In unit 3 fix all the bold print there are dates to be added to unit 3 Unit 3 Description: You complete the first five pages in this phase of your Capstone Project. This page requirement does not in
Unit 3 Assignment 3
Capstone Project: Goals & Objectives
Post University
BUS695 Capstone
MBA Concentration: Corporate Innovation
Paul Licon
March 23, 2025
Dr. Wayne Emms
Statement of Problem or Opportunity
Technological advancement, economic expansion, and workforce creation rely heavily on Stratasys, Ltd. 3d Printing Company, especially in emerging nations. Business owners who aim to start their companies struggle with limited financial backing and lack business intelligence, mentorship, and infrastructure (Tennessee Tech University, n.d.) These are all valid points; some lack the courage of their convictions and are afraid of failure. Business owners encounter numerous obstacles that produce high starting failure rates, which impede economic potential and prolong periods of poverty. Building an extensive support system focused on overcoming barriers is the key opportunity guiding new business owners toward successful enterprise development. Promoting Stratasys, Ltd. 3d Printing Company will produce higher creativity levels in marginalized groups while decreasing unemployment to bring better economic possibilities (Minnesota Department of Health, n.d.).
Stratasys Ltd. 3d Printing Company stimulates economic expansion; nevertheless, significant obstacles such as funding limitations share responsibility with knowledge gaps and facility deficits, primarily affecting developing nations (Minnesota Department of Health, n.d.). The solution to these barriers would open doors for innovation while generating employment and fighting poverty. This project implements a support network that will empower future business leaders.
Background Overview of the Problem
Paul has recognized Stratasys, Ltd. 3d Printing Company as a vital component that has driven economic growth for a long time. GEM statistics show that worldwide jobs are primarily conducted in small and medium-sized businesses (SMEs), sustaining GDP development in developed and developing economies (Tennessee Tech University, n.d.). Statistics show that new startup failures continue to represent a high percentage since 90% of new business ventures fail to survive their initial five-year period. That is a staggering number, much higher than I would have imagined. Fundamental issues with limited funding access combined with inadequate educational standards and weak institutional backing cause developing economies' problems to intensify.
Startup founders face the most significant challenge when acquiring funding. Traditional financial institutions label startup ventures as high-risk ventures, so obtaining loans or investments becomes very complex for business owners; in addition, banks are weary of a business they might not be familiar with. Potential investors might reject startup proposals due to high financing costs and demanding security requirements. A major obstacle for entrepreneurs lies in their limited knowledge of running business operations and insufficient marketing and financial management expertise despite operating a company. The absence of valuable networking relations and mentorship interactions between entrepreneurs is an amplifying factor that deteriorates the general business literacy of startups.
90% of startups fail to succeed because developing countries face three major systemic obstacles: insufficient funding sources, inadequate infrastructure systems, and minimal entrepreneurial training (Minnesota Department of Health, n.d.). The development challenges experienced by these countries have become even more substantial, thus blocking their progress. When these obstacles disappear, entrepreneurial potential becomes fully active in supporting sustainable development (Minnesota Department of Health, n.d.).
Overarching Goals and SMART Objectives
(Lomax et al., 2012)
Goal #1 SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) objectives designed to determine if Stratasys Ltd.
Project Proposal is financially sound and likely to succeed:
Specific Financial Feasibility Study
Objective: Complete a comprehensive financial feasibility study that includes detailed revenue forecasts, cost breakdowns, sensitivity analyses, and risk assessments.
Measurable: A documented financial model with key metrics (e.g., Net Present Value, Internal Rate of Return, Payback Period) must be produced.
Achievable: Use existing financial data and benchmarking practices.
Relevant: This study is the cornerstone for evaluating the project’s financial viability.
Time-bound: Finalize the study and present results to management within 10 weeks.
Targeted Return on Investment (ROI)
Objective: Identify and secure the necessary financial resources and strategies to achieve a minimum ROI of 15% within the first 18 months of project operations.
Measurable: ROI percentage will be tracked monthly using the financial model and reported quarterly in performance reviews.
