Monday will be interesting, page-46

Like No_8 I'm not sure of your concerns lost com.  If you look at the deal that led to the creation of AKP from GPL and APL the owners of GPL spent a lot of their own money to make the deal happen.  Their reason: they believed the story, and took the risk - with their own money.  APL already had arrangements with a large consumer electronics mfr and/or electronics component mfr (Yamaha/SONY) to physically develop the chip and then to sell them as part of consumer products and electronics devices.  You ask why Yamaha did not buy the company when it looked like such a winner?  Who knows.  Maybe they're kicking themselves still.  Maybe their agreements prevent that option.  Maybe they will make more from the manufacturing contracts and from selling the finished products.
Does their not investing imply that they do not believe that there is a viable product?  I don't get that impression really.
If one is asking whether the chip is still a good idea then one has to ask the same questions that the owners of GPL had to ask in 2010.  If one believes the story then one may decide to invest. If one doesn't then nobody is making anybody do so.  

I suggest you consider the blurb from the original 2010 prospectus:

Future Program

1. 2.4.4  Over the next 18 months the Company will focus its energy and resources predominantly on:
   • „  Productisation-transitioning the prototypes and technological achievements of the feasibility stages into a commercially viable product.
   • „  Migration to mass fabrication processes and methods (from “bulk silicon” to “surface” micromachining) ‐ attaining high volume manufacturing capabilities at competitive costs.
   • „  Collaboration with strategic early adoption partners for product and application definition.
   • „  Optimisation of infrastructure and personnel to support mass manufacturing, sales, marketing, logistical supply chain.
2. 2.4.5  To support the productisation, mass‐manufacturing and early market exposure delineated above, APL has cultivated relationships with world leading MEMS manufacturers. These relationships are covered by Confidentiality and Non‐Disclosure Agreements.
3. 2.4.6 APL has already entered into an invaluable relationship with one of the world’s foremost consumer electronic and semiconductor conglomerates, which may lead to the signing of a joint development agreement currently under negotiation. This leading player is paying the majority of the rather substantial cost associated with transitioning the technology into a mass‐manufacturable product. APL and this third party are developing a detailed 18 month plan to achieve mass‐production capabilities, after which this third party will transition to becoming a mass‐manufacturing partner primarily focused on supplying product for the myriad of diverse consumer products this third party already produces and sells globally.
4. 2.4.7  Separately, APL has additionally cultivated a proactive relationship with one of the world’s leading semiconductor foundries. This relationship, which is in the latter stages of negotiations, is intended to secure for APL the cost effective volume manufacturing that APL anticipates will be needed to address future production.
5. 2.4.8  APL will continue to cultivate its existing relationships with strategic potential customers comprised of world‐leading OEMS in the consumer electronic, home entertainment, component and automotive industries.

I note that the time taken to get to this stage has been about twice as long as the 18 months envisaged, but that is not really a surprise.  The shares rose to a peak at that expected time and when no product appeared according to schedule the SP declined steadily.  But now we are just about there.

Personally, I'm just glad that I was subsequently able to buy into the company alongside the original visionary directors.