About this module
Level 1 taught you to start small and learn. Level 2 teaches you to prove it, grow it lawfully and ask for support with evidence.
Who it is for. People who have finished Entrepreneurial Thinking (Level 1), or who can show the same skills. National Proficiency II covers varied work, mostly routine, under limited supervision.
CTVET status. No CTVET entrepreneurship unit at this level was found. This module is not a CTVET curriculum. It follows CTVET's format so it can be put forward later. It is not legal, tax or investment advice: for contracts, company law and big money decisions, ask a lawyer, GEA or GRA.
Bridge from Level 1: what you already know
- Personal initiative; start with what you have; affordable loss
- Where ideas come from; screening ideas; waste as opportunity
- Open-question interviews; jobs, pains and gains; the value proposition sentence
- Minimum viable product; build, measure, learn; pivot
- Value addition and value chains; routes to bigger markets
- The nine blocks of the business model canvas; risks; WhatsApp and mobile money
- Location near customers or raw materials; GEA and other support; word of mouth
Level 1 did not cover pre-sales and proof of demand, competitor research, positioning, numbers per customer, hiring and the Labour Act, negotiation, branding and intellectual property, registration choices, funding options, or a panel pitch. Level 2 covers these. Bookkeeping, cash flow, loans, tax and proposals are in Money Skills for Small Business Level 2, so this manual does not repeat them.
How the module works
Each unit has learning outcomes, performance criteria, the range and the evidence your assessor needs. You are judged Competent or Not Yet Competent. About 70% of the time is practical, following CTVET's Oil Palm programme split of about 30% school and 70% workplace.
Unit 1 · Prove your idea with real customers
Words are cheap. Money, time and a name written on a list are proof.
Competency standard
| Learning outcome | Performance criteria — the trainee… |
|---|---|
| 1.1 Test demand with a pre-sale | takes deposits or pre-orders before making the product |
| 1.2 Build a smallest test product | makes a simple version that tests one risky guess |
| 1.3 Set a success number | writes a pass mark before the test starts |
| 1.4 Decide with evidence | continues, changes (pivots) or stops, and says why |
Range. The team's idea; real customers; test money within the affordable-loss limit. Evidence. Interview log; pre-sale record; test result sheet; decision note.
Compliments are not proof
At Level 1 you asked open questions. At Level 2 you also ask for a commitment: money, a deposit, a signed name or a promise to introduce you to a buyer. Test your guesses outside the building, with customers, and change course when the evidence says so. A friend who says "nice idea" has given you nothing. A customer who pays GH¢20 deposit has given you real information.
Pre-sales and the smallest product
A minimum viable product is the simplest version that teaches you the most. It can be a sample, a photo catalogue, a hand-made batch or an order list. Do not build the whole business first. Nach Fresh plantain chips started at home, sold first to friends of the founder's children, then to a school-gate shop, and the recipe and packaging were fixed after three tries.
- Pick one risky guess: "Will people pay GH¢15 for this?" is better than "Is my idea good?"
- Set the pass mark first: "At least 12 of 40 people we ask will pay a deposit."
- Ask, show, ask for a deposit. Write down the number who say yes, and the number who pay.
- Return deposits if you cannot deliver. Keep your good name.
The pre-sale test
A team asks 40 market customers about a pre-ordered snack. Deposit GH¢10 each. 14 pay the deposit. Their pass mark was 12 deposits. The snack costs GH¢18 to make and sells for GH¢30. (1) Did they pass? (2) How much deposit money did they collect? (3) What is the profit on each snack? (4) If all 14 buy the rest, how much more do they collect?
Run a pre-sale
- Write one risky guess about your idea and a pass mark.
- Show a sample or photo to at least 30 strangers. Ask for a small deposit or a signed order.
- Record yes, no and reasons.
- Write a decision: continue, pivot or stop. Give two reasons from your numbers.
Words to keep
Write ten exact phrases customers used about the problem. Which would make a good advert?
