Records of finding business bottlenecks and turning them into structures that work in the market

This one-day course enabled Hyundai Corporation’s new hires to identify new-business opportunities and design value propositions and business models from a business developer’s perspective. Using the Product Concept Canvas Full Version, they developed ideas into actual business structures.

We held a BM Care Day to help the advancement teams in LH Social Venture cohort 7 clearly identify their second-year growth challenges. BM HealthCheck and Industry Sight were used to prepare team-specific assessment reports in advance, and four coaches used group coaching to define the next initiatives.

Related program · LH Social Venture Training and Coaching Program (2017–2025, eight years)

We assessed the current business model and regulatory environment of metaverse specialist Company J. We designed alternatives for market differentiation and established clear priorities to turn ideas into execution.

To identify a differentiated business model and market-entry strategy for digital healthcare Company K, we comprehensively examined the market, competitive, and regulatory environments. We compared competing services in Korea and abroad and organized viable strategic alternatives.

We held a two-day workshop to help junior employees at LX International develop seed ideas into B2B businesses. Based on the Inno How-To program, it connected customer value with business structure.

We assessed and developed the business models of 26 companies supported by the Jinju Innopolis special zone at a glance. Qualitative analysis, BM HealthCheck, and Industry Sight were combined into a comprehensive health-check report for each company.

We held a special-lecture workshop to help coffee-industry executives view familiar businesses from a new perspective. Each company laid out its current business model and examined its strengths and gaps.

We ran a three-day, two-night Z-Camp to help young aspiring and early-stage startup teams in Goheung develop their ideas into well-formed business plans. Intensive training and team-specific table mentoring were combined to produce executable plans.

We helped six companies supported by the Jinju Innopolis special zone commercialize their technologies and advance their business models. From November 2021 through January 2022, market-backward workshops and coaching clarified their choices from a market perspective.

We ran a BM Renovation program to help companies supported by Jeju National University’s Industry-Academic Cooperation Foundation turn technology into businesses that work in the market. Over two months, market-backward workshops and coaching advanced their business models.

From May through August 2022, we coached smart-metering solutions Company S to select the most attractive market and business model. By segmenting the market and comparing attractiveness, we narrowed its target market and candidate models.

We ran an online kickoff workshop to help first- and second-year LH Social Venture teams clarify the objectives and tasks for each stage. Separating advance sessions from live workshops for each cohort created an appropriate starting point for each growth stage.

Related program · LH Social Venture Training and Coaching Program (2017–2025, eight years)

We ran a three-week online hackathon to help Kangwon National University software students develop smart-app ideas into real projects. Through learning videos and live business model workshops, they completed business plans and final presentations.

We designed level-specific courses to help employees preparing for promotion at SME support organizations grow into field consultants and leaders. Green, Blue, and Red signature content was connected through advance VODs and live online workshops.

Over four weeks, we trained the second cohort of ICOMA startup coaches to support entrepreneurs in Chungbuk. Learning videos, live online sessions, and advanced in-person workshops led to final pitching, a certification exam, and business model expert credentials.

Related program · Chungbuk Institute of Science and Technology Innovation ICOMA Startup Coach Development Program (2020–2023, four cohorts)

We supported KOICA InnoTrip teams seeking business solutions to international-development and SDG challenges. Together with program operator The Bridge, we provided special lectures on business models, customer development, and hypothesis validation, plus focused team coaching.

At Daejeon CEO Academy, we gave a breakfast lecture on business changes after the pandemic. Through ten market changes and examples of how companies responded, we examined how participants could redesign their business models.

We ran an intensive business model facilitator course to help business incubation managers in Gangwon ask better questions and provide better field support. The training connected practical startup support with a business model perspective.

We held a training-based workshop to help N Financial Group’s internal venture teams improve both the business viability of their ideas and their persuasiveness to investors. Each team’s proposal was reviewed with a focus on business models, profitability simulations, and IR pitching.

