Institute Biz&financ Plan Q410

The Institute of Vision & Message
Business & Financial Plan
%%%%%
Jedna od tri d.o.o. / One of Three LLC Ana Soric / CEO +385 99 2909011 Trg Ivana Kukuljevica 11 10090 Zagreb, Croatia soric@jednaodtri.hr www.sail.hr/media / www.jednaodtri.hr
Confidentiality Agreement The undersigned reader ac knowledges that the information provided by _______________ in this business plan is confidential; therefore, reader agrees not to disc lose it without the express written permission of _______________. It is ac knowledged by reader that information to be furnished in this business plan is in all respec ts confidential in nature, other than information which is in the public domain through other means and that any disc losure or use of same by reader, may cause serious harm or damage to _______________. Upon request, this document is to be immediately returned to _______________. ___________________ Signature ___________________ Name (typed or printed) ___________________ Date This is a business plan. It does not imply an offering of securities.
Table of Contents
1.0 Executive Summary .................................................................................................................................1 1.1 Objectives......................................................................................................................................3 1.2 Mission ..........................................................................................................................................4 1.3 Keys to Success ............................................................................................................................8 2.0 Company Summary .................................................................................................................................9 2.1 Company Ownership ...................................................................................................................12 2.2 Start-up Summary........................................................................................................................13 2.3 Company Locations and Facilities ...............................................................................................15 3.0 Products and Services ..........................................................................................................................15 3.1 Product and Service Description .................................................................................................16 3.2 Competitive Comparison..............................................................................................................23 3.3 Sales Literature ...........................................................................................................................24 3.4 Fulfillment ....................................................................................................................................26 3.5 Technology..................................................................................................................................26 3.6 Future Products and Services .....................................................................................................27 4.0 Market Segmentation ............................................................................................................................27 5.0 Target Market Segment Strategy ..........................................................................................................28 5.1 Market Needs ..............................................................................................................................28 5.2 Market Trends .............................................................................................................................29 5.3 Market Growth .............................................................................................................................33 6.0 Service Business Analysis.....................................................................................................................38 6.1 Business Participants ..................................................................................................................39 6.2 Distributing a Service...................................................................................................................48 6.3 Competition and Buying Patterns ................................................................................................48 6.4 Main Competitors.........................................................................................................................48 7.0 Web Plan Summary...............................................................................................................................49 7.1 Website Marketing Strategy.........................................................................................................49 7.2 Development Requirements ........................................................................................................50 8.0 Strategy and Implementation Summary .................................................................................................50 8.1 SWOT Analysis............................................................................................................................50 8.1.1 Strengths ........................................................................................................................50 8.1.2 Weaknesses ...................................................................................................................51 8.1.3 Opportunities ..................................................................................................................51 8.1.4 Threats ...........................................................................................................................51 8.2 Strategy Pyramid .........................................................................................................................52 8.3 Value Proposition ........................................................................................................................53 8.4 Competitive Edge ........................................................................................................................53 8.5 Marketing Strategy ......................................................................................................................54 8.5.1 Positioning Statement .....................................................................................................55 8.5.2 Pricing Strategy...............................................................................................................55 8.5.3 Promotion Strategy .........................................................................................................55 8.5.4 Distribution Strategy........................................................................................................55 8.5.5 Marketing Programs ........................................................................................................56 8.6 Sales Strategy .............................................................................................................................57 8.6.1 Sales Forecast ................................................................................................................58 8.6.2 Sales Programs...............................................................................................................59 8.7 Strategic Alliances .......................................................................................................................60 8.8 Milestones ...................................................................................................................................61 9.0 Management Summary .........................................................................................................................63 9.1 Organizational Structure ..............................................................................................................63 9.2 Management Team......................................................................................................................63 9.3 Management Team Gaps ............................................................................................................63 9.4 Personnel Plan ............................................................................................................................63
Page 1
Table of Contents
10.0 Financial Plan .....................................................................................................................................64 10.1 Start-up Funding .......................................................................................................................64 10.2 Important Assumptions ..............................................................................................................65 10.3 Key Financial Indicators.............................................................................................................65 10.4 Break-even Analysis ..................................................................................................................66 10.5 Projected Profit and Loss ..........................................................................................................67 10.6 Projected Cash Flow..................................................................................................................70 10.7 Projected Balance Sheet ...........................................................................................................72 10.8 Business Ratios .........................................................................................................................73 10.9 Long-term Plan ..........................................................................................................................75 10.10 The Investment Offering ..........................................................................................................75 10.11 Valuation .................................................................................................................................76 10.12 Use of Funds ...........................................................................................................................76 10.13 Payback...................................................................................................................................77
Page 2
The Institute of Vision and Message

1.0 Executive Summary The Institute of Vision & Message is a private research laboratory which will conduct research in nanotechnology, robotics and technology of the social development. Three main locations of the Institute: Facility Incheon City, Korea (to be built), Facility at the Island of Korcula/Blato, which will serve for research in agronomy, economics and genetics; and Virtual institute (to be created), which will serve for research in social development, cognitive modeling, artificial intelligence, and IT neurological research. Proposed business plan and project scope for the next 7 years is a vision of how the market, the high-end technology industries and the society will look like in that time frame and beyond, however, as the market is vibrant and unexpected the Institute will adapt its strategy, projects and all to the market trends. A vision of upcoming society, such an intangible projection of the future could hardly be quantified or measured, yet this business plan manages to put the vision in a relation of expenses, business model and return of investments. Historically, and even more, posthistorically, the idea is for the Institute to create noncompetitive placid society, consequently rendering abatement of masproduction, culturing self-sustainable networked communities who all participate in the same realization of the common good and in reaching global SOCIAL OPTIMUM. Inauguration of the intellect and creation as a main value in a society. Abatement of the social contract. Realization of the human as a free individual. Discovering and applying complex systems. Discovering polidimension(s) placing neohuman or posthuman phase on the lowest notch of the development ladder. Manipulating with atoms and nanostructures, creating new communication paradigm, developing human interaction interface or intelligent cybernetic entity, represent the tools the Institute will use for achieving its goal: reaching the next stage of human and posthumanevolution. If we ought to define business infrastructure of the system(s) we define it as a new open business model thriving on the complexity of the system behind. The supremacy of the proposed system doesnt mean merely breaking the barriers between sectors: SME-s, academia, corporate, NGO, civil society etc. because it would be a negative definition, it has to be in linking all social producing powers in complex yet flexible infrastructure/ system, hitherto an element of even complex system, or a cluster of systems; congregating infrastructures, ideas, investments and economy sectors. The legal infrastructure is viable as long as it provides flexible, sustainable and noncumbersome system that both could provide economic feasibility for the contemporary market and sustainability and responsibility for the future one. Furthermore, the goal of the Institute is to create progress, new economies, new systems and new value in a society at
Page 1

large. A legal framework of the Program is a company with the shared capital, or a cluster of ltd companies. The company Jedna od tri d.o.o. (One of Three LLC) would serve as a management company to carry out vision and to set the infrastructure for the Institute. The Institutes company will be developed towards Network Partnership (instead of PublicPrivate Partnership). The goal for The Institute is to be developed into the largest international consortium on the planet. Strategic goals of the Institute simultaneously represent the benefits for the Institute and for the society at large. Deconstruction of all retrograde historic infrastructures and paradigms of the society which is due to come through deconstruction of retrograde economic structures: division of labor, mass production, competition, value chain and such and by de-emphasizing its impact on social processes.Deconstruction of communication codes and proposal of a new communication paradigm and even new language. Multiplication of human potential and intelligence. Freeing human being of the constraints s of the physical (body). Discovering polidimension(s). Proposed infrastructure of the Institute, surprisingly enough, is capable to generate revenue as well as to produce new value, infrastructures, idioms and, respectively, a new society and Human 2.0.
Page 2

1.1 Objectives The Institute of Vision & Message is a private research laboratory which will conduct research in nanotechnology, robotics and technology of the social development. Three main locations of the Institute: Facility Incheon City, Korea (to be built), Facility at the Island of Korcula/Blato, which will serve for research in agronomy, economics and genetics; and Virtual institute (to be created), which will serve for research in social development, cognitive modeling, artificial intelligence, and IT neurological research. Proposed business plan and project scope for the next 7 years is a vision of how the market, the high-end technology industries will look like in that time frame and beyond, however, as the market is vibrant and unexpected the Institute will adapt its strategy, projects and all to the market trends. The value of the Institute s infrastructure is flexibility and complexity allowing any kind of change or adaptation to occur without stressing out the system, or even to constantly produce new systems. Furthermore, it is a vision as how society would like in the near future; even more the Institute will vigorously shape the future, and correspond as a bellwether for the future society,which is its main objective. A vision of upcoming society, such an intangible projection of the future could hardly be quantified or measured, yet this business plan manages to put the vision in a relation of expenses, business model and return of investment. The idea for the Institute is to create a superior infrastructure that thrives on progressive economic idea that perceives the Institute as a research facility gathering global brains and creating brain network able to generate products, revenue and profit but able to generate new paradigms and new society. Idea is to set the basic research and development infrastructure; research would then be conducted at the Institute and in collaboration with other global research teams. In its development the Institute would increase the number of scientist and researchers; however, it would still make an effort to preserve the small teams and focus on collaborating with other institutes, SME-s, corporations, and partnering with other research projects. The objective is to transform vision into exploit.
Page 3

1.2 Mission Manipulating with atoms and nanostructures, creating new communication paradigm, developing human brain interaction interface or intelligent cybernetic entity, represent the tools the Institute will use for achieving its goal: reaching the next stage of human and posthuman evolution. The research at the Technology of the Social Development division of the Institute could represent the biggest breakthrough since its mission is to generate new reality. The division will try to put into perspective development of the production and production technology, to contextualize division of labor, mass production and their impact on social processes, furthermore to provide a vision of the new socio-political system(s), using simulations and virtual simulations, cognitive modeling, theories of networks, systems, quantum physics, AI, etc.; furthermore it will explore the possibility of creating human brain network interface; also using linguistics, mathematics and semiotics it will tray to produce new communication paradigm. Every development research topic, division and project would correspond to the idea of carrying out the next step of human evolution. Historically, and even more, posthistorically, the idea is for the Institute to create noncompetitive placid society, consequently rendering abatement of masproduction, culturing self-sustainable networked communities who all participate in the same realization of the common good and in reaching global SOCIAL OPTIMUM. Inauguration of the intellect and creation as a main value in a society. Abatement of the social contract. Realization of the human as a free individual. Discovering and applying complex systems. Discovering polidimension(s) placing neohuman or posthuman phase on the lowest notch of the development ladder. Following excerpt from the movie Waking Life represent similar vision, or the perception the Institute can relate to. Telescopic Evolution - Waking Life movie, excerpt from the movie, represent the vision the Institute is relating to: "If we're looking at the highlights of human development, you have to look at the evolution of the organism and then at the development of its interaction with the environment. Evolution of the organism will begin with the evolution of life perceived through the hominid coming to the evolution of mankind. Neanderthal and Cro-Magnon man. Now, interestingly, what you're looking at here are three strings: biological, anthropological development of the cities and cultural, which is human expression.
Page 4

Now, what you've seen here is the evolution of populations, not so much the evolution of individuals. And in addition, if you look at the time scales that are involved here two billion years for life, six million years for the hominid, 100,000 years for mankind as we know it you're beginning to see the telescoping nature of the evolutionary paradigm. And then when you get to agricultural, when you get to scientific revolution and industrial revolution, you're looking at 10,000 years, 400 years, 150 years. You're seeing a further telescoping of this evolutionary time. What that means is that as we go through the new evolution, it's gonna telescope to the point we should be able to see it manifest itself within our lifetime, within this generation. The new evolution stems from information, and it stems from two types of information: digital and analog. The digital is artificial intelligence. The analog results from molecular biology, the cloning of the organism. And you knit the two together with neurobiology. Before on the old evolutionary paradigm, one would die and the other would grow and dominate. But under the new paradigm, they would exist as a mutually supportive, noncompetitive grouping. Okay, independent from the external. And what is interesting here is that evolution now becomes an individually centered process, emanating from the needs and desires of the individual, and not an external process, a passive process where the individual is just at the whim of the collective. So, you produce a neo-human, okay, with a new individuality and a new consciousness. But that's only the beginning of the evolutionary cycle because as the next cycle proceeds, the input is now this new intelligence. As intelligence piles on intelligence, as ability piles on ability, the speed changes. Until what? Until we reach a crescendo in a way could be imagined as an enormous instantaneous fulfillment of human, human and neo-human potential. It could be something totally different. It could be the amplification of the individual, the multiplication of individual existences. Parallel existences now with the individual no longer restricted by time and space. And the manifestations of this neo-human-type evolution, manifestations could be dramatically counter-intuitive. That's the interesting part. The old evolution is cold. It's sterile. It's efficient, okay? And its manifestations of those social adaptations. We're talking about parasitism, dominance, morality, okay? Uh, war, predation, these would be subject to de-emphasis. These will be subject to de-evolution. The new evolutionary paradigm will give us the human traits of truth, of loyalty, of justice, of freedom. These will be the manifestations of the new evolution. And that is what we would hope to see from this. That would be nice." "Ostendo primo conditionem hominum extra societatem civilem (quam
Page 5

conditionem appellare liceat statum naturae) aliam non esse quam bellum omnium contra omnes; atque in eo bello jus esse omnibus in omnia." Hobbes,Thomas; Leviathan or The Matter, Forme and Power of a Common Wealth Ecclesiasticall and Civil, 1651 Social contract comes after so called state of the nature, in which an individuals actions are bound only by his or her personal power; state of the nature is a state of, bellum omnium contra omnes, war of everyone against everyone. Social contract is a technology by which an individual gives up its freedom in order for the society to reach a social order. The phenomenology of the Social Contract should also be perceived in the context of socio-political environment and the ideological infrastructure the authors were part of; way before industrial revolution and even before modern (national) state was born. From that perspective concept of Social Contract was the highest socio-political technology of the social reality. Question of free will and freedom should be perceived in the context of social development, and social contract (Rousseau at large). We could argue, the individual would never claim its freedom nor power, until the social contract is abated. There is definitely a tremendous need for the individual to (re)claim the power. In the history of humankind people were never claiming that fundamental power, rather they were willingly handing it over to the institutions of the social contract. Power was never in a possession of just a few, it is a network of individual powers, as Foucault (1994) claims; however it is being constantly exchanged in this pseudo power-exchange relationship/grid, thus it is impossible to create new idiom or accomplish any significant breakthrough. In the context of realization of a posthuman ideal the question of freedom is no longer a question, because it transcends any conveyable idioms, structures or references. One has to use accepted idioms in order to convey and communicate the idea and the message. However, our language is still rather primitive thus it is easier to convey philosophical message in mathematical formulas/language/ syntax. We should use hapax or an idiosyncratic system or an idea that does not recognize its definition or identity; the entity emptied of its references in order to create new society, which would in the next phase abate itself to render non-society, or a network of individuals. Therefore for the significant development to be accomplished we need to create more complex language and syntax. Marx (1859) claims social production is conditioned by the development of
Page 6

material forces of production, independent of individual will. However, in the new era relations of production diverge, in eccentric fashion (Baudrillard, 1981), from the given superstructures, opening a possibility for a new society to emerge and overwrite historical production relations. Furthermore, future social production could rely on realization of the free will of the individual since it stems from the complex systems that transcend Marxs (1859) idea that new superior relations of production never replace older ones before the material conditions for their existence have matured within the framework of the old society. In such a social production (or rather emanation) we could break out from the class struggle as the only socio-political tool for a social developmet. The main concern in the first phase of the research in the technology of social development will be revisiting key elements of the Marxs Historical Materialism; capital, landed property, wage-labour; the State, foreign trade, world market. The project that would have its priority would be the ones that are most likely to create ruptures in the social contract and ones that are using technology for human and post human social and individual advancement, and which are at the same time aimed at bypassing the idea of humankind becoming slaves to technology; namely: 1.Mathematical theorem proving networked partnership(s) and/or similar socio-economic infrastructure (which mean infrastructure based on mutually supportive and noncompetitive system) is tremendously more viable than retrograde economic infrastructure based on competition and like phenomena. 2.Mathematical theorem proving the possibility of creating a society outside the social contract, transcending historical materialism via complex systems. 3.Creating interface for brain-to-brain communication.
Page 7

1.3 Keys to Success If we ought to define economical infrastructure of the system(s) we define it as a new open business model thriving on the complexity of the system behind. The supremacy of the proposed system doesnt mean merely breaking the barriers between sectors: SME-s, academia, corporate, NGO, civil society etc. because it would be a negative definition, it has to be in linking all social producing powers in complex yet flexible infrastructure/ system, hitherto an element of even complex system, or a cluster of systems; congregating infrastructures, ideas, investments and social and economy sectors. Economic Vision The idea of Networked Partnerships presuppose all social producing powers linked in a dynamic Modular Producing Units that at any given moment could be instantly restructured. In the second phase the system will be intelligent enough to make an adjustment organically by itself. Business model for the Institute is set to assure not only swift and constant revenue flow, but to assure self-sustainability of the Institute. The legal infrastructure is viable as long as it provides flexible, sustainable and non-cumbersome system that both could provide economic feasibility for the contemporary market and sustainability and responsibility for the future one. Furthermore, the goal of the Institute is to create progress, new economies, new systems and new value in a society at large. Basic infrastructure: Network, Complex, Fluid, Organic Economic infrastructure: Networked partnership(s), international consortium, weak links in a constant shift able to produce system that would assure constant flow of revenue and investments, ideas, growth and development, making the Institute self-sustainable. The Institutes framework presupposes research on social development would influence the given infrastructure of the Institute in its development.
Page 8

