2014/06/00 - DOE booklet on Commericalization Plan Outline

STATEMENT FROM DOE (Cannot exceed 15 pages, excluding letters of support, income statement and DOE Investment Multiplier worksheet.) The DOE recognizes that each innovation requires a varied strategy to generate returns on invested capital and that no two businesses are exactly alike. Therefore, DOE supports a broad array of commercialization strategies.

Each strategy requires varied emphasis on the parts of the plan depending on your innovation and the market landscape. For instance, the strategy and mechanisms for leveraging and protecting intellectual property (IP) vary according to industry and innovation.

The Commercialization Plan is your roadmap for the future and should convey how you plan to generate profits from your innovation. It should represent a compelling vision that describes a unique business opportunity that could be addressed with continued support from Phase II funding. The depth and quality of the analysis within your Commercialization Plan is a critical element of the DOE SBIR/STTR application review.

Commercialization Plan OutlineDOE

June, 2014

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Dawnbreaker CommentsTo make it easier for you to improve the likelihood of successfully commercializing the DOE-funded technology, we use a highly interactive approach aimed at addressing key issues as they relate to strategic planning, customers, markets, competitors, and financials.

We recognize that although our focus is on increasing the likelihood of your commercialization success, your most immediate interest is in developing a winning commercialization plan to include with your Phase II proposal. The actual writing of the commercialization plan is accomplished in stages over a period of 4 months. In essence, we alternate between working with you on planning and secondary research issues (organized around interactive phone conversations) and providing feedback on sections of the plan. These interactive phone conversations are occasions to grapple one-on-one with key business issues, which may even expand into secondary, self initiated off-line activities. Once addressed, the business case is strengthened.

In addition, you are encouraged to participate in bi-weekly webinars conducted via Adobe® Acrobat® Connect™ Pro Meeting and led by Dawnbreaker subject matter experts. These webinars are focused on key business issues with an eye towards addressing key specifications of your Phase II commercialization plan. During the live presentation, you will have the opportunity to ask questions directly. The following synopses give a brief overview of the information covered in each of the webinars and the Dawnbreaker subject matter expert that makes the presentation:

JUNE 12TH | Commercialization Assistance Program Overview—Dr. Carol Rabke This webinar introduces program participants to the DOE Phase I Commercialization Assistance Program administered by Dawnbreaker. It covers the methodology, market research support, schedule and supplemental tools made available to participants.

JULY 10TH | Searching Frost & Sullivan—Kristin Stiner, MBAThis webinar shows you how to search the Frost & Sullivan website so that you can identify reports that may be of interest given your technology and market focus. The webinar will provide an overview of the Frost website, general navigation and features, and will cover several examples for how to leverage different key terms to search the site and identify reports of potential interest. Each Phase I program participant is eligible to receive one complete Frost & Sullivan report as part of your program participation and we’d like to engage you in the effort to identify the one that is of most interest to you.

JULY 24TH | Reflections on Commercialization Planning—Dr. Carol RabkeThis webinar provides an overview of the business case to be made to DOE (i.e. the 15-page commercialization plan) highlighting Dawnbreaker recommended content for each of the 4 sections of the plan as well as detailing the typical areas of difficulty for small businesses.

AUGUST 7TH | Market Build Up—Todd Farrar, MBAUsing an example technology and publicly available information, this webinar covers how to use the market build up method to establish your niche market opportunity and make 5 year revenue projections. This information is helpful for new firms trying to get a first stab at the opportunity for a technology as well as established firms interested in learning a new method for estimating revenues and estimating niche market size. The methodology presented will be utilized in Sections 1.4 and 4.4 of the DOE Commercialization Plan.

AUGUST 21ST | Understanding Financials (Licensing)—Jon Sienkowski, MBAThis webinar aims to help the awardee better understand the components that make up a proforma for companies seeking to License their technology (Served Available Market (SAM) size, sales forecasts, royalty payments, staffing, etc.). Topics covered include: DOE guidelines, relevant licensing issues, important clauses to consider, and income statement. The new DOE investment multiplier worksheet will also be reviewed.

Dawnbreaker StaffEach of you has been assigned to work with a business acceleration manager from Dawnbreaker during the DOE Phase I Commercialization Assistance Program. Individual contact information as well as the mailing address and phone number for Dawnbreaker’s main office are listed below:

Dawnbreaker®2117 Buffalo Road, Suite 193Rochester, NY 14624Phone: (585) 594-0025Fax: (585) 594-8623

DOE Program ManagerCarol Rabke, Ph.D.(585) [email protected]

DOE Administrative Support Veronica Smith(585) 617-9446 [email protected]

Business Acceleration ManagersUnless otherwise noted, all staff is located at 2117 Buffalo Rd., Suite 193, Rochester, NY 14624.

