PATENT ABSTRACT
A technique for performing commercial venture analysis involves establishing an empirically-derived structure and evaluating companies using analytical techniques within that structure. The technique may involve defining jobs, or goals a customer is attempting to reach, with dozens or even hundreds of outcomes. Ideally, the structure and tools facilitate analysis that would not be possible otherwise. Moreover, the nature of the system enables real-time input for changing conditions and the ability to calculate returns for new markets in which products or services do not exist.

PATENT DESCRIPTION
CROSS-REFERENCE TO RELATED APPLICATIONS 
     This application is a divisional of U.S. Ser. No. 12/476,160, filed Jun. 1, 2009, now U.S. Pat. No. 8,214,244 entitled “COMMERCIAL INVESTMENT ANALYSIS,” which claims priority to U.S. Provisional Patent Application No. 61/057,806, filed May 30, 2008, entitled “COMMERCIAL INVESTMENT ANALYSIS,” both of which are incorporated herein by reference in their entireties. 
    
    
     BACKGROUND 
     Almost all new products fail; in fact, according to Harvard Business Review, Jul. 1, 2004, 90% of all new products fail. This makes investment in early stage companies a gamble. Moreover, early-stage investment is highly inefficient because investment is diluted over time. 
     The foregoing examples of the related art and limitations related therewith are intended to be illustrative and not exclusive. Other limitations of the related art will become apparent upon a reading of the specification and a study of the drawings. 
     SUMMARY 
     In various examples, one or more of the above-described problems have been reduced or eliminated, while other examples are directed to other improvements. The following examples and aspects thereof are described and illustrated in conjunction with systems, tools, and methods that are meant to be exemplary and illustrative, not limiting in scope. 
     A technique for performing commercial venture analysis involves establishing an empirically-derived structure and evaluating companies using analytical techniques within that structure. The technique may involve defining jobs, or goals a customer is attempting to reach, with dozens or even hundreds of outcomes. Ideally, the structure and tools facilitate analysis that would not be possible otherwise. Moreover, the nature of the system enables real-time input for changing conditions and the ability to calculate returns for new markets in which products or services do not exist. 
    
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
         FIG. 1  depicts an example of a system for making investment decisions. 
         FIG. 2  depicts a flowchart of an example of a method for providing an investment decision. 
         FIG. 3  is intended to illustrate an example of a value add proposition for several outcome statements using techniques described with reference to  FIGS. 1 and 2 . 
         FIG. 4  depicts an example of a system for making investment decisions. 
         FIG. 5  depicts a flowchart of an example of a method for providing an investment decision. 
         FIG. 6  depicts an example of a platform data structure. 
     
    
    
     DETAILED DESCRIPTION 
     In the following description, several specific details are presented to provide a thorough understanding. One skilled in the relevant art will recognize, however, that the concepts and techniques disclosed herein can be practiced without one or more of the specific details, or in combination with other components, etc. In other instances, well-known implementations or operations are not shown or described in detail to avoid obscuring aspects of various examples disclosed herein. 
       FIG. 1  depicts an example of an MIS system  100 . The MIS system  100  includes a market selection engine  102 , a customer data capture engine  104 , a platform innovation engine  105 , a business model selection engine  106 , a feature selection engine  107 , an investment engine  108 , a jobs and outcomes database  110 , a target market database  112 , a platform templates database  113 , a recommended business models database  114 , and features database  116 . 
     The market selection engine  102  can consider data from the jobs and outcomes database  110 . Table 1 includes examples of data potentially useful in selecting a market that may be extracted from the jobs and outcomes database  110 . 
     
       
         
               
             
               
               
               
               
               
               
               
             
               
               
               
               
               
               
               
             
           
               
                 TABLE 1 
               
             
             
               
                   
               
               
                 Market Evaluation Criteria 
               
             
          
           
               
                   
                 Category 
                   
                 Market Selection 
                 Threshold 
                 Criteria 
                 Overall 
               
               
                 Categories 
                 Weights 
                   
                 Criteria 
                 Value 
                 Importance 
                 Weights 
               
               
                   
               
             
          
           
               
                 Assess the 
                 20 
                 1. 
                 Revenue potential in 
                 $0 
                 100 
                 20.0 
               
               
                 revenue 
                   
                   
                 the market in 3 years 
               
               
                 potential 
                   
                 — 
                 Amount of money 
               
               
                   
                   
                   
                 prospects are willing to 
               
               
                   
                   
                   
                 spend to get the job 
               
               
                   
                   
                   
                 done perfectly each 
               
               
                   
                   
                   
                 time 
               
               
                   
                   
                 — 
                 Number of times per 
               
               
                   
                   
                   
                 year prospects spend 
               
               
                   
                   
                   
                 money trying to get the 
               
               
                   
                   
                   
                 job done 
               
               
                   
                   
                 — 
                 Number of prospects in 
               
               
                   
                   
                   
                 the stated demographic 
               
               
                   
                   
                   
                 currently trying to 
               
               
                   
                   
                   
                 perform the job 
               
               
                   
                   
                 — 
                 Number of prospects in 
               
               
                   
                   
                   
                 other demographics 
               
               
                   
                   
                   
                 currently trying to 
               
               
                   
                   
                   
                 perform the job 
               
               
                   
                   
                 — 
                 Projected year-to-year 
               
               
                   
                   
                   
                 increase in the number 
               
               
                   
                   
                   
                 of prospects trying to 
               
               
                   
                   
                   
                 perform the job (3 year 
               
               
                   
                   
                   
                 average growth rate) 
               
               
                 Assess the 
                 17 
                 2. 
                 Percent of prospects 
                 0% 
                 50 
                 8.5 
               
               
                 degree to 
                   
                   
                 performing the job who 
               
               
                 which the 
                   
                   
                 say their ability to get 
               
               
                 customer 
                   
                   
                 the job done is 
               
               
                 needs are 
                   
                   
                 underserved 
               
               
                 underserved 
               
               
                   
                   
                 3. 
                 Percent of prospects 
                 0% 
                 50 
                 8.5 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say their ability to get 
               
               
                   
                   
                   
                 related consumption 
               
               
                   
                   
                   
                 jobs done is 
               
               
                   
                   
                   
                 underserved, e.g., 
               
               
                   
                   
                   
                 acquiring the 
               
               
                   
                   
                   
                 product/services, 
               
               
                   
                   
                   
                 learning how to use, 
               
               
                   
                   
                   
                 customization, etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 acquiring the 
               
               
                   
                   
                   
                 product/service are 
               
               
                   
                   
                   
                 underserved, e.g., 
               
               
                   
                   
                   
                 become aware, choose, 
               
               
                   
                   
                   
                 purchase, etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 learning how to use the 
               
               
                   
                   
                   
                 product/service are 
               
               
                   
                   
                   
                 underserved 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 product/service 
               
               
                   
                   
                   
                 customization are 
               
               
                   
                   
                   
                 underserved 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 setting the 
               
               
                   
                   
                   
                 product/service up are 
               
               
                   
                   
                   
                 underserved, e.g., 
               
               
                   
                   
                   
                 preparing it for 
               
               
                   
                   
                   
                 operation, getting it to 
               
               
                   
                   
                   
                 work, etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 moving customized 
               
               
                   
                   
                   
                 features to a 
               
               
                   
                   
                   
                 replacement 
               
               
                   
                   
                   
                 product/service are 
               
               
                   
                   
                   
                 underserved, e.g., 
               
               
                   
                   
                   
                 settings, preferences, 
               
               
                   
                   
                   
                 passwords, etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 interacting with the 
               
               
                   
                   
                   
                 product/service are 
               
               
                   
                   
                   
                 underserved 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 upkeep of the 
               
               
                   
                   
                   
                 product/service are 
               
               
                   
                   
                   
                 underserved 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the aesthetics of the 
               
               
                   
                   
                   
                 product are 
               
               
                   
                   
                   
                 underserved, e.g., look 
               
               
                   
                   
                   
                 and feel, fit and finish, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 unpacking the product 
               
               
                   
                   
                   
                 are underserved, e.g., 
               
               
                   
                   
                   
                 getting product out of 
               
               
                   
                   
                   
                 the box, disposing of 
               
               
                   
                   
                   
                 packaging, etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 installing the product 
               
               
                   
                   
                   
                 are underserved 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 storing the product are 
               
               
                   
                   
                   
                 underserved 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say current methods for 
               
               
                   
                   
                   
                 disposing of the 
               
               
                   
                   
                   
                 product are 
               
               
                   
                   
                   
                 underserved 
               
               
                 Assess the 
                 18 
                 4. 
                 Percent of prospects 
                 0% 
                 50 
                 9.0 
               
               
                 cost of 
                   
                   
                 performing the job who 
               
               
                 getting the 
                   
                   
                 say the cost of getting 
               
               
                 job done 
                   
                   
                 the job done is 
               
               
                   
                   
                   
                 excessive 
               
               
                   
                   
                 5. 
                 Percent of prospects 
                 0% 
                 50 
                 9.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of getting 
               
               
                   
                   
                   
                 related consumption 
               
               
                   
                   
                   
                 jobs done is excessive 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of labor to 
               
               
                   
                   
                   
                 execute the job is 
               
               
                   
                   
                   
                 excessive, e.g., cost of 
               
               
                   
                   
                   
                 operators, support staff, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of 
               
               
                   
                   
                   
                 operating the 
               
               
                   
                   
                   
                 product/service is 
               
               
                   
                   
                   
                 excessive, e.g., cost of 
               
               
                   
                   
                   
                 consumables, supplies, 
               
               
                   
                   
                   
                 power, etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of 
               
               
                   
                   
                   
                 shopping for the 
               
               
                   
                   
                   
                 product/service is 
               
               
                   
                   
                   
                 excessive, e.g., finding, 
               
               
                   
                   
                   
                 researching, comparing, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of 
               
               
                   
                   
                   
                 acquisition is excessive, 
               
               
                   
