Business model

Use this lens to check whether transactions strengthen the Builder's capacity to continue.

Commercial loop

Trace:

need → delivered value → consensus → transaction/relationship → money/data/trust returned → capability investment → stronger delivery

Name the first broken link. More acquisition amplifies whatever already exists, including poor value or negative unit economics.

Monetization

Identify payer, beneficiary, pricing unit, payment trigger, gross margin, delivery marginal cost, collection period, renewal reason, and substitute risk. When payer and user differ, build a separate value case for each.

Temporary information gaps, subsidies, or channel arbitrage are not durable value advantages. State the condition under which each advantage disappears.

Capability and allocation

Map capabilities for demand access, value production, consensus, transaction, delivery, and learning. Invest returned resources in the current binding capability. Check whether allocation rewards long-term value creation or only visible short-term activity.

Safety boundary

State cash, quality, legal, privacy, operational, and concentration limits. Define the scale at which the current model breaks before recommending growth.

Source boundary: synthesized from True Demand, Part Three.