Unit 2 · Market, competitors and positioning
You are not alone in the market. Know who else serves your customer, and give people a clear reason to pick you.
Competency standard
| Learning outcome | Performance criteria — the trainee… |
|---|---|
| 2.1 Research a local market | counts customers and sellers in one chosen area |
| 2.2 Study competitors | compares at least five competitors on price, quality, service and place |
| 2.3 Position your offer | states how you are different, in one sentence |
| 2.4 Sharpen the value proposition | maps customer jobs, pains and gains to your offer |
Range. One market or neighbourhood in Sekondi-Takoradi; direct and indirect competitors. Evidence. Market count sheet; competitor table; positioning sentence; value map.
Do your own market research
You do not need a big survey. Pick one place, such as a market section or a junction. Count, for one hour on a busy day and one hour on a quiet day: people passing, people who stop, people who buy, and how many sellers offer the same thing. Then ask ten buyers what they pay and why they chose that seller. This is primary research: you collect it yourself. It is cheap and local, and it is more useful than a general report.
Takoradi's Market Circle is the Western Region's biggest market, but news in 2026 reported that its redevelopment has stalled and relocated traders report low sales. Your count tells you more than the rumours.
Competitors, direct and indirect
A direct competitor sells the same thing; an indirect competitor solves the same problem another way. List at least five and score each.
| Seller | Price | Quality | Service | Place | Weak point |
|---|---|---|---|---|---|
| Seller A | |||||
| Seller B |
Look for a gap: something customers want that nobody does well, such as delivery, a fixed delivery time, cleanliness, clear prices or opening hours that suit workers.
Positioning and the value proposition
Positioning is the place your business holds in the customer's mind. Use your Level 1 sentence ("We help [who] to [do what] by [how]") and add: "…unlike [competitor], we [difference]". The Value Proposition Canvas maps customer jobs, pains and gains and then checks that your products, pain relievers and gain creators fit. Cheaper is the weakest difference: someone can always be cheaper. Faster, safer, cleaner, more reliable or more personal are stronger.
Study the market
- Count one busy and one quiet hour at your chosen place.
- Fill the competitor table for five sellers; take photos with permission.
- Write your positioning sentence and fill a jobs, pains and gains map.
- Present your gap to the class; get feedback.
Mystery shopper
Buy or ask the price at two competitors. Note service, speed and honesty. What did they do better than you could today?
Unit 3 · Business model, numbers per customer and systems
A growing business is one that makes money on each customer and can run without you doing every task.
Competency standard
| Learning outcome | Performance criteria — the trainee… |
|---|---|
| 3.1 Refine the business model | updates all nine canvas blocks using test and market evidence |
| 3.2 Work out numbers per customer | calculates profit per sale, cost to win a customer and payback |
| 3.3 Write a standard routine | writes a step-by-step routine for one repeated task |
| 3.4 Plan to scale | names the first thing that will break if sales double |
Range. The team's idea; real test numbers. Evidence. Updated canvas; numbers sheet; one routine; scale note.
Update your canvas with evidence
Your Level 1 canvas was a guess. Now correct it with what you learned. The nine blocks are customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partners and cost structure. Cross out each guess the evidence disproved. Write the proof beside each one that survived.
Three numbers per customer
These are for deciding whether a business can grow. They are not bookkeeping: for books, profit and loss and cash flow use Money Skills Level 2.
- Profit per sale = price − the cost of what you sold (materials, packaging, delivery).
- Cost to win a customer = what you spent on advertising and giveaways ÷ new customers it brought.
- Payback = cost to win a customer ÷ profit per sale. It is the number of sales before the customer has paid for the effort of finding them.
If it costs more to win a customer than the customer will ever bring in profit, selling more makes you poorer. Repeat customers are worth more: a customer who buys five times is worth five times the profit per sale.