                   
                   
                 e.g., product/service 
               
               
                   
                   
                   
                 purchase price, price of 
               
               
                   
                   
                   
                 required accessories, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of 
               
               
                   
                   
                   
                 installing the 
               
               
                   
                   
                   
                 product/service is 
               
               
                   
                   
                   
                 excessive 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of setting 
               
               
                   
                   
                   
                 up the product/service 
               
               
                   
                   
                   
                 is excessive 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of learning 
               
               
                   
                   
                   
                 how to use the 
               
               
                   
                   
                   
                 product/service is 
               
               
                   
                   
                   
                 excessive 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of 
               
               
                   
                   
                   
                 customizing the 
               
               
                   
                   
                   
                 product/service is 
               
               
                   
                   
                   
                 excessive 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of upkeep 
               
               
                   
                   
                   
                 for the product/service 
               
               
                   
                   
                   
                 is excessive, e.g., 
               
               
                   
                   
                   
                 maintaining, repairing, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of storing 
               
               
                   
                   
                   
                 the product is excessive 
               
               
                   
                   
                 — 
                 Percent of prospects 
                 0% 
                 0 
                 0.0 
               
               
                   
                   
                   
                 performing the job who 
               
               
                   
                   
                   
                 say the cost of 
               
               
                   
                   
                   
                 disposing the product is 
               
               
                   
                   
                   
                 excessive 
               
               
                 Assess the 
                 15 
                 6. 
                 Degree of experience 
                 0% 
                 34 
                 5.1 
               
               
                 organization&#39;s 
                   
                   
                 the team has in the 
               
               
                 ability to 
                   
                   
                 market, e.g., with the 
               
               
                 create a 
                   
                   
                 job of interest, with the 
               
               
                 valued 
                   
                   
                 stated demographic, 
               
               
                 solution 
                   
                   
                 etc. 
               
               
                   
                   
                 7. 
                 Degree to which the 
                 0% 
                 33 
                 5.0 
               
               
                   
                   
                   
                 organization&#39;s value- 
               
               
                   
                   
                   
                 creating processes can 
               
               
                   
                   
                   
                 be applied in the 
               
               
                   
                   
                   
                 market, e.g., ability to 
               
               
                   
                   
                   
                 manufacture, distribute, 
               
               
                   
                   
                   
                 sell, etc. 
               
               
                   
                   
                 8. 
                 Probability that the 
                 0% 
                 33 
                 5.0 
               
               
                   
                   
                   
                 organization can 
               
               
                   
                   
                   
                 overcome competitive 
               
               
                   
                   
                   
                 barriers to entry, e.g., 
               
               
                   
                   
                   
                 capital entry 
               
               
                   
                   
                   
                 requirements, customer 
               
               
                   
                   
                   
                 brand loyalty, 
               
               
                   
                   
                   
                 intellectual property 
               
               
                   
                   
                   
                 rights, etc. 
               
               
                 Assess the 
                 15 
                 9. 
                 Probability of being a 
                 0% 
                 20 
                 3.0 
               
               
                 organization&#39;s 
                   
                   
                 market leader* in the 
               
               
                 ability to 
                   
                   
                 long-term, e.g., being 
               
               
                 sustain a 
                   
                   
                 number one, two, three, 
               
               
                 market 
                   
                   
                 etc. 
               
               
                 leadership 
               
               
                 position 
               
               
                   
                   
                 10. 
                 Probability that 
                 0% 
                 20 
                 3.0 
               
               
                   
                   
                   
                 ownership/license 
               
               
                   
                   
                   
                 opportunities for 
               
               
                   
                   
                   
                 intellectual property 
               
               
                   
                   
                   
                 exist, e.g., patents, 
               
               
                   
                   
                   
                 trademarks, etc. 
               
               
                   
                   
                 11. 
                 Degree to which the 
                 0% 
                 20 
                 3.0 
               
               
                   
                   
                   
                 organization&#39;s value- 
               
               
                   
                   
                   
                 creating processes 
               
               
                   
                   
                   
                 cannot be duplicated by 
               
               
                   
                   
                   
                 other organizations 
               
               
                   
                   
                 12. 
                 Probability that the 
                 0% 
                 20 
                 3.0 
               
               
                   
                   
                   
                 organization can 
               
               
                   
                   
                   
                 maintain competitive 
               
               
                   
                   
                   
                 barriers to entry, e.g., 
               
               
                   
                   
                   
                 capital entry 
               
               
                   
                   
                   
                 requirements, customer 
               
               
                   
                   
                   
                 brand loyalty, 
               
               
                   
                   
                   
                 intellectual property 
               
               
                   
                   
                   
                 rights, etc. 
               
               
                   
                   
                 13. 
                 Probability that 
                 0% 
                 20 
                 3.0 
               
               
                   
                   
                   
                 competitors will be 
               
               
                   
                   
                   
                 slow to respond to a 
               
               
                   
                   
                   
                 new market entrant 
               
               
                 Assess the 
                 15 
                 14. 
                 Probability that market 
                 0% 
                 17 
                 2.6 
               
               
                 risk to the 
                   
                   
                 entry will not result in 
               
               
                 organization 
                   
                   
                 exposure to legal 
               
               
                 of market 
                   
                   
                 liabilities 
               
               
                 entry 
               
               
                   
                   
                 15. 
                 Probability that market 
                 0% 
                 17 
                 2.6 
               
               
                   
                   
                   
                 entry will not damage 
               
               
                   
                   
                   
                 relationships with other 
               
               
                   
                   
                   
                 organizations, e.g., 
               
               
                   
                   
                   
                 business partners, 
               
               
                   
                   
                   
                 suppliers, government, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 16. 
                 Probability that market 
                 0% 
                 17 
                 2.6 
               
               
                   
                   
                   
                 entry will not damage 
               
               
                   
                   
                   
                 the company&#39;s public 
               
               
                   
                   
                   
                 image 
               
               
                   
                   
                 17. 
                 Probability that market 
                 0% 
                 17 
                 2.6 
               
               
                   
                   
                   
                 entry will not 
               
               
                   
                   
                   
                 cannibalize* existing 
               
               
                   
                   
                   
                 company revenues 
               
               
                   
                   
                 18. 
                 Probability that the 
                 0% 
                 16 
                 2.4 
               
               
                   
                   
                   
                 company will be able to 
               
               
                   
                   
                   
                 comply with market 
               
               
                   
                   
                   
                 regulations, e.g., those 
               
               
                   
                   
                   
                 imposed by 
               
               
                   
                   
                   
                 government, trade 
               
               
                   
                   
                   
                 organizations, 
               
               
                   
                   
                   
                 consumer advocacy 
               
               
                   
                   
                   
                 groups, etc. 
               
               
                   
                   
                 19. 
                 Percent of prospects 
                 0% 
                 16 
                 2.4 
               
               
                   
                   
                   
                 who direct/influence 
               
               
                   
                   
                   
                 the money/budget to 
               
               
                   
                   
                   
                 buy solutions to get the 
               
               
                   
                   
                   
                 job done 
               
               
                 Other 
                 0 
                 20. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
                   
                 21. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
                   
                 22. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
                   
                 23. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
                   
                 24. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
               
             
          
         
       
     
     In the example of Table 1, category weights may have default values stored in the job database, and/or may be applied on the fly based upon an analysis of the available data. For example, data may be weighted differently based upon trustworthiness of the data. Trustworthiness may be determined based upon, by way of example but not limitation, an indicated source of the data, the age of the data, etc. Threshold values may be calculated using data in the jobs and outcomes database  110  or other data that is useful for the analysis. Criteria importance indicates a weight ratio between criteria of a category. 
     The market selection engine  102  analyzes the relevant data in the jobs and outcomes database  110  to determine the size of a market. Advantageously, the market selection engine  102  can be running to continuously identify markets using potentially changing data points. As data points change, the engine will calculate the most attractive markets for investment. Since the market is, as used in this paper, a job and the job executor, it is possible to identify markets for investment that do not even exist. Sequencing DNA, when it was new, was a job, but there were not tools to do it. At the time, the new market could have been identified even though there were no products or services to sequence DNA. As another example, the market for finding one&#39;s car was a zero-dollar solution (write parking space on a piece of paper) until a solution (use GPS) was provided. For illustrative purposes, the largest markets identified are stored in the target market database  112 , which can be updated in real-time. 
     It may be desirable to augment the jobs and outcomes database  110  after consulting the target market database  112 . For example, after a target market is identified, it may be advantageous to identify customers in a customer chain who may potentially be involved with any aspect of the job (e.g., raw material provider, parts supplier, manufacturer, OEM, distributor, retailer, service provider, purchase decision-maker, job executer, job beneficiary, and education/training), particularly those customers that are most likely to be unsatisfied and/or on whom you are dependent for success. 
     The customer data capture engine  104  considers markets in the target market database  112 , and captures desired outcomes for relevant jobs. The customer data capture engine  104  can consider a market (a job), the number of job executors and their various outcomes, and the willingness of job executors to pay for a new solution. A target market can be defined as a dollar estimate that is related to the number of job executors times the number of job executors willing to pay. The customer data capture engine  104  can use a job map for each job to assist in the analysis required to identify outcomes. The customer data capture engine  104  can also perform or prompt for quantitative market research to capture importance and satisfaction levels customers place on each outcome. This can improve the quality of the results obtained by the business model selection engine  106 . Advantageously, since the 
     The platform innovation engine  105  improves upon a value delivery platform template from the platform templates database  113 . The platform templates database  113  can include old templates from other platforms. For simplicity, it is assumed that if a template is provided by a human to the platform innovation engine  105 , it is part of the platform templates database  113 , as well. Thus, the platform innovation engine  105  is referred to as obtaining the template from the database. The template includes parameters associated with various components of a platform that is responsive to a particular job. 
     The business model selection engine  106  analyzes the relevant data in the jobs and outcomes database  110 , the target market in the target markets database  112 , and the platform from the platform templates database  113 , to recommend a business model. This can include identifying where a market is under- and over-served and/or identifying segments of opportunity if opportunities are not present in the broad market. The business model selection engine  106  can calculate cost target ranges, as well as timing targets using individual and portfolio factors. 
     It may be advantageous to consider three types of criteria when selecting a value delivery platform: Customer, Company, and Society. Tables 2, 3, and 4 include examples from these three categories of data potentially useful in selecting a value delivery platform that may be extracted from the jobs and outcomes database  110 . 
     