2.0 Company Summary The Institute will propose its own infrastructure and the system. System is a cloud (in the sense of computer cluster) of investments, projects, brains, researches, products etc., and it is without designated instance, course or direction. It is a like a cloud or a cluster of dandelions (blowhead) propellers. The process of movement and connecting is random. The question is where does the system emanates from; and what is its impeller? Could the system be selfemanating, or could the random energy be the perpetuum mobile? Another idea perceives infrastructure and the system as a double vortex, a self-generating, hyperconnected dynamic entity which constantly produces new reality. Proposed infrastructure of the Institute in 2008
Proposed infrastructure of the Institute in 2009
Page 9
Proposed infrastructure of the Institute in 2010
Page 10
Page 11

2.1 Company Ownership A legal framework of the Program is a company with the shared capital, or a cluster of ltd companies or a stock company. The company Jedna od tri d.o.o. (One of Three ltd) would serve as a management company to carry out vision and to set the infrastructure for the Institute. The Institute' s company will be developed towards Network Partnership (instead of Public-Private Partnership). The goal for The Institute is to be developed into the largest international consortium on the planet. The idea is for the Institute to share ideas, researches, data etc. with the companies in the industry who are willing to share the same. In the second phase the data and research would be shared with everyone and all. Rationale behind that idea is that competition is not viable game in the industry any more. Partnership and mutually supportive entities are what could produce greater value. Project documentation that wold follow this business plan will go into details of the proposed legal framework, economic system and any other system, which is a base for the development of the Institute. Category of investments anticipated 1. 2. 4. 5. 6. Private Equity / Venture Capital - global joint venture capital Government (Republic of Korea, EU) World Bank loan Grants IPO
Page 12

2.2 Start-up Summary Detailed start-up expenditures in appendix 1.0 infrastructure 1.1 Facility location Korea/Incheon................46.800.000 Euro 1.2. Facility location Island of Korula/Blato............ 2.210.000 Euro 1.3. Virtual Infrastructure......................7.350.000 Euro 2.0 Peopleware.............................8.080.700 Euro 3.0 Mediaware...............................1.870.000 Euro 4.0 Legal.......................................750.000 Euro 5.0 Maitenance...............................450.000 Euro 6.0 Other long term assets..............20.000.000 Euro Total: 87.510.700 Euro 120.530.729 USD
Page 13

Table: Start-up
Start-up Requirements Start-up Expenses Legal Infrastructure
$1,530,729 $12,000,000 $0 $0 $0 $13,530,729
Total Start-up Expenses Start-up Assets Cash Required Start-up Inventory Other Current Assets Long-term Assets Total Assets Total Requirements
$27,000,000 $6,000,000 $6,000,000 $68,000,000 $107,000,000 $120,530,729
Page 14

2.3 Company Locations and Facilities 1. The Institute facility Incheon City, Korea (to be built) 2. The Virtual Institute brainharvest.biz, etc. (to be developed) 3. Facility location Island of Korula/Blato (to be constructed)
3.0 Products and Services
Products: Innovations (in nanotechnology, robotics, cybernetics, information and virtual products), patents, licences Services: Consulting, advertising, virtual services. Virtual products/services: Virtual spaces selling and renting, virtual product selling, virtual service etc.
Page 15

3.1 Product and Service Description Projects (Research scopes), Divisions and Products Division of Nanotechnology Research scope Construction and programming of robots with overall dimensions at the nanoscale. Research related to autonomous systems, equipment prototyping, execution software and system development. Innovations A. Develop solutions, interfaces and applications that would lead in a further development of nanorobotics: enable improved visualization of the processes, predictions of the behavior, enabling improved nano to macro world interface. B. Construction and programming of bio naorobots. Nano to macro world interface architecture an architecture enabling instant access to artificial nanorobots and its control and maintenance. C. Construction and programming of artificial nanorobots. Nano to macro world interface architecture an architecture enabling instant access to artificial nanorobots and its control and maintenance. (Medium-term research, go to market in 3-5 years) D. Software and an artificial nanorobotic system that would enable automotive nano unit to execute tasks autonomously. (Long-term research, go to market in 5-7 years) Research scope Manipulation with nanorobots and creation of an artificial nanorobotic system in a context of repairing any pathogen in a human body. Innovations
A: System that would act as a remedy for any virus, pathogen or damaged
Page 16

gene. B: System that would be able to upgrade gene structure in a human body, rendering, enhanced intelligence, extended memory, capability of processing infinite amount of information, superiority of the human physical structure (e.g. night vision, resistivity to environmental/external influences, augmentation of any other human psychical, mental and physical capabilities). The goal is to create Human 2.0 (Long-term research, go to market in 5-7 years)
Research scope Research in Nanogenetics presupposes manipulation with genes on nanolevel in the context of creation of superflora which will be able to address the issues of global food shortage. Research will try to explore the possibility of upgrading and maintaining any gene structure. Innovations
A: System that would be able to upgrade gene structure in flora making them resistant to environmental/external influences. Furthermore, the product will be the system that would be able to upgrade gene structure in flora making them able to give crop in a drastically abridged time frame (e.g. once a week). (Medium-term research, go to market in 3-5 years) NanoEnergetics Research scope: Research in nanoenergetics presupposes research in the context of creating renewable and clean energy combining Solar Photovoltaics and Nanotechnology. Furthermore, the research scope would go in a direction of merging superconductivity and nanotechnology. Innovations A: Product will be a photovoltaic material and the system with its properties enhanced by nanotechnology: it will be almost weightless, extremely flexible, superior in collecting and reproducing energy, and applicable to any surface.
Page 17

(Medium-term research, go to market in 3-5 years) B: Nanoenergy system capable of implementation of superconductivity, wireless power transmission, consequently eliminating any power source in energy distribution. (Long-term research, go to market in 5-7 years)
Division of Robotics and AI (Artificial Intelligence) Research scope Macrorobotics Research scope: research in a context of creating cybernetic tools that could replace human in any kind of work that is harmful, detrimental and/or servile.
Innovations Cybernetic tools able to replace human in any kind of work that is harmful, detrimental and/or servile. A. Cybernetic vehicles/tools navigated with radio signal (GPS or similar) able to send picture and sound to a remote location, performing operations in a hard to reach agricultural terrains. B. Cybernetic vehicles/tools navigated with radio signal (GPS or similar) able to send picture and sound to a remote location, performing operations perilous to humans (e.g. under water, in toxic environments, minefields etc). (Short-term research, go to market in 2 years) Research scope: Robotics & AI (Artificial Intelligence) research would go in a direction of creating an intelligent cybernetic entity, capable of selfpreservation and independent existence.
Innovations
A: Development of artificial human limbs
Page 18

(Medium-term research, go to market in 3-5 years) B: Development of systems able to enhance human capabilities (Medium-term research, go to market in 3-5 years) A: Intelligent Cybernetic Entity (Long-term research, go to market in 5-7 years)
Division of Technology of Social Development Research scope: The research will go in a direction of interconnecting language, communication and noise; coding, postcommunication and artificial intelligence in order to explore and produce paradigm shift in communication, new communication paradigm or any complex social interaction system that would replace any known communication codes and produce idiosyncratic communication environment that would leave far behind any retrograde social, political or historic infrastructure. Using mathematical codes, or perceiving mathematics as a most advanced language and combining it with ancient languages, e.g. Sumerian language, as a language that communicates with subliminal codes, we could produce not only new superior highly complex and multifaceted language (communication tool) but the whole new society, beyond recognition or even without connection to the previous level of evolutionary development. The research would try to abolish a paradigm of the media as an extension of the human body and the human as a pendent of a machine and inaugurate natural interconnectedness of technology and a human, on physical, mental and even spiritual level. This idea presupposes language is the most important inheritance of the civilization thus any development or/and creation of the more complex language and its codes could bring to the reinvention of the civilization as such. Framework: the society is perceived as a. an organism, b. linguistic causality. If we perceive language and its syntax, or even mathematical codes as a free entities we could be able to discover new paradigm. Not the coding or decoding but creating new language paradigm could produce change or the new society without any struggle or class struggle, which would happened not
Page 19

so much as a change but as a complete transformation. Division of Technology of Social Development has an important role to assure social responsibility of the Nanotechnology or Robotics division. Furthermore, since most of the researches are interdisciplinary they will share ideas, designs and expertise. For example nanorobotics research could use a system architect or a VR designer from a Division of Technology of Social Development. Project MindBanking.com is a global business networking portal, offering services which empower users to fully develop manage and build their projects. The idea is to put together innovators, Private Equity / Venture Capital (or any other investors) and collaborators in one place in order to create new vibrant business scene, which would be able to generate new economies. Project MindBanking.com has its finances and investments planned. However further development of the MindBanking.com project would be financed by the Institute. The projects and development are as follows: Virtual Institute The idea is to create application which would gather scientists, brains, thinkers, scholars and such in one place to create an environment of idea sharing, collaborating, and brainstorming. The Virtual Institute will in the beginning use the application and infrastructure of MindBanking.com, use and build infrastructure and community on existing virtual world e.g. Entropia Universe and/or become partner of Entropia Universe, further developing solutions and worlds in a collaboration. The goal is to create a kind of social parallel universe that will produce new society; to explore the possibility and the ways in which the creation of new communication paradigm is possible; to create such an elaborate and complex society, a parallel universe with a profound influence to the real world, (e.g. to influence a monetary infrastructure or generate socio-political changes). The infrastructure: Researchers from the Institute will collaborate in a highly advanced environment with their colleagues from around the globe, developing researches, projects and products; teams from the Institute working on a research in collaboration with general audience/users, through the method of "brainharvesting". Visualization or a graphic representation of the virtual world doesnt have to be as expected virtual world, represented through 3D humanoid graphic characters and the rest, the main point is to create self-producing information parallel universe, a platform which is complex and at the same time (hyper) interactive in order to stimulate users to produce their own idioms, connections and infrastructures.
Page 20

The strategy presupposes avoiding spending vast amount of time and money on cumbersome 3D infrastructure, creating the world that offers nothing new, and imports real life infrastructure. The Schuman Resonance proves planet Earth emits 7.83 Hz resonance between the surface of the Earth and the conductive ionosphere, called the Earth brain waves. Douglas Rushkoff proposes that the consciousness of the Earth might be awakened when all humans become collectively networked. The Earth can become neural network. The research will show the level of possibility in a given epoch and given evolutional context whether this could be done by merely taping into unconsciousness and converting it to consciousness without creating an interface or a physical network. Information is worth nothing if it isnt shared. Its intrinsic value is its fundamental urge to identify itself through the collective. The problem is that the social usage and manipulation of information conforms particular information to designated social groups, which inhibits social and postsocial development. Requirements: to create innovative technical, engine and virtual environment solution that would give optimized state-of-the-art application, optimized graphics control (graphic that uses optimized space and could be enough detailed), optimized server distribution, it could receive critical mass of users without an overload, creating advanced network redistribution of content. A: Highly optimized virtual application and world. Revenue model: subscriptions, pay per piece, selling virtual spaces, selling virtual construction sites, advertising B: Number of solutions, a consequent product which is ready-to-use applications/solutions or modules for building virtual worlds making the virtual world an infrastructure that could be assembled from a readymade modules; making any transfer of data, its usage and manipulation possible. The idea is to offer solutions for building infrastructure in order for the research and development pace to speed up. The key word is Optimum and optimization. The goal is to find optimal network distribution of content, developing further the Cloud system as well; to create optimal graphics control system that would enable fast graphics processing and usability with no demands too high. Revenue model: product sales, licensing C: Application for 3D representation and of all human knowledge corpus;
Page 21

also a 3D search engine. Revenue model: product sales, licensing D: Virtual Simulation application (part of the Virtual Institute), application able to transform any kind of intellectual product into 3D representation/ simulation, whether it is a theory, equation, idea, solution, invention, concept etc. at the second phase of development application will be able to offer a solution to a problem. E: To create application, which would be able to solve the problem of communication hum, or to harvest it. Able to process many people, a hundred for example, brainstorming, and to harvest the brainpower. Since harvesting human brains and connecting it physical to a supercomputer or even clusters or clouds of supercomputers is not morally accepted, it is more acceptable to find or create communication tool witch could basically do the same. F: To create an interface that would allow human brains to connect directly via peer-to-peer. Revenue model: product sales, licensing,
Research in Agro Genetic Engineering, Economics and Biotechnology (Island of Korcula/Blato location) Research in Economics Positioning the product on the global market; as well as research in creating new markets, in the first go-to-market wave with the original product of high quality, and in the second go-to-market wave with the product of superior attributes. Product: new market Business model: Go-to-market period: 3-5 years Research in Agro Genetic Engineering Research would be conducted in the context of the possibility to isolate optimal properties in the plant/scion, and with further manipulation to create complex genetic system in which natural properties stay intact, while
Page 22

the new system builds the plant/scion in its superior new form. Is it possible to create superior plant/scion by isolating only top quality properties form 80 indigenous wine sorts? Such a plant/scion would respectively be resistant to all external influences, and furthermore would produce crop in shorter time intervals. Product: superior plant/scion Business model: patents, applications go-to-market period: 3-5 years A success will assure the creation of the new product, furthermore the creation of new markets, as well as the new paradigms from the socioeconomic aspect. The product in such a project is a research per se, and the new markets that would create such idiosyncratic product and business model will promise not only return of investment but the creation of new system through creating an original value chain. The research conducted at the genetic Institute will have an objective to accomplish the paradigm shift in real infrastructure of the value chain the same why as should be able to accomplish new socio-economic idioms and infrastructures.
3.2 Competitive Comparison To accomplish the strategic goals of the Institute it will be needed none than sheer brilliance. Document that will follow this business plan will further analyze and develop the idea, vision and infrastructure of the Institute, as well as the projects and technology of their execution. Since the industry and the scene of nanotechnology and high-end technologies are relatively new and unstructured there is definitely plenty of room for partnerships and networking to take place. Competing and competition in a market that isnt a market yet, or where the ground rules are not established yet, along with the fact that the benchmark is extremely high, we could perceive a strong need for alliances, collaboration and networking of any sort. Furthermore, the ideology of the Institute perceives competition as a retrograde economic idiom which could only abate any development and expansion, not foster it.
Page 23

3.3 Sales Literature Look and feel of the company/the Institute would be corresponding to certain idioms upon which the brand will be built: Cutting-edge; Dynamics of Networks; Artificial Intelligence; Brain Network; (Double) Vortex; Human 2.0; Neohuman Society; Organic Infrastructure; Hyperstructure; Posthumanism; Modular Units etc. Some graphic representation ideas:
Page 24
Page 25
3.4 Fulfillment
3.5 Technology
The idea of network partnership would definitely impact on patents realm. Projection is that the extensive partnering would generate proliferation of patents, or their massive increase. The companies included in the research network would have reciprocal share in the patent as to the amount of invested value in the research project. The argument is also that the engagement of many different teams in a network production is a superior infrastructure compared to massive teams in a corporate structure, since every team in the network partnership is bringing its own dynamics to the network, making it more flexible and sustainable. In the literature, which will follow this business plan, the proposed idea will be tested via theory of networks and dynamics of networks. To be exact it will be calculated. We could use the theory of random graph (Rapoport and Solomonoff, 1951); as the ratio of number of edges to vertices in the graph is increased, the network reaches a point at which it undergoes an abrupt change from a collection of disconnected vertices to a connected state in which, in modern parlance, the graph contains a giant component (Barabasi, Newman, Watts; 2006, pg. 11) (Source: Barabasi, Newman & Watts; Structures and Dynamics of Networks; Princeton University Press, 2006, pg 11)
Page 26

3.6 Future Products and Services Product: Gene infrastructure correction system Service: Product: Matter manufacture device and system Service: Product: Brain peer-to peer interface Service: Solutions, infrastructure and maintenance for the neurocybernetic world(s) Product: Intelligent Cybernetic Entity Service: Solutions and environment for procreation and realization of Intelligent Cybernetic Entities society
4.0 Market Segmentation
1. Government 2. Industry 3. Consumer
Table: Market Analysis