Systems: a business that does not live in your head
Write a routine for each task that repeats: opening, serving, packing, cleaning, ordering stock, handling complaints. A routine is numbered steps, short enough for a new helper to follow. Use pictures if a helper cannot read well. A routine gives the same quality every time and makes it possible to train someone else, which is the first step to growing. The ILO's Start and Improve Your Business packages treat this kind of improvement as part of running a business.
Is it worth it?
A baker sells loaves at GH¢12 each; ingredients, gas and bag cost GH¢7. She spends GH¢150 on handbills and free samples and wins 30 new customers. (1) Profit per loaf? (2) Cost to win a customer? (3) How many loaves must one customer buy to pay back the GH¢5 cost? (4) If a typical customer buys 20 loaves in a year, what is the profit from one customer over the year after the cost of winning them?
Model, numbers, routine
- Update your canvas, writing the evidence beside each block.
- Work out the three numbers per customer for your idea using real test figures.
- Write a ten-step routine for one repeated task and test it on a classmate.
- Write: "If sales doubled, the first thing to break would be…" and one fix.
Teach a stranger
Give your routine to someone who has not seen your product. Can they follow it? Fix the steps they stumbled on.
Unit 4 · People, partners and ethics
Most small businesses can only grow when other people help. Treat them fairly and the law is on your side as well as theirs.
Competency standard
| Learning outcome | Performance criteria — the trainee… |
|---|---|
| 4.1 Know basic employer duties | states the Labour Act rules on contracts, notice, leave and hours |
| 4.2 Hire, brief and lead a helper | writes a simple job description and gives clear instructions |
| 4.3 Choose a partner or cooperative | compares working alone, with a partner and in a group |
| 4.4 Act ethically | names honest choices in pricing, quality and treatment of people |
Range. A small enterprise hiring one to five helpers; informal or registered. Evidence. Job description; short contract draft; partner comparison; ethics note.
This is not legal advice. The rules below are from the Labour Act, 2003 (Act 651). Employer registration with SSNIT, employee tax and payroll rules were not verified here. Ask the Labour Department, GRA and SSNIT before you hire.
Labour Act basics for a small employer
- Written contract: a job of six months or more must have a written contract (s.12). Within two months of starting, the employer must give the worker a written statement of the main terms (s.13).
- Notice: to end a contract, give written notice. For a contract of three years or more, one month; for less than three years, two weeks; for week-to-week work, seven days. Pay in lieu of notice is allowed (s.17, s.18(4)).
- Pay on leaving: pay what the worker has earned by the end of the notice (s.18).
- Annual leave: at least 15 working days with full pay each year of continuous service. An agreement to give up leave is void (s.20, s.31).
- Hours: a maximum of eight hours a day and 40 hours a week, except where the Act says otherwise (s.33).
- Casual workers are those on seasonal or intermittent work, not more than six months continuously, paid daily; they must be paid for public holidays (s.77, s.78).
- Unfair dismissal: an employer must not fire someone unfairly, for example for joining a union; the worker can complain to the National Labour Commission (s.63, s.64).
- Pregnant women and mothers: no night work or overtime without consent; maternity leave of at least 12 weeks with full pay; no dismissal for being on maternity leave (s.55, s.57).
- Safety: the employer must provide safe conditions and PPE at no cost to the worker.
Hiring and leading a helper
Write a job description (tasks, hours, pay, place, who the helper reports to) and put pay and notice in a short signed contract; each keeps a copy. Show, then watch, then let go. Give feedback early and privately, about the work. Pay on the agreed day.
Partners, groups and cooperatives
| Way of working | Good | Risk |
|---|---|---|
| Alone | Fast decisions; keep all profit | You carry everything; you may burn out |
| With a partner | Shared money and skills | Disputes; each partner may be liable for the other's debts |
| Group or cooperative | Buy in bulk; share a machine or market stall; bigger orders | Slow decisions; free riders |
In Ghana a partnership under the Incorporated Private Partnerships Act 1962 (Act 152) has two to 20 partners according to the Registrar of Companies; an older law-firm summary said 21. Write a partnership agreement before money moves: who puts in what, who does what, how profit is shared, how a partner leaves. Savings groups such as VSLAs show that groups work when rules are written and kept. Cooperative registration rules were not verified: ask the Assembly or the Department of Cooperatives. For comparison, Kenya's law says a co-operative needs at least ten qualified members to register; Ghana's rule may differ.
