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The company does not exist
Open registration or complete setup. If the vehicle is still open, decide branch versus subsidiary first.
Do not start on digital transformation or tender.
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A plan explains how the venture will operate. A feasibility study tests whether it should proceed. Both must be built for the actual Tanzania market and the actual audience.
A business plan explains how a venture will operate and achieve its objectives, while a feasibility study tests whether the proposed project is commercially, operationally and financially viable. Zatra develops decision-grade business cases using market evidence, operating assumptions, financial projections, risks and implementation requirements tailored to the project's purpose and audience. Discuss Your Business Plan or Feasibility Study.
On this page: What Zatra handles · Process · Documents.

Founders and investors who need a decision-grade case before funding, expansion or market entry.
Generic templates that ignore Tanzanian licences, tax, logistics and counterparties.
The decision the report must support, the audience, and any existing market or financial work.
Startups, SMEs, project sponsors and investors who need a Tanzania-specific case, not a generic template.
Reports that cannot be used: no local evidence, no operating model, and financials that ignore tax, FX and licence constraints.
A document the intended audience can actually use — with assumptions, risks and implementation requirements made explicit.
A business plan describes how the venture will operate and reach its objectives. A feasibility study tests whether the project should proceed at all. Investors often need both, in that order of honesty: test first, then plan the path that survived the test.
Market, customers, operating model, organisation, regulatory path, implementation steps and financial projections with explicit assumptions. Tanzania-specific licence, tax and logistics constraints belong in the body, not an appendix afterthought.
Demand, technical or operating feasibility, financial viability and key risks. It should be possible to conclude “do not proceed” if the evidence says so.
By defining the customer, the alternative they use today, pricing, channels and competitors — using Tanzania-relevant evidence. See market research.
Projections that match the operating model, with sensitivities. We do not invent market-size statistics. Where official data is used, it is attributed to NBS, BOT or the relevant international source.
Management, boards, lenders or investors. The audience changes the evidence standard. A bankable plan is not the same document as an internal strategy memo.
Exact lists depend on the entity, ownership and activity. Start with these items, then confirm against the live regulator or bank process.
Full foreign-investor pack: required documents checklist.
Lock the decision and the audience.
Gather Tanzania-relevant market and operating inputs.
Build projections with explicit assumptions.
Test risks and whether the recommendation survives.
Processing time and government fees change. Zatra does not publish a fixed timeline or fee table on this page; those are confirmed from the current authority or institution for the specific file.
Copy-paste regional statistics, hiding licence constraints, and presenting a forecast as a contracted outcome.
Zatra does not guarantee authority acceptance, processing time, bank approval, incentive eligibility or that one registration authorises trading. Live regulator, bank and immigration rules govern.
Unstable regulatory facts are checked against the competent Tanzanian authority. Zatra cites the source of record, not a third-party summary.
If a portal, form or fee has changed since this review date, the live government source governs.
Most briefs need three or four pages, not forty-six. Start on the formation spine. Advisory sits after the company exists.
Not incorporated yet
Open registration or complete setup. If the vehicle is still open, decide branch versus subsidiary first.
Do not start on digital transformation or tender.
Already on the register
Stay on continuity. Standing answers sit on FAQs. Professional fees stay on pricing, separate from government charges.
Formation spine
Enough for the intended audience to test the operating model, risks and money. Length is not quality.
Often yes, when the decision is whether to proceed at all. A plan that assumes the answer is yes is not a feasibility study.
It can support a financing discussion if the audience, evidence and financials match lender or investor expectations. Acceptance is never guaranteed.
A proper feasibility test includes financial viability. Modelling depth follows the decision.
The concept, constraints, any existing data, and honest access to operations or counterparties. We cannot invent the client's costs.
Confirm structure, document gaps and regulator exposure before committing package fees or third-party spend.
See live pricing —
Government, bank and official charges are separate.
Tell us whether the audience is management, a bank, an investor or a board — the evidence standard follows the decision.
Use these articles for orientation, then brief the commercial desk for the live route.