Market Analysis 2011 Potential Customers Government Industry Consumer Total Growth 30% 70% 230% 197.36% 3 20 40 63 2012 4 34 132 170 2013 5 58 436 499 2014 7 99 1,439 1,545 2015 9 168 4,749 4,926 CAGR 31.61% 70.24% 230.09% 197.36%
Page 27
5.0 Target Market Segment Strategy Target market segmentation could seem a bit broad; however research and development companies, the institutes or similar institutions could only have to distribute their products and services to governments (and supranational bodies) and the industry. Consumer market segment is rather important as well since it is expected to provide the fastest ROI and would assure self-sustainability of the Institute, respectively. Furthermore, it also anticipates growing high-end technology consumer market.
5.1 Market Needs The institute s goal is to constantly create new values, idioms and perspectives, and that could only mean constant creation of new needs. If we take into account cutting-edge research, products or infrastructure, the Institute will not only constantly generate new needs but new exhilarating markets as well.
Page 28
Market analysis summary
Nanotechnology & MEMS Industy Overview 2009 Companies in Plunkett's Nanotechnology & MEMS 300 Companies in the Lux Nanotechnology Index: May 2008 Estimated Companies Active in Nanotechnology Research, Including Start-Ups, Worldwide: 2009 (Plunkett Research estimate) 313 21 2,200
U.S. Federal Government Funding for Nanotechnology Research Source: U.S. National Nanotechnology Initiative (NNI) 2001 2002 2003 2004 2005 464 697 863 989 1,200 Mil. US$ Mil. US$ Mil. US$ Mil. US$ Mil. US$ 2006 2007 2008 2009 2010 1,351 1,425 1,554.4 1,657.6 1,639.0 Mil. US$ Mil. US$ Mil. US$ Mil. US$ Mil. US$ Actual Estimate Proposed
Breakdown of U.S. Nanotechnology Research by Agency 2007-2010 Source: NNI (In Millions of U.S. $) Agency Department of Defense (DOD) National Science Foundation (NSF) Department of Energy (DOE) National Institutes of Health (NIH) Department of Commerce (DOC) National Institute of Standards and Technology (NIST) NASA Environmental Protection Agency (EPA) 2007 Actual 450 389 236 215 2008 2009 2010 Actual Estimate* Proposed 460 409 245 305 464 397 337 311 379 423 351 326
88 20
86 17 12
87 17 16
91 17 18
* Does not include allocations of the American Recovery and Reinvestment Act of 2009 (P.L. 111-5) appropriations. See the following tables for more information. Quantity Global Market for Products Incorporating Nanotechnology: 2009 400 Unit Bil. US$ Source PRE
1
Global Market for Products Incorporating Nanotechnology: 2013 Global Nanotechnology Research Market: 2009 Global Nanotechnology Research Market: 2013 Global Funding for Nanotech by Governments: 2009 Global MEMS Device Market: 2009 Global MEMS Systems Market: 2008 Global Workforce in Nanotechnology Industries: 2018 Japanese Gov't Nanotechnology Funding: 2009 EU Gov't Nanotechnology Funding: 2009
1.6 14.5 30.0 9.75 8.6 83 2.0 1.5 1.2
Tril. US$ Bil. US$ Bil. US$ Bil. US$ Bil. US$ Bil. US$ Mil. Bil. US$ Bil. US$
RNCOS RNCOS RNCOS Cientifica PRE PRE PRE PRE PRE
NNI = U.S. National Nanotechnology Initiative; NSF = U.S. National Science Foundation;Cientifica = Cientifica, Ltd.; PRE = Plunkett Research estimate; RNCOS = RNCOS Research. Plunkett's Nanotechnology & MEMS Industry Almanac 2009 Copyright 2009, Plunkett Research, Ltd., All Rights Reserved Source: http://www.plunkettresearch.com, 2009
Nanorobotics and NEMS; Analyst: Margareth Gagliardi REPORT HIGHLIGHTS
The global market for nanorobots and NEMS, and related materials and equipment, increased from $29.5 million in 2004 to $34.2 million in 2005, with sales reaching an estimated $40.3 million by the end of 2006. By 2011, the market will reach $830.4 million, a compound annual growth rate (CAGR) of 83.1%. Equipment and tools hold the majority of the market share through 2006, closing out the 2006 year with just over 57% of the total global market. This market share will drop radically through the forecast period as nanorobotic devices come to the forefront. By 2011 nano equipment and devices will hold a mere 9.2% of the global market. Nanorobotic devices have by far the greatest potential for growth in the forecast period. By the end of 2006, devices were worth just over $1 million
2
dollars in the global market. By 2011 their value will skyrocket to $560.9 million, a CAGR over 250%, creating a 67.5% share of the total market.
Report ID:NAN042A, Published: March 2007, Analyst: Margareth Gagliardi
Nanotechnology Market Forecast to 2013 Nanotechnology is going to pave the way for a revolution in materials, information and communication technology, medicine, genetics, etc as it starts moving from the laboratories to new markets. It helps to improve products and production processes with better characteristics or new functionalities. In coming years, products based on nanotechnology will have a huge impact on nearly all-industrial sectors and will enter the consumer market in large quantities. Considering the future prospects of nanotechnology, countries across the world are investing heavily in this sector to reap maximum benefits from it. According to our research reort Nanotechnology Market Forecast to 2013, the global nanotechnology market is projected to grow at a CAGR of over 18% during 2010-2013. The report expects that the global market for nanotechnology incorporated in manufactured goods will worth US$ 1.6 Trillion, representing a CAGR of around 50% in the forecast period (2010-2013). This prospective growth will largely be driven by massive investment in nanotechnology R&D by both governments and corporates worldwide. The report also reveals that the Asia-Pacific region will experience the fastest growth in the market for nanotechnology enabled goods at a CAGR of nearly 52% between 2007 and 2013. The recent move by the emerging
3
markets such as South Korea and China to concentrate on nanotechnology Research and Development (R&D) will continue to play the most prominent role in the growth of nanotechnology. The report also contains comprehensive information about the development of nanotechnology market in the US, with focus on budget allocation for R&D, agencies working in this field, and federal funding. Our new research report thoroughly evaluates the past, current and future scenario of the global nanotechnology market coupled with an overview of emerging trends. The report has segmented the nanotechnology market by application and by R&D investment. The application section gives an overview of nanotechnology integration in the field of electronic, energy, cosmetic, biomedical and defense. The R&D investment section talks about investment made globally by governments, corporates and venture capital. The report has studied the nanotechnology market of other key countries separately to show their prominence in the sector. Besides, the report covers various growth potential areas at the global level to help clients understand the nanotechnology importance in sophisticated areas. Nanotechnology Market Forecast to 2013; ReportLinker; March 2010 South Korea top three countries for robotics technology SEOUL, April 17 (UPI) South Korean officials said Friday they have created a plan to boost the nation into the top three countries for robotics technology and applications by 2013. The officials said the plan was finalized Friday at a meeting of the National Science and Technology Council that was chaired by President Lee Myung-bak, The Korea Times reported Friday. The Robot Special Act, which calls for a $750,000 investment in research and development, aims to propel South Korea into the top three nations for robotics by 2013 and capture 20 percent of the global market by 2018. By 2013, the domestic robot market will reach four trillion won ($3 million) in value, lift Koreas global market share to 13.3 percent and boost robot exports to $1 billion, Knowledge and Economy Minister Lee Youn-ho said. http://robotechno.us/south-korea-top-three-countries-for-robotics-technology.html, 2010

5.2 Market Trends Dominance in government funding The trend in the industry is that the global investment into nanotechnology is mainly governmental. The VC funding only accounted for 7% of the total global investment into nanotechnology in 2008.Since projections and analysis show serious expansion of the nanotechnology market and its growth, in the next couple of years, it could be the cue for PE/VC to reconsider nanotechnology industry and scene as an important investment opportunity. Investors should bring with them industry knowledge and their network, along with financial investments, to help companies develop and market products in an efficient fashion.(Source:http://www.earthtimes.org/articles/show/ research-and-markets-global-nanotechnology,1088640.shtml, 2010) Increasing growth of the industry and international partnerships with start-ups The idea of partnerships is already in deployment, the data is from 2002: 1. Nanocor and Mitsubishi Gas Chemical joint partnership in developing nanoclays for nanocomposits 2. Nanosys and Matsushita Electric joint developing in solar cells technology 3. Applied Nanotech and Mitsubishi Heavy Industriesjoint partnership in developing carbon nanotubes for Flat Panel Displays (Source: Asia Pacific Nanotech Weekly, Vol. 1, article #25, 2003) Treating patent applications for nanotechnology Experts have observed that there is a growing trend to file for patents earlier, and file more of them. That could potentially hamper innovation by acting as a disincentive for other institutions to embark on similar research. Although this is a general trend in patenting, nanotechnology-related inventions could be especially affected since it is a young and growing field. To avoid an inflation of low-quality patent applications that could clog up the EPO and create a backlog, the EPO has introduced a quality policy to bring certainty to the market, for both the applicant and the public. The EPOs approach is one of "quality rather than quantity." The Y01N tags are one element in this approach, since they enable EPO examiners to monitor emerging nanotechnology inventions and to perform better patentability searches. The EPO has also put measures in place to
Page 29

ensure that nanotechnology applications are treated by examiners with the right experience in the specific field. Outlook When it comes to nanotechnology patenting, the United States continues to lead the way, followed by Japan and Europe. Some regional differences in nano application trends have already been noted: while nanobiotechnology dominates the European sphere, in Japan the bulk of patents published are in nanoelectronics. The EPO works with the Japan Patent Office and the United States Patent and Trademark Office to look at shared problems and how each country addresses them. Collaborating on the nanotechnology issue could help all three offices tackle common problems that have arisen with the emergence of this exciting new technology. (Source: http://www.epo.org/topics/issues/nanotechnology.html, 2010) NANOTECHNOLOGY PATENT TRENDS Patents issuing every week demonstrate the growing importance of nanotechnology. In many cases, technology which was first conceived in the 1970s and early 1980s, often as academic curiosities, have now become a major area of commercial development under the nanotechnology rubric. Several examples are noted below reflecting different areas of nanotechnology. The atomic force microscope (AFM) is a powerful, fundamental nanotechnology tool and was first patented in 1988 by Bennig and IBM. By 1994, over 100 patents issued per year, and by 2003, over 500 patents were issuing per year referring to this tool (Figure 1). Quantum dots and dendrimers, similarly, are examples of nanomaterials first patented in the mid-1980s. By 1994, over ten patents issued per year, and by 2003, over 100 patents were issuing per year referring to each of these materials (Figures 2 and 3). Figure 1 Number of US Patents Referring To "AFM" or "Atomic Force Microscope"
Page 30
Figure 2 Number of Patents Referring To "Quantum Dot"
Page 31

Figure 3 Number of Patents Referring To "Dendrimer"
(Source: V. Koppikar, S.B. Maebius, J.S. Rutt; Current Tends in Nanotech Patents: A View From Inside the Patent Office; Nanotechnology Law & Business; Volume 1, Issue 1, Article 4, 2003) Rich in intellectual property Experts across Europe are in no doubt: Today's economy is becoming increasingly knowledge-based and intellectual property in the form of patents plays a vital role in this growth. Between 1992 and 2002, the number of patent applications filed in Europe, Japan and the United States grew by more than 40 percent. The number of patents filed with the European Patent Office reflects that trend, going from approximately 100,000 applications in 1997 to nearly 193,000 in 2005. This is due, in part, to individual inventors, SMEs, large companies and research institutions realising the importance and economic impact of patenting their innovations. The key observation here: Patents can encourage innovation and economic growth under certain conditions and hamper it under others. The impact of patents on innovation and economic performance is so complex that a fine-tuned patent system is crucial to ensure maximum benefit for a country's firms and its overall economy. (Source: http://www.epo.org/topics/innovation-andeconomy/economic-impact.html, 2010)
Page 32

5.3 Market Growth Projection is that the market for nanotechnology products is yet to flourish in a couple of years. Projection is for Global Market for Products Incorporating Nanotechnology will grow in 2013 to 1.6 trillion US dollars, representing a CAGR of more than 49% in the forecast period 2009-2013. According to our report findings, at the regional level, the Asia-Pacific region will experience the fastest growth in market for nanotechnology enabled goods, with CAGR pegged at around 52% in the forecast period, followed by Europe. (Source: RNCOS, 2010) The nanotechnology market is dominated by the US, followed by Europe and Asia-Pacific region. However, initiatives undertaken by EU as part of its Seventh Framework Programme (FP7) will help the region emerge as a dominant player on the global nanotechnology map by 2013. The EU FP7 will be contributing approximately 600 Million per year until 2013 towards nanotechnology. Also, the presence of Japan, South Korea, China and India will foster highest growth in the Asia-Pacific region over the forecast period. (Source: http://nanobizexchange.com/?p=18) "Nanotechnology is going to pave the way for a revolution in materials, information and communication technology, medicine, genetics and so on as it starts leaving the laboratories and conquering new markets. It helps to improve products and production processes with better characteristics or new functionalities. In coming years, products based on nanotechnology are expected to impact nearly all-industrial sectors, entering into the consumer markets in large quantities. Considering the future prospects of nanotechnology, countries across the world are investing heavily into this sector.
Key Findings The rapidly commercializing nanotechnology market presents potential market in various industrial sectors including energy, textiles and life sciences. The market for nanotechnology in manufacturing goods is forecasted to grow at a CAGR of 33% during the period from 2007 to 2015. The market for nanotechnology into consumer products is projected to
Page 33

grow at an AAGR of 9.4% from 2005 to 2010. The global spending on nanotechnology grew by 29% in 2006 with government share standing at 52% followed by corporate and venture capitalist spending. Nanotechnology investments by the government were initially led by Europe, North America and Japan. However, countries such as Russia, China, Brazil, Turkey and India have joined the trend and are making significant investments into the sector. Asia-Pacific is anticipated to be the most important region for the sales of nanotechnology products in near future, followed by the US and Europe at similar level. Nanotechnology Market Forecast till 2011, RNCOS, 2009
The nanophotonic component market is growing at a robust rate for the last few years and is expected to maintain a very high CAGR for the next few years. The market is expected to reach US$3.6 billion in 2014 at a CAGR of 100.7% from 2009 to 2014. Untapped market potential and benefits are the primary factors for the early adoption. Though most of the nanophotonic products are still under research, the available products such as nanophotonic LEDs, nanophotonic PV cells, nanophotonic OLEDs have been very successful in the market. Nanophotonic LEDs has the largest market share of US$106 million in 2009. However, considering the pace of progress in various other segments like near-field-optics, optical amplifiers, optical switches and holographic memory, it can be safely ascertained that holographic memory and optical switches are expected to have the highest growth rate in the next five years. Nanophotonic LEDs will still continue to be largest segment albeit with a slow growth rate. (Source: http://www.marketsandmarkets.com, 2010) Nanotechnology in European patents Nanotechnology is considered by many to be one of the key technologies of this century, with an expected market volume of EUR 1 trillion in 2015. In 2004, about EUR 8 billion was invested in nanotechnology research and development worldwide. The European Commission, realising the future importance of this new field, funds nanotechnology projects with roughly EUR 500 million a year, an amount that is likely to double over the next decade or two, according to an EC source.
Page 34

(Source: http://www.epo.org/topics/issues/nanotechnology.html, 2010) Korea Puts $750M in Robotics, Aims to Lead Market by 2018 04.20.2009 The government of South Korea has promised to invest 1 trillion Won (about $750 million U.S. dollars) in the countrys robotics industry in an attempt to accelerate its growth. The goal is to help the global robotics market grow to more than $30 billion by 2013 and to help Korean companies take as much as 10 percent of that market, according to Huh Kyung, Director General for Emerging Industry in the governments Ministry of Knowledge Economy, which is responsible for regulating and overseeing high-tech industries in South Korea. The First Basic Plan for Intelligent Robots calls for Korea to be one of the top three producers of robotic products by 2013 and the leading producer by 2018. That would total more than $1 billion U.S. for export and $3 billion for internal consumption. The Republic of Korea has treated its IT infrastructure and industries as key drivers of economic growth since the mid-1990s, and committed itself to promoting the service robotics industry in 2004, according to Dan Kara, president and editor of Robotics Business Review. At that time the Korean economic ministry put in place a strategy called IT839, whose goal was to build a robust internal IT networking infrastructure, and promote specific high-tech industries, including service robotics. It invested $264 million over five years in 16 projects designed to boost the domestic intelligent robotics industry, Kara said. The effort, and Koreas robotics manufacturers, have been remarkably successful, according to Kara. Im not surprised the [Korean] government sees robotics as a driver for the economy, agreed Barbara Coffey, analyst at financial services firm Kaufman Brothers. The South Korean market has been a huge winner in cell phones and other electronics. Theyve been a leader in digital broadcasts and in uses for small devices, so theyre probably in a good position for robotics as well, as far as manufacturing and research [capabilities]. Speaking at last weeks RoboBusiness conference in Boston, Rus predicted that the market for service robots alone would grow from about $600 million in 2002 to more than $52 billion by 2025, largely driven by the
Page 35

need to care for increasingly elderly populations in both the U.S. and in Asian countries, including Korea and Japan. Kevin Fogarty; http://www.roboticstrends.com/service_robotics/article/ korea_to_put_750m_in_robotics_industry; 2010
Second Life Economy Hits New All-Time High in Q1 2010 Highlights for the Quarter The Second Life economy kicked off 2010 with strength in many key indicators in Q1. User-to-User Transactions totaled US$160 million, a 30% increase year-to-year and an all-time high Total Sales on Xstreet reached US$2.3 million, an 82% increase yearto-year and a 24% increase over the previous quarter Total L$ exchanged on the LindeX totaled US$31 million, a 9% increase year-to-year Residents active in the Economy reached 517,349 in March, a 2010 high Monthly Unique Users with Repeat Logins peaked in March at 826,214, a 13% increase year-to-year and an all-time high Second Life continues to be the largest user-generated virtual economy in the world, and as we reported in our 2009 year-end economy blog post, reached US$567 million in user-to-user transactions in 2009, with gross resident earnings of US$55 million. The scale and continued growth of Second Life are a highlight in a quarter which saw the closure of a few longstanding companies in the virtual world space. We wish the customers and employees of those companies well.
2009 End of Year Second Life Economy Wrap up (including Q4 Economy in Detail) Second Life economy totals $567 million US dollars in 2009 - 65% growth over 2008
Gross Resident Earnings are $55 million US Dollars in 2009 - 11% growth over 2008 In 2009, the rest of the world caught up with what Second Life
Page 36

