This document provides a framework for evaluating new business ideas and models. It outlines key dimensions to consider, including strategic fit, organizational resources and capabilities, financial implications, innovation potential, risks, and success factors. The evaluation aims to assess how well an idea fits the company's strategy, what resources are needed or already exist, the financial viability, innovation aspects, risks, and chances of success. If pursued, next steps would involve experimenting with the idea to further evaluate it.

1. 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

2. 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 implementationKey success factorsStrengthsOpportunitiesNext stepsFirst experiment<br />The evaluation should/can furthermore include:<br />A description of the business model

3. Goals the new business model / idea aims at achieving