In the Impact Business Model Canvas, identify the two or three elements of your business model that are the riskiest, or about which you are the least certain. Develop a way to test these elements to get the information you need to make necessary changes and/or reduce uncertainty.
For example, TeachFX provides teachers with intelligent classroom data to help them hone their practice and improve student learning. Their initial IBMC indicated that revenue would come in-part from teachers paying out-of-pocket because the teachers they interviewed had expressed a strong willingness to pay. TeachFX tested this model with school principals and learned that schools could be a more attractive payer because they have large budgets for professional development, and the school’s ROI for the TeachFX solution had the potential to be very attractive compared to alternatives. With additional research, TeachFX found that the cost of acquiring school-level customers (sales cost) could be extremely high; however, this cost was greatly reduced when teachers already used the product and were sales advocates. Ultimately, as a result of prototyping and testing, TeachFX changed their business model from “teachers and schools pay” to a freemium model in which teachers receive the product for free, and the school pays for an upgraded, premium version.
By articulating a Theory of Change, you can identify the linkages or logic steps that most need testing in order to validate that your solution will have the impact you want it to.
For example, d.light might want to test whether their lights really do reduce the amount of kerosene exposure for their users. Through testing, they may also want to determine what users do with the new hours of light and whether this leads to improvements in opportunity.
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