Residents have known for a long time - that virtual goods can be a very good business. Headlines about a billion-dollar plus trade in virtual items appeared in the mainstream press, but in many cases the articles focused on the platforms that create and provide virtual goods to their users, not on the users themselves.
And this is what sets Second Life apart: our users create, merchandise, and sell virtual goods as part of the largest user-generated 3D virtual goods economy in the world. By any measure - number of items, transactions, dollar value, revenues earned - Second Life is the leader. In 2009, Second Life Residents earned more than twice that amount US$55 million - while the total size of the Second Life economy grew 65% to US$567 million.
And all of that is due to the creativity and innovation of the Second Life Residents.
By way of comparison, real-world global output is forecast to have declined 1.1% in 2009 (see the IMF World Economic Outlook report, October 2009). The Bureau of Economic Analysis will post figures for the US economy for Q4 and 2009 on January 29th, but their most recent forecast was for the US economy to have shrunk by 2.7% in 2009. Despite a challenging macro environment, the Second Life economy did quite well to grow in 2009. Before we dive into the numbers for 2009, we want to acknowledge that last year was an economically challenging one for many people in the real world and many Second Life Residents. Some Second Life Resident businesses faced hard times while others flourished. Our focus is to work hard in 2010 (and beyond) to increase the number of Second Life Residents, so that the Second Life economy will continue to grow, giving all Residents the opportunity to benefit.
Source: http://blogs.secondlife.com/community/features/blog, 2010
Page 37

6.0 Service Business Analysis
Globally, the main division in nanotechnology industry is on Research & Community and Commercial (B2B). The Institute would natively be positioned in a Government, Industry & Private Laboratories, although it will interact and collaborate with all other divisions and sectors in the industry. Research & Community :University Departments, Labs & Research Groups (940); Government, Industry & Private Laboratories (311); Initiatives & Networks (460); Associations & Societies (21). Commercial (B2B): Raw Materials (269); Biomedicine & Life Sciences (328); Products, Applications, Instruments & Technologies (1215); Services, Intermediaries & Other (249). (Source: http://www.nanowerk.com/nanotechnology/, 2010) The similar would be in robotics department of the Institute. The general idea is for the Institute to serve as an agency for perpetuation of global human and posthuman progress and development, furthermore as an agent for congregation and interaction between all social producing powers, an architect of the new systems etc.
Page 38

6.1 Business Participants
Some global participants in a nanotechnology industry (100 out of 311 of them) representing Government, Industry & Private Laboratories sector.
Acreo (Sweden) Acreo, a contract R&D lab, deals with several aspects of optical components and systems for various applications. The company develops and manufactures new components or materials with new properties based on semiconductor structures in the nanometer scale. Examples are new types of light sources, detectors or modulators. Advanced Materials Group, Institute for Scientific and Technological Research of San Luis Potosi (Mexico) Theoretical and experimental research of new materials, mainly focused to nanostructures. Advanced Materials Research Center (AMRC) (USA) The Advanced Materials Research Center (AMRC) is a industry-driven virtual R&D center focused on the commercialization of advanced technologies. The center is a collaboration between the State of Texas, SEMATECH, and the state's research universities. Air Force Office of Scientific Research (AFOSR) (USA) Invests in basic research efforts for the Air Force in relevant scientific areas. Air Force Research Laboratory (AFRL) Materials and Manufacturing Directorate (USA) The AFRL ML develops materials, processes, and advanced manufacturing technologies for aircraft, spacecraft, missiles, rockets, and ground-based systems and their structural, electronic and optical components. AIST Nanoarchitectonics Research Center (Japan) The Nanoarchitectonics Research Center, in close collaboration with the Graduate School of Frontier Sciences, the University of Tokyo, aims to establish 'bottom-up' nanoscale technologies based on molecular self-assembly, hierarchical atomic nanostructure construction and atomic level measurement techniques. AIST NanoProcessing Partnership Platform (Japan) Utilizing the AIST NanoProcessing Facility and the AIST Technical Service Center, the National Institute of Advanced Industrial Science and Technology (AIST) conducts the NanoProcessing Partnership Platform as a part of Nanotechnology Network Japan of the Ministry of Education, Culture, Sports, Science and Technology (MEXT). AIST Research Center for Advanced Carbon Materials (Japan) The Nano-Carbon Materials team at the Center develops original synthetic approaches to fabricate rational nanoscale materials as basic building blocks and the hierarchical assembly of these nanomaterials to fundamental elements for nanodevices that would serve as functional components for applications in nanotechnology. Ames Laboratory - Biomolecular Materials Chemistry (USA) Research includes nanocomposites and nanostructures. Argonne National Laboratory - Center for Nanoscale Materials (CNM) (USA) The CNM's mission includes supporting basic research and the development of advanced instrumentation that will help generate new scientific insights and create new materials with novel properties. Army Research Laboratory (USA) The research facility of the US Army. Asian Institute of Technology - Nanotechnology (Thailand) Research topics are self-organization, nanoparticles, quantum dots and nanowires Atomic Energy Center Bariloche - Nanoscience Research (Argentina) The center's mission is to organize an internationally recognized focal point in Bariloche for the research and the technological development of nanoscale materials. Bay Zoltan Institute For Materials Science And Technology (Hungary)
Page 39

The mission of the Institute is to play a dominant role in the materials science and technology innovation chain, first of all in the field of laser technology, metal technology and simulation, polymer technology and nanotechnology. Beijing National Laboratory for Molecular Sciences (BNLMS) (PR China) The research directions of BNLMS include: (1) structure and transformation of matter; (2) materials chemistry; (3) nanoscience and nanotechnology; (4) polymer science and engineering; (5) chemistry in life science; (6) environmental and energy chemistry. Bell Labs (USA) The research arm of Lucent-Alcatel conducts nanotechnology rseaerch such as for instance nanostructured surfaces. Berkeley Lab - The Molecular Foundry (USA) The Molecular Foundry at Berkeley Lab is a user facility for the design, synthesis and characterization of nanoscale materials. Berkeley Sensor & Actuator Center (BSAC) (USA) BSAC is the National Science Foundation Industry/University Cooperative Research Center for Microsensors and Microactuators, conducting industry-relevant, interdisciplinary research on microand nano-scale sensors, moving mechanical elements, microfluidics, materials, and processes that take advantage of progress made in integrated-circuit, bio, and polymer technologies. BioMaDe (Netherlands) Biomade Technology Foundation is a research institute whose mission is to develop and exploit molecular nanotechnologies. BioSciences Research Institute (BRI) (India) BioSciences Research Institute (BRI) has been setup as a premier Institute for Research & Development and Advanced Training in the field of BioSciences. Research includes nanotechnology. Boeing Phantom Works (USA) Boeing Phantom Works is the advanced research and development unit at Boeing and the catalyst of innovation for the Boeing enterprise. For instance, they are working to create an entirely new class of nanostructured aluminum alloys. These lab-produced materials deliver titanium's strength - over a wide temperature range - in a much lighter material. Brookhaven National Laboratory - Center for Functional Nanomaterials (USA) The Brookhaven National Laboratory Center for Functional Nanomaterials will provide researchers with state-of-the-art capabilities to fabricate and study nanoscale materials. Burnham Institute for Medical Research (USA) Through special grants awarded by the NIH, the Burnham has been designated as one of four centers for devising new therapies for cardiovascular disease using bionanotechnology. Bussan Nanotech Research Institute (XNRI) (Japan) XNRI is focused on developing unique technologies that have been enabled by the fusion of a diverse range of disciplines centering around nanotechnology, technologies that will allow them to direct their efforts into research areas related to the environment, energy and medicine. Caesar Research Center (Germany) Major research centre with multidisciplinary approach including materials, nanobio, electronics, microrobotics. California Institute of Nanotechnology (USA) The California Institute of Nanotechnology's mission is to conduct research and development and provide professional education and training in the frontier of nanotechnology to meet the needs of the emerging industry for the benefit of the society. The institute conducts advanced and applied research in nanotechnology to help solve major problems facing mankind such as diseases, shortage of energy and global environmental issues. Canadian Institute for Advanced Research - Nanoelectronics (Canada) CIFAR selects research areas that tackle fundamental questions challenging our understanding of the natural world and of human society. Its Nanoelectronics program focuses both on fundamental science of how materials behave at the nanometer scale, and engineering issues such as creating new nanomaterials used for both research and applications. CANMET Materials Technology Laboratory (Canada)
Page 40

CANMET-MTL has nanotechnology projects in the areas of hydrogen storage and noxious gas sensors. Carolina Center of Cancer Nanotechnology Excellence (CCNE) (USA) CCNE goal is to design and fabricate novel and innovative, multifunctional nanodevices and then test their in vivo performance using sophisticated mouse models of human cancer. CEA INAC Laboratory Silicon Nanoelectronics Photonics and Structures (France) The SiNaPS laboratory is committed to basic research on the optical and physical properties of lowdimensional semiconductor structures and their applications to nano optics and nano electronics. CEA Leti (France) (Website in French) One of the largest applied research laboratories in Micro and Nanotechnologies in Europe, it focuses on microelectronics and microsystems on silicon, systems for biology and health, and optoelectronic and components. Cell Propulsion Lab - UCSF/UCB Center for Engineering Cellular Control Systems (USA) The lab's goal is to understand the fundamental design principles of cellular control systems and to apply these principles to engineer cells or cell-like devices with novel, 'smart' therapeutic functions. CEMES Center for Materials Elaboration and Structural Studies (France) The CEMES goals are for one part to establish links between the atomic architecture and the physical and chemical properties of a material or a nano-material and for another part to design, synthesise and study the first prototypes of molecular nano-machines, studied one at a time. Cenamps (UK) Cenamps is an entrepreneurial, not-for-profit company established in the North East of England, with the aim of strengthening the region's economic foundation, R&D capabilities and performance through the creation of high-tech jobs and new business opportunities. Various nanotechnology projects are part of Cenamps' efforts. Center for Cell Control (USA) The Center for Cell Control is working to first utilize systems control, with therapeutic intent, to determine the parameters for guiding the cell to a directed phenotype/genotype which will then be followed by in depth study, using nanoscale modalities, of the path by which this desired state is achieved. This approach will enable engineering systems that can be applied towards the regulation of a spectrum of cellular functions, such as cancer eradication, controlling viral infection onset, and stem cell differentiation. Center for Integrated Nanotechnologies (CINT) (USA) CINT is a Department of Energy/Office of Science Nanoscale Science Research Center (NSRC) operating as a national user facility devoted to establishing the scientific principles that govern the design, performance, and integration of nanoscale materials. Center for Material Elaboration & Structural Studies (CEMES) (France) Nanomaterials (electronic, magnetic and optical) fabrication and analysis. Center for Materials Discovery (UK) The Centre for Materials Discovery (CMD) is championing the use of High Throughput (HT) technologies across multiple industrial sectors within Merseyside and the Northwest of England. Competencies include materials synthesis for organic materials, polymers, porous materials, nanomaterials. Center for Nano Manufacturing and Metrology (CNMM) (USA) CNMM is a joint venture between the University of Maryland and the National Institute of Standards and Technology. Its mission is to advance the science and technology of manufacturing and realization of products based on the use of the unique properties achieved at the nanoscale. Center for NanoEnergetics Research (CNER) (USA) CNER is an Army funded center and exists at four university sites, with the University of Minnesota as the lead institution.Its mission includes developing new methods for nanoparticle growth and surface passivation and developing new Sol-Gel methods for generation of nanostructured materials with emphasis on energy release. Center for Nanophase Materials Sciences at Oak Ridge National Laboratory (USA) The Center for Nanophase Materials Sciences at Oak Ridge National Laboratory is a collaborative
Page 41

nanoscience user research facility for the synthesis, characterization, theory, modeling, simulation, and design of nanoscale materials. It is one of five Nanoscale Science Research Centers currently being established by the Office of Science, U.S. Department of Energy. Center for Nanoscale Science and Technology at NIST (USA) The Center consists of a Research Program and the Nanofab, a shared-use facility providing economical access to state-of-the-art nanofabrication and nano-measurement tools. Center on Functional Engineered Nano Architectonics (FENA) (USA) FENA aims to create and investigate new nano-engineered functional materials and devices, and novel structural and computational architectures for new information processing systems beyond the limits of conventional CMOS technology. Centexbel (Belgium) Centexbel is a Belgian textile research centre that offers activities around Research & Development and Services (testing included) throughout its regional offices. It's nanotechnology activities focuss on nanoscale modifications of textile surfaces by means of atmospheric plasma treatment; nano coatings; and the incorporation of nano additives in fibres and coatings; and electro-spinning for the production of nano fibres Central Metallurgical Research & Development Institute - Nanotechnology Lab (Egypt) Preparation, characterization and test for application of nanomaterials in the form of particles, fibers, tubes and thin films by various methods and techniques such as sol-gel, co-precipitation, hydrothermal, solvothermal, microemulsion, CVD, PVD, and electrodeposition. Centre d'Investigacio en Nanociencia i Nanotecnologia (CIN2) (Spain) The Centre CIN2 wants to be a relevant actor in nanoscience and nanotechnology research in the international arena. Investigation in CIN2 are carried out by different groups specialist in knowledge areas like electronic transport modelling, scanning tunnelling microscopy, synthesis of nanoparticles, surface nanostructuring, nanoestructured hybrid materials, nanoionics, nanooptics, nanomagnetism, low temperature transport in nanoentities (carbon nanotubes and graphenes) , nano-bio-sensoring and nanotechnology for energy, instrumentation and toxicity. Centre de Recherche Public - Gabriel Lippmann (Luxembourg) The main activity of the department Science and Analysis of Materials is the investigation of the all range of materials up to the nanometre scale using state-of-the-art instrumentation. Centre for Cellular and Molecular Biology (CCMB) (India) The ongoing research programmes at the CCMB are in three major categories - high quality basic research in the frontier areas of modern biology, research relevant to societal needs, and applicationoriented research towards commercialisation. Centre of Excellence in Nano- and Microscale Characterizationand Development of Advanced Materials (NAMAM) (Poland) The specific thematic objectives of the Centre are enhancement of the research potential in the field of advanced structural and functional materials and development of highly specialized techniques of investigation to obtain information on properties of materials and their behavior in service conditions. Centre Suisse d'Electronique et de Microtechnique (CSEM) (Switzerland) CSEM's expertise in nanotechnology focuses on characterization, optics, microscopy, and surface engineering. The combination of these technologies with other ones such as microfluidics, microsystems, photonic optics and micro-optics makes CSEM able to integrate successfully nanotechnology to novel products. Centro de Nanociencia y Nanotecnologia Nanoescalar (nanoCiTec) (Colombia) A Colombian research association for all areas of nanotechnology and nanoscience. Centro Nacional de Alta Tecnologia - Laboratorio Nanotecnologa (LANOTEC) (Costa Rica) (Spanish language site) The nanotechnology lab at the country's Center for High Technology. Centro Nacional de Microelectronica (CNM) (Spain) The CNM-IMB has established a new R&D activity focussed on the integration of microelectronics with nanotechnology, which includes nanolithography, combination of nanodevices with CMOS circuits and development of nanoelectromechanical systems. Centro Nacional de Microelectronica - Optoelectronics and Nanomechanics Biosensor Group (Spain) The Biosensors Group is focused on the development of portable Biosensor Prototypes, mainly
Page 42

fabricated with IC compatible silicon technology, at macro, micro and nanoscale, for Total Analysis systems implementation. Chemical Process Engineering Research Institute (CPERI) (Greece) Applied materials research in processes, hydrocarbons, polymers, energy, nanoparticles, environment, catalysts. Chemical Research Center, Dept. of Surface Modifications and Nanostructures (Hungary) The main research interests of this Budapest Lab are focused on the development of new functional materials, such as nanostructured and nanosized materials. Chemical Research Center, Laboratory for Nanostructured Metal Catalysts (Hungary) Spectroscopic investigation of interfacial phenomena to determine the chemical composition and electronic structure of interfacial systems, as well as to characterise the structures of adsorbed layers. Children's Hospital Boston - Ingber Lab (USA) The Ingber laboratory is interested in the general mechanism of cell and developmental regulation. The lab also has shown that extracellular matrix and cell shape distortion play central roles in control of angiogenesis that is required for tumor growth and expansion, and has developed numerous novel microtechnologies, nanotechnologies, magnetic control systems and computational models in the course of pursuing these studies. Chinese Academy of Sciences - Key Laboratory of Molecular Nanostructure and Nanotechnology (PR China) Being part of the Chinese Academy of Sciences, this laboratory emphasizes the basic research and related technology of molecular structures and nanodevices. Chinese Academy of Sciences - Nanoscale Physics and Devices Laboratory (NPDL) (PR China) The research of NPDL focuses on nanoscale physics and nanoscale devices. CIC biomaGUNE (Spain) CIC biomaGUNE (Centro de Investigacion Cooperativa en Biomateriales - Bioscience Cooperative Research Centre) is a non-profit association with the basic aim of creating, producing, promoting and applying scientific and technological knowledge in the biomaterials field by carrying out systematic research and experimental development work. One of the research programs puts particular emphasis on the properties and applications of molecular-level biological nanostructures. Ciceco (Portugal) The mission of the Portugese Center for Research in Ceramics and Composite Materials (Ciceco) is to develop the scientific and technological knowledge necessary for the innovative production and transformation of ceramics and composite materials. Research areas include nanostructured materials. Cidetec (Spain) The Nanotechnology Unit at CIDETEC develops nanomaterials as well as new technologies such as nanophotonics and organic nanoelectronics, and organic photovoltaic technology. CINN Research Center on Nanomaterials and Nanotechnology (Spain) The Research Center on Nanomaterials and Nanotechnology (CINN) is a joint research center created in 2007 by institutional joint initiative between the Spanish Council for Scientific Research (CSIC), the Government of Asturias and the University of Oviedo. The CINN combines interdisciplinary research strongly competitive at international level with scientific and technological demonstration activities towards enterprises technologically advanced, and has among its main objectives the creation of new technology-based firms. City of Hope National Medical Center (USA) City of Hope is a research hospital that has started a multidisciplinary collaboration with the National Aeronautics and Space Administrations Jet Propulsion Laboratory (JPL) to pursue nanomedicine therapies. CMIC - Centro de Investigacin en Microtecnologas (Spain) CMIC is a research centre in Micro/Nano Technologies, which is the result of a Strategic Alliance between the research centres CEIT, Ikerlan and Tekniker, the universities Mondragn Unibertsitatea and Tecnun, and the MCC business group, for Technological Research and Development in Micro/ Nano Technologies. Columbia University - NanoMedicine Center for Mechanical Biology (USA) The NanoMedicine Center for Mechanical Biology aims to advance understanding of cellular
Page 43

