This information is optional.
Has the company generated and maintained a complete 'Technology balance sheet" that is adequate to develop the product and specifies the information listed below?
2. Can the team show how all the technology will come together to force a product that will be not only unique but also self-sustaining (ie capable of evolving into future generations)?
Does a product development plan, specifying resources and schedule, exist?
Have risks been clearly identified and factored into the product development plan?
Does the chief technical officer have the capability and stature to hire, lead, and manage a high performance technical group?
Does the company have a well-defined organization and processes that will enable it to produce products at the cost, quality, and schedules required by its customers?
Does the company have a manufacturing strategy, including the degree of integration (ie. which components or assemblies it will buy and which it will build), plant location, critical processes, specialized components and quality control?
If a strategic manufacturing partner is required, have candidates and contacts been identified?
Will contract and/or offshore manufacturing capability be required in order for the business to produce effectively in terms of quality and cost? If the company intends to do its own manufacturing, have the plant size and factory location been figured into the plan?
Does the company manage its raw materials and finished goods inventories in an optimal fashion?
Has the company translated its technology uniqueness into a relatively concrete product concept?
Is it self-sustaining - i.e., does it provide for the evolution of future generations or multiple lines of the product?
Have goals been formulated for product cost as well as quality and compatibility?
Does a product definition or functional specification exist of the product being designed?
Does a data sheet exist that spells out the planned features, functions, and benefits?
Does the company have a formal Business Plan?
Does the Business Plan's contain the following elements:
Does the company have a formal Financial Plan that includes:
Does the plan clearly demonstrate that the company is sustainable?
Does the plan refer to a detailed plan for the next stage of development including a list of objectives, a schedule with milestones, and allocations of the required financial and human resources and external risks?
Does the company have a formal marketing plan?
Has a compelling buying rationale (i.e., why) been identified for each of the customer groups (i.e. who) to purchase the product?
Has a product requirements specification been written?
Does the person responsible for marketing have experience in successfully marketing these sort of products/services? Can he or she attract, lead, and manage a "grade A" marketing staff?
Does the market plan outline include the following components?
Does the business have an initial outline of channel-of-distribution alternatives, their typical requirements (e.g. selling cycle, cost of sale, and a well-developed blueprint of the typical sale, from end to end?
Has the business developed a formal sales plan - including distribution channels, organization, and "model" cost-and verified it against similar products?
Has the company secured or identified sales-management candidates with the appropriate experience who will sign up to meet the sales-cost and sales-productivity model contained in the business plan?
Does a Sales Plan exist?
Is the Sales Plan linked to the Financial Plan, with assumptions well defined?
Does the CEO candidate possess the levels of intelligence, energy, ethics and quality that are required to establish the clock and culture for the proposed company?
Can the CEO articulate and sell the company vision to attract the financing, engineering, and other key talent needed for the next stage of growth as well as negotiating strategic alliances and lining up co-development partners?
Does the CEO have extensive experience in management?
Has he or she demonstrated competence in product development, marketing, and sales by adhering to the principal objectives of the seed plan?
Has the CEO been successful in attracting financing, recruiting and leading key employees and finding directors for the board?
Are the core leaders for the technology development, product development, critical-process manufacturing and marketing functions on board and working as an experienced, integrated team?
Is there evidence that they can function productively as a team?
Does the team's orientation reflect an appropriate balance between "doing" and “managing” that results in an action-oriented culture?
Do the reputations of the core team serve to attract a first-rate engineering team along with the critical marketing resources necessary to achieve the key objectives of the next stage of growth?
Has hiring criteria been established with a systematic recruitment method in place?
Is a formal Board in place?
Does the Board meet formally each month?
Does the Board represent a balance between Executive and Non-executive Directors with expertise in the key strategic areas outlined in the business plan?
Does the Board include members who have appropriate operational experience related to product and market development in addition to the investor-representatives?
Is a technology and/or customer advisory board in place?
Do the founders have sufficient personal time and cash to be able to shift the business plan to the next stage?
Have the founders obtained the cash to sufficiently execute the plan to date?
Has prior funding been sufficient to enable the company to meet its objectives and milestones to date?
Does the company still have enough cash on hand to sustain itself for a period of up to three to six months while it pursues next stage financing?
Is the company carrying a large amount of debt?
Are the present plan and people sufficiently compelling to facilitate raising capital for the next stage of growth at the desired price level and also produce a waiting list of additional investors who want to be part of the next round?
Has the company gained the support of at least three reputable, known outside individuals-persons whose backing would tend to lend credence to the technology, product, market, and company concept?
Are the critical founders prepared to commit to a full-time effort during the next and later stages of growth?
Have the formal business plan proved salable up to now?
Are there an excess of investors have signed up to provide financing for the next stage at the sought-after price, resulting in an over-commitment of funds?
Has the company been operating according to an overall plan and has that plan has been met and changed only minimally up to now?
Have developmental objectives been met without major milestone slips?
If milestone slips have occurred, were the backers' expectations managed and recast to their satisfaction such that they are willing to continue investing during the next stage?
Does everyone in the company operate according to some formal schedule and Management By Objectives?
Is everyone informed about the company via effective staff meetings during which review, direction setting, and problem identification/resolution take place?