Mark ColemanBusiness Acceleration Manager(585) [email protected]

Todd Farrar, MBABusiness Acceleration Manager(585) [email protected]

Sherry Hostetter, MBABusiness Acceleration ManagerP.O. Box 375Constantia, NY 13044(315) [email protected]

Chris Kaufman, Ph.D.Business Acceleration Manager(585) [email protected]

Mitch Lairmore, MBABusiness Acceleration Manager(585) [email protected]

Tallam Nguti, J.D., MBA Business Acceleration Manager(585) [email protected]

Carol Rabke, Ph.D.Business Acceleration Manager(585) [email protected]

Graeme Roberts, MBABusiness Acceleration Manager(585) [email protected]

Jon Sienkowski, MBABusiness Acceleration Manager(585) [email protected]

Rich SmerbeckBusiness Acceleration Manager(585) [email protected]

Alex Stoyen, Ph.D.Business Acceleration Manager(703) [email protected]

Carol Van Buren, M.S.Business Acceleration Manager(585) [email protected]

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AUGUST 22ND | Understanding Financials for Companies Manufacturing Products/Software or Providing Services—Jon Sienkowski, MBAThis webinar aims to help the awardee better understand the components that make up a proforma for companies that will generate revenue through the sale of a manufactured product, software (either SaaS or through subscription) or service (Served Available Market (SAM) size, sales forecasts, cost of goods, pricing, staffing, etc.). Topics covered include: DOE guidelines, relevant issues associated with manufacturing product and/or selling software or services, and income statement. The new DOE investment multiplier worksheet will also be reviewed.

SEPTEMBER 4TH | Product Cost Analysis 101—Jon Sienkowski, MBATo determine the economic viability of their products, small businesses need to understand the cost of manufacturing their product early in the design cycle whether licensing the technology out or manufacturing in house. This webinar covers the basics of product cost analysis using a Technical Cost Modeling approach including a discussion on pricing strategies to consider. A review of available resources is also provided.

SEPTEMBER 18TH | Intellectual Property Considerations—Tallam Nguti, J.D., MBAThis webinar covers the elements of intellectual property (due diligence, provisional patents, legal counsel, filing patents, claims) that should be understood to respond to Section 3.2 of the commercialization plan. A simple patent search is conducted as part of the webinar.

OCTOBER 2ND | Review of Example Proformas—Jon Sienkowski, MBASeveral example proformas will be reviewed highlighting the strengths and weaknesses of each. An example DOE investment multiplier worksheet will also be reviewed.

Process for Developing DOE Commercialization PlanThe process of developing the commercialization plan over a number of weeks will make it easier for you to attend to writing the Phase I Final Report and your Technical Plan during the final weeks leading up to the due date of the DOE proposal. | DECEMBER 9, 2014

In order to minimize the severity of suggested revisions, you will find a template that we recommend that you use in the development of the Commercialization Plan. You will add content to the template on an on-going basis in the sequence recommended in the Schedule of Activities. A typical process would look like this:

1. Interactions get underway with a webinar on program methodology and implementation.

2. Interactions with your assigned business acceleration manager launch with a teleconference in which your business acceleration manager will ask a series of questions designed to assess your commercialization readiness. Please be prepared to provide an overview of your company and the technology under development. It is likely that the discussion will include your anticipated initial target market, the envisioned commercialization strategy to be pursued and any existing relationships as well as the status of related IP. This is a good opportunity to ask any unanswered questions regarding program methodology and implementation.

3. Following the assessment call, first time program participants receive a report from your business acceleration manager that highlights your current strengths and weaknesses. The report will be provided by mid July. A phone debrief is conducted.

4. Company drafts Sections 1 and 2 of the commercialization plan and sends it to your assigned business acceleration manager. Your business acceleration manager, working with you, edits the draft and embeds notes regarding content issues in an alternate color. A phone debrief is scheduled to discuss the feedback in more detail.

