After completing the course successfully, the student is able to:
- identify and utilize entrepreneurial networks and ecosystems
- conduct resource analysis
- identify success and failure factors of the venture
- utilize co-creation in the business development

- choose the right go-to-market approach
- goal setting
- positioning of the company and product/service
- launching company and product
- demand creation competences

Self-knowledge and self-leadership
- Entrepreneurial ecosystems
- Networking and team building
- Resource-analysis
- Co-creation

- Customer creation strategy
- Entrepreneurial growth and internationalization

Depending on the implementation, learning takes place in contact and/or virtual lessons and workshops and independent studies. The course can be completed in four different ways: 1) through your own company, 2) through an existing company, 3) through an RDI project or 4) by joining a team of fellow students.

Recognition of prior learning (RPL)
If students have acquired the required competence in previous work tasks, recreational activities or on another course, they can show their competence via a demonstration. The demonstration must be agreed with the course teacher. More information and instructions for recognising and validating prior learning (RPL) are available at https://www.haaga-helia.fi/en/recognition-learning Look at "Instructions to students (master)"

Autio, E., Nambisan, S., Thomas, L.D. and Wright, M., 2018. Digital affordances, spatial affordances, and the genesis of entrepreneurial ecosystems. Strategic Entrepreneurship Journal,12 (1), 72-95.
Darcy, C., Hill, J., McCabe, TJ. and McGovern, P. 2014. A consideration of organizational sustainability in the SME context. A resource-based view and composite model European Journal of Training and Development Vol. 38 No. 5, 2014 pp. 398-414.
Isenberg, D., 2011. The entrepreneurship ecosystem strategy as a new paradigm for economic policy: Principles for cultivating entrepreneurship. Presentation at the Institute of International and European Affairs, May 11, 2011.
Lee, H. Kelley, D., Lee, J., and Lee, S. 2012. SME Survival: The Impact of Internationalization, Technology Resources, and Alliances. Journal of Small Business Management 2012 50(1), pp. 1–19.
Lussier, R.N. and Halabi, C. E. 2010. A Three-Country Comparison of the Business Success versus Failure Prediction Model. Journal of Small Business Management 2010 48(3), pp. 360–377.

Pauwels, C., Clarysse, B., Wright, M. and Van Hoeve, J., 2016. Understanding a new generation incubation model: The accelerator. Technovation, 50, pp. 13-24.
Pettersen, I., Aarstad, J., Hovig, Ø and Tobiansen, A., 2015. Business incubation and the network resources of start-ups. Journal of Innovation and Entrepreneurship, 5(1), pp. 1-17.
Spigel, B., 2017. The Relational Organization of Entrepreneurial Ecosystems. Entrepreneurship Theory and Practice, 41(1), pp. 49-72.
Tötterman, H. and Sten, J., 2005. Start-ups: Business incubation and social capital. International small business journal, 23(5), pp. 487-511.
Williams, D. A. 2014. RESOURCES AND FAILURE OF SMEs: ANOTHER LOOK. Journal of Developmental Entrepreneurship. Vol. 19, No. 1 (2014)
Cavusgil, S.T., Knight, G.A. (2015). The Born Global Firm: An Entrepreneurial and capabilities perspective on early and rapid internationalization. Journal of International Business Studies, 46, 3-16.
Gans, J., Scott E.L, Stern S. (May-June 2018). Strategy For Start-ups. Harvard Business Review, 44-51.
Neubert, M. (2017). Lean Internationalization: How to Globalize Early and Fast in a Small Economy. Technology Innovation Management Review, Vol. 7, 5, 16-22.
Onetti, A., Zucchella, A., Jones, M.V. and McDougall-Covin, P.P., 2012. Internationalization, innovation and entrepreneurship: business models for new technology-based firms. Journal of Management & Governance, 16(3), pp. 337-368.
Rasmussen, E.S. and Tanev, S., 2015. The emergence of the lean global startup as a new type of firm. Technology Innovation Management Review, 5(11), pp.12-19.
Stayton, J. and Mangematin, V., 2016. Startup time, innovation and organizational emergence: A study of USA-based international technology ventures. Journal of International Entrepreneurship, 14(3), pp. 373-409.
Patel, N. & Bronson, T. The Definite Guide to Growth Hacking. Quick Sprout. Available at: https://www.quicksprout.com/the-definitive-guide-to-growth-hacking-chapter-1/ Other materials provided by the lecturer(s).

No prerequisites. It is recommended to have passed the course ”From Opportunities to Business” or having equal skills before attending the course.

The student is able to identify appropriate ecosystems and networks that can help him/her in developing his/her venture. S/he can also identify required resources that are needed to get the business started. The student understands the concept of co-creation.

The student knows and understands the basics of go-to-market approach when supported. The student understands what the customer development means as a process for a new company. The student understands the benefits of local and international ecosystems and networks when developing his/her/a venture.

In addition to the previously mentioned competences (for grade 1), the student is able to utilize appropriate ecosystems and networks for the benefit of the venture as well as conduct a comprehensive resource analysis of the venture. S/he can identify the success and failure factors of the venture. The student can utilize the concept of co-creation in his/her business development process.

The student demonstrates good knowledge of go-to-market approach. S/he can analyze and make recommendations for a chosen company’s customer development process. The student is able to leverage local and international ecosystems and networks when developing his/her/a venture. The student is able to analyze and make recommendations for appropriate tools.

In addition to the previously mentioned competences (for grade 3), the student is able to take corrective actions to minimize the risks of potential failure factors and strengthen the success factors after taking a comprehensive resource analysis. S/he can demonstrate his/her ability to implement the concept of co-creation in the further development of his/her business.

The student demonstrates advanced knowledge of the go-to-market approach. S/he demonstrates excellent skills and abilities in analyzing and recommending a chosen company’s customer development process. The student is able to compare and leverage local and international ecosystems and networks efficiently when developing his/her/a venture. The student demonstrates professionalism in analyzing and making recommendations for choose appropriate tools.