<ul><li>AreaRatingDescriptionWhat we know...What we assume...StrategyHow well does the idea fit with our current strategy?0510What is the strategic purpose of the idea?expanding or defending a current business building a new one that has already been identifiedlaying the foundations for potential new businessesOrganizationResources & CompetenciesWhich do we need?Which do exist already?Which need to be build?Organizational capabilities for changeOrganizational readiness for changeFinanceFinancial ImplicationsRevenue potential(Qty x Price)Cost (fix + variable)Unit Margin TargetCash FlowPaybackPayoffs in thenear < 1 yrmedium < 3 yrslong term > 3 yrsNet Present Value
InnovationPotential for disruptionHow innovative is the new model?(Technology/Value Proposition, Market, Supply Chain)WHO – Market / Customer SegmentKnown to company and industryKnown to industry, new to companyNew for company and industryWHAT – Value PropositionKnown to company and industryKnown to industry, new to companyNew for company and industryHOW – do we produce and deliver the value propositionKnown to company and industryKnown to industry, new to companyNew for company and industryKey risk factorsCompetitionlowmidhighWeaknessesThreatsExpected blocks / hurdles to implementation</li></ul>Key success factorsStrengthsOpportunitiesNext stepsFirst experiment<br />The evaluation should/can furthermore include:<br /><ul><li>A description of the business model
Goals the new business model / idea aims at achieving
The scorecard to give an overview of the evaluation
Detailed documents to support the different ratings and dimensions of the scorecard (e.g. cost calculations)
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