STR.8:4.1 - Explain how the contribution would be provided and sustained

Start from one direction or option and its recipient, horizon and acceptance conditions. Explain how the proposed result would reach that recipient, who would supply it and what would support continued provision.

For a commercial direction, connect the customer contribution to willingness and ability to pay, delivery cost, support and the means of sustaining the arrangement. For a public or personal direction, use its actual purpose, funding or time conditions. A business-model description is a set of claims about this logic, not proof that demand, money or capability is available.

Reuse an adequate existing model or professional result. If the proposed ways seek different results or omit different burdens, STR.6 and FPF C.38 can restore their comparability before this dependence question proceeds.

When the strategic choice depends on growth in a continuing customer or participant base, construct one period of the proposed sustaining loop:

1. Define who counts as active and the period’s start and end. Reconcile the closing base from the opening base, entries and exits under that same definition. Repeated visits are not new participants, and one person reached through two channels is not two entrants. Keep reactivation, within-period departure or a changed membership definition explicit when it changes the result. Compare rates only after their populations and periods match.
2. Explain what would supply the next entrants or continued use. Follow the proposed connection from existing participants, purchases, referrals or funded acquisition to the next contribution. Distinguish invitations from actual new participants and an observed association from an established effect. Retain the time needed for the loop, the reachable population and any delivery limit; a referral coefficient without a cycle time does not determine growth per month.
3. Place the material acquisition, provision and support payments alongside the receipts that could fund the next round, at their actual or forecast dates. Use a qualified financial account where needed. A future customer contribution is not money available before it is collected; a positive lifetime margin does not by itself make repeated acquisition affordable. Include other funding and its conditions explicitly rather than attributing it to customer-funded growth.

Use the smallest calculation or explanation that can settle the dependence question. Reuse a sufficient existing account; otherwise compare continuation with the proposed change over the periods needed to expose a material delay or feedback. Keep forecasts and their assumptions separate from the observed reconciliation. The first result is an explained sustaining path or a precise missing condition, not a promise of indefinite growth. A direction that does not depend on growth needs no growth model.