Phoenix Space Development Strategic Plan | |
Introduction
At
present there are no off-planet permanent habitats. Given the current
trends of dragon expansion and the inability of current methods to contain
the spread, there is a real risk that a large part or the Earth’s entire
biosphere will be uninhabitable by humans in 2100. The market for space
habitation will increase significantly over the next 40 years if this
occurs, especially if other dangers such as neogenetic terrorism or emerging
replicators continue to rise. Phoenix
Space Development will build the necessary infrastructure for permanent
space habitation. At present the need for such infrastructure is slight,
but given the growth predictions that if space colonisation becomes necessary
or desirable an initial investment will return at least four orders of
magnitude profit. Since space infrastructure development takes long time,
it is necessary to begin very early in order to reach the window of maximum
profitability. If development is delayed, then the infrastructure will
not be ready in time for the colonisation demand. Vision
In
2060, Phoenix Space Development will be the largest operator or owner
of the space manufacturing base necessary for the large-scale colonisation
and industrialisation of space. By its strategic position in the expanding
space economy it will guarantee large long-term investment payoffs for
the foreseeable future. Mission
Our
mission is to design, develop, manufacture and market space industrial
and habitat capacity to meet the needs of internationalist and nationalist
customer groups. Phoenix Space Development will develop the industry needed
for space settlement and give a feasibility proof by example. We will
sell the products or industry base to other space development efforts
as well as major terrestrial organisations. Objectives
1.
Initial
construction/lease of a LEO space habitat for permanent construction crew
presence in space. 2.
Construction
of an initial mining infrastructure for materials production. 3.
Construction
of an initial manufacturing infrastructure for space habitat construction.
4.
Construction
of large scale space power systems for internal and commercial energy
production. 5.
Construction
of a permanent habitat. 6.
Bootstrapping
of this infrastructure to meet customer demands. Strengths,
Weaknesses, Threats & Opportunities
Strengths
Much
R&D effort on space habitation and mining already completed by other
groups or in the public domain. Initial
product can evolve into range of offerings Large
potential customer base Weaknesses
Long
timespan before profitability High
costs of launch Limited
launch capacity available, has to be leased Emerging
new technologies may move market in new directions Threats
Major
player may enter targeted market segment Risks
of launch and space accidents Economic
slowdown could reduce risk capital Dragon
management solutions limit demand for space settlement Market
segment's growth could attract major competition Relatively
few launch sites available; local politics could be an issue Opportunities
Scope
to diversify into related market segments Strategic
alliances with other corporations Values
The
corporate values governing Phoenix Space Development’s expansion will
include the following: Phoenix
Space Development operates in accordance with the highest standards in
all relationships with customers, suppliers, environment and the community. Phoenix
Space Development fosters a climate which encourages innovation and diligence
amongst staff and rewards accordingly. Key Strategies
Phoenix
Space Development seeks to achieve minimal cost maximum return space development. Automation
and neogenetics will be extensively emplyed where applicable. As
new technology becomes available it will be integrated in the evolving
infrastructure strategy. Contingency
plans for different technologies and developments Diversification?
Organic growth? Acquisition plans? Strategic
alliances with launch firms, aerospace industry, ecodesign, advanced materials
production, TAGs etc. Appoint
advisers for space engineering and finance Extend
links with key technology centres Strengthen
human resources function and introduce share options for staff Raise
additional venture capital Seek
new market segments/applications for products Goals
First
construction crew in orbit 2041 Initial
mining of moon or asteroid in 2044 First
orbital factory unit 2047 Solar
power distribution 2050 Habitat
2053 Programs
The
following strategic action programs will be implemented: CEO:
Prepare comprehensive business plan and develop contacts to raise VC within
6-9 months. CFO:
Recruit Marketing Director and other key staff for marketing/sales and
HR Director within 3-4 months. TechDir:
Review R and D resources and scope for technical alliances - expand with
arrival of VC. Board:
Expand BoD to include further independent financial, technical and industrial
expertise prior to seeking VC. All:
Develop and implement accelerated market entry and development plans. |