The Business Case & Benefit Logic provides policy-makers and decision makers with the information, on the basis of which decisions can be made. Opposed to the BIA results, the damage being suffered, the cost of measure-taking is put.

In the Business Case, the cost-benefit balance is drawn up. In the Benefit Logic, to be translated literally as the logic behind the benefits, the whole of figures is being tested against less or otherwise quantifiable, organisatorial and environment-related vulnerabilities. In the Business Case, the cost-benefit consideration is founded. The costs consist of developing, implementing and maintaining measures. The benefits are formed because, if and when a calamity is occuring, it is thanks to these very measures that the extent of the damage is being limited to an acceptable level. Therefore, a business case is a ‘cold’ representation of figures. However, reality is unmanageable.

In the Benefit Logic, the interpretation of the results takes place. Factors that cannot be quantified, may play an important part in the final decision-making. If, for instance, much importance is given to image and reputation damage within an organisation, these will, as non-quantifiable factor, play a pointed role. The interest of stakeholders may outweigh a financial motive. The culture within an organisation may be risk-avoiding, causing the result from the BIA to be interpreted differently. Or, a company’s mission points out that continuity is of primary importance. In these cases it can, in a more or lesser degree, be decided to deviate from the figures. Thus, as a result of this Benefit Logic, the elements that cannot be quantified may be of overriding importance in the cost-benefit consideration.