Business Modelling Training Course

Participants can assess external conditions and identify the strategic position a proposed model must achieve.

• PESTLE analysis identifies political, economic, social, technological, legal and environmental forces
• Porter's Five Forces tests industry attractiveness and competitive pressure
• Competitor mapping compares offers, target segments, channels, pricing and capabilities
• Market sizing estimates total addressable, serviceable and obtainable market demand
• Assessing regulatory constraints, procurement rules and licensing requirements
• Defining strategic positioning through differentiation, focus or cost leadership

Participants can define priority customer segments and formulate evidence-based value propositions.

• Segmenting customers by needs, behaviour, value potential and purchasing authority
• Persona profiles capture goals, frustrations, decision criteria and buying triggers
• Jobs-to-be-Done clarifies functional, social and emotional customer outcomes
• Value Proposition Canvas matches customer pains and gains with offer elements
• Interview evidence distinguishes observed needs from internal assumptions
• Prioritising segments using attractiveness, accessibility, fit and lifetime value

Participants can design an offer and route-to-market model aligned with customer needs and organisational capacity.

• Structuring core offers, add-ons, service levels and support commitments
• Channel choices compare direct sales, partners, digital platforms and distributors
• Customer journey mapping identifies discovery, purchase, onboarding, use and renewal stages
• Designing acquisition, conversion, retention and referral mechanisms
• Partner value exchanges define incentives, responsibilities, data access and controls
• Testing channel economics through conversion rates, acquisition costs and margins

Participants can select revenue mechanisms and test whether customer-level economics are viable.

• Revenue models compare transaction, subscription, licence, usage, commission and advertising income
• Pricing approaches include cost-plus, value-based, competitive and tiered pricing
• Unit economics calculates contribution margin, customer acquisition cost and lifetime value
• Variable and fixed cost classification supports margin and capacity analysis
• Break-even analysis identifies required volume, price or cost thresholds
• Discount policies assess volume incentives, payment terms and margin erosion

Participants can specify the operating model needed to deliver a proposed business model reliably.

• Operating model design links value delivery with people, process, technology and governance
• Capability mapping identifies critical skills, assets, systems and intellectual property
• Value chain analysis locates activities performed internally, outsourced or jointly delivered
• RACI matrices assign accountable, responsible, consulted and informed roles
• Service blueprinting exposes frontstage interactions, backstage processes and failure points
• Governance arrangements define decision rights, controls, escalation and performance review

Participants can build a simple assumption-driven financial model for a strategic option.

• Driver-based forecasts connect volumes, prices, headcount, capacity and costs
• Profit and loss projections estimate revenue, gross margin, operating costs and profit
• Cash flow forecasts identify timing gaps between receipts, payments and investment
• Working capital assumptions include receivables, payables, inventory and deferred income
• Capital expenditure distinguishes one-time implementation costs from recurring operating expenditure
• Financial model checks test formulas, units, timing conventions and source data

Participants can compare business model options under alternative assumptions and risk conditions.

• Scenario planning develops base, upside, downside and disruption cases
• Sensitivity analysis tests material changes in price, volume, costs and timing
• Tornado charts rank assumptions by their effect on financial outcomes
• Risk registers record likelihood, impact, ownership, controls and response actions
• Decision trees compare uncertain choices, probabilities, costs and expected values
• Trigger indicators identify when management should revise the chosen model

Participants can plan proportionate tests that reduce uncertainty before major investment decisions.

• Assumption mapping ranks uncertainties by importance and available evidence
• Minimum viable product tests validate demand before full-scale investment
• Pilot design specifies target users, success metrics, duration and decision rules
• A/B testing compares alternative messages, prices, channels or service features
• Evidence logs record findings, limitations, decisions and next validation steps
• Stage-gate reviews link funding decisions to validated assumptions and milestones

Participants can present a business model recommendation and plan its first implementation actions.

• Business model narratives connect strategic problem, proposed solution and economic logic
• Executive summaries state recommendation, evidence, financial implications and decision required
• Investment case structures explain benefits, costs, risks, options and dependencies
• Dashboard measures track customer adoption, revenue, margins, service and capability readiness
• Implementation roadmaps sequence decisions, milestones, resources and governance reviews
• Ninety-day action plans assign owners, deadlines, evidence needs and stakeholder engagement