From idea to viable model
Many founding teams know their product in every detail but cannot explain in a few sentences who pays for it, why and how often. It is precisely this clarity that capital providers expect. Together with you, we develop a precise description of your business model that serves as a compass internally and convinces externally.
This is not about the art of wording but about substance: what problem do you solve, for whom is it urgent enough to spend money on, and what distinguishes your solution from what customers already do today?
The central building blocks
A business model can be broken down into a few building blocks, which we work through systematically together. Each building block is formulated in such a way that it can later be translated into figures in the financial planning.
- Target group and customer segments: who buys, who decides, who uses?
- Value proposition: what specific benefit does the customer receive?
- Revenue model: one-off sale, subscription, commission, licence or a combination
- Sales channels and customer acquisition: how do you reach your customers, and what does it cost?
- Cost structure and key resources: what do you need in order to deliver?
Assessing the market and competition realistically
Market sizes are often overestimated in start-up documents because the total market is confused with the market that can actually be reached. We distinguish clearly between the theoretical total market, the sub-market relevant to your offering and the share that you can realistically win with your resources in the foreseeable future.
An honest competitive analysis is just as important. The statement “We have no competition” tends to raise doubts rather than confidence among experienced investors. Customers who have so far solved their problem with spreadsheets, paper or not at all are also competition that you need to understand.
Strategy as the basis for all further steps
From the sharpened business model, we derive the strategy for the next stages of development: which milestones must be reached before the next financing makes sense? Which assumptions are the riskiest and should be tested first? This prioritisation protects you from directing capital into side issues.
The result is a written, internally consistent basis on which the business plan, financial planning and pitch deck can build directly.
Frequently asked questions
Is work on the business model worthwhile if we are already generating revenue?
Yes. It is precisely with the first revenues that it becomes apparent which assumptions hold and which do not. A review creates the basis for growth and for the next financing round.
Do you work with set methods such as the Business Model Canvas?
We use proven structuring aids such as the Business Model Canvas (a one-page overview of the building blocks of a business model), but adapt the approach to your project. What matters is clarity of content, not the tool.
Do you also assess whether our idea is promising?
We give you an open, reasoned assessment of the strengths and weaknesses. By its nature, there can be no guarantee of success.