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Concept Stage:
Know the purpose and your milestones.

By Gerald Youngblood and David Mackie
Managing Partners, seedstage.com

The purpose of the concept stage is to prove that your idea is worthy of financing, in the eyes of an investor. You don't necessarily DO anything at this stage, like build or sell a product.

Why It's Important
If you understand exactly what you should accomplish, you will be able to move fast, avoid losing critical time needlessly and approach investors effectively.

How It Works
For example, let's say your idea is to sell green shoes. You might talk to some stores, find out if they would buy green shoes, line them up as potential customers. You might have a picture or drawing to show them, but you wouldn't need a pair of green shoes. At this stage, you may not actually need a concept prototype -- a web-based business, say, might need only a mockup of a web site.

Now, here's what you do need, the milestones that count:

1) Have you quit your job? For your investors, this is a sign of your commitment.
2) Identify your core team -- don't wait too long to get your people together.
3) You can fulfill the product promise, that is, you can prove the product can be built, bought, performed, procured, written.
4) The business model you're presenting is acceptable.

Here's what this means. Take the Rolling Stones and Phantom of the Opera. The industry is the same - entertainment - but the models are completely different. For the Rolling Stones, performances in a given city might be three nights and 50,000 people at the concerts, at which point you've used up the market. For Phantom, performances in a given city might run for 13 years and draw 300- to 400 people each night. Think about trying to promote Phantom if your model required people to line up for four hours to buy tickets, and then presented it in a football stadium crammed with thousands of people drinking beer and chatting.


DO:  
  • Prove your product can be delivered, your team can do it, you have a business model for the product and you have a market.
  • Include a competitive analysis. · Try to line up customers who would buy the product under your proposed business model.
DON'T:  
  • Forget that it's difficult to prove a market if your model requires building rare and expensive products. If your market is consumers, it's easier to prove.
   

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