is offered to the business' customers. Not only that, but the strategy in the business seeks to break the value-cost trade-off by eliminating and reducing factors an industry competes on and raising and creating factors the industry has never offered. TilapiaLux does not use the competition as a benchmark but instead employs a distinct strategic logic called Value Innovation. In place of beating the competition, the business renders it relevant by simultaneously creating a leap in value for the buyers and Tilapia Lux, thus opening up new and uncontested market space. In essence, the study and proposed business is a gateway to the realization of spreading the word about the open space source of Tilapia and the

Executive Summary a. Marketing Feasibility The marketing feasibility of the business is crucial before moving on to the financials. It assesses the product's demand in the area it wishes to satisfy and necessitates the company strategizing how it plans to be known and establish its name. Furthermore, the marketing aspect serves as projections or ideals for potential sales and production capacity to determine the market that Tilapia Lux could create and satisfy for profitability and socio-economic goals. In Tilapia Lux, demand is generated as opposed to contested. In the Blue Ocean Strategy context, the business analogy describes the broader and deeper potential of unexplored market space. Thus, competitors, but a healthy one, are identified. b. Technical Feasibility The farming process will undergo three stages: stocking, growing, and harvesting. Tilapia growth begins with the stocking stage, which involves buying or stocking tilapia fingerlings. The business purchases tilapia fingerlings from a fish supplier or market in Laurel, Batangas's locality. The fish are then transferred into floating cages in Taal Lake for high- quality care. The tilapia farmer's objective in the growing stage is to feed the Tilapia as they grow to raise them and ensure a cost-effective and healthy harvest. The harvesting stage comprises selecting and sorting the Tilapia. Tilapia can be harvested fresh, dead, or frozen after being placed in a moribund state. General hygiene protocols, water quality management, feed management, management of veterinary drugs and chemicals, fish health and disease management, and harvest and post- harvest practices will be observed following the ASEAN Good Aquaculture Practices for Food Fish. c. Management Feasibility TilapiaLux's business owners will establish a silent partnership wherein seven individuals will be referred to as financiers. Likewise, silent partners share in the profits and losses of a business, but do not participate in its management or operations. By paying employees fairly and following the Philippine Labor Code, the company will ensure that their well-being is prioritized. Roles and other activities were adequately distributed and shown in the organizational chart and structure. Overall, this chapter has been thoroughly evaluated and studied. d. Financial Feasibility The company employed five floating cages with an area of hundred square meters, each cage located at Barangay Gulod in the municipality of Laurel in the province of Batangas. The local government handles the regulation and control of the fish cage sector within the Taal Volcano Protected Landscape (TVPL) because they are the ones who have jurisdiction over the aquaculture zone. The cage system and the Bahay Kubo cost amounted to a total of two hundred and thirty-five thousand pesos. Since there is no maximum number of fish that may be kept in a cage system, the fish cage can hold more than 350,000 fingerlings; nevertheless, overstacking can hinder the development of the Tilapia. There are seven partners, and the total owners' equity contributed by all seven is PHP 1,500,000 plus a 500,000 loan. The overall cost of the investment comes to PHP 2,000,000 e. Socio-Economic Feasibility The business is in line with aquaculture farming. Thus, this means that Tilapia Lux Aquafarm covers various positive socio-economic impacts on its environmental vicinity and the people. With the growing population and increasing unemployment, the business will be a safe space for our local farmers, who have yet to be left out of modernization. Furthermore, this will be a ground for economic growth and agricultural advancement that can significantly benefit the government. Safe and controlled farming methods will also be used instead of cyanide fishing, which is very harmful to aquatic life. This can also mean that safe and quality produce of Tilapia is offered to the business' customers. Not only that, but the strategy in the business seeks to break the value-cost trade-off by eliminating and reducing factors an industry competes on and raising and creating factors the industry has never offered. TilapiaLux does not use the competition as a benchmark but instead employs a distinct strategic logic called Value Innovation. In place of beating the competition, the business renders it relevant by simultaneously creating a leap in value for the buyers and Tilapia Lux, thus opening up new and uncontested market space. In essence, the study and proposed business is a gateway to the realization of spreading the word about the open space source of Tilapia and thereby recognizing the potential opportunity for the fisheries to market their goods to the neighboring municipalities and provinces of Batangas.

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