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ANYONE CAN START UP AN Internet site, or even a catalog, right? Sometimes it seems that way, as new e-commerce domains — often shortly followed by print siblings — pop up on the horizon regularly.

Occasionally, as quickly as they debut, they also fade away. For years people have asked, “How often do catalogs go under?” To my knowledge there's never been a real answer because many such ventures appear and disappear before they can even be counted.

Amid all the comings and goings of the new guys, there's plenty of turnover among the old guard, too. I think the list that follows, adapted as needed for individual catalogs, could go a long way in helping cut back the number of books that limp along for years until they finally fade into the sunset.

This outline was developed for start-ups. However, established catalogs and Web sites will find it serves as a quick review to make certain all aspects needed for success have been covered. Plus, it will help keep catalogers up to date with changing attitudes and desires.

This checklist has been adapted from my book “The Catalog Strategist's Toolkit,” published by Racom Communications.

• Executive summary. A succinct, bulleted summation of what appears in your report. It should state the market knowledge, research and financial considerations about the potential program. Is it a “go” or “no go” and why?

• The company. A summation of the parts that create the whole company. Each area will be elaborated on in the feasibility document.

• What are the benefits of this organization? How will it add to its parent company, or what makes it strong enough to stand profitably on its own?

• What are the tax considerations? If the entity is part of a large corporation, where will it be physically located? How will its corporate structure work with the parent firm? If it's an independent enterprise, location and corporate structure still must be addressed.

• What will be its products and services? Does this work with the parent or, if independent, bring an unusual strength or advantage to the business?

• How will the price structure compare with the competition? Will promotional pricing be used?

• Are there current customers? If not, how will they be acquired?

• How will the catalogs be distributed: Mail, stores, or some other way? How will any synergies be leveraged?

• What's the anticipated management structure? How will these individuals interact with any parent or outside resources?

• Objectives. What are this program's primary objectives? What are the dominant driving forces?

• State your reasons why this catalog will or will not succeed. Note the overall financial objectives. What must be accomplished for the catalog to be positioned for ongoing growth?

• Management and organization. What's your organizational philosophy? Define the first year's allocation of responsibilities. State the changes or additions that might be made in year two. Illustrate with an organizational chart.

• Indicate the responsibilities per individual. What talent is required? Where will this talent be found?

• Make note of any government regulations.

• Marketing plan and sales strategy. What's the comprehensive plan and product strategy? Why are these better than what exists elsewhere?

• What's the market positioning? What synergies are possible between different sales avenues — for example, print and online?

• Are there any international implications?

• Business relationships. Do any current supplier relationships affect this business? Are there any joint marketing agreements or alliances in place? If not, are there plans for them?

• Who will be responsible for the business relationships in the event a joint venture is formed?

• Pricing philosophy. What influenced the price structure? Do the prices support perceived value? What will the mark-up be? Is there any elasticity or seasonality?

• Product/service description. What are the competitive differences? Will products be sourced or developed? If both, in what combination?

• What percentage of these products will employ proprietary technology? What's the payback from the customer's perspective? Will there be any price testing? What is the product's life cycle?

• Are there plans to develop new products and services? What are the major characteristics that make these products appealing and different?

• What's the product mix and price range? What is the rationale for the categories being offered? Be specific, by category.

• What services will be offered in year one? Why have these particular services been chosen? How will these be expanded in year two?

• What markets will be targeted, and with which products, in year one and year two?

• Market opportunity. What's the overall environment in the catalog industry? How does it look in the particular sector(s) being targeted? Specifically define targeted markets.

• What's the competition in these markets? What is the market share of competitors?

• Determine relevant catalog industry issues relating to this catalog. Some examples might be privacy matters, sales tax concerns, a shrinking universe of names, and availability of skilled personnel.

• What are the pertinent trends, buying behaviors and shopping patterns?

• Focus group research. What's the primary purpose of setting up such a group? Who will be part of the group? What are the key discussion points?

• The competition. Who are the major competitors by category? What are the entry requirements — in essence, what must the catalog do better to beat the competition?

• Reaching the target market. What are the advertising and promotion objectives? Specifically, what are the media objectives and strategy? Indicate examples of media schedule and budget.

• What's the advantage of an advertising campaign? How do alliances play into the media plan? What is the sales facilitation approach and test strategy?

• What's the initial contact strategy? How will the catalog physically look? How will the book's Web version interact with the print catalog? What are the public relations objectives and strategies? Show a company background press release example for print and Internet. Show a budget for public relations.

• Catalog operations. What are the staffing needs for years one and two? If outsourced, what, if any, is the timetable for bringing staff in-house?

• Financial summary data and assumptions. Explain how the numbers were arrived at. Provide three different possibilities from best to worst case.

• Financial strategy. What is the catalog doing for positional differentiation? What areas will be considered for such differentiation? What are the growth factors? Be specific as to how these factors can achieve financial goals.

• Long-term development and exit strategy. Discuss the potential for diversification, spinoffs, international expansion and other relevant growth methods.

• Specify the go/no-go time frame. Indicate when the catalog is expected to be profitable.

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KATIE MULDOON (kmuldoon@muldoonandbaer.com) is a Direct columnist and president of DM/catalog consulting firm Muldoon & Baer Inc., Palm Beach Gardens, FL.