A balance scale with a stack of coins on one side and a dark blue cube with an orange square on the other

Business model and financeBusiness case

A business case you can base a decision on

Every strategy comes with costs and benefits. To make the right choice, you need to be able to back them up. The Next Organization works out the numbers for your strategy, proposition or investment. That way you know whether a plan is financially feasible before you commit to it.

Sound familiar?

Your strategy is set, but nobody knows what it will cost or deliver
You are not sure whether a new service will earn back the investment
Everyone works with their own assumptions, so options are hard to compare
Your bank, investor or supervisory board wants to see the numbers behind it
Nobody knows what happens if costs rise or demand falls short

From plan to feasibility

A business case goes with a plan, such as a new strategy, proposition or investment. You want to know what that plan will cost, what it will deliver and whether it is feasible.

What we calculate for each situation

What we calculate depends on your situation.

Your situation

You have a new strategy

What we calculate

What the strategy costs and delivers each year, and which investments it requires

What it lets you do

Set realistic financial targets to steer by and report on
Your situation

You are developing a new service or proposition

What we calculate

Revenue based on your pricing structure and expected volume, set against the cost of developing and delivering it

What it lets you do

Decide whether to go ahead, and at what price
Your situation

You are considering a major project or new concept

What we calculate

Investment, operating costs and revenue, and residual value over the full life of the project

What it lets you do

Know whether the return outweighs the risk
Your situation

You are looking for financing or an investor

What we calculate

Return, payback period and sensitivity across several scenarios

What it lets you do

Present a solid case that a bank or investor can base a decision on

A business case has to be credible, or nobody will act on it. That is why we back up every assumption, preferably with external sources. We base revenue on your actual pricing structure, not on a single list price. We then summarise the outcome for your management team, shareholders or financiers.

Scenarios matter. A small shift in interest rates, costs or demand can change the return considerably. That is why we work out a conservative, a base and an ambitious scenario. That way you see under which assumptions the case still holds.

What you get

You know what a choice will cost and deliver, across several scenarios. You see which assumptions matter most and which risks you need to watch. And you have a solid case that your bank or investor can work with.

Frequently asked questions

What is the difference between a business case and a business plan?

A business plan sets out the direction of your entire organisation. A business case supports a single decision, such as an investment, an acquisition or a new market. A business plan can therefore contain several business cases.

How far ahead do you project?

That depends on the decision. A new service or a platform is often modelled over five years. For property or major infrastructure, you sometimes look twenty years ahead.

What does a bank or investor want to see?

A bank mainly looks at whether you can pay interest and repayments, even when things go wrong. An investor looks at the return and the value of their stake. Both want to see that your assumptions are well founded and that you know the risks.