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Question:
A1. Present your business mantra in one sentence (maximum 15 words) in such a way that anyone can quickly grasp your business core process and social impacts. Your mantra must be consistent everywhere on the SBC platform: in your group's heading, in your text, in your video, etc.
Tips:
- Note that the mantra is an important instrument to build your brand equity. It must be consistent throughout all of your communications, easy to understand and remember, and inspiring to compel actions.
- Test the mantra with different people and record their reactions (Is it clear to them? How long does it take for them to understand it? Can they recall correctly what the business is all about? etc.)
- Compare and contrast the reaction from ""those who know you well vs. those who don't"" and ""those who support you vs. those who don't""
- Make sure that this one is an improved version of the one you used for Round 1 (Social Innovation Generation) and Round 2 (Business Model Innovation).

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Question:
A2.1. In one sentence (typically in about 15-40 words), state how your business creates and delivers ECONOMIC VALUES for payers
Tips:
- List all economic values, which serve individual ""wants"" and respond to their egoist ""needs"", that your business creates.
- Select the most important ""killer features"" to craft your value proposition pitch to your buyers. A good pitch has to make people crave your products/services.
- Explain the key activities/steps to assure buyers that you are capable of creating such values.
- Explain the key activities/steps to assure buyers that they will receive such values.

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Question:
A2.2. In one sentence (typically in about 15-40 words), state how your business creates and delivers SOCIAL VALUES for the target beneficiaries in particular and the society at large
Tips:
- List all social values, which serve individual ""needs"" and respond to social ""needs and wants"", that your business creates.
- Select the most important ""important impacts"" to craft your value proposition pitch to your beneficiaries and supporters. A good pitch has to make people become your followers and supporters for your cause.
- Explain the key activities/steps to ensure that you are capable of creating such values.
- Explain the key activities/steps to assure buyers that they will receive such values.

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Question:
A2.3. In one sentence (typically in about 15-40 words), state how your business captures the values.
Tips:
- Reflect on who benefit from each of the values you create and who can and are willing to pay for it. Note that the users of your value may not be your payers and your payers may not use your products/services.
- Craft a profitable revenue model and pitch how you will generate sustainable inflows of money.
- Reflect on the costs you must pay to cover activities to create economic and the costs for social values then find a balance to ensure the viability of your business.

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Question:
A2.4. Demonstrate your past performance and growth potential in terms of profits and social impacts, and provide evidence.
Tips:
- State your past performance in terms of customer base, sales, employees, beneficiary base, market outreach, product portfolio, etc.
- Explain the mechanism to boost your performance
- Provide a growth estimate and explain how you come up with such estimate.
- State your assumptions and calculation method."

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Question:
B1.1. Explain your human capital and allocation of the captial for "business as usual" vs. the experimentation and execution of the new business model with enhanced social impacts.
Tips:
- Reflect on your business culture, leadership support, entrepreneurial mindset that encourages innovation, risk-taking, and the pursuit of new opportunities.
- Analyze the resources and capabilities of your human resources.
- Determine what and who are needed to continue running the old business model that has allowed your organization to survive/thrive until now
- Identify the requirements for the execution of the new strategies resulted from the new business model execution
- Enhance your ability to recruit people with the right resources and capabilities to implement the solution"

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Question:
B1.2. Explain your social capital and allocation of the captial for "business as usual" vs. the experimentation and execution of the new business model with enhanced social impacts.
Tips:
- Reflect on the size and quality of your business network
- Reflect on your key partners, their quality, and contributions until now
- Develop your ability to recruit partners with the right resources and capabilities to implement the social business
- Provide evidence of the support received from your stakeholders, especially for the new business model (e.g., endorsement, reference, mentorship, etc. that are meaningful for the development of the social business)
- Provide evidence of the support pledge from your stakeholders, especially for the new business model (e.g., endorsement, reference, mentorship, etc. that are meaningful for the development of the social business)
- Develop a strategy to exploit the capital for new business model execution without damaging the "business as ususal" to the point that can threaten your business.

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Question:
B1.3. Explain the intellectual capital and allocation of the captial for "business as usual" vs. the experimentation and execution of the new business model with enhanced social impacts.
Tips:
- Audit your intellectual property portfolio, including patents, trademarks, copyrights, and trade secrets.
- Assess the strategic value and protection of intellectual property assets, their contribution to your business' competitive advantage, and any potential licensing or commercialization opportunities.
- Compare your intellectual capital indicators with industry peers or best-in-class organizations to gain insights into its relative performance and identify areas for improvement.
- Utilize existing intellectual capital measurement frameworks or industry-specific benchmarks to assess your company's intellectual capital against recognized standards.
- Develop a strategy to exploit the capital for new business model execution without damaging the "business as ususal" to the point that can threaten your business.