       
         
               
             
               
               
               
               
             
               
               
               
               
             
           
               
                 TABLE 2 
               
             
             
               
                   
               
               
                 Value Delivery Platform Customer Criteria 
               
             
          
           
               
                   
                   
                 Criteria 
                 Threshold 
               
               
                   
                 Platform Selection - Customer Criteria 
                 Importance 
                 Value 
               
               
                   
               
             
          
           
               
                 1. 
                 Customer&#39;s level of satisfaction in getting the  
                 6 
                 0% 
               
               
                   
                 job done 
                   
                   
               
               
                 2. 
                 Customer&#39;s level of satisfaction in installing  
                 6 
                 0% 
               
               
                   
                 the product/service for use 
                   
                   
               
               
                 3. 
                 Customer&#39;s level of satisfaction in setting up  
                 6 
                 0% 
               
               
                   
                 the product/service for use 
                   
                   
               
               
                 4. 
                 Customer&#39;s level of satisfaction in learning to  
                 6 
                 0% 
               
               
                   
                 use the product/service 
                   
                   
               
               
                 5. 
                 Customer&#39;s level of satisfaction in  
                 6 
                 0% 
               
               
                   
                 customizing the product/service for use 
                   
                   
               
               
                 6. 
                 Customer&#39;s level of satisfaction in  
                 5 
                 0% 
               
               
                   
                 using/interfacing with the product/service 
                   
                   
               
               
                 7. 
                 Customer&#39;s level of satisfaction in  
                 5 
                 0% 
               
               
                   
                 maintaining the product/service for use 
                   
                   
               
               
                 8. 
                 Customer&#39;s level of satisfaction in storing the  
                 5 
                 0% 
               
               
                   
                 product 
                   
                   
               
               
                 9. 
                 Customer&#39;s level of satisfaction in disposing  
                 5 
                 0% 
               
               
                   
                 of the product 
                   
                   
               
               
                 10. 
                 Customer&#39;s cost of acquisition 
                 5 
                 0% 
               
               
                 11. 
                 Customer&#39;s cost of labor to execute the job of  
                 5 
                 0% 
               
               
                   
                 interest 
                   
                   
               
               
                 12. 
                 Customer&#39;s cost of acquiring required  
                 5 
                 0% 
               
               
                   
                 ancillary products 
                   
                   
               
               
                 13. 
                 Customer&#39;s cost of learning how to get the  
                 5 
                 0% 
               
               
                   
                 job done 
                   
                   
               
               
                 14. 
                 Customer&#39;s cost of customizing the  
                 5 
                 0% 
               
               
                   
                 product/service for use 
                   
                   
               
               
                 15. 
                 Customer&#39;s cost of installation 
                 5 
                 0% 
               
               
                 16. 
                 Customer&#39;s cost of maintenance 
                 5 
                 0% 
               
               
                 17. 
                 Customer&#39;s cost of storage 
                 5 
                 0% 
               
               
                 18. 
                 Customer&#39;s cost of disposal 
                 5 
                 0% 
               
               
                 19. 
                 Customer&#39;s cost of switching solutions 
                 5 
                 0% 
               
               
                 20. 
                 Other 
                 0 
                 0% 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
               
               
               
               
               
             
               
               
               
               
               
               
               
             
           
               
                 TABLE 3 
               
             
             
               
                   
               
               
                 Value Delivery Platform Company Criteria 
               
             
          
           
               
                   
                 Category 
                   
                 Platform Selection - 
                 Threshold 
                 Criteria 
                 Overall 
               
               
                 Categories 
                 Weights 
                   
                 Company Criteria 
                 Value 
                 Importance 
                 Weights 
               
               
                   
               
             
          
           
               
                 Ability to 
                 25 
                 1. 
                 Percent probability 
                 0% 
                 15 
                 3.8 
               
               
                 own/capture 
                   
                   
                 that the value 
               
               
                 value that is 
                   
                   
                 delivery platform 
               
               
                 created 
                   
                   
                 cannot be copied by a 
               
               
                   
                   
                   
                 competitor 
               
               
                   
                   
                 2. 
                 Percent probability 
                 0% 
                 15 
                 3.8 
               
               
                   
                   
                   
                 that the value 
               
               
                   
                   
                   
                 delivery platform 
               
               
                   
                   
                   
                 does not contain a 
               
               
                   
                   
                   
                 competitor&#39;s 
               
               
                   
                   
                   
                 intellectual property 
               
               
                   
                   
                 3. 
                 Percent probability 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 that the value 
               
               
                   
                   
                   
                 delivery platform 
               
               
                   
                   
                   
                 erects barriers to 
               
               
                   
                   
                   
                 competitive entry 
               
               
                   
                   
                 4. 
                 Percent of targeted 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 unmet needs for 
               
               
                   
                   
                   
                 which features could 
               
               
                   
                   
                   
                 be devised on this 
               
               
                   
                   
                   
                 platform 
               
               
                   
                   
                 5. 
                 Percent of the 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 targeted population 
               
               
                   
                   
                   
                 for which the value 
               
               
                   
                   
                   
                 delivery platform will 
               
               
                   
                   
                   
                 not present a cultural 
               
               
                   
                   
                   
                 taboo, e.g., 
               
               
                   
                   
                   
                 considered immoral, 
               
               
                   
                   
                   
                 offensive, against 
               
               
                   
                   
                   
                 tradition, 
               
               
                   
                   
                   
                 sacrilegious, etc. 
               
               
                   
                   
                 6. 
                 Percent probability 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 that the value 
               
               
                   
                   
                   
                 delivery platform can 
               
               
                   
                   
                   
                 be used to create 
               
               
                   
                   
                   
                 multiple product lines 
               
               
                   
                   
                   
                 in the targeted growth 
               
               
                   
                   
                   
                 path 
               
               
                   
                   
                 7. 
                 Percent probability 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 that the value 
               
               
                   
                   
                   
                 delivery platform will 
               
               
                   
                   
                   
                 be reimbursed by a 
               
               
                   
                   
                   
                 third party, e.g., by 
               
               
                   
                   
                   
                 insurance companies, 
               
               
                   
                   
                   
                 governments, etc. 
               
               
                 Ability to 
                 25 
                 8. 
                 Percent probability 
                 0% 
                 15 
                 3.8 
               
               
                 technically 
                   
                   
                 that the value 
               
               
                 produce the 
                   
                   
                 delivery platform can 
               
               
                 value delivery 
                   
                   
                 be developed without 
               
               
                 platform 
                   
                   
                 dependence on 
               
               
                   
                   
                   
                 invention, e.g., the 
               
               
                   
                   
                   
                 creation of new 
               
               
                   
                   
                   
                 materials, new 
               
               
                   
                   
                   
                 mechanisms, new 
               
               
                   
                   
                   
                 electronics, etc. 
               
               
                   
                   
                 9. 
                 Percent probability 
                 0% 
                 15 
                 3.8 
               
               
                   
                   
                   
                 that the technologies 
               
               
                   
                   
                   
                 chosen for the value 
               
               
                   
                   
                   
                 delivery platform are 
               
               
                   
                   
                   
                 technically 
               
               
                   
                   
                   
                 compatible, e.g., able 
               
               
                   
                   
                   
                 to interface, work 
               
               
                   
                   
                   
                 together, fit together, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 10. 
                 Percent probability 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 that the technologies 
               
               
                   
                   
                   
                 chosen for the value 
               
               
                   
                   
                   
                 delivery platform will 
               
               
                   
                   
                   
                 deliver the intended 
               
               
                   
                   
                   
                 function, e.g., satisfy 
               
               
                   
                   
                   
                 needs, enhance 
               
               
                   
                   
                   
                 performance, etc. 
               
               
                   
                   
                 11. 
                 Percent probability 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 that the technologies 
               
               
                   
                   
                   
                 chosen for the value 
               
               
                   
                   
                   
                 delivery platform will 
               
               
                   
                   
                   
                 not combine to 
               
               
                   
                   
                   
                 produce unwanted 
               
               
                   
                   
                   
                 side-effects, e.g., an 
               
               
                   
                   
                   
                 unexpected result, an 
               
               
                   
                   
                   
                 undesirable outcome, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 12. 
                 Percent probability 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 that the value 
               
               
                   
                   
                   
                 delivery platform can 
               
               
                   
                   
                   
                 be developed with 
               
               
                   
                   
                   
                 equipment that is 
               
               
                   
                   
                   
                 proven to work in the 
               
               
                   
                   
                   
                 manufacturing 
               
               
                   
                   
                   
                 environment, e.g., 
               
               
                   
                   
                   
                 fabrication, assembly 
               
               
                   
                   
                   
                 and testing 
               
               
                   
                   
                   
                 equipment, etc. 
               
               
                   
                   
                 13. 
                 Percent probability 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 that the value 
               
               
                   
                   
                   
                 delivery platform is 
               
               
                   
                   
                   
                 producible at needed 
               
               
                   
                   
                   
                 volumes 
               
               
                   
                   
                 14. 
                 Percent probability 
                 0% 
                 14 
                 3.5 
               
               
                   
                   
                   
                 that the value 
               
               
                   
                   
                   
                 delivery platform 
               
               
                   
                   
                   
                 does not violate an 
               
               
                   
                   
                   
                 industry standard, 
               
               
                   
                   
                   
                 e.g., design standards, 
               
               
                   
                   
                   
                 data exchange 
               
               
                   
                   
                   
                 standards, trade 
               
               
                   
                   
                   
                 standards, etc. 
               