Ethics: what a good name is worth
- Weigh and measure honestly; do not mix cheap with good and sell as good.
- Quote the real price. Say what the product cannot do.
- Pay people on time and obey the Labour Act.
- Do not copy someone's brand. Do not spread lies about a competitor.
- Do not pay or accept bribes. Keep receipts for what you pay.
Your name travels by word of mouth, which young Ghanaians trust more than online recommendations. One cheated customer tells many people.
Hire a helper
You hire a part-time helper at GH¢40 a day for 5 days a week. (1) Weekly pay? (2) Pay for 4 weeks? (3) Your extra profit from a second person is GH¢20 a day. Does the helper pay for himself or herself? (4) How many days of paid annual leave does a full-time worker get at the minimum?
Hire and agree
- Write a one-page job description for a helper in your business.
- Draft a three-paragraph contract: tasks, pay and notice. Swap with a team and check against the Labour Act points.
- Role-play giving instructions and feedback to a new helper.
- Complete the partner comparison for your idea and write the five rules of a partnership agreement.
Ask an employer
Interview a local owner who has hired people. What went wrong the first time? What would they do differently?
Unit 5 · Selling, negotiation, brand and ideas you own
People buy from someone they trust. Make a clear promise, keep it, and protect the name you built.
Competency standard
| Learning outcome | Performance criteria — the trainee… |
|---|---|
| 5.1 Sell with questions | opens, listens, shows, handles an objection and asks for the sale |
| 5.2 Negotiate a deal | prepares a walk-away point and reaches a fair agreement |
| 5.3 Build a brand story | creates a name, promise and short story customers remember |
| 5.4 Protect what you create | explains copyright, trademark and business-name protection in Ghana |
Range. Face-to-face and phone sales; a name, logo and product design. Evidence. Sales role-play; negotiation plan; brand sheet; protection note.
A simple sales path
- Greet and ask what the customer needs. Do not start with the price.
- Listen and repeat back what you heard.
- Show the one thing that fits their need, not everything you have.
- Meet the objection: "It is too costly" often means "I am not sure it is worth it". Show the value, a smaller size or a deposit plan.
- Ask for the sale plainly: "Shall I prepare it for you?"
- Thank them and ask for a referral.
This path is the author's practice, not a research finding.
Negotiation
Before you negotiate, decide three numbers: the price you want, a price you will accept, and your walk-away point, below which you politely say no. Ask what matters besides price: delivery time, payment terms, quantity. Trade something small for something you want. Write down what was agreed. Never agree to a price below your cost per item.
Brand and story
A brand is what people expect from you: your name, look, promise and behaviour. Keep it simple: a clear name that is easy to say and spell, one colour and a simple logo, one promise ("always ready by Friday"), and a short story of who you are and why you do this. The Popsicles Ghana founder began in a kitchen after losing her banking job, using fruit from Ghanaian farms, and advises starting small and growing. A story people can retell is free marketing.
Protect the name and the work
- Business name: register at the Office of the Registrar of Companies (see Unit 6). Registering a name does not by itself give you the exclusive brand rights of a trademark (author's note: ask the Registrar-General).
- Copyright protects original creative work such as writing, music, art and software. In Ghana the Copyright Act, 2005 (Act 690) protects an author's rights for life plus 70 years. Copyright arises automatically when the work is original; registration at the Copyright Office is voluntary and gives a record and evidence of ownership.
- Trademark: a sign that distinguishes your goods or services from others, such as a name, logo or letters. Under the Trademarks Act, 2004 (Act 664) registration lasts ten years from the filing date and can be renewed for further ten-year periods, with a six-month grace period to renew late. The Trade Mark Registry is at the Registrar-General's Department, and an application needs a picture of the mark, the goods or services, and fees. The Registrar-General's schedule lists a search at US$135, an application at US$240 and the certificate at US$240 (paid in cedis); another step on the same page says US$200 for the application, so confirm at the counter.