5. Each company is eligible to receive market research support. A prerequisite for receipt of market research support is the submission of a draft of Sections 1 and 2. The first time

a company participates they are eligible to receive 1 related, full Frost & Sullivan report for each participating project. The company works closely with your assigned business acceleration manager to determine which report will add the most value to the business case under development. When a company is a repeat participant, each participating project is eligible to receive a Customized Information Packet (CIP). The company works closely with your assigned business acceleration manager to tailor the CIP to their specific needs. In addition, all participants have access to a number of Dawnbreaker-developed Critical Technology reports through eLearning. After receiving your market research, you should complete the market & competition planning activities found in Chapter 11 of the book. Work with your business acceleration manager to determine additional research activities that may need to be undertaken by your company to complete the assessment of the competitive landscape.

6. Utilizing the findings of your market research, the company drafts Section 3 of the commercialization plan submitting it along with revisions to Sections 1 and 2 to your business acceleration manager. Your business acceleration manager provides written feedback and a debrief via telephone.

7. Company submits Section 4 of the commercialization plan submitting it along with revisions to Sections 1-3 to your business acceleration manager. See proforma template and the DOE investment multiplier worksheet on eLearning site and planning activities in Chapter 13 of the book to help with Section 4 preparations. Your business acceleration manager provides written feedback and a debrief via telephone.

Please keep in mind that you should only draft the sections after thoroughly grappling with the issues raised during associated phone conversations. If you merely draft the plan without these discussions, drafting the plan will be an empty and somewhat frustrating activity. An electronic copy of this outline, and pro forma templates can be found on the elearning site (www.dawnbreaker.com/elearning). As needed, your business acceleration manager may suggest off-line activities to help with sizing markets, conducting competitor analyses, and developing financials.

Structure of TemplateThe following template contains 4 sections, each of which corresponds to the specifications provided by DOE for the desired Commercialization Plan. These sections are:

1. Market Opportunity2. Company

3. Competition/Intellectual Property (IP)4. Financials

Each of the 4 sections contains the following:

1. Discussion of Section content by DOE – in italicized print

2. Associated Business Reviewer criteria as detailed by DOE – in green box.

3. Dawnbreaker’s suggested organization of each section intended to address DOE’s guidelines and intent – in regular type font. This section contains a suggested sequence for presenting information as a compelling business case, as well as suggested tables and graphics. The outline includes a cross-reference to the relevant section of the business planning book written by Dr. Jenny C. Servo, Business Planning for Scientists & Engineers [Fourth Edition], so that you can pursue each topic further.

4. Please keep in mind that the bulleted items under each topic are suggested items to discuss and a suggested sequence. As appropriate, please feel free to vary the sequence and add additional information. If you vary the content – always go back to DOE’s guidelines and associated business reviewer criteria for that section to assure that your response is responsive to what DOE is requesting.

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1. Market OpportunityDescribe succinctly what product or service you are planning to deliver based on your innovation.Identify your target customer providing generally known examples. Describe the critical needs that your product or service will fulfill for your customer [i.e. these can be current or emerging]. How does the target customer(s) currently meet the need that you are addressing and what do they pay to meet the need? What is your customer willing to pay for your product or service? How have you validated this assumption? What features of your product or service will allow you to provide a compelling value proposition? How have you validated the significance of these features? State the value proposition for your product or service.

Address the market opportunity. What is the current size of the broad market you plan to enter? How large is your “niche” market opportunity, in terms of either numbers of customers or revenues? (If you use number of customers, estimate revenues based on the anticipated selling price of your product or service.) Is the target market domestic, international or both? What are the growth trends for the market and the key market drivers that will affect whether customers will buy your product or service? What barriers to entry exist in this market which will inhibit sales of your product or service? Describe the channels you would employ to reach the targeted customer.

What business model will you adopt to generate revenue from your innovation? Will you make and sell? License? Form a strategic alliance with a company already in the industry? Use a different model? Explain why this model makes sense for the market opportunity described.

If there are potential societal, educational, or scientific benefits beyond commercial considerations that will generate goodwill for your company or the product or service, they should be included here and explained in sufficient detail to convey the significance of the effort.

Business Reviewer’s Criteria as it relates to this sectionPlease comment on the clarity and strength of the commercialization plan, milestones, target dates, analyses of market size, and estimated market share after first-year sales. The following optional questions are suggested to guide your review: Has the company provided a satisfactorily explanation of how it will obtain market share? Has the company demonstrated a compelling market opportunity? Is there a substantial market value for the company’s proposed technology? Are there customers willing to pay for this technology?

NOTE If you are having trouble getting started, the Mind Map located in Chapter 7 pp. 67–71 represents a good place to start in terms of capturing your ideas/vision on paper.