mechanical biology in order to develop technologies for regenerative medicine. CoRI Coatings Research Institute (Belgium) CoRI is a private institute created in 1957 as a non profit organization in order to stimulate scientific and technological development in the coatings industry. The aim is to extend basic knowledge on essential properties of organic coatings such as durability, rheology, corrosion protection, colour, adhesion. The objective is to assist enterprises in their individual research and development efforts in new technologies such as powder coating, solventless paints, waterborne paints, radcure. Dailan Institute of Chemical Physics - Nano and Interfacial Catalysis Group (PR China) The group is devoted to fundamental research on the catalysis on nanocatalysts and interface chemistry, with the emphasis on the development and employment of appropriate methods and technologies in order to understand the nature of catalysis. Defense Advanced Research Projects (DARPA) (USA) DARPA is the central research and development organization for the Department of Defense. It manages and directs selected basic and applied research and development projects for DoD, and pursues research and technology where risk and payoff are both very high and where success may provide dramatic advances for traditional military roles and missions. DARPA manages a number of nanotechnology projects. Department for Environment Food and Rural Affairs (Defra) - Nanotechnology Group (UK) Defra's primary interest in nanotechnologies is in managing any potential risks to the environment and human health via the environment. Deutsche Forschungsgemeinschaft - Nanowires and Nanotubes (Germany) The Focused Research Program 'Nanowires and Nanotubes: From Controlled Synthesis to Function' supports the Theory of Development of Templates - Fabrication of Nanowires and Nanotubes Charaterization. Egypt-IBM Nanotechnology Research Center (Egypt) Egypt will cooperate with IBM on several initial projects in the following nanotechnology focus areas: Thin Film Silicon Photovoltaics; Spin-On Carbon-Based Electrodes for Thin Film Photovoltaics; Energy Recovery from Concentrated Photovoltaic for Desalination; Computational Modeling and Simulation. ENEA MAT-Nano (Italy) MAT-NANO is the device fabrication section of the 'Physical Technologies and New Materials' (FIM) department of ENEA, the Italian Agency for New Technologies, Energy and Environment. Environmental and Industrial Applications of Catalysis (AMIC) (Spain) AMIC is an innovation center belonging to the Technological Innovation Network created by the Catalan Autonomous Government. AMIC offers key-in-hand solutions for environmental and industrial problems of the manufacturing sectors. AMIC also works on nanomaterials such as Ag, Au, Pt, Cu and Pd nanocubes and other morphologies.
Ernst Ruska-Center (ER-C) for Microscopy and Spectroscopy with Electrons (Germany) The Ernst Ruska-Center houses several of the world's most advanced electron microscopes and tools for nanocharacterisation. Estonian Nanotechnology Competence Center (Estonia) Estonian Nanotechnology Competence Centre is a consortium of industrial and science partners formed for performing common research in the field of nanotechnology. European Molecular Biology Laboratory (EMBL) (EU) The European Molecular Biology Laboratory is a non-profit organisation and a basic research institute funded by public research monies from 19 member states. Research at EMBL is conducted by approximately 80 independent groups covering the spectrum of molecular biology. Research projects include biomolecular nanomachines and optical nanotechnologies. Flanders Materials Centre (Flamac) (Belgium) Flamac's objective is to become a competence centre in 'High Throughput Methodologies' to support research for the materials industry. Research includes Synthesis and characterization of submicron metal-oxide coatings via chemical vapor deposition. Focus Center on Functional Engineered Nano Architectonics (FENA) (USA) FENA's research mission is 'To create and investigate new nano-engineered functional materials and devices, Page 44

and novel structural and computational architectures for new information processing systems beyond the limits of conventional CMOS technology.' Forschungszentrum Karlsruhe - Electronic and Optical Properties of Molecular Nanostructures/CNTs (Germany) The group is developing methods to sort carbon nanotubes according to their electronic properties, developing techniques for parallel assembling of carbon nanotubes, organic molecules and inorganic nanorods into functional units,and studying the electronic and optical properties of sorted carbon nanotube material, singletube devices and nanotube-molecule hybrids. Forschungszentrum Karlsruhe - Metaphotonics (Germany) The research activities of the Helmholtz Young Investigators group 'Metamaterials for Photonics' lead by Dr. Stefan Linden and Prof. Dr. Martin Wegener are devoted to fabrication and optical characterization of functional metallic nanostructures for optical frequencies. Forschungszentrum Karlsruhe, Institute of Nanotechnology (Germany) The Nano- and Microsystems Program is aimed at developing application-tailored solutions. The group is pursuing interdisciplinary approaches based on a pool of technologies comprising mechanical, optical, magnetic, fluidic, electrical, materials science, and information technology competences. Our approach is characterized by the use of nanoscaled functional entities (materials, structures, components) in particular to develop innovative and economically attractive solutions. Forward Science Laboratory (Japan) A laboratory supported by Kyoto University. The core focus is environmental remediation technologies with nanomaterials. Fraunhofer Center for Advanced Micro- and Nano-Optics (CMN) (Germany) This CMN is part of the Fraunhofer Institute for Applied Optics and Precision Engineering. Fraunhofer Center Nanoelectronic Technologies CNT (Germany) The Fraunhofer Center for Nanoelectronic Technologies CNT in Dresden is an institution of the FraunhoferGesellschaft created as a public-private partnership with industrial partners Infineon Technologies AG and Advanced Micro Devices AMD and other research partners. The new Center was established with the aim of rapidly transferring innovative, discrete process solutions for the fabrication of nanoelectronic systems on 300mm wafers into the industrial manufacturing environment. Fraunhofer ENAS (Germany) ENAS deals with smart systems integration with micro- and nanotechnologies. Reasearch focuses on development of MEMS/NEMS, 3D-integration and reliability. Fraunhofer Institute for Applied Polymer Research (IAP) (Germany) From organic LEDS for flat screens to drug delivery systems based on polymer nanoparticles - the IAP work hand in hand with the users of their polymers to develop the best material possible. Fraunhofer Institute for Environmental, Safety and Energy Technology (UMSICHT) (Germany) Research in nanocomposite materials for environmental applications. Fraunhofer Institute for Factory Operation and Automation (IFF) (Germany) Starting from the know-how already available and the experience in classical robotics, sensor technology and development of very fast controllers, new drive systems and tools for precision positioning up to the nanometer range are developed. Fraunhofer Institute for Integrated Systems and Device Technology (IISB) (Germany) Research and development in the fields of microelectronics and nanoelectronics, power electronics, mechatronics, automotive electronics, and crystal growth. Fraunhofer Institute for Interfacial Engineering and Biotechnology (IGB) (Germany) Hybrid biological and synthetic particles have been developed which simulate the properties at the cell surfaces. On the surface of these cell-mimetic, i.e. cell-imitating, nanoparticles, membrane proteins are bound in such a way that their biological properties are fully maintained. Fraunhofer Institute for Manufacturing Engineering and Automation (IPA) (Germany) Researches coating technologies for nano materials. Fraunhofer Institute for Manufacturing Technology and Applied Materials Research (Germany) Research and development in the areas of Powder technology, Casting technology, Light weight construction, Micro production technology, Functional Printing, Rapid Prototyping, Nanopowder Technology. Fraunhofer Institute for Reliability and Microintegration (IZM) (Germany) Deals with Board Interconnection Technologies (nanowires); Chip Interconnection Technologies (nanoscale Page 45

structures); Lifetime prediction for nanoscaled materials relies on nanoanalytics (nanodeformation) and nanosimulation. Fraunhofer Institute for Solar Energy Systems (Germany) Micro- and nanostructured solar cell architectures. Fraunhofer Research Group Nanotechnology for Life Science (Germany) Main focus is the development of polymer systems for biomedical applications such as therapy, delivery or diagnostics. The lab studies a wide range of applied polymer systems including nanocarriers for drug delivery, copolymers for non-viral gene delivery and functional colloids for magnetic resonance imaging. Friedrich Miescher Institute for Biomedical Research (Switzerland) The Friedrich Miescher Institute is devoted to fundamental biomedical research. As part of the Novartis Research Foundation and one of the institutes of Novartis Corporate Research, the institute's goal is to exploit new technologies to further the understanding of the basic molecular mechanisms of cells and organisms in health and disease. Fujitsu Laboratories (Japan) Pursues nanotechnology rseearch such as carbon nanotube interconnects and high-speed nanoscale devices. GE Global Research - Micro & Nanostructures Technologies (USA) The mission of the Micro and Nano Structures Organization is to apply frontier research knowledge and engineering techniques to synthesize, manipulate, and modify materials to create novel electronic devices, photonic devices, integrated structures and machines. (Source: http://www.nanowerk.com/nanotechnology/research/laboratories_a.php, 2010)
Genetic Engineering Companies The Big Six

These six companies are the major players in agricultural genetic engineering in the private sector. Many of them have extensive plant breeding operations across the world, and then add transgenic traits to the varieties they breed.
Monsanto (NYSE: MON) is based in St. Louis, Missouri. Monsanto has the largest market share of GE crops in the world. Pioneer Hi-Bred International is based in Johnston, Iowa. Pioneer is a subsidiary of DuPont (not publicly traded). Syngenta AG (NYSE:SYT) is based in Basel, Switzerland. Dow Agrosciences is based in Indianapolis, Indiana. Dow Agrosciences is a subsidiary of Dow Chemical (NYSE:DOW). BASF (OTC:BASFY) is based in Ludwigshafen, Germany. While primarily a chemical company, they are rapidly expanding their biotechnology division. Bayer Cropscience is based in Monheim, Germany. Bayer Cropscience is a subsidiary of Bayer (OTC:BAYRY).
Other Companies
There are a lot more companies working on genetic engineering than just the Big Six. Many of them study individual traits, and if successful in their research, may license their technology to larger companies that can incorporate it into their crops.
Page 46

United States
Aqua Bounty is based in Waltham, Massachusetts. They develop improved fish for aquaculture, and are close to obtaining approval for the first biotech animal for food production: fast growing salmon. ArborGen LLC is based in Summerville, South Carolina. They study the genetics of trees, from wood quality to restoring endangered tree species such as the American Chestnut. Arcadia Biosciences is based in Davis, California. They develop nitrogen use efficiency (NUE) for crops, as well as salt tolerance, and works on the healthful composition of foods. Exelixis is based in South San Francisco, California. Mendel Biotechnology is based in Hayward, California. They have developed a yield-increasing trait in soybeans using genetic engineering. Targeted Growth, Inc. is based in Seattle, Washington.
Australia
Florigene Pty Ltd, based in Victoria, is a subsidiary of Suntory Group in Tokyo, Japan. Their research focuses on introducing new colors into ornamental flowers and have produced the worlds first purple carnations and the first true blue rose.
Canada
Okanagan Specialty Fruits Inc. is based in Summerland, British Columbia. They work on tree-fruit traits, and are currently pursuing deregulation of their non-browing apple. Performance Plants, Inc. is based in Kingston, Ontario. They conduct research on abiotic stress and yield, and biofuel-related traits. SemBioSys is based in Calgary, Alberta. They work on pharmaceutical traits and are developing GLA-rich safflower oil.
India
Mahyco is based in Dawalwadi. They have partnered with Monsanto to introduce Bt cotton to India. Metahelix Life Sciences Pvt Ltd is based in Karnataka. They own Dhaanya Seeds.
Israel
Evogene is based in Rehovot. Protalix is based in Carmiel. They conduct research on producing therapeutical proteins in plant cells.
The Netherlands
Genetwister Technologies B.V. is based in Wageningen. They use functional genomics and Page 47

expression profiling to discover important genes in plants. KeyGene is based in Wageningen. Founded by several large Netherlands seed companies, it is a cooperative research group that conducts genomic research on plant genetics. One of the crops they work on is aphid-resistant lettuce. They also have a US office in Maryland.
South Africa
Pannar Seed International, based in Greytown, South Africa, is also venturing into biotechnology source: (http://www.biofortified.org/resources/genetic-engineering-companies/, 2010)
6.2 Distributing a Service
Distribution is definitely global whether regarding virtual product and services or material product of services, since the infrastructure and the research represent a global brain network. The Institute is also hoping to invent new distribution patterns, or systems which would have an impact on how the goods are sold and consumed as well.
6.3 Competition and Buying Patterns
Since infrastructure, system, communications and position in the industry would be idiosyncratic, there is no need for worrying about getting attention, or creating a brand or marketing and advertising the product or self. In such a environment the attention would naturally flow towards the bearer of such a idiosyncratic idiom.
6.4 Main Competitors
The Institute does not believe in a competition.
Page 48

7.0 Web Plan Summary Network Interaction Tools The content from the institute would be streaming live from any location the research is happening. Anything happening at the institute s sites is a potential content, from constructions and reconstructions, to brainstorming and experiments. It would be streamed to two media platforms, satellite channel (brand name: ScienceFeed TV) and on the internet (brand name: MindGroup.com). Internet platform will provide a possibility for interaction with users thus creating a community that would be able to participate in a research, respectively. The same platform is ideologically and architecturally connected to the Virtual Institute, the discussions and research would interact back and forth between the two. A: For the broadcasting satellite streaming it will be developed an application that would enable interaction with the user, application will be optimized for any satellite receiver, settop box and such. Revenue models: product sale, licensing, brokerage (Short-term products, go to market in 6 months to 2 years) B: internet stream community (Short-term products, go to market in 6 months to 2 years)
7.1 Website Marketing Strategy The institute will invent its own new cutting-edge channels and formats for distributing ideas. The traditional methods that will be used for grabbing the attention will be viral and guerilla marketing and social media. The methods will definitely be upgraded and brought to a new level.
Page 49

7.2 Development Requirements The internet infrastructure will be built and developed upon mindbanking.com and brainharvest.biz projects and their infrastructure. Basic requirements: small team of developers and idea-generators that would constantly develop and produce new solutions, communities, communication paradigms and such. The main requirement is for each new solution, idea, change or such to be ground-braking and to set new standards. Cosmetic changes or solutions that do not offer new perspectives or idioms are definitely not acceptable for the standards and requirements of the Institute. Furthermore, requirement also important; any solution, application or produced item, has to be a brilliant new solution that could bring closer to optimization of ICT infrastructures.
8.0 Strategy and Implementation Summary It must be comprehended that the path to a new evolution stage is not a linear one. It is rather a complex and unstable structure which holds numerous properties and is extremely powerful. That power in this context is as we could describe it, pure energy drifting in hyperconnected puddles. The research projects and scopes overlap with one another as well as with strategic objectives proving the complex structure and infrastructure of the institute and its strategy plausible. Strategy corresponds to the double vortex infrastructure. The Institute is an immediacy, and it is a contingency. Such a contingency possesses enormous power and energy. Harvesting that power will lead in a realization of Value.
8.1 SWOT Analysis
8.1.1 Strengths Complexity, Flexibility and sustainability of the system. Endlessly upgradeable and expandable infrastructure. Networking with global communities, industries and sectors.
Page 50

8.1.2 Weaknesses
8.1.3 Opportunities Creating new markets, economies and values. Perpetuating progress for the global communities and a society. Creating new value for a society at large. Accomplishing the next step of the evolution.
8.1.4 Threats The idea too progressive or ahead of time. Research to extend to a longer period than projected.
Page 51

8.2 Strategy Pyramid The path to evolution quantum leap. It must be comprehended that the path to a new evolution stage is not a linear one. It is rather a complex and unstable structure which holds numerous properties and is extremely powerful. That power in this context is as we could describe it, pure energy drifting in hyperconnected puddles. The research projects and scopes overlap with one another as well as with strategic objectives proving the complex structure and infrastructure of the institute and its strategy plausible.
a.Deconstruction of all retrograde historic infrastructures and paradigms of the society which is due to come through deconstruction of retrograde economic structures: division of labor, mass production, competition, value chain and such and de-emphasizing their impact on social processes. The mention could be accomplished through engaging communities in selforganized production (research projects: mindbanking.com, brainharvest.biz, robotics research in relieving society from servile and detrimental labor) b.Deconstruction of communication codes by researching language syntax, construction and deconstruction of the language codes, investigating math codes and its relation and interaction to human and post human consciences; combining mathematics, semiotics, linguistics and other related and non related science methods in order to produce new language (subliminal?) and new communication paradigm. c.Multiplication of human potential and intelligence (research projects: virtual institute, brainharvest, interface for a human brain-to-brain communication) d.Freeing human being of the constraints of a physical (body) research in nanogenetics, nanorobotics, etc. e.Polidimension(s) research in time and space continuum
Strategy corresponds to the double vortex infrastructure (instead of the pyramid).
Page 52

