We specify your value proposition, all the essential factors of its creation and delivery to the end customers, and the incoming and outgoing financial flows. We usually use the most common Osterwalder’s canvas as the framework for business modelling. We also pay attention to the consistency of the business model. In a good model, all its elements belong to the same of the three types: operational, innovative, or customer-oriented.

On the contrary, the worst models feature elements of one type on one side (say, product creation) and another on the other (say, sales and marketing). Such inconsistency produces either accelerated investment burnout, cluttering, or low customer satisfaction rates. We help you avoid these.

We regard financial models as a predictive tool that helps us project quantitative outcomes depending on the choice of strategic decisions we take together with you. It is thus a strategy refinement tool for us.

The financial models we build are fully scalable in Excel (i.e. nothing breaks when you extend them by any number of periods to the future). All the assumptions are listed on a separate sheet. The model includes explicit calculation of all types of lead generation and sales expenses, including taxes and financing costs. Unit economics, cash flow, balance sheet, and P&L are separate blocks. The most exciting part is the DCF analysis, showing the expected profitability. We also build scenario projections that allow you to compare the probable outcomes of your strategic decisions and market conditions.

You won’t believe it, but neither do your competitors think they’ve got you. We have to do something about it.

Seriously, everyone has competitors. Not only direct but indirect too. Even if your new product is a moon atmosphere moisturiser, your potential customers (if they exist) are always selective about what to spend their money on. From this perspective, even a family ticket to Disneyland may compete with you for their money, in a way. And the competitors worth your consideration are nearer than you might imagine. Think of the alternative solutions to the problem you help your customer with. They exist, and we will show you.