Achievable: Implement cost-control measures and revenue-generating strategies aligned with market analysis results.
Relevant: A strong ROI is critical for determining overall project financial success.
Time-bound: Achieve the target within 18 months after project launch.
Strict Budget Compliance and Cost Control
Objective: Maintain project costs within 3% of the approved budget through regular reviews and process improvements.
Measurable: Monitor and report on actual spending versus budget monthly with variance analysis.
Achievable: Cost overruns can be minimized by setting up a dedicated cost control team and using proven financial software.
Relevant: Staying within budget is essential for financial stability and project success.
Time-bound: Achieve this level of control during each quarterly review cycle, starting from project inception and continuing until completion.
Accelerated Cash Flow Break-even
Objective: Reach a cash flow break-even point where project revenues equal to or exceed operating expenses within 18 months of project initiation.
Measurable: Use monthly cash flow statements to track progress toward break-even; a break-even analysis should confirm success once achieved.
Achievable: This objective is attainable with the anticipated revenue ramp-up and disciplined cost management strategies.
Relevant: Achieving break-even is a key indicator of financial viability and reduces investor risk.
Time-bound: Attain break-even status within 18 months from launch, with progress validated in quarterly financial meetings.
By meeting these four objectives, Stratasys Ltd. will have clear, time-bound targets to ensure that the project makes sense financially and is on track to succeed measurably.
Goal 2: Enhance Access to Funding for Entrepreneurs– yes, this Goal fits perfectly as your second Goal
The first objective is to create a microfinance program to grant 500 entrepreneurs low-interest loans during the first year of operations on December 31, 2025 (Tennessee Tech University, n.d.).
The establishment of a $1 million seed fund needs 10 domestic and international investors before Year 2 ends, according to Objective 1.2 on November 30, 2026 (Tennessee Tech University, n.d.).
The organization will build a crowdfunding platform suitable for nearby entrepreneurs to collect $500,000 during its initial twelve months of operation on October 31, 2025 (Minnesota Department of Health, n.d.).
The strategic objective is to lead quarterly financial literacy workshops that will teach at least 200 entrepreneurs financial management methods for getting funding each quarter on March 31, 2025 (SAMHSA, n.d.).
Goal 3: Build Entrepreneurial Capacity Through Education and Training– I like this Goal; it aligns perfectly with the Project’s Opportunity
The initiative will introduce an online Stratasys, Ltd. 3d Printing Company academy that will deliver business planning, financial management, and marketing subjects to welcome 1000 new students during its initial year of operation on September 30, 2025 (Marchofdimes, n.d.).
The second goal is to organize ten major urban business boot camps during monthly sessions while training at least fifty entrepreneurs per session regarding fundamental business practices on January 31, 2025(Tennessee Tech University, n.d.).
A mentorship program under Objective 2.3 will unite 200 of the most experienced business leaders to work as mentors for aspiring entrepreneurs during Year 1 on August 31, 2025 (SAMHSA, n.d.).
The initiative will create 5,000 guidebooks that explore successful local Stratasys, Ltd. 3d Printing Company cases, distributed to the public throughout the year 1 July 31, 2025 (Minnesota Department of Health, n.d.).
Goal 4: Improve Infrastructure to Support Entrepreneurial Activities
The organization will campaign for rural infrastructure funding from the private sector and government sources, seeking $2 million in agreements during Year 2 on June 30, 2026 (University of California, n.d.).
The initiative aims to create five co-working facilities in underprivileged areas, supplying commercial real estate and connectivity to ten or more business owners at each site on May 31, 2025 (SAMHSA, n.d.).
By Year 3, the organization will accomplish Objective 3.3, which is developing partnerships with utility providers for dependable internet access and electricity throughout 10 rural communities on April 30, 2025 (Minnesota Department of Health, n.d.).
Developing a mobile app with market trend updates, funding information, and business resources that should reach 10,000 first-year downloads represents Objective 3.4 on March 31, 2025(Minnesota Department of Health, n.d.).
