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Context & NarrativeLitepaperInternalBusinessmodelobjective

OBJECTIVE

Develop the Business Model page in a way that enables various stakeholders to clearly understand the value proposition we’re making to them, and how they fit in to our longer-term growth plans. Clients need to be able to see how much it will cost to run on the protocol. Partners need to see how much (revenue) potential there is in partnering with us. It needs to be accessible to them, speaking their language (this may require networking in relevant spaces). This domain has been successful if people want to work with us, and understand how. This domain has not been successful if stakeholder profiles remain unclear, if we don’t convert our target audiences, and if there’s no clear modelling of liquidity participation/ revenue potential. It needs to identify the markets we’re addressing (immediate, short-term, long-term), how we’re making a uniquely differentiated contribution, how much revenue potential there is, and why we’re ordering these markets in this way. See page 11, 15 & 18  for an example of how these last points can be formalised, but this is not necessarily the best example. It needs to communicate what innovation we’re advancing on the business model front, and what that means for how we’re going to channel huge sums of vital funding direct to the ground, and get paid in the process.

Importantly, you can read this as “Develop (yourself and) the business model page” because that’s part of what this litepaper-writing collaboration is about. We need to develop ourselves to be able to deliver on this. So we need to work with open-learning and make visible how our thinking is changing to create the culture of organisational development.

CONTENT REQUIREMENTS

  • Market positioning, market sizing and key stakeholder profiles (clients and partners). See collaborators.
  • Our revenue model
  • What that means for each stakeholder
  • A growth trajectory forecast

INFORMATION REQUIREMENTS

  • Forecasting must be realistic, validated by other domains (implementation feasibility and systemic coherence)
  • Must derive from a clearly articulated unit cost modelling (how much of A, B, C to create X, Y, Z)
  • Market positioning and sizing must draw from up-to-date and very rigorous market analysis (like super punchy - this basically sells the whole project)

ORGANISATIONAL REQUIREMENTS

  • Must ensure coherence with currency mechanics implementation (e.g. draw from currency formula for the unit cost modelling)
  • Co-evolving mutualism: Continual dialogue with others is important to make sure each domain is informed and aligned, so we can be most powerful as one whole rather than just several siloed parts (super, super important - we have to love the process of growing our communication capacity, as one team)

OUTPUTS USED BY

  • Fundraising strategy: Investment case pitch to investors/ funders (ROI)
  • Client acquisition: cost modelling
  • Roadmap: organisational capacity growth rates
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