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Idea / Start-up
We have a hypothesis on the value we provide to beneficiaries/customers. These have not been founded on data nor direct market feedback.
We have hundreds of customer/beneficiary interactions. These provide feedback on our value proposition and delivery.
We periodically survey or use other repeatable effective means to determine the value we are providing our customers.
We have a clear idea of what we want to accomplish, and may even have written mission/vision/values statements.
We have clearly documented our Mission and Vision statements. These drive our strategic choices of the business.
Our company mission, vision, and annual goals are clearly documented. These are part of our culture and speak to our brand.
Value Proposition / Leadership & Vision / Strategy & Execution
Our leadership has experience building a business to sustainable financial results; access to a business and/or non-profit network for partnerships, and collaboration, typically driven by one person/the founder.
Teaming has begun to form around the founder and adding necessary skillsets and subject matter expertise.
Well defined roles exist within leadership team; various individuals contribute to key relationships with customers, beneficiaries, suppliers and other partners.
A strategic plan is focused on aligning week to week work activities; supported by financial metrics, maybe even a business model canvas.
We have a clear documented financial and/or operational strategy. Clear goals and key metrics are defined for each existing strategy.
We have a documented strategy with goals and metrics. We have a process in place where strategy is reviewed continuously across the enterprise.
We have an initial business model and an idea of the social impact we want to have, but it is not yet sustainable.
We have established a relationship between the financial growth of the business with the social impact that is resulting from our interactions with the community.
We have identified a financial model that is sustainable and in turn drives our social impact model. We are actively scaling the business, introducing efficiencies.
We have a basic understanding of our customers and the beneficiaries of our social impact. No formal discovery process or research has been conducted.
As a result of customer discovery, we are able to share our customer and/or beneficiary segments with others. They are documented using personas or some other process.
We clearly understand our main customer segment, have processes in place to routinely collect information about these customers, and have aligned our company and strategy around these customers
Sales and marketing are immature or non-existent; may consist of a fragmented database and communication tools; word-of-mouth, or other unstructured approaches.
Sales, fundraising, etc have been positive for the past 2 cycles across our core category of products/services; balance sheet reflects retained earnings that are being invested back into the business for growth.
Sales, fundraising, etc have been positive and increasing over the past 3 to 5 cycles, and forecasted to continue to grow for the next year; balance sheet reflects retained earnings.
Customer & Beneficiary Segments
Current sales or business funding does not or will not support our budget. Beneficiaries are not receiving sustainable outcomes from us.
We have a list of new customers and/or markets that would be willing to pay for our core product/service. We have a list of products/services available to upsell to customers.
Marketing material is readily available, and our social presence aligns with our branding. We have a consistent process for marketing that generates leads, transitions prospects, and closes sales.
Our product/service is an improvement upon an existing product/service which has achieved financially sustainable results.
We leverage industry or insight from others' resources to grow our product and service platform and offerings.
Through historical data, we have developed a core product/service and know how to scale. This model is continually tested and revised for continous improvement.
Product / Service Excellence
We design products or services based on our experience in the industry.
We use human centered design and design thinking to fully understand customers / beneficiaries and rapidly prototype and test products with little R&D budget necessary.
We have the resources necessary to conduct internal research & development. We are clear on the function and quality that will be necessary to bring our product/service to market.
We have not identified consistent messaging in relation to our customer segments; we continue to develop customer messaging to convey both our business value and our social impact.
Based upon customer and beneficiary feedback, our messaging has been well developed and aligns with our brand.
Our messaging is so clear and compelling it drives customers to us generating leads and sales. Our brand is identifiable through our messaging.
We have experience testing channels; incorporating feedback to establish introduction to customers/beneficiaries.
We are experimenting with new channels using data analytics to measure platforms and balance channel specific messages; resulting in a positive trend for sales and impact for beneficiaries.
Our channels recognize us as a top-tier provider; consistently increasing revenues the past two years. Our "secret sauce" is established and being leveraged in business outcomes.
Sales Channel Force & Velocity
Our brand is merely the products/services we offer; a logo, and a website.
We have some clarity of what we stand for and our customers recognize us for more than just the product/service we offer.
Customers know why we exist and our brand drives our business and market decisions.
We know what we want to accomplish, but do not have written goals or we find it hard to identify the "right" key performance indicators which will drive our business.
We have written goals and have begun to identify our key performance indicators.
Our goals are formalized and support our company strategy and we have clear KPI's. Each are tracked rigorously with use of a dashboard and balanced scorecard.
We do not track data relating to customer or beneficiary satisfaction or impact; nor do we track our operational drivers or impact.
We track some business data fro KPI's but find it hard to identify key metrics related to our social impact.
Based on data analytics, we understand key drivers of both our business and social impact; monitor and review them regularly; initiated data tracking on a societal basis.
Prodcut / Service Delivery & Ops
We are identifying operational resource needs; prospective partnership opportunities; critical customer/beneficiary insights are being collected.
We have an approach of identifying and implementing operational improvements, though we revise operations sporadically. We have had success with some of our changes increasing new products/services.
New and ongoing processes, infrastructure upgrades, skills development are being identified to support goals identified in the strategic plan.
We have inconsistent income and are still in search of a repeatable and sustainable source of revenue.
We have identified a sustainable source of revenue that is continuing to grow rapidly.
Our revenue from customers is still growing, but has begun to grow at a less rapid pace.
Our business plan clearly identifies the ability to realize sales, what expenses will be incurred as a result. and profit projections over the initial 12 months of sales.
Investments are identified for business growth, either through retained earnings, structured debt, investors or sponsors. Our supplier and/or business partnerships are secure; mutually beneficial structures are in place.
The business has already benefited from investments to infrastructure, resources and/or partnerships; the next phase of scaling the business will expand on these investments.
Our business plan has considered external/internal risks which could affect profit realization. Plans have been considered to accept, mitigate or avoid these risks.
Our sales, expense and other financial categories have been evaluated for growth scenarios. An appropriate percentage of funding for growth has been vetted (debt, redistribution of earnings, venture capital, etc).
We know and track our profit margins across all channels with a clear understanding of how planned (contracted expenses) and unplanned (commodity pricing) market factors impact our margins.
Greenbush Strategy Partners
Social Enterprise Assessment