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Question:
B1.4. Explain the manufactured capital (i.e., physical resources including land, building, equipment, etc.) and allocation of the capital for "business as usual" vs. the experimentation and execution of the new business model with enhanced social impacts.
Tips:

- Conduct an audit of your physical property portfolio, including land, houses, vehicles, equipment, etc.
- Assess the current market value of physical resources such as land, buildings, machinery, equipment, and vehicles.
- Consider the depreciation and estimated useful life of assets to understand their contribution to the company's value.
- Evaluate the utilization rate of physical resources, such as production capacity, facility occupancy, and equipment utilization.
- Analyze production output, downtime, and maintenance costs to assess the efficiency and effectiveness of asset utilization.
- Assess the company's maintenance practices and investment in the upkeep of physical resources.
- Consider metrics such as maintenance costs, asset downtime, and the frequency of equipment breakdowns.
- Calculate your company's Return on Assets (ROA), which compares net income generated with the value of its manufactured capital. Benchmark it with your industry's standard.
- Develop a strategy to exploit the capital for new business model execution without damaging the "business as ususal" to the point that can threaten your business.

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Question:
B1.5. Explain the financial capital you have for the execution of your business model with enhanced social impacts.
Tips:
- Reflect on your cash needs, cash flow position, including operating cash flow, investing cash flow, and financing cash flow.
- Analyze cash burn rate, runway, and your ability to manage working capital.
- Access your capital structure, debt-to-equity ratio, and the availability of additional funding sources.
- Evaluate your accessibility to different funding sources.
- Develop a strategy to exploit the capital for new business model execution without damaging the "business as ususal" to the point that can threaten your business.

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Question:
B2.1. Explain the past performance and strategy for improvement
Tips:
- Reflect on your social solution adoption rate, sales volume, inventory turnover, and sales growth rate.
- Get reviews/testimonials and feedback of customers and beneficiaries on their experience with your products/services.
- Monitor the acquisition and retention rate of your customers and beneficiaries, as well as the average purchase value or customer lifetime value, and establish indicators to measure them.
- Evaluate market dynamics, such as the number of competitors, market concentration, and market share growth over time.
- Track user engagement metrics, such as active users, session duration, and frequency of usage, etc.
- Analyze usage patterns, feature adoption rates, and any indications of customer reliance or dependence on the product or service.

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Question:
B2.2. Explain your return on investment (ROI) and social return of investment (SROI) and strategy to improve them
Tips:
- Analyze your financial projections, return on investment estimates, exit strategies, and returns for your investors.
- Reflect on how your new business model allows you to maintain the ROI and SROI and improve them to assure investors of their engagement in your business."

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Question:
B3.1. Identify the major risks you may face while creating impacts and generating profits.
Tips:
- Identify all risks to your business and rank them by the extent to which each risk affects your business survival and growth. Below are the categories of risks that most social businesses have to encounter.
- Market Risks (e.g., Lack of demand or market acceptance for the products/services; Competition from existing solutions or alternative approaches; Changes in market trends, consumer preferences, or regulatory environments; etc.)
- Financial Risks (e.g., Insufficient funding or lack of access to capital for business operations and growth; Inadequate financial planning, cash flow management, or unsustainable revenue models; Dependence on external funding sources, grants, or donor support that may be uncertain or limited; etc.)
- Operational Risks (e.g., Inefficient operational processes, leading to increased costs or decreased productivity; Supply chain disruptions or challenges in sourcing raw materials or resources; Lack of operational scalability, hindering the ability to meet increasing demand or expand geographically; etc.)
- Social Impact Risks (e.g., Inability to achieve or sustain the desired social or environmental impact; Challenges in effectively measuring and demonstrating impact outcomes ; Potential unintended negative consequences or conflicts with local communities or beneficiaries, etc.)
- Governance and Compliance Risks (e.g., Lack of appropriate governance structures or practices; Non-compliance with legal, regulatory, or ethical requirements; Reputation risks due to ethical breaches, controversies, or perceived lack of transparency; etc.)
- Talent and Human Resource Risks (e.g., Difficulty in attracting and retaining skilled and passionate employees; Lack of necessary expertise or capacity within the team; Internal conflicts or cultural challenges that impact teamwork and organizational cohesion; etc.)
- Technology and Innovation Risks (e.g., Rapid advancements in technology making current solutions obsolete; Inadequate adaptation or adoption of new technologies; Intellectual property infringement or the inability to protect intellectual assets; etc.)
- Force-majeur Risks (e.g., Changes in political, economic, or social environments impacting the business landscape; Natural disasters, climate change, or other environmental risks affecting operations or supply chains; Geopolitical instability or regional conflicts affecting market access or stability; etc.)
- Partnerships and Collaboration Risks (e.g., Challenges in building and maintaining strategic partnerships and collaborations; Dependence on key partners or stakeholders who may change their support or objectives; Misalignment of goals, values, or expectations among partners or stakeholders; etc.)
- Regulatory and Legal Risks (e.g., Compliance with complex and evolving legal and regulatory frameworks; Intellectual property infringement or disputes; Potential legal challenges or lawsuits that impact the business operations or reputation; etc.)