- Never copy another business's name, logo or recipe packaging. You may lose your stock and your name.
Sell, negotiate, brand
- Role-play the sales path with a classmate as a hesitant customer, three times, swapping roles.
- Write a negotiation plan: want, accept, walk-away. Play it against another team.
- Fill a brand sheet: name, promise, colours, story in three sentences.
- Check the name for clashes (ask at the Registry or search online) and write which protection you need.
Tell the story
Tell your brand story to three people. Which part did they remember?
Unit 6 · Register, fund and stay strong
Register early, choose funding that fits, and expect setbacks. Strong businesses keep going.
Competency standard
| Learning outcome | Performance criteria — the trainee… |
|---|---|
| 6.1 Choose a business form | compares sole proprietorship, partnership and company |
| 6.2 List registrations and licences | lists the registrations the business needs |
| 6.3 Compare funding options | matches funding choices to need, cost and risk |
| 6.4 Plan for setbacks | writes a resilience plan with early warning signs |
Range. Sekondi-Takoradi; one team business idea. Evidence. Form comparison; registration checklist; funding comparison; resilience plan.
Business forms and registration
| Form | Law | Notes |
|---|---|---|
| Sole proprietorship | Registration of Business Names Act 1962 (Act 151) | Not a separate legal person: the owner is personally liable for debts |
| Partnership | Incorporated Private Partnerships Act 1962 (Act 152) | Two to 21 people |
| Company limited by shares | Companies Act 2019 (Act 992) | Members' liability is limited to their unpaid shares |
The Office of the Registrar of Companies (ORC) runs registration; filing and searching use its portal and payments go through the Ghana.GOV platform. In 2026 a business name for a sole proprietorship was reported to start from about GH¢130; check the current fee. Company fees were not verified.
- ORC: business name or company.
- GRA: the Ghana Card PIN is your TIN; choose your tax route (see Money Skills Level 2).
- Assembly permit: every business in Sekondi-Takoradi must register; check the current fee.
- FDA for food: it is an offence to make, sell or supply food, drugs or cosmetics without registering with the Food and Drugs Authority; pre-packaged food registration is valid for three years and may take one to two months from when samples are submitted; laboratory testing costs and paperwork are common problems for small processors, and the FDA has a scheme to help cottage and small-scale processors.
- GSA (Ghana Standards Authority) certification for some products: not verified; ask GSA.
- GNFS fire certificate for premises (see Workplace Safety Level 2).
Funding options compared
| Option | What it is | Think about |
|---|---|---|
| Own savings | Your money | Cheapest; limited by what you have |
| Savings group (VSLA) | Members save and lend within the group | Government is linking groups to banks; small loans, quick |
| Bank or microfinance loan | Borrowed money with interest | Check the lender is licensed; get the APR (see Money Skills Level 2) |
| Government and agency programmes | Training, grants or soft loans | Rounds open and close; apply with a plan and records |
| Grants | Money you do not repay | Competitive; conditions; never pay a fee to get one |
| Crowdfunding | Many people give or invest small amounts | The Securities and Exchange Commission launched guidelines for investment crowdfunding in June 2024; only use platforms the SEC licenses |
| Investors | Give money for a share of the business | Give up some ownership; needs a strong plan |
Programmes that existed at the time of writing, with current status not verified: the Ghana Enterprises Agency (GEA), set up by the Ghana Enterprises Agency Act 2020 (Act 1043), offers business development services and helps MSMEs access credit through district Business Advisory Centres. A GEA and UNDP MSME Digital Gateway launched in June 2026 with information on registration, financing and advice. NEIP and the Presidential Business Support Programme gave loans of GH¢5,000 to GH¢50,000 at 10% interest to young entrepreneurs under 35 in an earlier round; whether a round is open now is not verified. The GEA PWD Enterprise Support Programme gives grants to businesses owned by persons with disabilities, and a 2023 round offered grants for 150 such businesses. The Assemblies' disability fund rose to 5% in 2026. The Kosmos Innovation Center AgriTech Challenge funds young agritech start-ups up to $50,000.
