If you do this for all scenarios, all items will be colored at the end. Then you are done. During the modeling work, the conversation may go wild from time to time, but there is a way to tell if you have strayed out of the bounds of the current need, or wandered too deep. Finally, scenarios provide variations to stress test the design and establish its quality. Saying, 'It matches the business' is necessary, but not sufficient.
Software has a very high cost function associated with making changes.
The goal for software, then, is to change exactly one module. For a business model, it is less clear what the cost function attaches to, but minimizing area of damage is a reasonable place to start. To test the trajectory of change, you need variations. At the end, you review the likely changes, and see how many items you have to alter to make those changes. You will also find variations in other places, such as the structure of related products.