The B Corporation impact assessment and metrics serve businesses well by providing a framework for integrating impact creation into a business’s competitive strategy...The B Revolution hypothesis is that, the stronger the link between the problem the venture is trying to solve, and the creation of some real, measurable public benefit, the stronger (and more sustainable) metrics the venture’s competitive advantage will be...To convert impact analysis into core competencies and a sustainable competitive advantage, ventures must identify their impact leverage points...[However,] [i]t is as insufficient to say that an organization does not need impact practices to sustain its competitive advantage as it is to say that an organization must pursue all impact practices and will still sustain its competitive advantage. Creating or defining a link between practices and competencies is essential...[Furthermore,] impact practices are only as good as the data gathered when tracking their outcomes...[Refers to Sketchers, TOMS]