Demand and value
Investigate customers, affordability, alternatives and willingness to use or pay.
Possible outputCustomer findings and demand assumptions
For enterprises and funders
Test demand.
Design a workable model.
For decisions about what to launch, invest in or change: customer research, business-model design, commercial testing and pilot planning, with regeneration considered alongside viability.
The next commitment
What makes this
worth building?
Start with the decision: demand, pricing, partnerships, a pilot, investment or expansion.
Design research reveals needs and behaviour. Commercial tests examine who would use, pay for, deliver and sustain the model.
An unmet need alone does not establish demand. Users, beneficiaries and payers may be different people.
Discuss an enterprise briefAn inquiry into value
01 / People
Useful to whom?
Needs · Access · Willingness to use
02 / Model
Sustained how?
Demand · Pricing · Costs · Operation
03 / Place
Renewing what?
Livelihoods · Agency · Living systems
Test assumptions and make trade-offs visible.
Make the decision concrete
Evidence for the
next step.
Model and economics
Examine pricing, costs, unit economics, ownership and financing assumptions.
Possible outputModel options and cost assumptions
Pilots and partnerships
Test a critical assumption and agree partner roles, adoption and review criteria.
Possible outputPilot plan and partner responsibilities
Portfolio and transition
Support a funder’s portfolio question, enterprise pathway or operating readiness.
Possible outputDecision framework or transition roadmap
One Refuture practice
Commercial questions.
Regenerative ambition.
Enterprise and funder work sits within the four services. The scope connects demand and viability with governance, distribution of value and intended renewal.
Agree a paid scope
Name the decision, sponsor, questions, evidence gaps, deliverables, timeframe, fee and exclusions. Confirm research, commercial and domain expertise, and access to relevant evidence.
Possible outputs include demand findings, business-model options, unit-economics assumptions, partnership pathways or a pilot plan. Outcomes depend on the model, context and those operating it.
Begin with a brief
What would make the next
commitment worthwhile?
Bring a research question, a strategy decision, a service or enterprise idea, or a pilot.