1.1. Market Need ` What customer need is addressed [Question 10-3, pages 122–125]

` Identify how that need is currently addressed and its shortcomings [Question 11-4, pages 144–145]

` Indicate the degree of “pain” or urgency for a solution [Question 10-3 pages 122–126; Chapter

11 page 144 discusses “pain points”.]

` Include a transition to introduce the product/service that will be the outcome of the SBIR/STTR project being proposed.

1.2. Product/Technology[Chapter 9; Question 9-1, pages 104]

` In layman’s terms describe succinctly what product or service you are planning to deliver based on the innovation [Question 9-1, page 104]

Ì Include a picture or diagram to explain concept Ì Describe what is innovative about your approach

` Describe the features of your Phase II technology and how they translate into a succinct value proposition [Question 9-2, pages 105–107]

` Provide information gathered from customer interviews to verify that the advantages/benefits of your technology fulfill the critical needs (“pain points”) for your customer [Question 10-3 pages 122–126; Chapter 11 page 144 discusses “pain points”.]

` Discuss pricing and the method used to validate the customers’ willingness to pay [Question 10-3 pages 122–126]

` Indicate the basis for purchase decision by customer [Question 10-3 pages 122–126]

Ì Hurdles to overcome ` Discuss the costs to produce the product/service

Ì Include any assumptions that underlie the cost model

1.3. Industry Overview ` Provide a brief description of the industry structure and where you fit within it. [ie. the value chain

for your technology; Question 10-1, page 117]

` Discuss the implications for your business model

` Describe your immediate customers and provide specific examples of potential or actual customers (name organization) [Question 10-3, pages 122–125]

` Describe the types of channels your company will employ to reach the targeted customers when you are ready to initiate sales [Question 10-4, pages 127–128]

1.4. Market[Chapter 11; pp 131-143]

` Market definition [Question 11-1, pages 134–135]

Ì Geographic location (domestic, international, both)

` Market size [Question 11-2, pages 136–138; Question 11-3, pages 139–143] Ì Include pie chart Ì Differentiate between broad and niche market

` Market growth and trends Ì Include graphic Ì Describe any hurdles that will need to be overcome to enter this market

1.5. Commercialization Strategy[Chapter 5—Commercialization Strategies, pp. 4–50; Chapter 6—Licensing, pp. 51–62; Question 9-4, pp. 111–112]

` Discuss the strategy to be used to generate revenue from your innovation (i.e. how will you bring the product/service to the market)

1.6. Impact ` Expand upon the significance by talking about the Societal, Educational, and Scientific benefits as appropriate.

` Add a concluding statement regarding the innovation and the overall significance of the work

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2. Company/TeamProvide a short description of the origins of the company. What type of corporate structure is in place? What is the current capitalization and is it sufficient for implementing your Commercialization Plan? What is the revenue history for the past three years? Provide a table with percentages or sums of operating capital or revenue: product sales, consulting/services, license revenues, research and development grants/contracts, and others. What is the current employee count? What is the vision for company growth [revenue/employee count] through Phase II and beyond? Give a brief description of the experience and credentials of the personnel responsible for taking the innovation to market and clarify how the background and experience of the team enhance the credibility of the Commercialization Plan. What specific experience does the team lack and how will this be addressed during the Phase II effort and beyond? From what additional resources do you have commitments to address these limitations [e.g., Board of Directors, technical advisors, or retained legal counsel]? Please provide details on names, affiliations, and expertise of these resources.

Business Reviewer’s Criteria as it relates to this section Please comment on the Company/Team’s ability to bring its respective innovation or technology to market. The following optional questions are provided for your consideration. Does this company’s Phase II team/personnel involved in developing and bringing the innovation to market have the capable experience, proper background, and credentials? In your experience, is the current company capitalization sufficient for implementing its Commercialization Plan? As appropriate and necessary, are there additional resources from which the company can call upon to address team skills or abilities which may be currently lacking, e.g., Board of Directors, technical advisors, or retained legal counsel?

2.1. Origins of Company[Question 8-1, pages 87–89]

` Be sure to indicate the corporate structure

2.2. Brief Description of Company ` Mission [Question 8-3, pages 93–95]

` Core competencies [Question 8-2, pages 90–92]

` Table showing revenue sources and total revenues for the past 3 years [Question 8-4, pages 96–97 dealing with vision]

Ì Be sure to indicate sources of operating capital (product sales, consulting/services, license revenues, R&D grants/contracts and others)

` Describe how the company is structured financially being sure to identify current sources of investment, as appropriate

` Provide a forward looking statement regarding the company’s vision and how this technology relates to it [Question 8-4, pages 96–97 dealing with vision]

2.3. Management Team and Personnel ` Provide an overview of the organizational structure and the number of employees

` Introduce the company’s management, highlighting the credentials of personnel responsible for taking this innovation to market Ì Indicate if the management team has taken similar products/services to market

` Introduce other sources of guidance e.g. Board of Directors, Board of Advisors, Technical Advisors, Legal Counsel and provide details on names, affiliations and expertise of these sources

` Describe what experience/capabilities the team lacks and how will this be addressed during the Phase II effort and beyond?