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Question:
B3.2. Explain your strategy to manage the major risks you have identified
Tips:

- Reflect on the potential risks and their impacts
- Reflect on your ability to absorb the risks yourself
- Identify co-bearers of the risks
- Develop a strategy to absorb, avoid, share, or transfer, etc. each of the risks.

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Question:
B4.1. Explain how you improve from your experience.
Tips:

- Reflect on the key lessons learned from the market
- Reflect on your interactions with mentors/coaches/advisors
- Demonstrate your resilience against negative influences and ability to deal with failures
- Demonstrate your ability to experiment and pivot

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Question:
C1. Explain the magnitude of your target social problem and the size of your market
Tips:

- Reflect on the market's ""needs vs. wants"" for the type of economic and social values that your products/services offer. It's important to focus on the values your products/services generate, not basic description of their look or functionalities.
- Reflect on your channels to reach the market.
- Measure your current market size (how many people want the type of products/services offered by the team now?)
- Estimate the potential growth of the market (what is the rate of the growth? To which region will it grow?)

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Question:
C2. Explain your competition and competitive strategy
Tips:

- Reflect on your economic value proposition and what other products/services can deliver such value. For example, alternative to tea is coffee, soda, coconut water, etc. when we talk about the economic value that can respond to people's thirst.
- Identify your positioning in the market and do a competitor analysis to understand your most important competitors' market position and competitive advantages.
- Evaluate your products/services' P/Q ratio (i.e., price over quality), differentiation, etc. to identify your unique selling points
- Evaluate your competitive advantages (what are your unique strengths or attributes that set your business apart from its competitors and contribute to its superior performance in the marketplace ?)
- Evaluate the availability of alternative solutions to your target problem (can the social problem be solved in a different way?)
- Evaluate the barriers to new entries (Is it difficult for others to start offering similar products/services)

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Question:
C3. Explain your window of opportunity and timing strategy (i.e. roadmap and the deliberate planning and selection of the optimal time to introduce a new product, service, or business venture into the market)
Tips:

- Evaluate the urgency of the problem (Is a solution critically needed right now?)
- Evaluate the timing of market entry or product launch based on market conditions, demand patterns, or regulatory changes.
- Consider factors such as the availability of resources, customer acceptance, and the business's readiness to seize the opportunity.
- Consider external factors such as economic conditions, political or regulatory shifts, or social trends that can create favorable conditions or align with your business's objectives.
- Evaluate your business's internal capabilities, resources, and readiness to capitalize on the opportunity.
- Assess factors such as operational preparedness, financial strength, technological infrastructure, and talent availability.
- Estimate the length of time during which your business can monetize your business and social solutions (how many months do you have for the current business model before the market evolution makes it obsolete?)

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Question:
D1. Make it easy for viewers to understand, believe, and remember your contents.
Tips:
- Follow a clear structure
- Use simple language
- Use credible information and arrange your evidence in such a way that viewers can quickly check them

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Question:
D2. Attract viewers with a good page design and quality video (i.e., artistic, clear image and sound, etc.)
Tips:
- Project good energy and vibe when narrating your video.
- Use relevant music and background image to strengthen your message.
- Use animation/drawing to make it easy for viewers to understand your ideas.
- Show images and recordings of real people, events, etc. that are relevant to your business.
- Limit the use of generic stock images
- Create subtitles to make your videos easy to follow
- Do not use machine-generated voice.