               
                 Ability to 
                 25 
                 15. 
                 Amount of time 
                 0 
                 13 
                 3.3 
               
               
                 organizationally 
                   
                   
                 required to design the 
               
               
                 deliver the value 
                   
                   
                 value delivery 
               
               
                 delivery 
                   
                   
                 platform, e.g., comply 
               
               
                 platform 
                   
                   
                 with regulations, 
               
               
                   
                   
                   
                 finalize technology 
               
               
                   
                   
                   
                 implementation, etc. 
               
               
                   
                   
                 16. 
                 Amount of time 
                 0 
                 13 
                 3.3 
               
               
                   
                   
                   
                 required to develop 
               
               
                   
                   
                   
                 the value delivery 
               
               
                   
                   
                   
                 platform, e.g., 
               
               
                   
                   
                   
                 engineer a functional 
               
               
                   
                   
                   
                 product/service, 
               
               
                   
                   
                   
                 optimize energy 
               
               
                   
                   
                   
                 consumption, make 
               
               
                   
                   
                   
                 cost-related trade- 
               
               
                   
                   
                   
                 offs, etc. 
               
               
                   
                   
                 17. 
                 Amount of time 
                 0 
                 13 
                 3.3 
               
               
                   
                   
                   
                 required to create any 
               
               
                   
                   
                   
                 invention needed to 
               
               
                   
                   
                   
                 produce/deliver the 
               
               
                   
                   
                   
                 value delivery 
               
               
                   
                   
                   
                 platform 
               
               
                   
                   
                 18. 
                 Amount of time 
                 0 
                 13 
                 3.3 
               
               
                   
                   
                   
                 required to test the 
               
               
                   
                   
                   
                 functionality of the 
               
               
                   
                   
                   
                 value delivery 
               
               
                   
                   
                   
                 platform, e.g., prove 
               
               
                   
                   
                   
                 value delivery 
               
               
                   
                   
                   
                 platform 
               
               
                   
                   
                   
                 functionality, make 
               
               
                   
                   
                   
                 needed adjustments, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 19. 
                 Amount of time 
                 0 
                 12 
                 3.0 
               
               
                   
                   
                   
                 required to develop 
               
               
                   
                   
                   
                 the manufacturing 
               
               
                   
                   
                   
                 process to produce 
               
               
                   
                   
                   
                 the value delivery 
               
               
                   
                   
                   
                 platform, e.g., lay out 
               
               
                   
                   
                   
                 the sequence, decide 
               
               
                   
                   
                   
                 on equipment needed, 
               
               
                   
                   
                   
                 test the lines, etc. 
               
               
                   
                   
                 20. 
                 Amount of time 
                 0 
                 12 
                 3.0 
               
               
                   
                   
                   
                 required to scale the 
               
               
                   
                   
                   
                 manufacturing 
               
               
                   
                   
                   
                 process chosen for 
               
               
                   
                   
                   
                 the value delivery 
               
               
                   
                   
                   
                 platform, e.g., obtain 
               
               
                   
                   
                   
                 needed people, 
               
               
                   
                   
                   
                 facilities, equipment, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 21. 
                 Amount of time 
                 0 
                 12 
                 3.0 
               
               
                   
                   
                   
                 required to enable the 
               
               
                   
                   
                   
                 supply chain needed 
               
               
                   
                   
                   
                 to produce the value 
               
               
                   
                   
                   
                 delivery platform, 
               
               
                   
                   
                   
                 e.g., identify 
               
               
                   
                   
                   
                 suppliers, 
               
               
                   
                   
                   
                 warehousing needs, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 22. 
                 Amount of time 
                 0 
                 12 
                 3.0 
               
               
                   
                   
                   
                 required to obtain 
               
               
                   
                   
                   
                 necessary regulatory 
               
               
                   
                   
                   
                 approvals, e.g., 
               
               
                   
                   
                   
                 federal government, 
               
               
                   
                   
                   
                 state government, 
               
               
                   
                   
                   
                 international 
               
               
                   
                   
                   
                 regulations, etc. 
               
               
                 Ability to 
                 25 
                 23. 
                 Cost required to 
                 $0.00 
                 13 
                 3.3 
               
               
                 invest in the 
                   
                   
                 design the value 
               
               
                 creation 
                   
                   
                 delivery platform, 
               
               
                   
                   
                   
                 e.g., add features, 
               
               
                   
                   
                   
                 comply with 
               
               
                   
                   
                   
                 regulations, finalize 
               
               
                   
                   
                   
                 technology 
               
               
                   
                   
                   
                 implementation, etc. 
               
               
                   
                   
                 24. 
                 Cost required to 
                 $0.00 
                 13 
                 3.3 
               
               
                   
                   
                   
                 develop the value 
               
               
                   
                   
                   
                 delivery platform, 
               
               
                   
                   
                   
                 e.g., engineer a 
               
               
                   
                   
                   
                 functional 
               
               
                   
                   
                   
                 product/service, 
               
               
                   
                   
                   
                 optimize energy 
               
               
                   
                   
                   
                 consumption, make 
               
               
                   
                   
                   
                 cost-related trade- 
               
               
                   
                   
                   
                 offs, etc. 
               
               
                   
                   
                 25. 
                 Cost required to test 
                 $0.00 
                 13 
                 3.3 
               
               
                   
                   
                   
                 the functionality of 
               
               
                   
                   
                   
                 the value delivery 
               
               
                   
                   
                   
                 platform, e.g., prove 
               
               
                   
                   
                   
                 value delivery 
               
               
                   
                   
                   
                 platform 
               
               
                   
                   
                   
                 functionality, make 
               
               
                   
                   
                   
                 needed adjustments, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 26. 
                 Cost required to 
                 $0.00 
                 13 
                 3.3 
               
               
                   
                   
                   
                 develop the 
               
               
                   
                   
                   
                 manufacturing 
               
               
                   
                   
                   
                 process to produce 
               
               
                   
                   
                   
                 the value delivery 
               
               
                   
                   
                   
                 platform, e.g., lay out 
               
               
                   
                   
                   
                 the sequence, decide 
               
               
                   
                   
                   
                 on equipment needed, 
               
               
                   
                   
                   
                 test the lines, etc. 
               
               
                   
                   
                 27. 
                 Cost required to scale 
                 $0.00 
                 12 
                 3.0 
               
               
                   
                   
                   
                 the manufacturing 
               
               
                   
                   
                   
                 process chosen for 
               
               
                   
                   
                   
                 the value delivery 
               
               
                   
                   
                   
                 platform, e.g., obtain 
               
               
                   
                   
                   
                 needed people, 
               
               
                   
                   
                   
                 facilities, equipment, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 28. 
                 Cost required to set- 
                 $0.00 
                 12 
                 3.0 
               
               
                   
                   
                   
                 up the supply chain 
               
               
                   
                   
                   
                 needed to produce the 
               
               
                   
                   
                   
                 value delivery 
               
               
                   
                   
                   
                 platform, e.g., 
               
               
                   
                   
                   
                 identify suppliers, 
               
               
                   
                   
                   
                 warehousing needs, 
               
               
                   
                   
                   
                 etc. 
               
               
                   
                   
                 29. 
                 Cost required to 
                 $0.00 
                 12 
                 3.0 
               
               
                   
                   
                   
                 obtain the necessary 
               
               
                   
                   
                   
                 regulatory approvals, 
               
               
                   
                   
                   
                 e.g., federal 
               
               
                   
                   
                   
                 government, state 
               
               
                   
                   
                   
                 government, 
               
               
                   
                   
                   
                 international 
               
               
                   
                   
                   
                 regulations, etc. 
               
               
                   
                   
                 30. 
                 Cost of on-going 
                 $0.00 
                 12 
                 3.0 
               
               
                   
                   
                   
                 operations, e.g., fixed 
               
               
                   
                   
                   
                 costs, variable costs, 
               
               
                   
                   
                   
                 etc. 
               
               
                 Other 
                 0 
                 31. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
                   
                 32. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
                   
                 33. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
                   
                 34. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
                   
                 35. 
                   
                 0% 
                 20 
                 0.0 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
               
             
           
               
                 TABLE 4 
               
             
             
               
                   
               
               
                 Value Delivery Platform Societal Criteria 
               
             
          
           
               
                   
                 Criteria 
                 Threshold 
               
               
                 Platform Selection - Societal Criteria 
                 Importance 
                 Value 
               
               
                   
               
               
                 Percent probability that the value  
                 9 
                 0% 
               
               
                 delivery platform does not pose a health  
                   
                   
               
               
                 risk to the user, e.g., the threat of injury,  
                   
                   
               
               
                 disease, addiction, chronic condition, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 9 
                 0% 
               
               
                 delivery platform does not pose a 
                   
                   
               
               
                 health risk to others, e.g., children,  
                   
                   
               
               
                 bystanders, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 9 
                 0% 
               
               
                 delivery platform will conserve the 
                   
                   
               
               
                 earth&#39;s natural resources, e.g., oil, water,  
                   
                   
               
               
                 minerals, trees, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 9 
                 0% 
               
               
                 delivery platform will not pollute the  
                   
                   
               
               
                 earth&#39;s environment, e.g., air, water, soil,  
                   
                   
               
               
                 etc. 
                   
                   
               
               
                 Percent probability that the value  
                 8 
                 0% 
               
               
                 delivery platform will preserve the earth&#39;s  
                   
                   
               
               
                 natural habitat, e.g., preserve the balance  
                   
                   
               
               
                 in the food chain, not upset the natural  
                   
                   
               
               
                 order, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 8 
                 0% 
               
               
                 delivery platform will not contribute to  
                   
                   
               
               
                 world hunger, e.g., cause famine, food  
                   
                   
               
               
                 shortages, a poisoned food supply, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 8 
                 0% 
               
               
                 delivery platform will not contribute to  
                   
                   
               
               
                 crime, e.g., cause vandalism, robbery,  
                   
                   
               
               
                 assault, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 8 
                 0% 
               
               
                 delivery platform will not degrade the  
                   
                   
               
               
                 world&#39;s standard of living, e.g., destroy  
                   
                   
               
               
                 wealth, cause poverty, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 8 
                 0% 
               
               
                 delivery platform will not contribute to  
                   
                   
               
               
                 social injustice, e.g., cause repression,  
                   
                   
               
               
                 prejudice, sexism, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 8 
                 0% 
               
               
                 delivery platform will not contribute to  
                   
                   
               
               
                 social instability, e.g., cause the division  
                   
                   
               
               
                 of people, discontent, etc. 
                   