We held a one-day business model innovation workshop to help SK Telesys managers find new points of innovation within existing businesses. They reconsidered their business domains from three perspectives and presented the opportunities they discovered.

We ran a two-day intensive bootcamp to help early-stage startup teams at the Jeonnam Center for Creative Economy & Innovation test the connection between problems and solutions and learn how to engage customers. Each team completed its business model through customer development.

We provided two days of intensive acceleration training for LHSV social venture teams and matched five teams with industry experts and innovation coaches. Shared learning was followed by advanced coaching focused on each team’s bottlenecks.

Related program · LH Social Venture Training and Coaching Program (2017–2025, eight years)

We delivered a four-day, 30-hour full course enabling Samsung Electronics employees to develop business models using creative exploration and strategic analysis together. Participants said they could examine previously missed elements from multiple angles and apply methods for reviewing investment performance in their work.

We operated a Blooming Technology Camp to identify new startup opportunities from technologies owned by Chungnam National University. Although technology was the starting point, the focus was on transforming it into meaningful business opportunities in the market.

We delivered an LG Academy training program. At the client’s request, the participants, purpose, delivery method, and results are not disclosed; only the project record is preserved.

We trained Samsung Electronics employee volunteers to mentor overseas startups in countries including Malaysia and Nepal more effectively. They learned business analysis and assessment and feedback methods, and we also developed and delivered a field-ready mentoring toolkit.

An approximately 60-person group of business incubation managers completed a five-hour course on business models and Lean Startup to strengthen their venture-planning capabilities. The training built the practical expertise required in the changing incubation environment.

We provided training and practice to help external Startup Campus facilitators better support startup teams’ business model design. The course for approximately 20 participants filled early, and participants rated it highly applicable in the field.

We ran a two-day, one-night workshop to help staff at a robot-startup support organization assess and mentor companies’ business issues from a business model perspective. Through discussion and practice, they learned how to support companies as coaches and mentors.

We held a BM HealthCheck Coaching Day so current, graduate, and recommended Startup Campus companies could identify their business strengths and weaknesses in one day. Combining quantitative assessment with practical team-specific feedback helped them quickly find their next priorities.

The first three weeks of Startup Campus’s 12-week signature course comprised EDC workshops on exploration, discovery, and conceptualization. Delivered in three sessions, they helped participating teams create differentiated product and service concepts and develop them into business models.

We held a three-day, two-night intensive workshop to help key leaders at Korea South-East Power identify future-business ideas and develop them into complete business models. Customer-centered hypothesis validation and business model design and assessment led through to the final presentation.

We held a five-day, four-night camp so Pokhara University faculty in Nepal could directly deliver entrepreneurship and business model education. They learned the philosophy, process, and tools of BM ZEN, completed final pitches, and some faculty members earned trainer certification.

At the Samsung Electronics Human Resources Development Center, we delivered a four-day convergence business-planning course to develop intrapreneurs. Intensive exercises let participants experience the process from problem discovery through solutions, productization, and business models.

We ran breakout workshops for approximately 200 participants to develop ways of spreading environmental technologies into public business models. A canvas for nonprofit and government organizations connected stakeholders with execution ideas.

We ran a two-day, one-night camp to help Gyeongsang National University student startup clubs quickly organize their items and business logic before a competition. Through idea expansion, hypothesis validation, and business model assessment, they completed pitch decks.

We held a two-day, one-night camp enabling Korea University Sejong Campus students to experience one continuous flow from defining a business topic through ideation, business model design, prototyping, and review. Each team organized and presented its results on an online canvas.

We ran a two-day, one-night camp to help Andong National University student startup clubs and students develop ideas into complete business models. The organizer said it achieved the highest participant satisfaction of any camp to date.

At the LH-sponsored Startup Didimteo, we connected special lectures, team evaluations, and group and one-on-one mentoring, while four specialist mentors supported growth for six months. Participating teams received practical help with channel analysis and the use of patents and government support.

