Feasibility Report Consultants for Pre-Investment Decisions

A feasibility report — business feasibility report, project feasibility report or feasibility report report; the terms are used interchangeably — is an independent, structured examination of whether a proposed venture, expansion or investment can succeed, and on what terms. It tests the market (is there demand, at a price that works, against the competition that exists), the technology and operations (can it be built and run as planned, at the cost assumed), the finances (do the projected cash flows justify the capital, and how sensitive are they), and the regulatory standing (what approvals, and when).

Its output is a recommendation with evidence behind it: go, no-go, or go with named changes. It is the document that turns a decision from a judgement call into a considered one.

A feasibility report answers the question that comes first: should this be done at all, and in what form? A Detailed Project Report assumes the decision to proceed and sets out in full how the project will be executed — the blueprint. A TEV Report is an independent appraisal of a defined project's viability, prepared to the format appraising institutions assess against.

In sequence: feasibility report to decide, DPR to plan, TEV to be appraised. The first is commonly commissioned alone and, on a positive result, followed by one or both of the others; where a proposal has already been decided and documented, we will say on the scoping call that a feasibility report is not the right instrument.

Four moments account for most feasibility studies. Growth: an established business weighing its next step — a new line, market or capacity. Pre-investment: a promoter, board or investor who wants the case verified before capital is committed. Ideation: a concept that needs numbers before it can be taken to anyone. Expansion: a second site, a new city or a larger plant, where the first site's assumptions must be re-tested for the new one.

The common thread is a decision with real money behind it that has not yet been made. Once it has been made, the more useful document is usually the DPR.

Executive summary and recommendation · Market feasibility (demand, segments, pricing, competition, channels, achievable share) · Technical feasibility (technology, process, capacity, site, inputs, implementation schedule) · Operational feasibility (organisation, people, supply chain, systems, partnerships) · Financial feasibility (capital cost, operating economics, projections, IRR, NPV, payback, break-even, sensitivity) · Regulatory and legal standing · Risk matrix with mitigations · Conclusions and the conditions under which the case holds.

Much of what is sold as a feasibility report is a ten-page outline: a description of the proposal, a projection sheet and a conclusion that was never in doubt. It satisfies a filing requirement; it does not inform a decision.

This is a comprehensive report. Every section — market, technical, operational, financial, regulatory, risk — is worked from source data and written so that a board member, an investor or an appraiser can follow each conclusion back to its basis. It is the document you would want in front of you before committing capital, and the one that survives a sceptical reader.

Yes, when the evidence says no. The report is independent of the outcome: we are engaged to examine the case, not to make it. A no-go finding is delivered with the same rigour as a go — with the specific assumptions that fail, and, where it exists, the version of the proposal that would hold. A report that stops a commitment has done its job as fully as one that confirms it.

No. A pre-feasibility report is a short screening exercise that decides whether a full report is worth commissioning; this is the full report. Where a proposal is too early even for that, we will say so on the scoping call.

A description of the proposal and the decision it serves; details of the promoters and the organisation; whatever exists on the market, the technology, the site and the capital required — quotations, agreements, offtake or customer conversations, prior research; and any format your board or investors expect. A specific data request list is issued after the scoping call.

The fee shown on this page is the base professional fee for a standard scope, payable in two instalments — 50% on booking and the balance 50% on sharing of the draft report — with a GST tax invoice issued on receipt of each payment.

Where the decision rests on complex data — several sites, markets or product lines, a large capital programme, or research that has to be commissioned — the professional fee is quoted after the scoping call and can rise to ₹20,00,000, with a correspondingly longer timeline. You will know the fee and the schedule before you commit.

The feasibility supplement offered on the Detailed Project Report page is a companion to that report, scoped to a project already defined; the report on this page is the standalone decision document that precedes it.

10 calendar days from commencement for the standard scope — the day the booking instalment and the data on our request list are both in hand — with a draft shared for your review before the final report is issued. Complex data cases take longer; their schedule is agreed on the scoping call, before you commit. Commissioning takes a few minutes online; the engagement itself begins with a scoping call.