                   
               
               
                 Percent probability that the value  
                 8 
                 0% 
               
               
                 delivery platform does not result in the  
                   
                   
               
               
                 invasion of the customer&#39;s privacy 
                   
                   
               
               
                 Percent probability that the value  
                 8 
                 0% 
               
               
                 delivery platform does not violate a 
                   
                   
               
               
                 governmental regulatory agency  
                   
                   
               
               
                 requirement, e.g., federal, state,  
                   
                   
               
               
                 international, etc. 
                   
                   
               
               
                 Other 
                 0 
                 0% 
               
               
                   
               
             
          
         
       
     
     The business model selection engine  106  uses company criteria for selection of the appropriate business model for the delivery platform. Table 5 includes examples of potentially useful data. 
     
       
         
               
             
               
             
           
               
                 TABLE 5 
               
               
                   
               
               
                 Business Model Company Criteria 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Maximize revenue 
               
               
                 Amount of revenue from primary product sales 
               
               
                 Amount of revenue from primary service sales 
               
               
                 Amount of revenue from ancillary product sales, e.g., options, add-ons, 
               
               
                 etc. 
               
               
                 Amount of revenue from ancillary service sales, e.g., training, consulting, 
               
               
                 etc. 
               
               
                 Amount of revenue from product upgrade sales 
               
               
                 Amount of revenue from product/service customization sales 
               
               
                 Amount of revenue from licenses and royalties 
               
               
                 Amount of revenue from leases and rents, e.g., facilities, equipment, etc. 
               
               
                 Amount of revenue from product installation sales 
               
               
                 Amount of revenue from product maintenance sales 
               
               
                 Amount of revenue from product disposal sales 
               
               
                 Amount of revenue from donations and contributions 
               
               
                 Amount of revenue from fines, forfeitures, and penalties 
               
               
                 Amount of revenue from other sources, e.g., advertising, grants, etc. 
               
               
                 Minimize fixed costs 
               
               
                 Cost of manufacturing equipment 
               
               
                 Cost of test equipment 
               
               
                 Cost of distribution equipment, e.g., transportation, warehousing, etc. 
               
               
                 Cost of information technology equipment 
               
               
                 Cost of facility build-out 
               
               
                 Cost of facilities, e.g., lease, rent, mortgage, etc. 
               
               
                 Cost of puffing the installation infrastructure in place 
               
               
                 Cost of putting the maintenance infrastructure in place 
               
               
                 Cost of puffing the disposal infrastructure in place 
               
               
                 Cost of regulatory compliance, e.g., inspection fees, impact fees, 
               
               
                 permit fees, etc. 
               
               
                 Cost of acquiring necessary competencies, e.g., marketing, 
               
               
                 manufacturing, R&amp;D, etc. 
               
               
                 Minimize variable costs 
               
               
                 Cost of labor 
               
               
                 Cost of goods sold, e.g., parts, materials, etc. 
               
               
                 Cost of distribution, e.g., transportation, channel costs, etc. 
               
               
                 Cost of overhead, e.g., management expenses, administrative expenses, 
               
               
                 etc. 
               
               
                 Cost of inventory 
               
               
                 Cost of taxes 
               
               
                 Cost of product installation 
               
               
                 Cost of product maintenance 
               
               
                 Cost of product disposal 
               
               
                 Optimize profit margins 
               
               
                 Percent profit margin 
               
               
                 Percent probability that the targeted profit margin will be achieved 
               
               
                 Maintain business relationships 
               
               
                 Percent probability that the business model will not damage established 
               
               
                 relationships with other companies, e.g., stifle cooperation, force 
               
               
                 competitiveness, undermine trust, etc. 
               
               
                 Percent probability that the business model will not impede the set-up 
               
               
                 of the supply chain 
               
               
                 Percent probability that the business model will not impede the on-going 
               
               
                 effectiveness of the supply chain 
               
               
                 Time to profit 
               
               
                 First to market 
               
               
                 Time to market 
               
               
                   
               
             
          
         
       
     
     The feature selection engine  107  adds features to the platform after a basic business model has been selected by the business model selection engine  106 . The feature selection engine  107  can use multiple criteria to add or assist in the addition of features. The features database  116  includes entries associated with various types of features, such as applications (for use with a computer-implemented or Internet platform), telephone answering service parameters, power sources, etc. Features are the components added to a platform that directly address outcomes. Thus, they can be implicitly or explicitly tied to the jobs and outcomes of the jobs and outcomes database  110 . Tables 6, 7, and 8 provide examples of data that would potentially be useful for such a determination. 
     
       
         
               
             
               
             
           
               
                 TABLE 6 
               
               
                   
               
               
                 Customer Criteria 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Customer benefit metrics 
               
               
                 Degree to which customer satisfaction of targeted outcomes is improved 
               
               
                 by the feature, i.e., number of outcomes better satisfied and degree to 
               
               
                 which each is improved 
               
               
                 Percent decrease in the customer&#39;s cost of acquisition 
               
               
                 Customer cost metrics 
               
               
                 Degree to which customer satisfaction of non-targeted outcomes is 
               
               
                 decreased by the feature 
               
               
                 Percent reduction in the customer&#39;s level of satisfaction in installing the 
               
               
                 product/service for use 
               
               
                 Percent reduction in the customer&#39;s level of satisfaction in setting up the 
               
               
                 product/service for use 
               
               
                 Percent reduction in the customer&#39;s level of satisfaction in learning to 
               
               
                 use the product/service 
               
               
                 Percent reduction in the customer&#39;s level of satisfaction in customizing 
               
               
                 the product/service for use 
               
               
                 Percent reduction in the customer&#39;s level of satisfaction in 
               
               
                 using/interfacing with the product/service 
               
               
                 Percent reduction in the customer&#39;s level of satisfaction in maintaining up 
               
               
                 the product/service for use 
               
               
                 Percent reduction in the customer&#39;s level of satisfaction in storing the 
               
               
                 product 
               
               
                 Percent reduction in the customer&#39;s level of satisfaction in disposing 
               
               
                 of the product 
               
               
                 Percent increase in the customer&#39;s cost of acquisition 
               
               
                 Percent increase in the customer&#39;s cost of labor to execute the job of 
               
               
                 interest 
               
               
                 Percent increase in the customer&#39;s cost of acquiring required ancillary 
               
               
                 products 
               
               
                 Percent increase in the customer&#39;s cost of learning how to get the job done 
               
               
                 Percent increase in the customer&#39;s cost of customizing the 
               
               
                 product/service for use 
               
               
                 Percent increase in the customer&#39;s cost of installation 
               
               
                 Percent increase in the customer&#39;s cost of maintenance 
               
               
                 Percent increase in the customer&#39;s cost of storage 
               
               
                 Percent increase in the customer&#39;s cost of disposal 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
             
           
               
                 TABLE 7 
               
               
                   
               
               
                 Company Criteria 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Ability to own/capture value that is created 
               
               
                 Percent probability that the feature cannot be copied by a competitor 
               
               
                 Percent probability that the feature does not contain a competitor&#39;s  
               
               
                 intellectual property 
               
               
                 Percent probability that the feature erects barriers to competitive entry 
               
               
                 Percent of the targeted population for which the feature will not  
               
               
                 present a cultural taboo, e.g., considered immoral, offensive, against  
               
               
                 tradition, sacrilegious, etc. 
               
               
                 Percent probability that the feature can be used in multiple product  
               
               
                 lines in the targeted growth path 
               
               
                 Ability to technically produce the feature 
               
               
                 Percent probability that the feature can be developed without  
               
               
                 dependence on invention, e.g., the creation of new materials, new  
               
               
                 mechanisms, new electronics, etc. 
               
               
                 Percent probability that the technologies chosen for the feature are  
               
               
                 technically compatible, e.g., able to interface, work together, fit  
               
               
                 together, etc. 
               
               
                 Percent probability that the technologies chosen for the feature will  
               
               
                 deliver the intended function, e.g., satisfy needs, enhance  
               
               
                 performance, etc. 
               
               
                 Percent probability that the technologies chosen for the feature will  
               
               
                 not combine to produce unwanted side-effects, e.g., an unexpected  
               
               
                 result, an undesirable outcome, etc. 
               
               
                 Percent probability that the feature can be developed with equipment  
               
               
                 that is proven to work in the manufacturing environment, e.g.,  
               
               
                 fabrication, assembly and testing equipment, etc. 
               
               
                 Percent probability that the feature is producible at needed volumes 
               
               
                 Percent probability that the feature does not violate an industry  
               
               
                 standard, e.g., design standards, data exchange standards, trade  
               
               
                 standards, etc. 
               
               
                 Percent probability that the feature does not duplicate functionality,  
               
               
                 e.g., functionality existing in the platform, in other features, etc. 
               
               
                 Percent probability that the feature works with other features without  
               
               
                 negating their performance 
               
               
                 Ability to organizationally deliver the feature 
               
               
                 Amount of time required to design the feature, e.g., comply with  
               
               
                 regulations, finalize technology implementation, etc. 
               
               
                 Amount of time required to develop the feature, e.g., engineer the  
               
               
                 function, optimize energy consumption, make cost-related trade-offs,  
               
               
                 etc. 
               
