d. Is your vision to become very profitable by means of stellar margins from a very satisfied but relatively small number of customers (e.g. a luxury brand), or do you see the firm being profitable by means of a much larger number of customers and with more modest margins? Support your position.

e. How will your firm remain successful in our changing world and with competitors coming at you from around the world? Maintaining an appropriate balance between doing todays business and preparing to become tomorrows business is not easy and many firms end up being one-trick ponies and disappear after a just few years of what appeared then to be success. How you ensure that your firm wont be just another one-hit wonder?

f. What few key business-cultural aspects of your firm are important enough to you to make them a focus beyond profitability? How do these shape your business mission and goals? What characteristics would you like your business to be known for as your legacy beyond basic business and professional ethics and other behaviors that society believes are important enough to be the basis for various laws? How important are cross-functional, collaborative, and team efforts? Do you feel strongly enough about these causes or beliefs that you would be willing to be less profitable in order to remain true to them? If so, how would you explain your rationale to a potential investor who is concerned about the long-term prospects of their investment? As a result, what marketing and selling philosophies are most compatible with your vision and why?