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3. Competition/Intellectual Property (IP)Describe currently existing commercial products or services or that are emerging from research or R&D which may be substitutes for your product or service. How does your product or service match up to these substitutes in terms of the needs customers are seeking to meet? How will your team compete and win in the marketplace? Who is developing, making, and selling those products or services and what do you anticipate the competitive landscape to look like when you get to market?

Describe intellectual property (IP) rights you have secured for your technology to date and if any procedures are underway to expand or enhance the protection provided by those rights. Please describe your actions to protect these rights.

Describe the intellectual property landscape. In reviewing patent literature (and if relevant, copyright and trademark literature), describe which IP is closest and which is most threatening to your “freedom to operate” and how you are different enough to be able to secure your freedom to operate. What other IP will you need to secure rights to make, use, or sell in order to address the market opportunity described above?

Business Reviewer’s Criteria as it relates to this sectionPlease comment on the proposed technology’s competitive landscape and whether you see it as beneficial to or an impediment to its market entry, growth, and potential for profit. The following optional questions are suggested for your review. Has the company taken steps to secure its IP rights? Does the company’s IP offer it a unique or different enough ability to operate freely within a given market? Has the company demonstrated a plan to achieve sufficient IP protection to realize the commercialization stage and possibly attain at least a temporal competitive advantage?

Ì

3.1. Competition[Chapter 11; pp 144–151]

` Describe current competitive landscape [Question 11-4, pages 144–145]

` Discuss strengths and weaknesses of competing technologies/companies and how your technology/innovation will allow your team to compete and win relative to the strengths and weaknesses of competing technologies/companies [Question 11-6, pages 149–150]

Ì Make sure that your discussion includes both direct and indirect competition Ì Include table contrasting your product with competitive approaches on dimensions of

significance to the customer ` Describe changes in landscape anticipated over the next few years (i.e. when your product/service reaches the market)

3.2. Intellectual Property Landscape[Question 9-3, pages 108–110]

` Describe intellectual property landscape – i.e. other key patents of competitors

` Describe the due diligence taken to confirm that company has “freedom to operate” relative to the technology/innovation

` Company Strategy (historical and going forward) Ì Legal counsel used Ì Frequency of interaction with counsel

Ì Brief discussion of corporate IP history (patents, copyrights, trademarks) Ì Description of corporate strategy to protect IP going forward with rationale and

timeline provided Ì As appropriate, indicate the other IP you may need to acquire in order to address the

market opportunity Ì Other SCAs – see Question 8-2, page 90.

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4. Finance and Revenue ModelDescribe an appropriate staged finance plan given the market opportunity. Outline the level of funding required for each stage along the path to commercialization. What are your costs to complete research and development, product, and production development/design/engineering, and to produce the product or service? What are the costs required to implement your commercialization strategy? How will you access the appropriate funds?

Provide a table with anticipated costs identifying the anticipated source of each detailing revenues or other operating capital you can devote to these. If there is a shortfall, explain how you will raise or access the appropriate funds. If no additional cash is needed explain why you are confident that is the case. Provide specific contacts, leads, previous relationships, and agreements already in place. Are any other commitments in place which will affect your ability to raise Phase III follow-on funding?

Provide an estimate of the DOE return on investment or net present value for this project. This estimate should incorporate the profit before taxes (positive cash flow) for the first 10 years of commercialization and treat the DOE SBIR or STTR funding as an investment (negative cash flow). Describe the revenue streams (licensing, product sales or other) associated with your Commercialization Plan. When do you anticipate “first revenues” from each stream? When do you expect to reach “break even”?

Provide annual pro formas for the next five years (two years of the Phase II effort + 3 years’ post Phase II). Income Statements are required. Cash Flow and Balance Sheets may be included if they are considered critical for your strategy. If not included, Cash Flow and Balance Sheets should be available upon request from DOE.