               
                 Amount of time required to create any invention needed to  
               
               
                 produce/deliver the feature 
               
               
                 Amount of time required to test the functionality of the feature, e.g.,  
               
               
                 prove feature functionality, make needed adjustments, etc. 
               
               
                 Amount of time required to develop the manufacturing process to  
               
               
                 produce the feature, e.g., lay out the sequence, decide on equipment  
               
               
                 needed, test the lines, etc. 
               
               
                 Amount of time required to scale the manufacturing process chosen  
               
               
                 for the feature, e.g., obtain needed people, facilities, equipment, etc. 
               
               
                 Amount of time required to set-up the supply chain needed to produce  
               
               
                 the feature, e.g., identify suppliers, warehousing needs, etc. 
               
               
                 Amount of time required to obtain necessary regulatory approvals,  
               
               
                 e.g., federal government, state government, international regulations,  
               
               
                 etc. growth[??] 
               
               
                 Ability to afford the creation of the feature 
               
               
                 Cost required to design the feature, e.g., make trade-offs, comply with  
               
               
                 regulations, finalize technology implementation, etc. 
               
               
                 Cost required to develop the feature, e.g., engineer the function,  
               
               
                 optimize energy consumption, make cost-related trade-offs, etc. 
               
               
                 Cost required to test the functionality of the feature, e.g., prove feature  
               
               
                 functionality, make needed adjustments, etc. 
               
               
                 Cost required to develop the manufacturing process to produce the  
               
               
                 feature, e.g., lay out the sequence, decide on equipment needed, test  
               
               
                 the lines, etc. 
               
               
                 Cost required to scale the manufacturing process chosen for the  
               
               
                 feature, e.g., obtain needed people, facilities, equipment, etc. 
               
               
                 Cost required to set-up the supply chain needed to produce the feature,  
               
               
                 e.g., identify suppliers, warehousing needs, etc. 
               
               
                 Cost required to obtain the necessary regulatory approvals, e.g.,  
               
               
                 federal government, state government, international regulations, etc. 
               
               
                 Feature costs - to go into documentation sheet 
               
               
                 Development costs 
               
               
                 Bill of material costs 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
             
           
               
                 TABLE 8 
               
               
                   
               
               
                 Societal Criteria 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Percent probability that the feature does not pose a health risk to the 
               
               
                 user, e.g., the threat of injury, disease, chronic condition, etc. 
               
               
                 Percent probability that the feature does not pose a health risk to others, 
               
               
                 e.g., children, bystanders, etc. 
               
               
                 Percent probability that the feature will conserve the earth&#39;s natural 
               
               
                 resources, e.g., oil, water, minerals, trees, etc. 
               
               
                 Percent probability that the feature will not pollute the earth&#39;s 
               
               
                 environment, e.g., air, water, soil, etc. 
               
               
                 Percent probability that the feature will preserve the earth&#39;s natural habitat, 
               
               
                 e.g., preserve the balance in the food chain, not upset the natural order, 
               
               
                 etc. 
               
               
                 Percent probability that the feature will not contribute to world hunger, 
               
               
                 e.g., cause famine, food shortages, a poisoned food supply, etc. 
               
               
                 Percent probability that the feature will not contribute to crime, e.g., 
               
               
                 cause vandalism, robbery, assault, etc. 
               
               
                 Percent probability that the feature will not degrade the world&#39;s 
               
               
                 standard of living, e.g., destroy wealth, cause poverty, etc. 
               
               
                 Percent probability that the feature will not contribute to social injustice, 
               
               
                 e.g., cause repression, prejudice, sexism, etc. 
               
               
                 Percent probability that the feature will not contribute to social instability, 
               
               
                 e.g., cause the division of people, discontent, etc. 
               
               
                 Percent probability that the feature does not result in the invasion of the 
               
               
                 customer&#39;s privacy 
               
               
                 Percent probability that the feature does not violate a governmental 
               
               
                 regulatory agency requirement, e.g., federal, state, international, etc. 
               
               
                   
               
             
          
         
       
     
     After the features are selected, the business model selection engine  106  can construct or facilitate the construction of a set of product or service models, estimate or facilitate making an estimate of the cost and price point of each model, and in general make the basic business model more comprehensive. It has been found that attempting to generate features prior to the basic business model is wasteful of resources, and attempting to generate a comprehensive business model without first considering features is difficult for an artificial intelligence, and for a human, for that matter. For illustrative purposes, the best business models are stored in the recommended business models database  114 . The recommended business models may include a rating of investment quality (e.g., estimated risk and/or reward). 
     The investment engine  108  considers the data from each of the databases and provides an investment recommendation. Because of the job-based approach providing funding to various aspects of a product or service model could be automated. 
     It may be noted that at various points in the system  100 , user input may be desirable if the artificial intelligence of the system is not up to a particular task. In some cases, the combination of computer data processing and human intelligence can be useful for identifying or quantifying different aspects of a problem. 
       FIG. 2  depicts a flowchart  200  of an example of a method for providing an investment decision based on a product or service&#39;s ability to satisfy unmet customer needs and a company&#39;s ability to create and capture financial returns from investing in the development and sales of the product or service. In a specific implementation, hundreds of different inputs related to the market opportunity, the customer need (the customer jobs and their outcomes), the competitors, the solution, the pricing, costs, and financing are considered. 
     The method is organized as a sequence of modules in the flowchart  200 . However, it should be understood that these and other modules associated with other methods described herein may be reordered for parallel execution or into different sequences of modules. One or more of the modules (or portions thereof) may be implemented on a computer readable medium for access and/or execution by a computer. 
     In the example of  FIG. 2 , the flowchart  200  starts at module  202  with identifying a market to target for an investment decision. The market can be defined as a demographic (e.g., a group of people) and the job or jobs they are trying to accomplish (e.g., the goal they are trying to achieve or problem they are trying to solve for a given situation). A number of different inputs are used to determine if the market meets the threshold criteria level. Examples of such inputs were illustrated with reference to  FIG. 1 . 
     In the example of  FIG. 2 , the flowchart  200  continues to module  204  with identifying unmet customer needs based on jobs (e.g., the goals the customer is trying to accomplish) and outcomes (e.g., the measurable outcomes related to the speed, stability, and output of performing the job). Each job and outcome can be rated for its importance and satisfaction level by the customer, an opportunity score algorithm such as this one: opportunity score=importance+max(importance−satisfaction, 0). 
     For each customer job, in a specific implementation, there can be 50 to 150 different outcomes and the opportunity score represents if the outcome or job is underserved, appropriately served or over served. If the opportunity score for a job or outcome fails to exceed an opportunity threshold (e.g., the opportunity score is indicative of an appropriately served or over served job), the investment engine can determine if there is a segment of the customers (e.g., a specific part of the demographic) that views the job or outcome as being underserved. This facilitates defining a market with more granularity or identifying underserved “niche” jobs in an appropriately served or over served market. 
     In the example of  FIG. 2 , the flowchart  200  continues to module  205  with identifying the willingness of a customer to pay to have the job completed with maximum satisfaction, or 100% satisfaction levels. Pricing inputs can be used to determine customer willingness to pay. 
     In the example of  FIG. 2 , the flowchart  200  continues to module  206  with scoring the competitive product or service offerings against the jobs and outcomes to determine how well each offering is satisfying the customers. 
     In the example of  FIG. 2 , the flowchart  200  continues to module  208  with scoring the solution based on jobs and outcomes and the solution&#39;s ability to increase satisfaction. The value add of the solution is based on the weighted average of the opportunity score. The value add of a solution is based on satisfying the outcomes. An example of a weighted average adequate to represent a value add, V, is:
 
 V =( V   new   −V   old )/ V   old ,
 
     where V new  is the new value score and V old  is the old value score. 
     The old value score can be represented by, for example, this equation:
 
 V   old =Σ( O   i   /S   i ), where  O   i  is the old satisfaction value for an  i   th  job and  S   i  is the maximum satisfaction value for the  i   th  job.
 
     The new value score can be represented by, for example, this equation:
 
 V   new   =Σ[N   i *( O   i   /S   i )], where  N   i  is the new satisfaction value for an  i   th  job.
 