8.3 Value Proposition Strategic goals of the Institute simultaneously represent the benefits for the Institute and for the society at large. Deconstruction of all retrograde historic infrastructures and paradigms of the society which is due to come through deconstruction of retrograde economic structures: division of labor, mass production, competition, value chain and such and by de-emphasizing its impact on social processes.Deconstruction of communication codes and proposal of a new communication paradigm and even new language. Multiplication of human potential and intelligence. Freeing human being of the constraints s of the physical (body). Discovering polidimension(s). Proposed infrastructure of the Institute, surprisingly enough, is capable to generate revenue as well as to produce new value, infrastructures, idioms and, respectively, a new society.
8.4 Competitive Edge
State-of-the-art system that runs behind the infrastructure. Constant development of the basic system. Global network of brains, which is constantly expanding. Virtually no competition in the region. Focused on achieving Human 2.0 and Neohuman Society.
Page 53

8.5 Marketing Strategy
Marketing strategy accomplishes under a motto "forget everything you know (about market)". The background of proposed marketing strategy is theory; Social Contract (Hobbes,Thomas; Leviathan or The Matter, Forme and Power of a Common Wealth Ecclesiasticall and Civil, 1651; ) Social Contract (Rousseau, Jean Jaques; The Social Contract; 1762) Historical Materialism (Marx, Karl ; A Contribution to the Critique of Political Economy, 1859) Foucault, Michel; Power, Essential Works of Foucault 1954 - 1984, volume 3; Editions Gallimard; 1994 Systems theory (von Foerster, 1960) Chaos theory (Gleick, 1991) Network Theory (Buchanan, 2003; Newman, Barabasi, Watts, 2006) Media extension of human body (McLuhan, 1964) Network vs. Hierarchical infrastructure (Galloway, 2002; PricewaterhouseCoopers, 2002) Hyperreality (Baudrillard, 1981) The Mirror of Production (Baudrillard, 1975) The Attention Economy (Davenport & Beck, 2001; Goldhaber, 1997; Barbrook, 1997; Berman & McClellan, 2001; Ghosh, 1997) Mass vs. Individual media (Kompare, 2002) Convergence (Forman & Saint John, 2000) Autopoiesis (Maturana & Varela, 1987) Knowledge Economy (Leadbeater, 2000) Gift Economy (Barbrook, 1997) Self-management (Petras & Veltmeyer, 2002)
Page 54

Governing Dynamics, Nash equilibrium Anarchist Economics Energy Theory of Value Mutualism Panarchist Synthesis Technocracy ...
8.5.1 Positioning Statement There is definitely a necessity for an institute of such research scope and magnitude, since there is the global need for a development boost, quantum leap even. Hope it is not too pompous to say that society at large is hungry of vision such the Institute could provide for.
8.5.2 Pricing Strategy
No elaborate pricing strategy. How do you put a price tag on development and evolution, apart that we could say it is valuable, invigorating and rewarding production.
8.5.3 Promotion Strategy
Promotion will be based on original and new attention solutions, all retrograde marketing and advertising solutions and practices will be avoided as much as possible. Social media is somewhat acceptable communication solution, although it is already an old concept and practice.
8.5.4 Distribution Strategy
Page 55

8.5.5 Marketing Programs
The economic logic behind the proposed system starts with Baudrillards critique of Marx, accepting the notion that Marx was too rooted in assumptions of political economy to provide a framework for radical action (Baudrillard, 1975). Conceivably the quandary is the theory is rooted, and not that is rooted in political economy. Using unstable theory of complex infrastructure (almost organic one) we could possibly be empowered for radical action, through radical theory, if the radical is to be of any merit to the same theory. He proposes radical thought: labor power doesnt need to be labor power (Baudrillard, 1975). Expanding the idea, if the labor power becomes creative power, or an intellectual power and abate labor power, it would diminish assumptions of historic materialism thus making exchange of power that abolishes rooted codependence between modes of production and means of production, also between labor and ownership. Marketing programs emanate from the idea of revisiting and restructuring basic market logic and dynamics. The idea of Networked Partnerships: all social producing powers linked in a dynamic Modular Producing Units that at any given moment could be instantly restructured, creating the system intelligent enough to make an adjustment organically by itself, is just a beginning of rethinking the market structure. If we perceive the market as a live(!) entity any paradigm shift is possible; even more so if we perceive it as a contingency, market being fundamentally contingent or ad hoc. It could open a vast number of properties which could rise the quality of the market, giving the market a possibility to adapt swiftly to any influence, change or an impact. Mentioned presupposes abatement of value-chain (perhaps a value network is a new idiom) or any other rigid market structure.
Page 56

8.6 Sales Strategy Business model The idea is for the Institute to build a basic infrastructure to enable research according to research scope(s) and strategic goals. Further development requires collaboration with research teams and individuals around the globe. Sharing research will enable optimal infrastructure to be established and developed. Furthermore, it will enable swifter advancement in research and development. The idea is to create a system that is not cumbersome and not too costly, a system which is flexible and could restructure at any time without stressing the infrastructure drastically. Furthermore, project documentation which is to be developed will further develop infrastructure and economic logic upon the Institute will grow, and would have a task to prepare original business infrastructure for the start-up. One of the ideas is for the Institute to be an agency for brains, ideas and development.
Research Main activity of the Institute and will be conducted at the startup in 3 different divisions: Division of Nanotechnology, Division of Robotics and Division of Technology of Social Development. Researches are set in three different time frames: short-term, medium term and long-term research extent in order to assure constant intellectual production and go-to-market action. Production Production will be organized in the partnership with the partners from the industries. Services sales Service sales will distribute products/services mainly from the Division of Technology of Social Development in order to have constant revenue assured. Revenue will be achieved via subscriptions, pay per piece, selling virtual spaces, selling virtual construction sites, advertising etc. Consulting Consulting will be done by our experts in the areas the Institute can provide for. Consulting service is also planned in order to have constant revenue assured. Revenue models Service sales
Page 57

Subscriptions Pay per piece Product sales Patents Licensing Consulting
8.6.1 Sales Forecast
Projection is that research from the Division of Technology of the Social Development would generate fastest ROI since it is a research that starts immediately or it already commenced; furthermore it is a short-term research with go-to-market action in 2 years, and it represents consumer based distribution (content sales, service sales, product and virtual product sales, etc.). Research is further divided to medium-term research with go to market in 3-5 years, and long-term research with a time frame of goto-market action of 5-7 years. Furthermore, we expect at least two more investment rounds apart from start-up funding, in the following 2-4 years around 1 billion Euro.
Table: Sales Forecast
Sales Forecast 2011 Sales Product sales Service sales Virtual Products sales Patents / Licensing Virtual Service sales Total Sales Direct Cost of Sales Product sales Service sales Virtual Products sales Patents / Licensing Virtual Service sales Subtotal Direct Cost of Sales $765,000 $0 $885,000 $0 $0 $1,650,000 2011 $348,000 $0 $339,000 $0 $0 $687,000 2012 $7,800,000 $4,300,000 $5,600,000 $0 $3,200,000 $20,900,000 2012 $3,600,000 $3,000,000 $1,700,000 $0 $1,200,000 $9,500,000 2013 $16,000,000 $7,300,000 $8,400,000 $0 $5,700,000 $37,400,000 2013 $7,600,000 $3,200,000 $3,000,000 $0 $4,000,000 $17,800,000 2014 $31,000,000 $13,000,000 $15,600,000 $21,000,000 $9,000,000 $89,600,000 2014 $11,500,000 $5,600,000 $5,300,000 $9,000,000 $4,000,000 $35,400,000 2015 $73,000,000 $34,000,000 $43,000,000 $40,000,000 $28,000,000 $218,000,000 2015 $30,000,000 $16,000,000 $7,000,000 $8,000,000 $12,000,000 $73,000,000
Page 58
8.6.2 Sales Programs
Page 59

8.7 Strategic Alliances Dr. Ivan Budimir, Superconductivity From 1996 to 2008 working at the Ruer Bokovi Institute, Division of Materials Physics in the Molecular Physics Laboratory. In 1995, published a work SYNTHESIS OF BISCO MONOCRYSTAL (2212) AND
MEASUREMENTS OF SOME TRANSPORT PROPERTIES Budimir, Fizika B4 (1995 ) 623]. Goran Bai (Zagreb, Croatia/Canada/USA) NASA JET PROPULSION LABORATORY; Works with robotics and robotics related technologies. Degree: M.Sc in Space Studies ( Thesis: Design and development of the Hydrothermal vent sampler for in situ hydrothermal vent exploration), International Space University, Strasbourg, France; degree obtained in 2005. At the moment in Canada, doctoral studies.
Joe Davis (Cambridge, USA), affiliate researcher, Massachusetts Institute of Technology
(MIT)
Aleksandar Kova designer at the moment in Japan/Kyoto, doctoral studies Slaven Slobodnjak (Zagreb, Croatia) Independent scholar: studying ancient astrological and occult texts in the context of Hellenistic philosophy and grammar. Pursuing arias of research often marginalised in academic circles, which could on the other hand offer interesting models and new paradigms for research within philosophy and logic. Kaos (Zagreb, Croatia) Studio with international clients; top professionals in 3D graphic and animation, video effects, video production and postproduction. www.kaos.hr Bunch (Zagreb/London/Singapore) design studio bunch gathered from various corners of the world with different approaches to design and diverse areas of design expertise. www.bunchdesign.com Sail d.o.o. / Ivan Nikoli - IT architect
Suad okljat/ IndigoAudio; producer, composer, sound engineer; www.indigo-audio.com (Emmy award) Tvrtko Kapetanovi product designer, 3D guru Vilko Klein developer
Page 60

Hrvoje Bielen designer Densi Vdovi architect Unversities (MIT, Harvard, Zagreb University, Osijek University), Institutes etc. etc.
8.8 Milestones
The rationale behind the milestones is that the work and research starts immediately. One task is not waiting for the other task to finish unless it is physically impossible to do so; everything is happening simultaneously. The researches would not be putt of until the facilities are built or adapted; it would start at partners' companies/facilities/venues, will be developed in virtual spaces and spheres, will use established internet venues, or even use ad hoc methodology. To exemplify; research in any proposed topic in nanotechnology could start as a discussion at any internet venue. The idea is that the Institute is an entity that already exists, which develops and evolves all the time, and is not tied down to any physical location. The Institute IS! at this very moment, and became at the moment the idea was born. It is already a neural infrastructure, system and network.
Page 61

Table: Milestones
Milestones Milestone Documentation / Legal / Management Start research alt. Institutes Start Date 1/7/2011 1/21/2011 End Date 5/7/2011 4/7/2011 Budget $3,000,000 $13,000,000 Manager ABC ABC Department Management/ Legal Science/ development dpts. Science/ development dpts. Science dpts./ management Legal/ Management Management Media department Science dpts. Management/ Marketing Science dpts. Management/ Marketing
Virtual infrastructure building
2/1/2011
9/7/2011
$15,000,000
ABC
Location Korcula/Blato adapting Building Incheon location Equipment setting lab Incheon Media Campaign Second wave research Go-to_Market Action Third wave research Go-to_Market Action
3/15/2011 5/7/2011 1/7/2012 2/7/2012 2/15/2012 2/7/2013 2/7/2013 3/7/2015
7/7/2011 1/7/2012 2/7/2012 4/7/2012 2/7/2013 7/7/2013 3/7/2015 7/7/2015
$3,000,000 $58,000,000 $13,000,000 $2,000,000 $250,000,000 $20,000,000 $700,000,000 $20,000,000
ABC ABC ABC ABC ABC ABC ABC ABC
Totals
$1,097,000,000
Page 62

9.0 Management Summary
The management of the Institute so far lies on one person, Ana Soric, a bearer of the idea and the vision, the leader and the one who fiercely struggles for the idea and the program to become real. The others will follow. The idea of leadership in this context does not mean rigidity and ruling, it is more of an avantgarde, or someone who can see further. The job already done in three years include: development of the idea and project documentation, lobbying towards governmental institutions, corporations, SME, investors, strategic partners, universities, on the internet; campaigns (Urban Survival Kit); development of the projects (Cybernetic Vehicle, the Androids: www.sail.hr/media; Mindbanking.com), etc.
9.1 Organizational Structure
The organization of the Institute' s management would be the same as the infrastructure, network-like, fluid, organic, modular, and of course optimal.
Jane Doe Brain
Ana Soric Brain
John Doe Vice President
Jane Doe Vice President
9.2 Management Team
The Institute already communicated with some individuals and the companies about becoming a part of the management team of the Institute. It is yet to be decided about exact number of people, the strategy and organization of the management team.
9.3 Management Team Gaps
9.4 Personnel Plan
Page 63

Table: Personnel
Personnel Plan 2011 Production Personnel Scientiests Developers Professionals: engineers, technicians, media etc. Subtotal Sales and Marketing Personnel Marketing Sales Subtotal General and Administrative Personnel Management & Board Legal Maintenance Subtotal Other Personnel Name or Title or Group Name or Title or Group Name or Title or Group Subtotal Total People Total Payroll $1,974,000 $1,702,200 $1,138,000 $4,814,200 2012 $7,000,000 $2,800,000 $2,200,000 $12,000,000 2013 $11,500,000 $3,900,000 $3,600,000 $19,000,000 2014 $17,000,000 $6,000,000 $5,300,000 $28,300,000 2015 $26,000,000 $8,000,000 $7,000,000 $41,000,000
$0 $0 $0 $0
$1,000,000 $1,000,000 $0 $2,000,000
$1,500,000 $1,500,000 $0 $3,000,000
$3,000,000 $2,000,000 $0 $5,000,000
$3,000,000 $2,000,000 $0 $5,000,000
$821,876 $767,876 $231,300 $1,821,052
$1,450,000 $1,700,000 $530,000 $3,680,000
$2,300,000 $3,600,000 $960,000 $6,860,000
$5,600,000 $4,600,000 $1,600,000 $11,800,000
$8,000,000 $6,500,000 $2,100,000 $16,600,000
$0 $0 $0 $0 0 $6,635,252
$0 $0 $0 $0 0 $17,680,000
$0 $0 $0 $0 0 $28,860,000
$0 $0 $0 $0 0 $45,100,000
$0 $0 $0 $0 0 $62,600,000
10.0 Financial Plan
The funding of the Institute is planned by obtaining capital from Private Equity/Venture Capital funds, also via governmental funding, loans and eventually by IPO (Initial Public Offering). The business is expected to grow in a 5 period time. In 2015 it is expected for the return of investment to start to realize, and 2017 would be the exit year for investors.
10.1 Start-up Funding
Page 64

Table: Start-up Funding
Start-up Funding Start-up Expenses to Fund Start-up Assets to Fund Total Funding Required Assets Non-cash Assets from Start-up Cash Requirements from Start-up Additional Cash Raised Cash Balance on Starting Date Total Assets $13,530,729 $107,000,000 $120,530,729
$80,000,000 $27,000,000 $0 $27,000,000 $107,000,000
Liabilities and Capital Liabilities Current Borrowing Long-term Liabilities Accounts Payable (Outstanding Bills) Other Current Liabilities (interest-free) Total Liabilities Capital Planned Investment Owner Investor Additional Investment Requirement Total Planned Investment Loss at Start-up (Start-up Expenses) Total Capital $0 $120,530,729 $0 $120,530,729 ($13,530,729) $107,000,000 $0 $0 $0 $0 $0
Total Capital and Liabilities Total Funding
$107,000,000 $120,530,729
10.2 Important Assumptions
10.3 Key Financial Indicators
Page 65
10.4 Break-even Analysis
Table: Break-even Analysis

Break-even Analysis Monthly Revenue Break-even Assumptions: Average Percent Variable Cost Estimated Monthly Fixed Cost $1,453,149
42% $848,111
Page 66
10.5 Projected Profit and Loss
Page 67