We ran a Senior Startup School to help entrepreneurs aged 40 and older turn their experience into new businesses. They studied innovator philosophy, business models, business plans, and industry analysis, followed by coaching and presentation reviews.

At the Daedeok Social Entrepreneur Academy, we delivered customer-centered business model training three times. BM ZEN and the matrix model helped participants consider social value and sustainable business structures together.

To develop field incubators who support self-reliance enterprises in starting businesses, we delivered business model expert training four times and connected it to certification. The program helped participants discover business elements they had missed and apply them in the field.

We provided two days of IR coaching to prepare graduate companies of the Daegu Center for Creative Economy & Innovation for Demo Day. Approximately two hours of one-on-one review per team refined not only their presentation delivery but also the persuasiveness of their business models and offerings.

We supported 15 companies in Jeju Technology Holdings’ tailored startup program through a two-day, one-night orientation, two months of business model renovation coaching, and a three-day, two-night growth camp. After defining their missions, participating companies said their priorities for communication with their organizations, customers, and partners, and for business expansion, had changed.

We delivered three entrepreneurship workshops to help young artists and aspiring content entrepreneurs view their creative work as a sustainable business. Participants from different backgrounds received tailored business perspectives and presentation feedback.

We delivered a two-day Green regular course so students at Keimyung University’s Global Graduate School of Entrepreneurship could apply BM ZEN to entrepreneurship education and field practice. The training was followed by a business model expert qualification examination.

At the Graduate School of Entrepreneurship at Gyeongnam National University of Science and Technology, we delivered a two-day Green fundamentals course in business model innovation and connected it with an expert certification examination. Situation analysis and group discussion helped participants systematically organize their own business models and new ideas.

We assessed and coached three SBA-supported companies in the floriculture, medical-device, and content-publishing fields. We helped each company clarify what it wanted to pursue and how to do so competitively in the market.

We ran a five-day KOTRA GAC bootcamp for companies and intrapreneurs seeking to create new businesses in major Cambodian cities. Joint certificates and follow-up monthly forums extended one-off training into sustained entrepreneurial activity.

We ran a two-day workshop to help KT’s research and business divisions jointly discover new-business ideas and develop them into projects. Participants practiced a systematic flow from ideation through business model design, preparation, and presentation.

We delivered a two-day business model innovation course to help executives from a range of industries reconsider their businesses from a business model perspective. This open executive workshop was held at the Hamassi space in January 2016.

For eight weeks, senior leaders from group companies at Dong-A Ilbo Business School attended special lectures and project coaching to identify new growth engines. They developed new-business ideas in media and several other fields and presented them by group.

We delivered a two-day business model innovation fundamentals course for two cohorts of RIST researchers, helping them connect technology and markets from an R&BD perspective. Participants developed the market awareness and logical business model approach required for technology commercialization.

We held a business model workshop to help entrepreneurs restarting businesses through the SBA Restart Camp reconsider their ventures from the beginning. While designing their business models, they reflected on why they were pursuing the business and discovered elements they had missed.

We ran a large-scale BM ZEN workshop so Tourism Dure producers and approximately 130 residents from 23 regions nationwide could redesign local tourism from a customer perspective. It strengthened their confidence in refining, segmenting, and executing ideas.

We provided camp-style workshops and mentoring to help startups targeting the United States, Europe, China, Japan, and Southeast Asia understand each regional market and review their business models. Satisfaction scores were 92 in the first half of the year and 96 in the second half.

We held a workshop so 25 Tourism Dure producers and researchers could design tourism businesses in their respective regions from a business model perspective. The program strengthened field execution for the three-year Tourism Dure initiative, in which approximately 50 regions nationwide were participating in stages at the time.

At the Merry Year Foundation’s Social Innovator School, we held a business model workshop to design the value of social enterprises and sustainable business structures together. Participants examined what ideas for solving social problems needed in order to work as real businesses.