     In the example of  FIG. 2 , the flowchart  200  continues to module  212  with calculating fixed and variable costs for the solution. Pricing, solution satisfaction, and cost can be used to determine whether a cost can be used to produce and deliver the solution to the customer and those costs plus the customer&#39;s willingness to pay and the solution satisfaction levels to determine the financial value of the solution. 
     In the example of  FIG. 2 , the flowchart  200  continues to module  214  with determining if the solution can be delivered to create an investment rate of return (IRR) that meets an IRR threshold. 
     In the example of  FIG. 2 , the flowchart  200  continues to module  216  with providing an investment decision. Advantageously, by using the tool, high-quality investment decisions can be largely automated based upon comparisons with competitor tools and a database of successfully generated tools (platform templates). 
       FIG. 3  is intended to illustrate an example of a value add proposition for several outcome statements using techniques described with reference to  FIGS. 1 and 2 . 
       FIG. 4  depicts an example of a system  400  for making investment decisions.  FIG. 4  includes an input interface  402 , an outcome-driven quantification engine  404 , and an output interface  406 . The outcome-driven quantification engine  404  is coupled to the input interface  402  and the output interface  406 . 
     The input interface  402  may include one or more known or convenient hardware devices (such as keyboard, mouse, USB port, storage medium, etc.) and/or software or firmware modules (such as drivers, database interfaces, etc.). The exact nature of the input interface  402  is not critical so long as the interface is capable of providing computer-readable data. As is known in the relevant art, in operation the input interface  402  is typically coupled to one or more processors. 
     The outcome-driven quantification engine  404  includes software modules (e.g., data and executables). When the software modules are implemented on a hardware device (e.g., memory)—or on some other known or convenient machine, manufacture, or composition of matter capable of storing data and/or instructions, at least ephemerally, thereon—this may be referred to as implementing the outcome-driven quantification engine  404  in a computer-readable medium. A computer readable medium can be coupled to a processor in a known or convenient manner. 
     The outcome-driven quantification engine  404  has various techniques to quantify a venture. For example, the outcome-driven quantification engine  404  can include algorithms based on customer needs (e.g., jobs and outcomes), importance, and satisfaction. In a specific implementation, the outcome-driven quantification engine  404  is capable of processing large amounts of data in real time or near-real time. This is advantageous because due to the amount of data and varying market or other conditions, it may be desirable to use the engine multiple times for different models. 
     The output interface  406  may include one or more known or convenient hardware devices (such as monitor, printer, USB port, storage medium, etc.) and/or software or firmware modules (such as drivers, database interfaces, etc.). The exact nature of the output interface  406  is not critical so long as the interface is capable of providing computer-readable data. As is known in the relevant art, in operation the output interface  406  is typically coupled to one or more processors. 
     In the example of  FIG. 4 , in operation, the input interface  402  provides inputs  408  to the outcome-driven quantification engine  404 . The inputs  408  may be provided from a remote or external source over a network, from a local input device, or from local storage (e.g., from a hard disk). The inputs  408  can be real-time input from a panel of experts, data from databases, direct input from a user of the system  400 , etc. In the example of  FIG. 4 , the inputs  408  include customer input  412 , competitor input  414 , market input  416 , pricing input  418 , solution input  420 , cost input  422 , and financing input  424 . 
     The customer input  412  can include discrete jobs. Advantageously, jobs have quantifiable importance and satisfaction levels. Theoretically, the customer input  412  can include any number of jobs, but current empirical models provide for dozens or hundreds of jobs. While one or just a few jobs could be input, an advantage of the system  400  is that it can process practically any number of jobs in a manner that may not be possible for a human. The customer input  412  can also include outcomes for discrete jobs. Outcomes include goals that, e.g., a customer is trying to reach. Advantageously, outcomes can also have quantifiable importance and satisfaction levels. 
     The competitor input  414  can include discrete jobs that can be quantifiable in importance and satisfaction levels. However, unlike customer input, competitor inputs for jobs are based on a competitive product or service. The competitive product or service may be an actual one, or a theoretical one. The competitor input  414  can also include outcomes for discrete jobs. 
     The market input  416  can include discrete jobs. The discrete jobs are, for example, jobs that a demographic is attempting to accomplish. The market input  416  can also include demographic data. Demographic data can include, for example, a size and description of a demographic that is attempting to accomplish a job. 
     The pricing input  418  can include discrete jobs. Pricing inputs for discrete jobs may represent the willingness to pay to complete the job perfectly (as used herein, perfect is intended to mean as near to perfect as is reasonable for a given job) for a demographic that is trying to get the job done. The pricing input  418  can also include outcomes for discrete jobs. Outcomes, in this case, can represent an incremental willingness to pay to satisfy an outcome perfectly for a demographic. 
     The solution input  420  can include discrete jobs. Solution inputs for jobs can have quantifiable importance and satisfaction levels of completing a job with a specific solution. The solution input  420  can also include outcomes for the jobs, which can have quantifiable importance and satisfaction levels of job outcome with the specific solution. 
     The cost input  422  can have discrete jobs that represent costs to deliver a solution for the job, and the outcomes. 
     The financing input  424  can include different options for financing growth of a company. For example, the financing input  424  can include the cost of capital and IRR hurdles. 
     The outcome-driven quantification engine  404  processes the inputs  408  to produce outputs  410 . The operation of the outcome-driven quantification engine  404  is described in more detail later in this paper. Depending upon the implementation, the outcome-driven quantification engine  404  can use feedback on success in order to learn, and thereby improve the accuracy of the outputs  410 . The outputs  410  may be provided to a remote or external source over a network, to a local display, or to local storage (e.g., to a hard disk) for later use. In the example of  FIG. 4 , the outputs  410  include market opportunity output  426 , customer need output  428 , solution analysis output  430 , and investment decision output  432 . 
     The market opportunity output  426  can take into consideration all of the inputs  408  and scores the market opportunity. The market opportunity output  426  should identify the degree to which there is a market opportunity based upon, for example, unmet customer needs, competitive products, etc. 
     The customer need output  428  takes into consideration job and outcome scores (e.g., satisfaction levels). The customer need output  428  should identify unmet customer need based on importance and satisfaction levels of jobs and outcomes. 
     The solution analysis output  430  takes into consideration job and outcome scores (e.g., satisfaction levels) of different solution ideas. The solution analysis output  430  should identify a degree to which a solution adds value based on job and outcome satisfaction levels. 
     The investment decision output  432  takes into consideration all of the inputs  408 . The investment decision output  432  should identify whether an investment is warranted and expected returns. 
       FIG. 5  depicts a flowchart  500  of an example of a method for providing an investment decision based on a strictly hierarchical approach that generates a platform before generating a basic business model before generating features for the platform to directly address outcomes. Where a platform is provided in advance, the flowchart can begin at module  508 . Where a basic business model is provided in advance, the flowchart can begin at module  512 . This method may take advantage of competitive product or service offerings that have already been scored against jobs and outcomes. (For example, the modules  502 - 512  of  FIG. 5  could be inserted into the flowchart  200  between modules  206  and  208 .) 
     In the example of  FIG. 5 , the flowchart  500  starts at module  502  with providing a value delivery platform data structure. A framework for focused idea generation includes the following rules: 1) Conduct idea generation for only one type of idea at a time. The types of ideas are platform, business model, and feature set. If the goal is to generate a new platform, then those involved in the creative process should generate ideas only for the new platform, not ideas related to a business model or features. Failure to follow this rule can result in a mix of ideas that cannot be considered or evaluated together. 2) Generate ideas for platforms, then business models, then features. For radical innovation, the platform should be approved by management before moving on to business model ideation, and the business model should be approved by management before moving on to feature set ideation. This sequence improves efficiency by decreasing the probability of wasting time and effort on unused business models or features. Of course, if the platform and business model are already established, ideation can start immediately on features. 3) Focus idea generation on specific jobs and desired outcomes. 
     While the value delivery platform is abbreviated to “platform” in this paper, it should be noted that a value delivery platform data structure is new term. It is intended to represent a system infrastructure and subsystems that deliver a core product or service function, enabling a customer to get a job of interest done. The value delivery platform is the system into which features will be integrated and the glue that holds those features in place. Thus, the term is not intended to simply refer to a product family platform (such as a frame for a family of automobiles). 
     The value delivery platform data structure may be designed for use with a product or a service. For a product, parameters include energy source, size, and shape. (Core mechanical, electrical, chemical and/or software components could be considered subsystems.) For a service, parameters include physical assets (e.g., buildings, trucks, etc.) and other resources (e.g., people, information, organizational structure, software, communication systems, etc.). In practice, the data structure should have sufficient parameters to explain how an available system infrastructure and subsystems enable a customer to get a job of interest done, but should not normally include all features needed to satisfy the customers desired outcomes. 
     In the example of  FIG. 5 , the flowchart  500  continues to module  504  with comparing the value delivery platform data structure with templates of existing value delivery platform data structures. One advantage of data structures is that specially programmed computers can make comparisons between them. Templates of existing platforms can suggest modularity. For example, if a platform size is reduced, then a platform weight is also frequently reduced. This forms a correlation between a first parameter modification and a second parameter modification that can be attempted first because of the experience learning that the first often goes with the second. Other jobs may not have correlations that are readily apparent, but by analyzing a plethora of templates, a correlation may emerge. Thus, certain metrics may form a theme or grouping, facilitating a segmentation of a market based upon scores associated with various parameters. This can be exceptionally valuable when efficiently generating a tool (described later with reference to the example of  FIG. 5 ). 
     In the example of  FIG. 5 , the flowchart  500  continues to module  506  with using creativity triggers to modify the parameters of the value delivery platform data structure. Advantageously, since the platform is separate from the business model and features, changes to the platform are possible without impacting subsystems or the business model in use. Moreover, it becomes possible to automate the ideation process, resulting in specially programmed computers that can actually innovate without human assistance. In an implementation that includes human oversight, the specially programmed computer can apply creativity triggers to provide a desirable solution that a human need only consent to, or modify, after the specially programmed computer provides the innovation to the human. By comparing the innovation using templates of existing platforms, the innovation that resembles previously successful innovation efforts can “float to the top” or be given more weight, enabling rapid identification of good innovation. 
     To enable computer innovation, creativity triggers can be programmed in association with various data structure parameters. It should be noted that humans would also likely find the creativity triggers useful in attempting innovations related to the value delivery platform. A relatively comprehensive list of examples of creativity triggers are provided in Table 9. 
     
