Business Model Assessment

There is little untapped potential and the market is shrinking.

The market potential is large, not yet occupied, and growing.

We have limited market access and depend on intermediaries to get our products and services to customers and interact with them.

We have large-scale market access and own the channel(s) and relationships with end-users of our products and services.

All our customers could theoretically leave us immediately without incurring direct or indirect switching costs.

Our customers are locked in for several years and they would incur significant direct and indirect switching costs if they left.

Our key resources are significantly inferior to those of our competitors.

Our key resources can’t easily be copied or emulated for the next couple of years and they give us a significant competitive advantage (e.g., intellectual property, brand, etc.).

We operate conventional activities that perform similarly or worse than comparable organizations.

Our key activities can’t easily be copied or emulated for the next couple of years and they give us a significant competitive advantage (e.g., cost effectiveness, scale etc.)

Growing our business and customers is resource intensive (e.g., more people) and requires a lot of effort (e.g., non-scalable activities).

Our revenues and customer base can easily grow and scale without a lot of additional resources and activities.

We mainly have unpredictable and transactional revenues that require constant cost of sales.

We have predictable and recurring revenues where one sales leads to several years of revenue.

Our cost structure is significantly less effective than that of our competitors (e.g., by a factor of two).

Our cost structure is significantly more effective than that of our competitors (e.g., by a factor of two).