IMHO, when a company is involved in IR&D (independent research and development), those efforts should be financed by the investors, not the customers. As it stands with most aviation efforts, the customers end up being the investors (often without realizing it). Problem is, those customers don't acquire an equity stake in the company, only the potential liability. That's not my idea of the way to run a company!3-333 wrote:As for deposit financed development what are your thoughts?
I've been involved in four start-ups. None was consumer-financed, although one was, in a way, customer-financed. (The customer was NASA, and the start-up money came from SBIR grants.) My most successful venture (not my current flight school, that's for sure!) boot-strapped itself with entry-level products, developed out of pocket while I held a day job, until I had acquired enough capital to develop our big money product line -- which then paid for itself (as well as paying for my first airplane, hangar, and private airport!) That product, for those who care, was the world's first commercial home satellite TV receiver -- my claim to fame and fortune. But fame is fleeting, and the fortune is all spent! Of course, that was in a different economy, in a different location (Silicon Valley), at a different time (the boom years of the 1970s). I'm not so certain that approach is possible anymore -- quite a pity, actually.
My only venture in the aviation industry was my flight school, and its business plan is summarized in this flowchart:
http://avsport.org/graphics/flight_school.pdf
which is hardly the way Icon (or any aircraft manufacturer, for that matter) approaches things.