Venture Viability Position

By applying Time, Resources, and Relationships toward improving specific venture attributes you can establish and maintain a "Success Trajectory" where the venture is positioned Up from, or to the Right of (preferably both), its closest-correlation business-model type.

Listed in the following tables are the exact coordinates for your company's actual position, which identify the degree to which your venture is viable.

B Scale: "Is it a Business?"

Description

7-9 This company is strong in most (if not all) of the fundamental variables that make a well-built "Business" (Innovation, Value, Persistence) and as such, possesses the ability, or likely ability, to generate significant revenue.

5-7 The venture has crossed the threshold of being a "Business", but definitely needs work to improve certain variables that contribute to generating adequate revenue.

3-5 This company possesses some characteristics essential for "Business" activity—it is (or can get) "off the ground"—but without significant improvement of several key variables, the company will not likely create jobs or generate wealth.

0-3 The venture is weak in most (if not all) of the fundamental "Business" variables. While success might "appear" to be just around the corner, this venture is not ready to be operated as a business.

K Scale: "Can You Keep It?"

7-9 The venture is strong in most (if not all) of the fundamental "Keeping" elements (Scarcity, Non-Appropriability, Flexibility) and as such, has the potential to operate well into the future.

5-7 This company needs to work on various "Keeping" elements which, if not fixed, will make it increasingly difficult for it to establish and maintain staying power.

3-5 The venture has some "Keeping" characteristics to help it harvest some (perhaps substantial) revenue--but not for very long, and with ever-increasing difficulty.

0-3 This company is weak in most (if not all) fundamental "Keeping" elements, suggesting caution before serious investment of time and resources.