Your Start-Up Company as a Business Experiment

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Description

Thinking of launching a new business?

Do you have a business idea but don't know where to start? Need a Business startup checklist?

Entrepreneurship can be one of the most challenging and rewarding experiences you can do. This course is over 2 hours of information on how to start a new business.

Most business failures are caused, not by poor execution as commonly believed, but by poor strategy implemented from the beginning.

Conventional wisdom of writing a business plan as the first step to starting a business is a mistake leading to a higher risk of business failure later on. In its place, this course begins by introducing theConcept Plan.

Where business plans are based on a lot of guesswo…

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Didn't find what you were looking for? See also: Entrepreneurship, Executive MBA, Global MBA, International MBA, and Full time MBA.

Thinking of launching a new business?

Do you have a business idea but don't know where to start? Need a Business startup checklist?

Entrepreneurship can be one of the most challenging and rewarding experiences you can do. This course is over 2 hours of information on how to start a new business.

Most business failures are caused, not by poor execution as commonly believed, but by poor strategy implemented from the beginning.

Conventional wisdom of writing a business plan as the first step to starting a business is a mistake leading to a higher risk of business failure later on. In its place, this course begins by introducing theConcept Plan.

Where business plans are based on a lot of guesswork and pulling unsubstantiated numbers out of thin air, the Concept Plans serve as a concrete question and answer methodology to produce the answers you need.

Concept Plans:

1)  Quickly answer the question of what you think you are going to do.

2)  Encourage you to address the crucial unknowns.

3)  Question your assumptions and ask how you’re going to test them.

4)  Identify the what-if or only-if-this scenarios that are the foundation of the plan.

The Concept Plan is followed by learning how to demonstrate that a business is viable because untilproof of conceptis shown, your business is just an experimental start-up.

Next, you'll learn how to design and conduct business experiments because until you validate the assumptions in the concept

plan and turn all those unknown factors into known ones, your idea isn’t workable.

This program takes the rigor and process of the scientific method and shows how to apply it to starting a new business – a process and system for you to discover and determine what your new business really is.

Here's exactly what you'll learn

Chapter 1: Getting Started

This chapter will introduce you to the concept plan and business experiments, and most importantly, why a better way to start

a business is needed.

Chapter 2: The Concept Plan

What is a concept plan and how to write it. You’ll learn why entrepreneurs should ditch the traditional business plan and replace it with concept plan. Too many start-ups try to overcomplicate their businesses on day one. Learn the concept plan. It’s simpler. It’s a precursor to the business plan. It also can be used to solicit invaluable advice from mentors, investors, customers and other stakeholders

Chapter 3: Building Business Proof of Concept

Learn how to demonstrate that a business is viable because until proof of conceptis reached, your business is just an experimental start-up.

Chapter 4:  How to Design and Conduct Business Experiments

Learn how to design and conduct business experiments because until you validate the assumptions in the concept plan, turn all those unknown factors into known ones, and transform those assumptions into fact, your idea isn’t workable.

Chapter 5: Common Mistakes Made by Entrepreneurs

Why reinvent the wheel?  Why stumble on the same rock as everyone else?

Chapter 6: The Investor's Perspective of a Start-Up

Learn how to understanding investors before seeking funding. Only 1% of business proposals are funded by investors, the biggest reason is the entrepreneur’s lack of understanding of the investor’s perspective.  The funding process is a sales process, the investor is your customer, learn what your customer wants to buy.

Chapter 7: Investor Turn-Offs 

Learn investors’ turn offs, how entrepreneurs often lose an investor before they finish speaking.

Category: Business

Over 32 lectures and 6.5 hours of content!

Cynthia is the founder of three companies. In the past 15 years, she has been involved in numerous start-ups and has served on various advisory boards. Cynthia has worked with established companies to bring start-up techniques and technologies to corporations desiring to process improvement and efficiency. Prior to this, she held numerous technical, marketing, and management positions at major corporations, with responsibilities including product development, engineering management, technical marketing, strategic business planning, and general management.

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There are no frequently asked questions yet. Send an Email to info@springest.com