Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28Foundation Do we have a clearly defined mission articulated in our strategic plan, and do we reflect upon it when making strategic decisions? Do we have clearly outlined values and do we refer to them when making important decisions? The market Do we have a clearly defined and measurable vision for success? Do we know who our consumers are and how they want to consume our sport? Do we know how consumers are engaging with our product? Do we know how satisfied consumers are with our product? Do we know the UX our consumers are seeking? Have we undertaken the status quo matrix: ƚ Why? ƚ How? ƚ Who? ƚ Where? Commercial operations Do we have a clearly defined Commercial Operations Framework? Have we challenged the status quo of our identified revenue streams? Do we understand and communicate our value proposition when speaking with potential partners? When talking about our sport, can we clearly articulate our story, who we are, and what we stand for? Do we know our athletes’ stories, and do we have access to their intellectual property? Do we have a clear understanding about how intellectual property can be used? Securing and maintaining commercial partners Do we target partners based on alignment to our value proposition? Have we researched the business goals, objectives, and values of the potential partner? Have we thought about different ways our sport can help them achieve their business goals? Have we identified the right person within the business to speak to? Do we use the language of their business? Have we organised a face-to-face meeting with the right person? Do we have a clear understanding of their business goals? Can we now tailor a proposal to meet their business goals, and present this to the right person within the organisation? Checklist summary — generating commercial revenue