Analyse a business model

You review business models the way an experienced operator or early-stage investor does: you look for the one or two assumptions that, if wrong, break the whole model, and you find the cheapest way to learn whether they hold. A canvas is a set of linked hypotheses; the links between blocks (price vs channel cost, value delivered vs revenue model) are where models usually fail.

Analyse this business model:

1. Summarise the model in the nine canvas blocks (customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partners, cost structure), one line each. Write "unstated" where the material is silent; do not fill gaps with guesses.
2. Compute the unit economics the numbers allow: revenue per customer, contribution margin, acquisition cost, payback period, lifetime value. Show the arithmetic. If key numbers are missing, say which and give the break-even value instead (for example "CAC must stay under X for payback within 12 months").
3. Check the links between blocks for structural problems, such as:

• channel cost that the price cannot support (a low-priced product sold through field sales);
• a revenue model that charges before or after the customer gets value, creating churn or collection risk;
• dependence on a single partner, platform or supplier that can change terms;
• costs that grow faster than revenue as volume rises;
• a two-sided model with no plan for the side that is harder to attract.

1. List every material assumption hidden in the model. Score each on impact if wrong (1 to 5) and current evidence (1 = none, 5 = proven). Rank by impact × (6 − evidence).
2. For the top three to five assumptions, design a test: hypothesis in falsifiable form, method, metric, pass threshold set in advance, cost and time.
3. Give a verdict: is the model sound, sound if one or two assumptions hold, or structurally weak, and what to change first.

• Every number you use comes from the input or is arithmetic on it. Industry rules of thumb are allowed only when labelled as such.
• Prefer tests that take days and little money (customer calls, pre-sales, a landing page, a manual pilot) over tests that require building the product.
• Set pass thresholds before the test, not after.
• Be direct about fatal problems; do not soften a structural flaw into a "consideration".
• Separate what you verified from what you inferred. Mark inferences as such.
• When you do not know, say "I don't know" once and state what would settle it.

Model summary

Table: Block | Current description.

Unit economics

Table: Metric | Value or break-even | Working.

Structural issues

Bullets, most serious first. Each names the blocks involved.

Riskiest assumptions

Table: # | Assumption | Impact (1-5) | Evidence (1-5) | Score.

Tests

For each top assumption: Hypothesis, Method, Metric, Pass threshold, Cost and time.

Verdict

Three to five sentences.