Feasibility report is the basis for enterprises to invest in new markets, new products or change their business strategies on the basis of market segmentation. It is a tool for enterprises to unify their thinking and understanding. It is the most important document to evaluate the risk and return of the project, and it is also the first commitment letter to investors. Even in the era of planned economy, the feasibility report is indispensable, and it is a key document for enterprises to invest in projects. However, many cases tell us that after an enterprise gets a project, the feasibility report loses its meaning, and often no one is responsible for the results and success or failure of the project. After entering the market economy, many state-owned enterprises are still compiling feasibility reports with old ideas and methods, while some private enterprises simply ignore the feasibility reports and make decisions by feeling. It should be said that there is no feasibility report: enterprises may succeed with the wisdom of leaders, and products may sell well, but they can only take a chance, not a long-term solution. So what can the feasibility report do? In short, the feasibility report is to reduce the investment risk of enterprises and improve the success rate of decision-making.

From several feasibility reports I have read, the common problems are as follows: First, the feasibility report emphasizes why the project should be carried out, but ignores the detailed implementation plan and how to realize it; Second, there are many macro and fuzzy data in the feasibility report, but few micro and specific data, so it is difficult to evaluate and judge; Third, there is no or little measurement standard and responsibility distribution, and success or failure is difficult to distinguish; Fourth, the market forecast is too optimistic and the understanding of "unexpected events" is insufficient; Fifth, it is too rough to evaluate the dynamics and possible changes of the environment, market, users, especially competitors, and it is difficult to know ourselves. Of course, very few enterprises regard the market potential as the market scale, or regard the market scale as the market goal of the enterprise, which may bring even greater disasters.