Business Reviewer’s Criteria as it relates to this sectionPlease comment on the applicant’s projections, assumptions, and overall soundness and quality of the project’s finance and revenue models. The following questions are provided for your consideration. Are the costs to complete R&D, product, and production development, design, engineering, and to produce the product or service reasonable and appropriate? Is there any revenue stream (licensing, product sales or other) associated with the Commercialization Plan? If any, are third-party funding commitments sound, i.e., non contingencies or qualifiers and clear and documentable?

NOTE DOE requires that a pro forma income statement and the investment multiplier worksheet be included. They do not count toward page limitations.

4.1. Estimate of funding needed[Question 9-4, pages 111–112; also Question 12-5, pages 166–169; Question 12-6, page 171]

` Table of tasks to be funded from present through market introduction Ì Be sure to include technical, marketing, manufacturing, and intellectual property

milestones as appropriate ` Discussion of table, providing a sound basis for discussion of funding needed

4.2. Evidence of support[Validation of need/urgency (10-3) – commitment of commercialization partner, customer, and/or funding]Note: letters are not included in the page limit and are provided as a supplement to the 15-page commercialization plan

` Discussion of appropriate contacts, leads, relationships and agreements already in place validating that there is a path to the necessary funds

` Provide letters of support, as appropriate Ì Detail the relevance of each letter and provide a description of the entity that is

providing the letter

4.3. Method of Revenue Generation[Question 12-2, pages 157–159]

` Describe the revenue streams to be implemented in bringing your product/technology to market (licensing, product sales or other)

` Discuss dates you anticipate your first revenues from each stream and when you expect to reach “break even”

4.4. Model for Projecting Revenues[Chapter 13; Question 13-3, pages 182–191]

` Include annual pro forma income statements for 3 years post Phase II—Downloadable templates are available on the elearning site—www.dawnbreaker.com/elearning NOTE | DOE requires the pro forma income statement be included in the plan.

` Discuss assumptions made when developing the model and how you have validated them. It does not count toward page limitations.

` Include a calculation of the DOE investment multiplier for the project. The calculation involves estimating anticipated revenues for 10 years post market entry. Downloadable template is available on the elearning site - www.dawnbreaker.com/elearning NOTE | DOE requires that the complete DOE investment multiplier worksheet be included in the plan. It does not count toward page limitations.

NOTEDOE requests that all assumptions and estimates provided be clearly stated as such and evidence of validation be provided in a footnote. Where you provide numerical data (e.g. market size, price, etc.) or data about customer needs, market forces, barriers to entry and the like, you should indicate the source of the data using footnotes. Market research reports, articles by experts in trade publications or professional journals, interviews, focus groups, surveys, are among commonly used sources of data.

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Tables referenced in the preceding outline are detailed below:

Section 1.2 – Features, Advantages & Benefits of Your Technology

Feature Advantage Benefit

Seat weight – 10 lbsCan be integrated into aircraft

Less potential damage to pilot if seat is ejected

Section 2.2 – Table Illustrating Company Revenue Sources

Source 2010 2011 2012 2013 2018

SBIR

Contract R&D

Consulting

Services

Product A

Revenue from Sales

Revenue from Licenses

Product B

Revenue from Sales


Product C

Revenue from Sales


Total

Additional Tables for Section 3.1 (use as appropriate to support discussion)Defining the Competition

CompetitorMarket share

Markets served Differentiator

Approaches for Overcoming the Competition

Competitor Strengths Weaknesses Your Response

Comparison with Competing Products

Feature Your ProductCompeting Product A

Competing Product B

Competing Product C

Section 4.1 – Estimation of Funding RequirementsUse the following table to identify the key milestones that lie between concept development and Product Introduction indicating at each step along the way how each might be funded and the amount of funds anticipated. Please add dates indicating when you anticipate beginning the task and when you anticipate the task being complete (in bold) keeping in mind that the milestones that you list are not intended to be limited to technical milestones.

Milestone Timeframe Financing ApproachAmount of fundinganticipated

Section 4.4 - Pro Forma and DOE Investment MultiplierDownloadable templates are available on the elearning site – see http://www.dawnbreaker.com/elearning

NOTEInformation on Phase II Proposal guidelines, supplemental programs and submission dates can be found on the DOE site: http://science.energy.gov/sbir/

2117 Buffalo Road, Suite 193, Rochester, NY 14624 | (585) 594-0025 | www.dawnbreaker.com

2014/06/00 - DOE booklet on Commericalization Plan Outline

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Transcript of 2014/06/00 - DOE booklet on Commericalization Plan Outline