Table: Profit and Loss
Pro Forma Profit and Loss Sales Direct Cost of Sales Production Payroll Other Costs of Sales Total Cost of Sales Gross Margin Gross Margin % Operating Expenses Sales and Marketing Expenses Sales and Marketing Payroll Advertising/Promotion Other Sales and Marketing Expenses Total Sales and Marketing Expenses Sales and Marketing % General and Administrative Expenses General and Administrative Payroll Marketing/Promotion Depreciation Rent Utilities Insurance Payroll Taxes Other General and Administrative Expenses Total General and Administrative Expenses General and Administrative % Other Expenses: Other Payroll Consultants Other Expenses Total Other Expenses Other % Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Other Income Other Income Account Name Other Income Account Name Total Other Income Other Expense Other Expense Account Name $0 $0 $0 $0 0.00% $10,177,328 ($14,028,528) ($14,028,528) $0 $0 $0 $0 $0 $0 0.00% $26,458,000 ($27,058,000) ($27,058,000) $0 $0 $0 $0 $0 $0 0.00% $45,327,000 ($44,727,000) ($42,462,000) $0 $0 $0 $0 $0 $0 0.00% $76,635,000 ($50,735,000) ($48,470,000) $0 $0 $0 $0 $0 $0 0.00% $105,685,000 ($1,685,000) $580,000 $0 $0 $1,821,052 $0 $0 $231,000 $56,000 $565,000 $4,644,676 $59,600 $7,377,328 447.11% $3,680,000 $0 $0 $650,000 $123,000 $1,500,000 $12,376,000 $129,000 $18,458,000 88.32% $6,860,000 $0 $2,265,000 $0 $0 $0 $20,202,000 $0 $29,327,000 78.41% $11,800,000 $0 $2,265,000 $0 $0 $0 $31,570,000 $0 $45,635,000 50.93% $16,600,000 $0 $2,265,000 $0 $0 $0 $43,820,000 $0 $62,685,000 28.75% 2011 $1,650,000 $687,000 $4,814,200 $0 $5,501,200 ($3,851,200) -233.41% 2012 $20,900,000 $9,500,000 $12,000,000 $0 $21,500,000 ($600,000) -2.87% 2013 $37,400,000 $17,800,000 $19,000,000 $0 $36,800,000 $600,000 1.60% 2014 $89,600,000 $35,400,000 $28,300,000 $0 $63,700,000 $25,900,000 28.91% 2015 $218,000,000 $73,000,000 $41,000,000 $0 $114,000,000 $104,000,000 47.71%
$0 $1,500,000 $1,300,000 $2,800,000 169.70%
$2,000,000 $4,000,000 $2,000,000 $8,000,000 38.28%
$3,000,000 $8,000,000 $5,000,000 $16,000,000 42.78%
$5,000,000 $16,000,000 $10,000,000 $31,000,000 34.60%
$5,000,000 $25,000,000 $13,000,000 $43,000,000 19.72%
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0
$0
$0
$0
$0
Page 68

Other Expense Account Name Total Other Expense Net Other Income Net Profit Net Profit/Sales $0 $0 $0 ($14,028,528) -850.21% $0 $0 $0 ($27,058,000) -129.46% $0 $0 $0 ($44,727,000) -119.59% $0 $0 $0 ($50,735,000) -56.62% $0 $0 $0 ($1,685,000) -0.77%
Page 69
10.6 Projected Cash Flow
Page 70

Table: Cash Flow
Pro Forma Cash Flow 2011 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Non Operating (Other) Income Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Non Operating (Other) Expense Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance $6,635,252 $5,563,364 $12,198,616 $17,680,000 $85,046,342 $102,726,342 $28,860,000 $112,436,565 $141,296,565 $45,100,000 $257,172,281 $302,272,281 $62,600,000 $571,151,246 $633,751,246 2012 2013 2014 2015
$1,650,000 $1,650,000
$20,900,000 $20,900,000
$37,400,000 $37,400,000
$89,600,000 $89,600,000
$218,000,000 $218,000,000
$0 $0 $0 $0 $0 $0 $0 $0 $1,650,000 2011
$0 $3,910,000 $0 $0 $0 $0 $0 $120,000,000 $144,810,000 2012
$0 $5,520,000 $0 $0 $0 $0 $0 $250,000,000 $292,920,000 2013
$0 $20,700,000 $0 $0 $0 $0 $0 $500,000,000 $610,300,000 2014
$0 $54,740,000 $0 $0 $0 $0 $0 $700,000,000 $972,740,000 2015
$0 $0 $0 $0 $0 $0 $0 $0 $12,198,616 ($10,548,616) $16,451,384
$0 $3,910,000 $0 $0 $0 $2,000,000 $0 $0 $108,636,342 $36,173,658 $52,625,042
$0 $5,520,000 $0 $0 $0 $2,000,000 $0 $0 $148,816,565 $144,103,435 $196,728,477
$0 $20,700,000 $0 $0 $0 $4,000,000 $0 $0 $326,972,281 $283,327,719 $480,056,196
$0 $54,740,000 $0 $0 $0 $10,000,000 $0 $0 $698,491,246 $274,248,754 $754,304,950
Page 71
10.7 Projected Balance Sheet
Page 72

Table: Balance Sheet
Pro Forma Balance Sheet 2011 Assets Current Assets Cash Inventory Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth $2,792,913 $0 $0 $2,792,913 $0 $2,792,913 $120,530,729 ($13,530,729) ($14,028,528) $92,971,472 $95,764,384 $92,971,472 $16,181,003 $0 $0 $16,181,003 $0 $16,181,003 $240,530,729 ($27,559,257) ($27,058,000) $185,913,472 $202,094,474 $185,913,472 $18,935,520 $0 $0 $18,935,520 $0 $18,935,520 $490,530,729 ($54,617,257) ($44,727,000) $391,186,472 $410,121,992 $391,186,472 $46,866,248 $0 $0 $46,866,248 $0 $46,866,248 $990,530,729 ($99,344,257) ($50,735,000) $840,451,472 $887,317,719 $840,451,472 $103,138,033 $0 $0 $103,138,033 $0 $103,138,033 $1,690,530,729 ($150,079,257) ($1,685,000) $1,538,766,472 $1,641,904,504 $1,538,766,472 2012 2013 2014 2015
$16,451,384 $5,313,000 $6,000,000 $27,764,384
$52,625,042 $73,469,432 $8,000,000 $134,094,474
$196,728,477 $137,658,515 $10,000,000 $344,386,992
$480,056,196 $329,791,523 $14,000,000 $823,847,719
$754,304,950 $802,394,554 $24,000,000 $1,580,699,504
$68,000,000 $0 $68,000,000 $95,764,384 2011
$68,000,000 $0 $68,000,000 $202,094,474 2012
$68,000,000 $2,265,000 $65,735,000 $410,121,992 2013
$68,000,000 $4,530,000 $63,470,000 $887,317,719 2014
$68,000,000 $6,795,000 $61,205,000 $1,641,904,504 2015
10.8 Business Ratios
Page 73

Table: Ratios
Ratio Analysis Sales Growth Percent of Total Assets Inventory Other Current Assets Total Current Assets Long-term Assets Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth Percent of Sales Sales Gross Margin Selling, General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets Additional Ratios Net Profit Margin Return on Equity Activity Ratios Inventory Turnover Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab. to Liab. Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout 58.04 3% 8.04 0.02 0.00 9.67 8% 3.75 0.11 0.00 10.97 5% 10.92 0.10 0.00 9.90 5% 10.54 0.11 0.00 7.53 6% 7.55 0.14 0.00 n.a n.a n.a n.a n.a 2011 0.00% 2012 1166.67% 2013 78.95% 2014 139.57% 2015 Industry Profile 143.30% -31900.00%
5.55% 6.27% 28.99% 71.01% 100.00% 2.92% 0.00% 2.92% 97.08%
36.35% 3.96% 66.35% 33.65% 100.00% 8.01% 0.00% 8.01% 91.99%
33.57% 2.44% 83.97% 16.03% 100.00% 4.62% 0.00% 4.62% 95.38%
37.17% 1.58% 92.85% 7.15% 100.00% 5.28% 0.00% 5.28% 94.72%
48.87% 1.46% 96.27% 3.73% 100.00% 6.28% 0.00% 6.28% 93.72%
163900.00% -659300.00% -377300.00% 377400.00% 100.00% 242400.00% 265200.00% 507600.00% -507500.00%
100.00% -233.41% 616.81% 90.91% -850.21%
100.00% -2.87% 126.59% 19.14% -129.46%
100.00% 1.60% 121.20% 21.39% -119.59%
100.00% 28.91% 85.53% 17.86% -56.62%
100.00% 47.71% 48.48% 11.47% -0.77%
100.00% 434500.00% 285800.00% 2600.00% 32600.00%
9.94 8.04 2.92% -15.09% -14.65% 2011 -850.21% -15.09%
8.29 3.75 8.01% -14.55% -13.39% 2012 -129.46% -14.55%
18.19 10.92 4.62% -11.43% -10.91% 2013 -119.59% -11.43%
17.58 10.54 5.28% -6.04% -5.72% 2014 -56.62% -6.04%
15.33 7.55 6.28% -0.11% -0.10% 2015 -0.77% -0.11%
2,122.00 10,856.00 581500.00% 48100.00% 20100.00%
n.a n.a
0.12 2.99 49 0.02
0.24 6.08 35 0.10
0.17 6.08 56 0.09
0.15 6.08 42 0.10
0.13 6.08 44 0.13
n.a n.a n.a n.a
0.03 1.00
0.09 1.00
0.05 1.00
0.06 1.00
0.07 1.00
n.a n.a
$24,971,472 $117,913,472 $325,451,472 $776,981,472 $1,477,561,4 72 0.00 0.00 0.00 0.00 0.00
n.a n.a
Page 74

10.9 Long-term Plan
Long term plan projection presupposes in years 5-7 the Institute will start to cash in on serious products from the research, will produce serious amount of patents and licences and would be able to create new value i not for the society than for the company/institute and for the consumers/community, and partners and investors as well.
10.10 The Investment Offering
Table: Investment Offering

Investment Offering Proposed Year: Valuation, Investment, Shares Investment Amount Equity Share Offering Percentage Valuation Investor Exit Payout Investor Years Until Exit Investor IRR Share Ownership Founders' Shares Stock Split Multiple Stock Options Issued Investor Shares Issued Price per share Options Holders' Shares Year 1 Investors' Shares Year 2 Investors' Shares Year 3 Investors' Shares Total Shares Outstanding Equity Ownership Percentage Founders' Equity Option Holders' Equity Year 1 Investors' Equity Year 2 Investors' Equity Year 3 Investors' Equity Total Equity Investors' Equity Founders' & Employees' Equity $91,127,659 300.00% $30,375,886 $0 6 0.00% Year 1 0 0 0 $0.00 0 0 $700,000,000 200.00% $350,000,000 $0 5 0.00% Year 2 0 0 0 0 $0.00 0 0 0 0 Year 1 0.00% 0.00% 0.00% 0 Year 2 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% $870,000,000 1000.00% $87,000,000 $0 4 0.00% Year 3 0 0 0 0 $0.00 0 0 0 0 0 Year 3 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Year 7 0 0 0 $0.00 0 0 0 0 0 Year 7 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Seed 1 Round 1 2 Round 2 3 Exit 7
0.00% 0.00% 0.00%
Page 75

10.11 Valuation
The educated guess is that the company/institute will be worth around 300 Billion USD in 2017. The calculation is based on projected investments, revenue, attention value and other created values, brains gathered around the Institute and other brand equity and market criteria.
Table: Investment Analysis
Investment Analysis Start Initial Investment Investment Dividends Ending Valuation Combination as Income Stream Percent Equity Acquired Net Present Value (NPV) Internal Rate of Return (IRR) Assumptions Discount Rate Valuation Earnings Multiple Valuation Sales Multiple Investment Dividends Calculated Calculated Calculated (calculated) Earnings-based Valuation Sales-based Valuation Average Valuation $120,530,729 $120,530,729 $0 $0 ($120,530,72 9) 35% ($989,938,22 1) 0% 2011 2012 2013 2014 2015
$0 $120,000,000 $250,000,000 $500,000,000 $700,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $152,600,000 $0 ($120,000,00 ($250,000,00 ($500,000,00 ($547,400,00 0) 0) 0) 0)
10.00% 10 2 10 2 10 2 10 2 10 2
$0 $120,000,000 $250,000,000 $500,000,000 $700,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,300,000 $41,800,000 $74,800,000 $179,200,000 $436,000,000 $1,650,000 $20,900,000 $37,400,000 $89,600,000 $218,000,000
10.12 Use of Funds
Table: Use of Funds

Use of Funds Use Buildings Salaries Equipment Infrastructure Total Amount $68,000,00 0 $20,000,00 0 $23,000,00 0 $10,000,00 0 $121,000,0 00
Page 76