Never pay a "processing fee" to get a grant or loan. Never give your Ghana Card, SIM or passbook as security to an unlicensed lender. Real funds do not ask for fees by mobile money. Call 292 if someone asks. Investment promises of high returns with no risk are scams: check the licence with the SEC first.
Funders look for proof: your pre-sale record (Unit 1), your numbers per customer (Unit 3) and your records (Money Skills Level 2). Banks first refused the Blue Skies founder a loan, so the founder used friends, investors and a mortgage.
Resilience
Training in personal initiative (self-starting, thinking ahead and overcoming obstacles) raised small-business profits by 30% in Togo, compared with 11% for standard business training. Resilience is a set of habits, not a feeling:
- Know your early warning signs: falling daily sales, late-paying customers, empty stock shelves, a tired owner.
- Keep a small reserve and a plan B for your main supplier and your main customer.
- Talk to one mentor, another owner or a GEA adviser every month.
- After a setback, write what happened, what you learned and one change. Then go on.
Funding choice
You need GH¢6,000 for a machine. You have GH¢1,500 saved; your savings group can lend GH¢2,000. A grant round might pay GH¢3,000 but the result will not be known for three months. (1) How much is still missing if you use savings and the group loan? (2) If you win the grant, how much extra do you have? (3) A stranger offers GH¢6,000 now for a GH¢300 "processing fee" paid by mobile money. What do you do?
Register, fund, bounce back
- Complete the form comparison and the registration checklist for your team's business, with every step and fee you have verified, and mark what you still need to ask.
- Fill the funding table with one real option for your idea and what you would need to apply.
- Write a resilience plan: three warning signs, one reserve, one plan B and one mentor.
Visit an office
Visit or phone GEA, the Assembly or ORC and ask one question about registration or support. Write down the answer and the officer's name.
Unit 7 · Location, digital presence and the panel pitch
The right place, a visible name and a clear plan bring customers and supporters.
Competency standard
| Learning outcome | Performance criteria — the trainee… |
|---|---|
| 7.1 Choose a location | compares two sites with customer counts and costs |
| 7.2 Develop ideas | develops one extension or small idea for the business |
| 7.3 Market yourself | sets up WhatsApp Business and a Google listing plan |
| 7.4 Present a one-page plan | presents the plan to a panel in five minutes and answers questions |
Range. Sekondi-Takoradi and nearby towns; the team business. Evidence. Site comparison; marketing set-up; one-page plan; pitch observation.
Location settings that give good returns
- Where your customers already walk or ride: a busy junction, market lane, school gate, lorry park or station.
- Near the raw materials if processing makes the product lighter, otherwise near customers (see Level 1).
- Near partners: suppliers, a clinic, a bank agent or mobile money point.
- Where rent can be paid from your break-even and the Assembly allows your trade.
Ideas and marketing
Ideas: add a service (delivery, repairs), bundle a starter pack, sell to groups (schools, churches, savings groups), share a stall to split rent, process what others waste, and label in Fante and English.
- WhatsApp Business has a business profile, a product catalogue and quick replies.
- Google Business Profile is a free listing on Google Search and Maps. Never pay anyone to verify you.
- Facebook, WhatsApp and Instagram are the platforms most used by Ghanaian small businesses because they are free and fast. Post real photos, prices and opening hours, and reply the same day.
- Portfolio and reviews: photos of finished work, with permission, and happy customers' words.
- Signage: your name, what you sell and your phone number, large enough to read from the road.
- Referrals: ask every happy customer to name one friend.
