Topic outline

  • General

  • Introduction

    The objective of the training course is to enable participants to find a business idea during these four weeks, evaluate it and gain the basic set of skills to open and run a business.

    Learning outcomes

    By the end of this training course, the participants will be able to:

    • identify and evaluate a business idea, specifically in the field of cultural heritage
    • understand the principles of a social enterprise and be able to build an enterprise according to these principles
    • develop a business plan
    • develop a brand and marketing strategy
    • brief designers and others to create content and visuals, when needed
    • develop a strong regional network in the community

    Thematic units

    1. Basic social entrepreneurial skills
    2. Business idea in the area of cultural heritage
    3. Market research and framing the business idea
    4. Local networks and partnerships

    Glossary: 1Book: 1
  • UNIT 1- Basic social entrepreneurial skills

    Unit 1 prepares the participants for being an entrepreneur. That includes an introduction to both soft skills and other skills that are more or less a prerequisite for being successful as an entrepreneur, more specifically, it will be about basic social entrepreneurial skills. This kind of skills will be identified and explained to learners. From the beginning, trainees should be aware of the triple character of a social enterprise of the cultural sector, namely, it’s social character, its position as an enterprise and its position in the field of culture/cultural heritage.

    Included in this unit is knowledge – hard skills – on (social) entrepreneurship in general, but the development of soft skills, especially leadership skills, is also part of the course and especially the exercises.

    Learning outcomes


    • Main social issues for entrepreneurs; main adversities to face.

    • Importance of positive incentives to entrepreneurship

    • Motivation-Hygiene theory by Herzberg

    • Theory of decision making. Democratic decision-making

    • Human relations

    • Conflict management

    • Creativity


    • Recognizing business opportunities

    • turning social problems to business opportunities

    • Raising creativity

    • Decision making skills

    • Communication skills

    • Conflict management skills

    • Speaking in public


    • Team-working

    • Setting individual, team and business targets

    • Increased creativity, increased involvement in business activities

    • Individual and collective responsibility

    Book: 1Quiz: 1File: 1
  • UNIT 2- Business idea through cultural heritage

    Developing the business idea is one of the first things to do when starting a social enterprise; the second one is to find who will jointly start the social enterprise. The business idea may be based on the talent(s) or specific skills of one or more social entrepreneurs to be, on the cultural heritage perspective, it should have an innovative way, niches of the market, business opportunities arising from the physical or cultural environment, legislation and the needs of the public sector.

    Learning outcomes


    • Main elements of CHE

    • Main elements of evaluating a CHE

    • Split brain theory

    • Decision making theories


    • Ability to generate ideas

    • Brain storming

    • Ability to identify threats and specific needs of CHE


    • Ability to develop business ideas in CHE

    • Decision making

    Book: 1Quiz: 1File: 1
  • UNIT 3- Market research and framing the business idea

    Unit 3 focuses on “Market research and framing the business idea”. In this unit, we will talk about the four Ps of the marketing mix, including how to determine whether a product is worth pursuing as a business idea. Aside from calculation of price and break-even point, this also involves techniques of market research.

    We will also shortly dive into building a brand and strategies of marketing, focusing especially on owned and earned media (as they have a lower cost). Brand building also involves creation of a CI and logo. While we will not learn how to design a logo, we will talk about how to properly brief a designer and where to find a good designer.

    Finally, this unit will give a short introduction into how to write and evaluate a business plan as well as how to read and compose a balance sheet.

    Learning outcomes


    • Importance of consumers’ needs and competitors’ landscape

    • The 4 P’s of marketing mix (product, price, promotion, place)

    • Reading a simple balance sheet

    • Pricing- breakeven point

    • Methods of market research

    • Branding & marketing


    • How to do market research

    • How to develop a short business plan

    • How to develop business identity

    • How will they communicate their product service to the public


    • Ability to assess a Cultural Heritage business idea

    • Ability to communicate the Cultural Heritage business idea

    Book: 1Quiz: 1File: 1
  • UNIT 4- Local networks and partnerships

    One of the main features of the social enterprise is its social character. There is no single entrepreneur competing and striving against an enemy external world, but many social entrepreneurs working together to achieve social goals and there are many organizations of the social sector of the economy out there eager or at least willing to cooperate and help attaining goals.

    The last unit will focus on the development of a partnership with other social enterprises and the implementation of a strong network with the community. The mentioned characteristics are required to be a successful Cultural Heritage entrepreneur. The unit will focus on the identification of possible partners and on the building of a successful partnership.

    Furthermore, the relationship with the local community will be analyzed and the basic skills to build a community network will be taught to the learners.

    There is no doubt that social enterprises in particular must become part of a network. For a start-up as a social enterprise, it is therefore important to think about local/regional networking in good time.

    A) Basics

    What is a network and why does a social enterprise have to build a network and integrate itself into existing networks? A basic principle for a social enterprise is that it works closely with the local/regional environment and the local actors. Both for the benefit of the company and the region.

    B) Regional networks

    The CHEER project assumes that the networking of business, social responsibility and cultural tradition can be particularly successful both for one's own social enterprise and for the region. Cooperation with local actors strengthens regional economic potential in particular.

    Learning outcomes


    • Importance of partners and community

    • Community mapping (theory)


    • How to select partners


    • Ability to build community networks and successful partnerships

    Book: 1Quiz: 1File: 1
  • Further readings

    This section includes documents and links related to social entrepreneurship and local cultural heritage, i.e. business support organisations, funding programmes, local cultural heritage information, success stories and other information relevant to unemployed people that want to engage in social entrepreneurship and exploit the opportunities of local culture.

    Folders: 4
  • Social networking space

    This section includes services that support and enhance the networking and collaboration between users.
    Chat: 1Forum: 1