       
         
               
             
               
               
             
           
               
                 TABLE 9 
               
               
                   
               
               
                 Creativity Triggers for Value Delivery Platforms 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 1. 
                 Change the platform into another state of matter to get the job done 
               
               
                 2. 
                 Make the platform virtual 
               
               
                 3. 
                 Make the platform disposable 
               
               
                 4. 
                 Create a new platform to execute a portion of a job that is performed 
               
               
                   
                 inefficiently on the core 
               
               
                 5. 
                 Make the platform out of a large number of small platforms 
               
               
                 6. 
                 Make the platform modular so each step in the job can be optimized 
               
               
                   
                 for performance 
               
               
                 7. 
                 Remove platform infrastructure that is not needed to get the job done 
               
               
                 8. 
                 Borrow available resources and make them part of the platform 
               
               
                 9. 
                 Eliminate the wasting of consumables 
               
               
                 10. 
                 Construct the platform so that consumables are eliminated 
               
               
                 11. 
                 Make the platform customizable 
               
               
                 12. 
                 Make one standardized platform 
               
               
                 13. 
                 Reduce the size of the platform 
               
               
                 14. 
                 Make the platform scalable 
               
               
                 15. 
                 Construct the platform so that it allows third parties to add features or 
               
               
                   
                 content over time 
               
               
                 16. 
                 Make the platform capable of performing additional jobs 
               
               
                 17. 
                 Make the platform automatically perform physical activities 
               
               
                 18. 
                 Make the platform automatically perform decision-making activities 
               
               
                 19. 
                 Make the platform identify and self-correct its mistakes 
               
               
                 20. 
                 Hid platform infrastructure that does not have to be visible 
               
               
                 21. 
                 Construct the platform so that it can perform the job at a different 
               
               
                   
                 frequency 
               
               
                 22. 
                 Construct the platform so that it can perform the job at different 
               
               
                   
                 speeds 
               
               
                 23. 
                 Construct the platform so that there is no downtime in the execution 
               
               
                   
                 of the job 
               
               
                 24. 
                 Reduce the weight of the platform 
               
               
                 25. 
                 Construct the platform to eliminate all product life cycle issues 
               
               
                 26. 
                 Make the platform energy efficient 
               
               
                   
               
             
          
         
       
     
     In the example of  FIG. 5 , the flowchart  500  continues to module  508  with providing a basic business model data structure. A specially programmed computer can make suggestions regarding a basic business model and predictions about profitability, based upon basic business model templates associated with value delivery platform templates that are in at least some way similar to the platform being considered. 
     In the example of  FIG. 5 , the flowchart  500  continues to module  510  with using creativity triggers to modify parameters of the basic business model data structure. Creativity triggers can be used to improve upon the basic business model. For example, a creativity trigger to “turn a waste into a revenue” could cause the specially purposed computer to consider the value of a byproduct of a process for sale to another entity, or perhaps for use in some other process. So a creativity trigger to “turn a cost into a revenue” may trigger a suggestion to charge a customer for sales calls based upon an at least similar in some respects basic business model template. 
     In the example of  FIG. 5 , the flowchart  500  continues to module  512  with applying features to the value delivery platform data structure. As used in this paper, a feature is a tangible or intangible that performs a function that allows customers to better satisfy a desired outcome. A feature can include, by way of example, a piece of information, an action, a component, a material, a part of a physical object, or the like. When features are integrated into the value delivery platform, the resultant data structure can be referred to as a “tool.” That is, a process or device that accomplishes or can be used to accomplish a job. Advantageously, the tool is virtual, but platform-level parameters and business model parameters are known, or at least predicted, for the tool before it is ever implemented or physically created. Moreover, in a system that includes competitor input, virtual tools of competitors can also be created and the differences understood before launching a product. 
     In the example of  FIG. 5 , the flowchart  500  continues to module  514  with providing an investment decision. Advantageously, by using the tool, high-quality investment decisions can be largely automated based upon comparisons with competitor tools and a database of successfully generated tools (platform templates). 
       FIG. 6  depicts an example of a platform data structure  600 . The data structure  600  includes a size parameter  602 . In an implementation where the platform is represented as an object, the size parameter  602  can include a different value for each of a plurality of subcomponents that make up the platform. The greater the accuracy of the size parameter, the more effectively a platform innovation engine will be able to vary the size and evaluate the desirability of the variation. The platform innovation engine is well-suited to determining how changes in size will impact how the objects fit together geometrically. (If you change the size of a bolt, it will impact the size of a nut, for example.) 
     The data structure  600  includes a material parameter  604 . In some cases, it may be desirable to change the platform into another state of matter (e.g., use a liquid or gas instead of a solid, use light waves instead of heat, etc.). In other cases, it may be desirable to virtualize certain portions of the platform (e.g., simulated, digital, etc.). In other cases, it may be desirable to use disposable materials. These various options require a relatively sophisticated description of material, rather than simply a relative number. In some cases, operating temperatures may be relevant to ensure that solids do not melt. So the greater the detail provided in the material parameter  604 , the better the platform innovation engine will be able to substitute values to provide meaningful results. As a simple example, consider a toothbrush as a platform. The handle may be constructed of plastic having a certain composition, springiness, hardness, smoothness, etc. If a parameter (say, springiness), is not listed, then the platform innovation engine will be unable to address a customer desire to have a springier handle. Other relatively straight-forward material data includes the cost of the material, and durability (lifetime). For a component to be made disposable, it would likely be desirable to reduce the durability to a proper range, and reduce the materials cost as well. 
     The data structure  600  includes a weight parameter  606 . Although it is true that if a size and material is clearly defined, the weight can be derived, it is not always efficient to attempt to describe a material with such specificity as to make the weight of the object completely predicable. For certain objects having a size and material density, of course, weight could be derived. In some cases, it may be desirable to consider increasing weight by adding another component, such as a metal base, and it is probably a more effective use of resources to record the final weight (or even the weight of each component) rather than recomputed weight from size and material of each component each time. 
     The data structure  600  includes an interconnectivity parameter  608 . As has been mentioned, a platform can comprise multiple components. The components can be modular, identical, opposite, independent, connected, etc. The interconnectivity parameter  608  describes the connections of the various components. This can facilitate an analysis of how to create a new platform to execute a portion of the job that is performed inefficiently on an old platform, increase or decrease the number of components, or improve modularity or reuse redundant components. The interconnectivity parameter  608  can also provide insight into how to attach components in a scalable fashion (“scalability”). 
     The data structure  600  includes a functionality parameter  610 . The functionality parameter  610  can describe a transformation of an input into an output. Some components do not have any transformational functionality however, such as a chassis that holds components together or a base that provides stability. The functionality can be relevant for determining how size, interconnectivity, and weight can be adjusted to improve the functionality. When determining whether a platform meets the requirements of a job, assuming the functionality parameter  610  is sufficiently accurate, some components might be determined to be unnecessary. That is, some components might have other purposes (or not), but those purposes are not necessary for a particular job that is being considered. This can be useful to a platform innovation engine when suggesting to remove systems of subsystems from a platform. Also, knowing the functionality of other components can help suggest modification of the platform to allow the addition of features or content by third parties; make the platform capable of performing additional jobs, perhaps by redundantly using present functionality; and make the platform capable of automatically performing physical activities, decision-making activities, or self-correction. In many ways, this can be thought of as an interplay between the interconnectivity parameter  608  and the functionality parameter  610 . 
     The data structure  600  includes a rate parameter  612 . The rate parameter  612  can be associated with frequency, speed, or downtime. Generally, frequency and speed might be better increased or decreased, while downtime is best minimized. 
     The data structure  600  includes a resources parameter  614 . Resources can include resources available (energy, materials, information, dimensionality, waste, objects, people, etc.). If a resource can be used, then a platform innovation engine might tweak parameters to see if there is improvement. For example, if a widget can be increased in size without pushing against a casement, it might be desirable to decrease the size of the casement or increase the size of the widget. Resources can also include consumables, which perhaps can be reduced or eliminated, or the source of the consumables could be changed to take advantage of byproducts (waste) of another component or separate platform. Efficiency can even be improved by using a different power source or identifying use and perhaps shutting down when not in use. 
     The data structure  600  includes a standardization parameter  616 . The flip side of standardization is customization. Defining how much of a component is standardized can facilitate determining what portions can be customized. 
     The data structure  600  includes a life cycle parameter  618 . It is typically desirable to reduce or eliminate all product life cycle issues (e.g., packaging, installation, maintenance, storage, disposal, etc.). The more descriptive the data, the better a platform innovation engine will be able to identify potential improvements. 
     The data structure  600  includes a score parameter  620 . The score parameter  620  can be associated with one or more of the other parameters. Sometimes, depending upon the job, one or more of the parameters may be irrelevant in determining a score. It should be noted that the score parameters  620  comprises a plurality of subscores derived from the satisfaction and value associated with various other parameter values, depending upon the job (see, e.g.,  FIG. 3 ). 
     Advantageously, where data structures have the same format, comparisons across data structures become informative. Additional parameters could be useful, but the parameters depicted in the example of  FIG. 6  are intended to be relatively comprehensive. 
     Some portions of the detailed description are presented in terms of algorithms and symbolic representations of operations on data bits within a computer memory. These algorithmic descriptions and representations are the means used by those skilled in the data processing arts to most effectively convey the substance of their work to others skilled in the art. An algorithm is here, and generally, conceived to be a self-consistent sequence of operations leading to a desired result. The operations are those requiring physical manipulations of physical quantities. Usually, though not necessarily, these quantities take the form of electrical or magnetic signals capable of being stored, transferred, combined, compared, and otherwise manipulated. It has proven convenient at times, principally for reasons of common usage, to refer to these signals as bits, values, elements, symbols, characters, terms, numbers, or the like. 
     It should be borne in mind, however, that all of these and similar terms are to be associated with the appropriate physical quantities and are merely convenient labels applied to these quantities. Unless specifically stated otherwise as apparent from the following discussion, it is Appreciated that throughout the description, discussions utilizing terms such as “processing” or “computing” or “calculating” or “determining” or “displaying” or the like, refer to the action and processes of a computer system, or similar electronic computing device, that manipulates and transforms data represented as physical (electronic) quantities within the computer system&#39;s registers and memories into other data similarly represented as physical quantities within the computer system memories or registers or other such information storage, transmission or display devices. 
     Implementations can also relate to apparatus for performing the operations herein. This Apparatus may be specially constructed for the required purposes, or it may comprise a general purpose computer selectively activated or reconfigured by a computer program stored in the computer. Such a computer program may be stored in a computer readable storage medium, such as, but is not limited to, read-only memories (ROMs), random access memories (RAMs), EPROMs, EEPROMs, flash memory, magnetic or optical cards, any type of disk including floppy disks, optical disks, CD-ROMs, and magnetic-optical disks, or any type of media suitable for storing electronic instructions, and each coupled to a computer system bus. 
     The algorithms and displays presented herein are not inherently related to any particular computer or other apparatus. Various general purpose systems may be used with programs in accordance with the teachings herein, or it may prove convenient to construct more specialized apparatus to perform the required method steps. The required structure for a variety of these systems will appear from the description below. In addition, the present example is not described with reference to any particular programming language, and various examples may thus be implemented using a variety of programming languages.