10.13 Payback
Table: Payback
Payback
Projected Payback Calculation Investment Cash Returns by Year Combination as Income Stream Cumulative Net Cash Flow to Investors Payback Period Investment $500,000 ($500,000) ($500,000) 3 years 2011 $0 $0 ($500,000) 2012 $0 $0 ($500,000) 2013 $100,000 $100,000 ($400,000) 2014 $500,000 2015 $900,000
$500,000 $900,000 $100,000 $1,000,000
Page 77
Appendix
Table: Sales Forecast
Sales Forecast Jan Sales Product sales Service sales Virtual Products sales Patents / Licensing Virtual Service sales Total Sales Direct Cost of Sales Product sales Service sales Virtual Products sales Patents / Licensing Virtual Service sales Subtotal Direct Cost of Sales $0 $0 $0 $0 $0 $0 Jan $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Feb $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Mar $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Apr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 May $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Jun $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Jul $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Aug $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sep $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Oct $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Nov $0 $0 $0 $0 $0 $0 $765,000 $0 $885,000 $0 $0 $1,650,000 Dec $348,000 $0 $339,000 $0 $0 $687,000 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Page 1
Appendix
Table: Personnel
Personnel Plan Jan Production Personnel Scientiests Developers Professionals: engineers, technicians, media etc. Subtotal Sales and Marketing Personnel Marketing Sales Subtotal General and Administrative Personnel Management & Board Legal Maintenance Subtotal Other Personnel Name or Title or Group Name or Title or Group Name or Title or Group Subtotal Total People Total Payroll $0 $0 $0 $0 0 $277,446 $0 $0 $0 $0 0 $277,446 $0 $0 $0 $0 0 $282,346 $0 $0 $0 $0 0 $348,946 $0 $0 $0 $0 0 $344,946 $0 $0 $0 $0 0 $394,946 $0 $0 $0 $0 0 $563,946 $0 $0 $0 $0 0 $608,646 $0 $0 $0 $0 0 $793,646 $0 $0 $0 $0 0 $803,646 $0 $0 $0 $0 0 $814,646 $0 $0 $0 $0 0 $1,124,646 $58,823 $48,823 $6,400 $114,046 $58,823 $48,823 $6,400 $114,046 $58,823 $48,823 $7,300 $114,946 $58,823 $48,823 $7,300 $114,946 $54,823 $48,823 $7,300 $110,946 $58,823 $54,823 $7,300 $120,946 $78,823 $84,823 $7,300 $170,946 $78,823 $84,823 $32,000 $195,646 $78,823 $64,823 $32,000 $175,646 $78,823 $74,823 $32,000 $185,646 $78,823 $74,823 $43,000 $196,646 $78,823 $84,823 $43,000 $206,646 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $78,000 $55,400 $30,000 $163,400 $78,000 $55,400 $30,000 $163,400 $78,000 $55,400 $34,000 $167,400 $90,000 $74,000 $70,000 $234,000 $90,000 $74,000 $70,000 $234,000 $120,000 $84,000 $70,000 $274,000 $160,000 $134,000 $99,000 $393,000 $180,000 $134,000 $99,000 $413,000 $250,000 $234,000 $134,000 $618,000 $250,000 $234,000 $134,000 $618,000 $250,000 $234,000 $134,000 $618,000 $350,000 $334,000 $234,000 $918,000 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Page 2
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss Jan Sales Direct Cost of Sales Production Payroll Other Costs of Sales Total Cost of Sales Gross Margin Gross Margin % Operating Expenses Sales and Marketing Expenses Sales and Marketing Payroll Advertising/Promotion Other Sales and Marketing Expenses Total Sales and Marketing Expenses Sales and Marketing % General and Administrative Expenses General and Administrative Payroll Marketing/Promotion Depreciation Rent Utilities Insurance Payroll Taxes Other General and Administrative Expenses Total General and Administrative Expenses General and Administrative % Other Expenses: Other Payroll Consultants $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 70% $114,046 $0 $0 $17,000 $2,000 $10,000 $194,212 $5,000 $342,258 0.00% $114,046 $0 $0 $17,000 $2,000 $10,000 $194,212 $3,000 $340,258 0.00% $114,946 $0 $0 $17,000 $3,000 $10,000 $197,642 $6,000 $348,588 0.00% $114,946 $0 $0 $17,000 $3,000 $15,000 $244,262 $4,000 $398,208 0.00% $110,946 $0 $0 $17,000 $4,000 $15,000 $241,462 $4,000 $392,408 0.00% $120,946 $0 $0 $17,000 $4,000 $15,000 $276,462 $4,500 $437,908 0.00% $170,946 $0 $0 $23,000 $7,000 $30,000 $394,762 $4,600 $630,308 0.00% $195,646 $0 $0 $23,000 $7,000 $60,000 $426,052 $4,000 $715,698 0.00% $175,646 $0 $0 $23,000 $7,000 $100,000 $555,552 $5,000 $866,198 0.00% $185,646 $0 $0 $20,000 $5,000 $100,000 $562,552 $6,000 $879,198 0.00% $196,646 $0 $0 $20,000 $6,000 $100,000 $570,252 $6,500 $899,398 0.00% $206,646 $0 $0 $20,000 $6,000 $100,000 $787,252 $7,000 $1,126,898 68.30% $0 $0 $0 $0 0.00% $0 $0 $0 $0 0.00% $0 $0 $0 $0 0.00% $0 $0 $0 $0 0.00% $0 $0 $0 $0 0.00% $0 $500,000 $300,000 $800,000 0.00% $0 $100,000 $100,000 $200,000 0.00% $0 $100,000 $100,000 $200,000 0.00% $0 $100,000 $100,000 $200,000 0.00% $0 $100,000 $100,000 $200,000 0.00% $0 $100,000 $100,000 $200,000 0.00% $0 $500,000 $500,000 $1,000,000 60.61% $0 $0 $163,400 $0 $163,400 ($163,400) 0.00% Feb $0 $0 $163,400 $0 $163,400 ($163,400) 0.00% Mar $0 $0 $167,400 $0 $167,400 ($167,400) 0.00% Apr $0 $0 $234,000 $0 $234,000 ($234,000) 0.00% May $0 $0 $234,000 $0 $234,000 ($234,000) 0.00% Jun $0 $0 $274,000 $0 $274,000 ($274,000) 0.00% Jul $0 $0 $393,000 $0 $393,000 ($393,000) 0.00% Aug $0 $0 $413,000 $0 $413,000 ($413,000) 0.00% Sep $0 $0 $618,000 $0 $618,000 ($618,000) 0.00% Oct $0 $0 $618,000 $0 $618,000 ($618,000) 0.00% Nov $0 $0 $618,000 $0 $618,000 ($618,000) 0.00% Dec $1,650,000 $687,000 $918,000 $0 $1,605,000 $45,000 2.73%
Page 3
Appendix
Other Expenses Total Other Expenses Other % Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Other Income Other Income Account Name Other Income Account Name Total Other Income Other Expense Other Expense Account Name Other Expense Account Name Total Other Expense Net Other Income Net Profit Net Profit/Sales $0 $0 $0 $0 ($505,658) 0.00% $0 $0 $0 $0 ($503,658) 0.00% $0 $0 $0 $0 ($515,988) 0.00% $0 $0 $0 $0 ($632,208) 0.00% $0 $0 $0 $0 ($626,408) 0.00% $0 $0 $0 $0 ($1,511,908) 0.00% $0 $0 $0 $0 ($1,223,308) 0.00% $0 $0 $0 $0 ($1,328,698) 0.00% $0 $0 $0 $0 ($1,684,198) 0.00% $0 $0 $0 $0 ($1,697,198) 0.00% $0 $0 $0 $0 ($1,717,398) 0.00% $0 $0 $0 $0 ($2,081,898) -126.18% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0.00% $342,258 ($505,658) ($505,658) $0 $0 $0 $0 0.00% $340,258 ($503,658) ($503,658) $0 $0 $0 $0 0.00% $348,588 ($515,988) ($515,988) $0 $0 $0 $0 0.00% $398,208 ($632,208) ($632,208) $0 $0 $0 $0 0.00% $392,408 ($626,408) ($626,408) $0 $0 $0 $0 0.00% $1,237,908 ($1,511,908) ($1,511,908) $0 $0 $0 $0 0.00% $830,308 ($1,223,308) ($1,223,308) $0 $0 $0 $0 0.00% $915,698 ($1,328,698) ($1,328,698) $0 $0 $0 $0 0.00% $1,066,198 ($1,684,198) ($1,684,198) $0 $0 $0 $0 0.00% $1,079,198 ($1,697,198) ($1,697,198) $0 $0 $0 $0 0.00% $1,099,398 ($1,717,398) ($1,717,398) $0 $0 $0 $0 0.00% $2,126,898 ($2,081,898) ($2,081,898) $0 $0
Page 4
Appendix
Table: Cash Flow
Pro Forma Cash Flow Jan Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Non Operating (Other) Income Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Non Operating (Other) Expense Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance $277,446 $0 $277,446 $277,446 $7,607 $285,053 $282,346 $228,146 $510,492 $348,946 $226,460 $575,406 $344,946 $235,296 $580,242 $394,946 $283,202 $678,148 $563,946 $309,312 $873,258 $608,646 $1,101,709 $1,710,355 $793,646 $661,385 $1,455,031 $803,646 $725,736 $1,529,382 $814,646 $890,652 $1,705,298 $1,124,646 $893,859 $2,018,505 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 Jan $0 $0 $0 $0 $0 $0 $0 $0 $0 Feb $0 $0 $0 $0 $0 $0 $0 $0 $0 Mar $0 $0 $0 $0 $0 $0 $0 $0 $0 Apr $0 $0 $0 $0 $0 $0 $0 $0 $0 May $0 $0 $0 $0 $0 $0 $0 $0 $0 Jun $0 $0 $0 $0 $0 $0 $0 $0 $0 Jul $0 $0 $0 $0 $0 $0 $0 $0 $0 Aug $0 $0 $0 $0 $0 $0 $0 $0 $0 Sep $0 $0 $0 $0 $0 $0 $0 $0 $0 Oct $0 $0 $0 $0 $0 $0 $0 $0 $0 Nov $0 $0 $0 $0 $0 $0 $0 $0 $1,650,000 Dec $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,650,000 $1,650,000 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
$0 $0 $0 $0 $0 $0 $0 $0 $277,446 ($277,446) $26,722,554
$0 $0 $0 $0 $0 $0 $0 $0 $285,053 ($285,053) $26,437,501
$0 $0 $0 $0 $0 $0 $0 $0 $510,492 ($510,492) $25,927,009
$0 $0 $0 $0 $0 $0 $0 $0 $575,406 ($575,406) $25,351,604
$0 $0 $0 $0 $0 $0 $0 $0 $580,242 ($580,242) $24,771,361
$0 $0 $0 $0 $0 $0 $0 $0 $678,148 ($678,148) $24,093,213
$0 $0 $0 $0 $0 $0 $0 $0 $873,258 ($873,258) $23,219,955
$0 $0 $0 $0 $0 $0 $0 $0 $1,710,355 ($1,710,355) $21,509,600
$0 $0 $0 $0 $0 $0 $0 $0 $1,455,031 ($1,455,031) $20,054,569
$0 $0 $0 $0 $0 $0 $0 $0 $1,529,382 ($1,529,382) $18,525,187
$0 $0 $0 $0 $0 $0 $0 $0 $1,705,298 ($1,705,298) $16,819,889
$0 $0 $0 $0 $0 $0 $0 $0 $2,018,505 ($368,505) $16,451,384
Page 5
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet Jan Assets Current Assets Cash Inventory Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth $0 $0 $0 $0 $0 $0 $228,212 $0 $0 $228,212 $0 $228,212 $446,817 $0 $0 $446,817 $0 $446,817 $452,314 $0 $0 $452,314 $0 $452,314 $509,116 $0 $0 $509,116 $0 $509,116 $555,282 $0 $0 $555,282 $0 $555,282 $1,389,042 $0 $0 $1,389,042 $0 $1,389,042 $1,739,092 $0 $0 $1,739,092 $0 $1,739,092 $1,357,436 $0 $0 $1,357,436 $0 $1,357,436 $1,586,603 $0 $0 $1,586,603 $0 $1,586,603 $1,754,419 $0 $0 $1,754,419 $0 $1,754,419 $1,766,519 $0 $0 $1,766,519 $0 $1,766,519 $2,792,913 $0 $0 $2,792,913 $0 $2,792,913 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $68,000,000 $0 $68,000,000 $98,525,187 Oct $68,000,000 $0 $68,000,000 $96,819,889 Nov $68,000,000 $0 $68,000,000 $95,764,384 Dec $27,000,000 $6,000,000 $6,000,000 $39,000,000 $26,722,554 $6,000,000 $6,000,000 $38,722,554 $26,437,501 $6,000,000 $6,000,000 $38,437,501 $25,927,009 $6,000,000 $6,000,000 $37,927,009 $25,351,604 $6,000,000 $6,000,000 $37,351,604 $24,771,361 $6,000,000 $6,000,000 $36,771,361 $24,093,213 $6,000,000 $6,000,000 $36,093,213 $23,219,955 $6,000,000 $6,000,000 $35,219,955 $21,509,600 $6,000,000 $6,000,000 $33,509,600 $20,054,569 $6,000,000 $6,000,000 $32,054,569 $18,525,187 $6,000,000 $6,000,000 $30,525,187 $16,819,889 $6,000,000 $6,000,000 $28,819,889 $16,451,384 $5,313,000 $6,000,000 $27,764,384 Starting Balances Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
$107,000,000 $106,722,554 $106,437,501 $105,927,009 $105,351,604 $104,771,361 $104,093,213 $103,219,955 $101,509,600 $100,054,569 Jan Feb Mar Apr May Jun Jul Aug Sep
$120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 $120,530,729 ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) ($13,530,729) $0 ($505,658) ($1,009,316) ($1,525,305) ($2,157,513) ($2,783,921) ($4,295,829) ($5,519,137) ($6,847,836) ($8,532,034) ($10,229,232) ($11,946,630) ($14,028,528) $107,000,000 $106,494,342 $105,990,684 $105,474,695 $104,842,487 $104,216,079 $102,704,171 $101,480,863 $100,152,164 $98,467,966 $96,770,768 $98,525,187 $96,770,768 $95,053,370 $96,819,889 $95,053,370 $92,971,472 $95,764,384 $92,971,472 $107,000,000 $106,722,554 $106,437,501 $105,927,009 $105,351,604 $104,771,361 $104,093,213 $103,219,955 $101,509,600 $100,054,569 $107,000,000 $106,494,342 $105,990,684 $105,474,695 $104,842,487 $104,216,079 $102,704,171 $101,480,863 $100,152,164 $98,467,966
Page 6
Appendix: Start-up Summary nr. 1.0 1.1 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.1.6.1 1.1.6.2 1.1.6.3 1.7 Description Infrastructure Facility location Incheon, Republic of Korea Acquiring land 2.000.000
Euro
Designing architectural concept, developing architectural study 100.000 Euro and needed documentation Geomehanical and similar examination, urban planning Building facility (12.000 m) x 1800 euro per square meter (m) Designing and building research facilities CleanRoom), 1500 m x 5000 euro per m (Clean 100.000 Euro 21.600.000
Euro
Area, 7.500.000
Euro
Constructing and building research facility utility areas Ventilation system Clean Utility system Waste Management system 1.000.000
Euro
1.000.000
Euro
2.000.000
Euro
Setting up lab equipment (Nanotechnology division)
Miscroscopes (STM Scanning Tunneling Microscop, SEM Scanning Electron Microscope); Interference Lithography System (IL); Scanning Beam (SBIL); UV Lithography, Reactive Ion Etcher, Nanoprober system, nanoprobes, nanowires, nanotubes
5.000.000
Euro
1.8 1.9 1.10 1.11
Setting up lab equipment (Robotics Division) Setting up lab equipment (Social Development Division) Computer systems and network for all divisions and locations
Setting office spaces
5.000.000
Euro
200.000 Euro 1.000.000

Euro
300.000 Euro
TOTAL: 46.800.000
Euro
nr. 1.2 1.2.1
Description Facility location Blato/Island of Korula Renovation of the mansion in Blato/Korula: the third house renovation; reconstruction of a ceiling and a roof, preservation of a stone flooring, installation of solar panels for electricity and heating, water installation. Adaptation of the second house house to a research facility. 300.000 Euro
1.2.2
Renovation of the agricultural location Petrov Dolac.: Renovation of an agricultural house (reconstruction of an old roof). Renovation of an agricultural terrain: land clearing and bringing soil. Adaptation of an agricultural house to an institutes research facility. Bringing up water and electricity (solar panels and collectors) to the location.
200.000 Euro
1.2.3 1.2.4 1.2.4.1 1.2.4.2 1.2.4.3 1.2.4.4 1.2.4.5 1.2.5
Setting the genetics research lab Cultivation of the land (other agricultural locations): -Project organization and deployment -Plants -Agricultural equipment and services
1.000.000 Euro
50.000 Euro 30.000 Euro 100.000 Euro
-Tech equipment (cybernetic vehicles w/ GPS navigation for hard 300.000 Euro to reach terrains) -Workers 1st year Computer systems, software, databases, servers 80.000 Euro 150.000 Euro
TOTAL: 2.210.000
Euro
nr. 1.3 1.3.1 1.3.2 1.3.3 1.3.4 1.3.5 1.3.6 1.3.7 1.3.8 1.3.9 1.3.10 1.3.11 1.3.12 1.3.13 1.3.14 1.3.15 1.3.16 1.3.17 1.3.18
Description VIRTUAL INFRASTRUCTURE Application logic and architecture building Engine building, testing and implementation Graphic modeling Initial HW & SW User interface development, testing and implementation Database development Client engine development Server development Administrator interface development Network system infrastructure development Concept design Level design Communication paradigm development Texture development and detailing Maintenance Tech support Customer support Management 250.000 Euro 250.000 Euro/per
annum
1.000.000 Euro 1.000.000 Euro 500.000 Euro 250.000 500.000 Euro 250.000 Euro 250.000 Euro 500.000 Euro 250.000 Euro 250.000 Euro 250.000 Euro 500.000 Euro
200.000 Euro/per
annum
150.000 Euro/per
annum
200.000 Euro/per
annum
1.3.19
Marketing and sales
1.000.000 Euro/per
annum
TOTAL: 7.350.000 Euro
nr. 2.0 2.1 2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 2.2 2.2.1 2.2.2 2.2.3 2.2.4 2.2.5 2.3
Description Peopleware Scientists/brains Nanotechnology division Nanotechnology, 1 person 1st year Physics, 1 person 1 year Molecular biology, 1 person 1 year Computer sciences, 1 person 1st year Genetics, 1 person 1 year Scientists/brains Robotics division Robotics, 1 person 1st year Neuroinformation science, 1 person 1st year Artificial Intelligence, 1 person 1 year Bio-computing, 1 person 1 year Mathematics, 1 person 1st year Scientists/brains Technology of Social Development division. (Numbers present amount of expense by group of study). The strategy presupposes for this division 3 researchers/brains within the Institute, plus using outsourced brain network.
st st st st st
360.000 Euro/per
annum
360.000 Euro/per
annum
360.000 Euro/per
annum
250.000 Euro/per
annum
360.000 Euro/per
annum
360.000 Euro/per
annum
360.000 Euro/per
annum
360.000 Euro/per
annum
360.000 Euro/per
annum
250.000 Euro/per
annum
2.3.1 2.3.1 2.3.1 2.3.1 2.3.1 2.3.1 2.3.1 2.3.1 2.4 2.4.1 2.4.1 2.4.1 2.5 2.6 2.7 2.7.1 2.7.2 2.7.3 2.7.4
Social studies Linguistics Information theory Communications Philosophy Mathematics Theoretical biology Theoretical physics Engineers IT Architects Interface Engineers Electrical Engineers Developers Technicians Media professionals Microwave and transmissions system experts camera operators, sound technicians, editors, Producers Designers
150.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
200.000 Euro/per
annum
500.000 Euro/per
annum
150.000 Euro/per
annum
1.000.000 Euro/per
annum
200.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
150.000 Euro/per
annum
2.7.5 2.8 2.8.1 2.8.2
Marketing team Management & Board Management Board of Directors
150.000 Euro/per
annum
550.000 Euro/per
annum
150.000 Euro/per
annum
nr. 3.0 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11
Description Mediaware Sphere projection systems HD broadcast system, 2 locations Studio & ENG lights, 2 locations Haptic system for representation of nanoexperiments, System for live stream to the internet 200.000 Euro 200.000 Euro 100.000 Euro 250.000 Euro 100.000 Euro
Audio: microphones, amplifiers, audio-mix tables, speakers, 2 100.000 Euro locations Video: video-mix table, 8 monitors, 2 recorder/players, video 500.000 Euro storage, 2 locations Digital camera links Software licenses Satellite uplink system Space segment renting satellite channel 100.000 Euro 50.000 Euro 120.000 Euro 150.000 Euro/per
annum
nr. 4.0 4.1 4.2 4.3
Description Legal Legal Corporate matters Legal Facility matters Legal Compliment with Korean regulative 150.000 Euro/per
annum
250.000 Euro/per
annum
350.000 Euro/per
annum
TOTAL: 750.000 Euro/per

annum
nr. 5.0 5.1 5.1.1 5.1.2
Description Maintenance Maintenance - Facility Utilities Network administration and maintenance 200.000 Euro/per
annum
250.000 Euro/per
annum
TOTAL: 450.000 Euro/per

annum
nr. 6.0 6.1 6.2
Description Other long term assets Other facilities and/or equipment Brain capital 10.000.000 Euro 10.000.000 Euro

Institute Biz&financ Plan Q410

Enviado por

Dados do documento

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Institute Biz&financ Plan Q410

Enviado por

Direitos autorais:

Formatos disponíveis

The Institute of Vision & Message

Business & Financial Plan

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

Proposed infrastructure of the Institute in 2009

The Institute of Vision and Message

Proposed infrastructure of the Institute in 2010

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

$1,530,729 $12,000,000 $0 $0 $0 $13,530,729

$27,000,000 $6,000,000 $6,000,000 $68,000,000 $107,000,000 $120,530,729

The Institute of Vision and Message

3.0 Products and Services

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

A: Development of artificial human limbs

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

4.0 Market Segmentation

1. Government 2. Industry 3. Consumer

Table: Market Analysis

The Institute of Vision and Message

Market analysis summary

1.6 14.5 30.0 9.75 8.6 83 2.0 1.5 1.2

RNCOS RNCOS RNCOS Cientifica PRE PRE PRE PRE PRE

Nanorobotics and NEMS; Analyst: Margareth Gagliardi REPORT HIGHLIGHTS

Report ID:NAN042A, Published: March 2007, Analyst: Margareth Gagliardi

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

Figure 2 Number of Patents Referring To "Quantum Dot"

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message

The Institute of Vision and Message