Spreadsheet: 387ada8a-7c96-4439-9c7f-13831905888d
Sheet: Screening Tool_Example

 | Business Model KPI Evaluation Part II: Due Diligence Tool |  |  |  |  |  |  |  |  | Business Model Description
 | Based on Master Thesis, [NAME], December 2010
 | Download: www.business-model-design.org
 | Contact:    [EMAIL]
 | Company name:
 |  | Overall Evaluation
 |  | (Scale: 1 = poor, 4 = very good)
 | 4 | Scalability
 |  |  | Business model configurations allow scaling without loss in transaction efficiency.
 | 4 | Lock-In
 |  |  | Customers stay loyal because they love the product/service or because it's cumbersome or painful to leave.
 | 3 | Uniqueness
 |  |  | Something in the business model is unprecedented in the focal industry - be it components, connections or combinations thereof. Strong USP.
 | 4 | Efficiency
 |  |  | Transaction are cheaper, faster and of better quality and more simple than average.
 | 3 | Profitability |  |  |  |  |  |  |  | Value Proposition:
 |  |  | Overperforming financial indicators such as cash flow, margings and ROI. |  |  |  |  |  |  | Platform for Micro Finance industry serving needs of MFIs, Analysts and Investors
 | 2 | Inimitability |  |  |  |  |  |  |  | Key Resources:
 |  |  | Inimitability due to any aspect that is no easily copyable such as rare and unique resources or exclusive partnerships. This can also include reputation, experience/competence and corporate culture. |  |  |  |  |  |  | Online platform, know-how, notable pilot customers
 | 3 | Adaptability |  |  |  |  |  |  |  | Key Activities:
 |  |  | Plasticity allows adaption of business model if required due to change in environment. |  |  |  |  |  |  | Developing
 | 2 | Plausibility |  |  |  |  |  |  |  | Revenue Streams:
 |  |  | Assumptions in business plan are well supported with reliable data. Field test have been conducted or company already has experience from running operations. |  |  |  |  |  |  | Revenue by transaction volume
 | 2 | Fit |  |  |  |  |  |  |  | Cost Structure:
 |  |  | High internal consistency because components of the business model fit together extremely well and reinforce each other. |  |  |  |  |  |  | Low  fixed costs, variable costs due to developper units around the globe
 | 2 | Novelty |  |  |  |  |  |  |  | Customer Segments:
 |  |  | Something in the business model is new - be it components or connections or innovatively new combinations thereof. |  |  |  |  |  |  | 1) MFIs, 2) Analysts, 3) Investors
 | 0 | Robustness |  |  |  |  |  |  |  | Distribution Channels:
 |  |  | Business model fends off threads well |  |  |  |  |  |  | Direct Marketing
 | 0 | Completeness |  |  |  |  |  |  |  | Customer Relationships:
 |  |  | Using the extended component business model (see frameworks), all components have been considered sufficiently. |  |  |  |  |  |  | "Grow with the customer", offer solutiuon for each stage of maturity
 | 0 | Complementarities |  |  |  |  |  |  |  | Key Partners:
 |  |  | Products and/or service are complementarily combined to bundles in a "job-to-be-done" mentality and thereby meet needs and wants of customers extremely well. |  |  |  |  |  |  | Micro Credit Unions, Rating Agencies
 | 0 | Patentability (only USA) |  |  |  |  |  |  |  | Governance Instruments:
 |  |  | Patents exist or certain methods are patentable. |  |  |  |  |  |  | Lock-In measures, incentive schemes
 |  |  |  |  |  |  |  |  |  | Other Comments:
 |  | Scale
 |  | 1 | = | poor
 |  | 2
 |  | 3
 |  | 4 | = | very good