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Building a Scalable Business Model

Building a Scalable Business Model
Entrepreneurship & Business Growth

Building a Scalable Business Model

A strategic guide to designing a business that can grow without costs and workload growing at the same pace. This e-learning material covers business model design, value propositions, revenue streams, unit economics, repeatable processes and technology choices. It suits founders and managers who want to plan for growth deliberately and test whether their current model can support it.

Levels
4
Starting from
300 credits
Category
Entrepreneurship & Business Growth
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Beginner

  • What this level covers

    It covers the building blocks of a business model, including customers, value, channels, revenue and costs. You also look at simple examples of scalable and hard-to-scale models, and learn the basic terms such as margin, fixed cost and variable cost.

  • Who it suits

    This level is for people who want to understand what a business model is and why some models grow more easily than others. It suits aspiring founders, freelancers and employees who want to think more clearly about how a business makes money.

  • What you can apply afterwards

    Afterwards you should be able to map your own business model on one page and explain how it earns money. You will be ready to spot which parts might limit growth and where to look first for improvement.

Level 1

300 credits

Inside this material

Some businesses grow smoothly, while others find that every new customer adds almost as much cost and effort as revenue. The difference often lies in the business model. This e-learning material starts with the building blocks of any model: customers, value proposition, channels, relationships, revenue, resources and costs.

You then examine what makes a model scalable. The middle levels cover unit economics, customer acquisition cost and the long-term value of each customer, recurring revenue, pricing structures and the role of standardised processes and technology. You also look at common growth traps, such as heavy reliance on the founder or on one large client.

Later levels help you stress-test your own model, compare alternative approaches and plan changes in stages. By the end, you have a clear picture of how your business creates, delivers and captures value, and which adjustments would let it grow sustainably.