The fourth goal seeks to establish a supportive environment that nurtures Stratasys Ltd. 3d Printing Company nationwide on February 28, 2025 (Tennessee Tech University, n.d.).
Should the network of local business hubs expand to 15 cities to provide entrepreneurs with resources, networking events, and support services? On January 31, 2026 (University of California, n.d.).
The organization will host an annual Stratasys, Ltd. 3d Printing Company summit to attract 500 participants and promote knowledge exchange and collaborative opportunities on December 31, 2025 (Minnesota Department of Health, n.d.).
Will the initiative establish cooperative relationships with 20 colleges to implement Stratasys, Ltd. 3d Printing Company education across their academic subjects so that yearly enrollment reaches 5,000 students on November 30, 2025 (Marchofdimes, n.d.).
A media promotion initiative targeting 1 million people to showcase entrepreneurial success will launch under Objective 4.4 during the first year of operation on October 31, 2025 (Lomax et al., 2012).
Goal 5: Monitor and Evaluate the Impact of Entrepreneurial Support Programs - excellent
A new monitoring system must be developed to track initiative progress, including impact during Year 1, with quarterly performance assessments starting from Quarter 1 on March 31, 2025 (Minnesota Department of Health, n.d.).
The program will conduct annual surveys assessing participant satisfaction and area-based improvement measures aiming for an 80% response rate as the target metric on December 31, 2025 (Tennessee Tech University, n.d.).
Will the annual impact report about Stratasys, Ltd. 3d Printing Company support program's economic and social outcomes be distributed to stakeholders and the public through Objective 5.3 on January 31, 2026 (Minnesota Department of Health, n.d.).
The program will create a feedback platform that enables entrepreneurs to report their opinions about the program's success. It must receive at least 500 responses on its initial yearly operation on February 31, 2026 (University of California, n.d.).
Conclusion
The project has five principal aims: enabling better funding access, developing entrepreneurial capabilities, strengthening infrastructure, and creating a supportive environment while establishing monitoring initiatives (Tennessee Tech University, n.d.). The project uses 4-5 SMART objectives per goal to deliver quantitative tangible results, including microfinance launches, training program creation, and co-working space development (Marchofdimes, n.d.).
These goals assist countries with developing plans to overcome the obstacles to Stratasys, Ltd. 3d Printing Company in emerging economies (SAMHSA, n.d.). The combination of funding accessibility enhancement alongside entrepreneurial capacity development, improved infrastructure alongside ecosystem creation, and impactful monitoring will establish a thriving entrepreneurial ecosystem (Tennessee Tech University, n.d.).
Reference
Lomax, A., Community Indicators Consortium, P., M. L., & St. Clair County Health Department. (2012). Developing goals, objectives, and Community Health Improvement Plans (CHIPS) performance indicators. https://www.naccho.org/uploads/downloadable-resources/NACCHO_measuablandObjectives_05-09-12Final-Slides.pdf
Marchofdimes. (n.d.). Smart Objectives. https://www.infanthearing.org/coordinator_toolkit/section5/18_smart_objects.pdf
Minnesota Department of Health. (n.d.). Objectives and Goals: Writing Meaningful Goals and SMART Objectives - MN Dept. of Health. https://www.health.state.mn.us/communities/practice/resources/phqitoolbox/objectives.html
SAMHSA. (n.d.). Setting goals and developing specific, measurable, achievable, relevant, and time-bound objectives. In https://www.samhsa.gov/sites/default/files/nc-smart-goals-fact-sheet.pdf. https://www.samhsa.gov/sites/default/files/nc-smart-goals-fact-sheet.pdf
Tennessee Tech University. (n.d.). Examples of measurable goals and objectives. In tntech.edu. https://www.tntech.edu/research/pdf/resources/proposaldevelopmentresources/Examples_of_Measurable_Goals_and_Objectives.pdf
University of California. (n.d.). Performance Appraisal Planning 2016-2017 SMART Goals: A How to Guide. In Unknown. https://www.ucop.edu/local-human-resources/_files/performance appraisal/How%20to%20write%20SMART%20Goals%20v2.pdf