The one-page plan and the pitch
A panel will not read ten pages. Fit your plan on one page:
- Who you are and the problem you solve, in one sentence
- Proof: pre-sale numbers and customer words (Unit 1)
- Market and competitors: the gap you fill (Unit 2)
- Numbers per customer and the price (Unit 3)
- People and partners you need (Unit 4)
- Selling and brand: how customers find you (Unit 5)
- Registration and funding: what you have, what you need, and from where (Unit 6)
- Location and the first 90 days
- The ask: exactly what you want from the panel
For a five-minute pitch: spend one minute on the problem and proof, two on how you will do it and the numbers, one on the plan and the ask, and keep one for questions. Practise out loud. Speak slowly. Look at the panel.
Accessibility
Ghana's Persons with Disability Act, 2006 (Act 715) is reported to give employers a tax rebate for hiring persons with disabilities and to require working tools, though not always put into practice. The Assemblies' disability fund rose to 5% in 2026. Suggestions for training are the author's: allow spoken or drawn plans for learners who find writing hard, large print and good light for low vision, a sign-language helper or written questions for deaf learners, a stage and room with space for a wheelchair, and a helper for anyone who asks.
Which site?
Site A: rent GH¢600 a month, 14 customers a day. Site B: rent GH¢250 a month, 6 customers a day. Each customer spends GH¢30, of which GH¢12 is profit before rent. Both open 26 days a month and cost GH¢180 a month in power, permit and phone. (1) Profit before rent and other costs at each site? (2) Profit after them? (3) Which wins, and by how much?
Capstone: panel pitch
- Compare two real sites with customer counts and the maths above.
- Set up WhatsApp Business with three products and write a Google listing plan.
- Write your one-page plan using the nine headings above.
- Give a five-minute pitch to a panel of two or three (trainer, an outside guest) and answer three questions.
Final polish
Rewrite your one-page plan using the panel's feedback. Give it to a mentor and ask them what they would change.
Glossary
| Term | Meaning |
|---|---|
| Business model canvas | A one-page plan with nine blocks |
| Cost to win a customer | Advertising spend ÷ new customers it brought |
| Minimum viable product | The smallest test version of your product |
| Payback | Cost to win a customer ÷ profit per sale |
| Pivot | Changing direction based on evidence |
| Positioning | The place your business holds in the customer's mind |
| Pre-sale | Taking orders or deposits before making the product |
| Value proposition | The problem you solve, for whom |
Logbook
Copy these pages into an exercise book. Your logbook is part of your assessment evidence.
- Unit 1: pass mark; pre-sale record; decision note
- Unit 2: market count sheets; competitor table; positioning sentence
- Unit 3: updated canvas; numbers per customer; routine; scale note
- Unit 4: job description; contract draft; partner comparison
- Unit 5: sales role-play notes; negotiation plan; brand sheet
- Unit 6: registration checklist; funding table; resilience plan
- Unit 7: site comparison; marketing set-up; one-page plan; pitch feedback
- Every homework, dated
Self-check quiz
- Why is a deposit better proof than a compliment?
- What should you set before a test begins?
- What is the difference between a direct and an indirect competitor?
- Why is "cheaper" a weak difference?
- How do you work out payback?
- Within how many months must a worker get a written statement of main terms?
- How much notice for a contract of less than three years?
- What is the minimum annual leave for a worker?
- What is a walk-away point?
- How long does a Ghana trademark registration last, and can it be renewed?
- Is copyright registration compulsory in Ghana?
- What do you do if someone asks you to pay a fee to get a grant?
Further reading and sources
Best next reads: Money Skills for Small Business Level 2; the ILO's Start and Improve Your Business packages; Strategyzer's business model canvas pages; the Ghana Enterprises Agency; the Labour Act, 2003 (Act 651).
What this module does not cover: books, cash flow, tax, loans and proposals (see Money Skills Level 2), payroll tax and SSNIT employer duties (not verified), cooperative law, GSA certification, patents and industrial designs, company law in depth, and investor term sheets.
Every source used in this manual is listed, with links, in the Teacher Copy.