Entrepreneurship Development Training Course

Participants can plan and interpret customer discovery to produce credible evidence of a problem.

• Customer segments prioritised by urgency, accessibility, willingness to pay, and size
• Jobs to Be Done identifies functional, emotional, and social customer motivations
• Discovery interview guide separates behavioural evidence from opinions and hypotheticals
• Problem interviews capture current workarounds, triggers, constraints, and purchasing authority
• Evidence log records interview findings, contradictory signals, and unresolved assumptions
• TAM, SAM, and SOM estimates bound the addressable market realistically

Participants can generate and select solution concepts that address validated customer needs.

• Design thinking divergent and convergent stages structure solution development decisions
• How Might We questions convert customer problems into productive design prompts
• SCAMPER generates alternatives through substitution, combination, adaptation, modification, elimination, reversal
• Morphological analysis combines solution features into distinct concept options
• Concept selection matrix weighs customer value, feasibility, differentiation, and delivery risk
• Assumption mapping separates known facts from high-impact uncertainties needing evidence

Participants can define a differentiated value proposition for a priority customer segment.

• Value Proposition Canvas connects customer jobs, pains, gains, products, and services
• Benefit statements express measurable outcomes rather than product features alone
• Competitive alternatives include direct rivals, substitutes, internal processes, and inaction
• Positioning statement specifies target customer, category, benefit, and reason to believe
• Unique value proposition tested against relevance, clarity, credibility, and differentiation
• Pricing hypotheses linked to value drivers, alternatives, budget holders, and procurement routes

Participants can construct a business model that links customer value to operational and financial logic.

• Business Model Canvas maps customer segments, channels, relationships, revenues, and resources
• Revenue models compared across subscription, transaction, licensing, freemium, and usage fees
• Channels selected by customer access, conversion economics, control, and service requirements
• Key activities and partners defined from the operating model requirements
• Unit economics calculate contribution margin, customer acquisition cost, and payback period
• Business-model assumptions ranked by impact, uncertainty, test cost, and reversibility

Participants can design proportionate tests for the assumptions most likely to undermine a venture.

• Lean Startup build-measure-learn cycle guides evidence gathering and iteration decisions
• Riskiest assumption test targets the uncertainty with greatest venture consequence
• Minimum viable product types match test objectives, customer access, and resource limits
• Experiment cards specify hypothesis, method, metric, threshold, timeframe, and owner
• A/B testing compares customer responses to controlled proposition or channel changes
• Vanity metrics distinguished from actionable metrics supporting a clear decision

Participants can prepare a basic financial model and identify funding requirements for a venture.

• Revenue forecast built from customer volumes, conversion rates, prices, and timing
• Cost structure separates fixed costs, variable costs, capital expenditure, and contingencies
• Break-even analysis calculates sales volume required to cover total operating costs
• 13-week cash forecast tracks receipts, payroll, supplier payments, and funding gaps
• Working capital assumptions account for payment terms, inventory, and collection delays
• Funding options assessed across bootstrapping, grants, debt, equity, and corporate sponsorship

Participants can assess material venture risks and establish appropriate governance controls.

• SWOT analysis distinguishes internal capabilities from external opportunities and threats
• PESTLE analysis identifies political, economic, social, technological, legal, environmental factors
• Risk register records likelihood, impact, owner, response, and review date
• Scenario planning examines downside, base-case, and upside commercial assumptions
• Ethical review considers customer harm, data use, exclusion, and unintended consequences
• Decision rights clarify founder, sponsor, investor, board, and delivery-accountability boundaries

Participants can communicate a persuasive venture case tailored to investor, sponsor, and partner priorities.

• Stakeholder mapping identifies influence, interest, expectations, objections, and engagement approaches
• Pitch structure connects problem, customer evidence, solution, model, traction, and ask
• Narrative arc builds urgency through context, evidence, choice, and expected outcomes
• Financial slides show funding requirement, use of funds, milestones, and returns
• Objection handling responds to risk, competition, evidence gaps, and implementation concerns
• Partnership propositions define mutual value, contribution, governance, and commercial terms

Participants can convert their venture concept into a sequenced 90-day validation and implementation plan.

• 90-day action plan sequences evidence gathering, experiments, decisions, and stakeholder actions
• Milestone plan defines deliverables, decision gates, dependencies, owners, and dates
• OKRs translate venture priorities into measurable objectives and key results
• Learning backlog prioritises unanswered assumptions, research tasks, and experiment designs
• Resource plan identifies budget, capability gaps, partners, approvals, and governance needs
• Review cadence establishes metrics, decision forums, escalation triggers, and adaptation rules