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Additional information:

Critical success factors - this analysis is where macro industry analysis meets micro industry analysis and needs to identify your minimum and longer-term factors which your start-up must bring to the market vs. the incumbent competitive industry players or smaller players already in business in the space which you're enterin. And, what developments do you need to make in order to achieve differentiation/cost focus over time, e.g. again, you could apply Porter's Generic Strategies model to help you alt east generically, if not yet specifically.

CA - Competitive advantage(s) overall & USP - Unique Selling Point? And is the CA also the USP? Once you have articulated the above areas, in detail and extensively, your competitive advantage(s) will become more apparent, hopefully! But business doesn't stand still and neither do your competitors. And if you have an actual, factual USP, that's positive. And it might be one that translates straight from your competitive advantage, but more often, not. Also, why would your own CA and USP remain protected and safe? Your business shouldn't stand still either. Also, as mentioned, you might be fortunate to have an actual, factual USP, but probably not. Therefore you will need to create a value-based USP, which builds on a created USP, still built on facts (not lies!), but one that exaggerates and specifies the value of the business to your market in a credible, creative and value-added way of thinking - wholly and specifically relevant to your audience. 

Financial Sustainability:

Here you are returning to how you sustain your business in a stronger footing immediately as well as medium-to-long term, in terms of your costs in existing but also growing, and the revenues, in how you maintain and grow revenue streams.

This is where you must ensure fixed costs are minimized and depreciating assets are minimized, or the latter certainly, driven out of the business. For example, if you're leasing an office or premises, is there a way of reducing that rent, or including the landlords into the business, or perhaps even to think of purchasing a premises as an asset. The UK's Pizza Express did this as part of their initial and long-term business value for the majority if not all of its key restaurant sites, thus creating fixed, appreciating assets, with property over the long-term.

Also, if you purchased new or used machinery, vehicles or other physically depreciating assets, selling and then releasing such assets would rid the depreciation and leasing/renting instead, would create non-current assets, this reducing financial risk in the balance sheet, though the balance sheet must balance.

But if your balance sheet doesn't balance, you MUST make every effort to identify what might be creating the imbalance. After having made every effort and the balance sheet still does not quite balance perfectly, you can create a 'balancing adjustment figure' with supporting rational and justifications as to why you think balancing was challenging and what the adjustment could represent. Businesses do this all the time with their accountants and auditors, but as entrepreneurs we must understand every penny into the business and every penny out. "If you look after your cents, the dollars look after themselves" and that business attitude works for every currency and country in the world. But only in the context of REVENUE growth. Not just reducing costs! And risk can never be taken away. It's part of being a start-up and an entrepreneur.

In the sustainability section, you will be expected to increase your revenues and margins, not simply on revenues per month or even over x2 years worth of cash-flows, the 2nd providing you with extra marks potentially, but also the increased sources of revenues, e.g. from an additional product or service, an in-app purchase, accessories or charged consultation and advice fees for clients. And in your detail, are your variable costs increasing when expanding volume output, as well as creating extra revenue streams, but also reducing costs per unit of output, as would occur when producing with suppliers based on volume orders for example. That's your actual and potential increasing economies of scale.