Études de Rentabilité : Valider un projet avant d’investir
Études de Rentabilité : Valider un projet avant d’investir
Walid Bergaoui
Profitability Studies: Validating a Project Before Investing
You have a project in mind — a new investment, a product, a point of sale, an internal transformation — and one question keeps you from moving forward with confidence: is it really profitable? Launching a project without a profitability study means navigating blind, and too many companies commit based on a hunch or an unverified promise. This training gives you a rigorous, objective method to answer with hard numbers, before you commit a single dinar.
The approach is concrete and hands-on. You first learn to turn an idea into a complete business model: potential revenue, cost structure, investments, future expenses, seasonality — all broken down into three scenarios: optimistic, realistic and pessimistic. You then carry out a real market analysis (size, competition, pricing, trends, barriers) to calibrate your assumptions against reality, and you go on to master the indicators that settle the matter: break-even point, net margin, payback period and net present value (NPV). You also track down the hidden costs — maintenance, training, software, support, logistics, HR — that derail so many projects.
By the end of the program, you know how to identify and quantify risks, build contingency plans and, above all, formulate a clear, defensible recommendation: invest, defer, adjust or abandon. You leave with your own profitability study, built during the training, and with a reflex that will safeguard every future decision: never again investing blind, but allocating your resources with clarity for solid, sustainable growth.
What you walk away with
This training is not a theoretical course: it is a workshop that produces deliverables you can use directly for your project.
Your complete financial model — a 3-scenario simulation file, reusable for all your future projects.
Your decision indicators — break-even point, ROI, NPV and net margin calculated on your real case.
A risk matrix — your uncertainties identified, quantified and paired with contingency plans.
A decision report ready to present — a clear recommendation to bring before management, a partner or a banker.
Program — 11 sessions of 1 hour
A workshop-based program that builds, session after session, a complete profitability study on your own project: from framing the idea to the final recommendation to present. Each module adds a building block to your model.
Module 1 — Framing the project and the market (sessions 1-3)
1. What a profitability study is for — why decide on numbers rather than a hunch, the costs of a bad launch, and the end-to-end approach you will follow.
2. Framing the project and its assumptions — turning an idea into a clear scope: objectives, deliverables, life span, and the key assumptions to verify.
3. Market analysis — market size, absorption capacity, competition, average prices, sector trends, barriers to entry and regulatory constraints.
Module 2 — Modeling revenue and costs (sessions 4-6)
4. Modeling revenue — calibrating credible sales from the market: volumes, prices, product mix and seasonality.
5. The cost structure and the investment — fixed and variable costs, initial investment (CAPEX) and recurring expenses (OPEX).
6. Uncovering hidden costs — maintenance, training, software, support, logistics, additional human resources: what the first estimates leave out.
Module 3 — Calculating profitability (sessions 7-9)
7. Break-even point and net margin — at what volume the project becomes profitable, and how much it really brings in.
8. ROI, payback period and NPV — measuring return on investment, payback time and net present value over several years.
9. The three scenarios — building a dynamic optimistic, realistic and pessimistic model to see all the impacts at a glance.
Module 4 — Risks and decision (sessions 10-11)
10. Identifying and quantifying risks — supplier dependency, market fluctuations, internal constraints, availability of skills, robustness of the model; and building your contingency plans.
11. Formulating the recommendation — invest, defer, adjust or abandon: concluding with a clear, quantified decision report tested against operational reality.
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