Teach startup creation from first idea to venture funding

It follows the sequence taught in a new venture creation module: opportunity identification, problem-solution fit, value proposition design, the Business Model Canvas, market sizing with TAM, SAM and SOM, unit economics, use of funds, investor pitching, venture capital criteria, and the negotiation of investment amount, equity ownership and post-money valuation.

It runs at undergraduate, postgraduate and MBA level. The structure stays the same - what changes is the depth of analysis and theory you expect. Undergraduate cohorts tend to focus on the business model and the pitch, while MBA cohorts go further into market sizing, unit economics and deal terms.

No. The simulation is suitable for beginners. Students receive role guidance, reference materials, task lists and explanatory prompts through the platform.

No. Teams create different ventures, define different investment criteria and negotiate with different counterparties. Results should be evaluated in relation to the quality of the team’s analysis, reasoning and decisions.

Yes. It can be run as an ungraded applied activity or used to provide supporting evidence for a separate professor-defined assessment.

The two outcomes should be reviewed separately. Venture quality is evidenced through the problem selected, value proposition, Business Model Canvas, supporting assumptions and clarity of the pitch. Negotiation success depends on how effectively the Startup team communicates that case and how the VC team applies its own investment criteria. A strong venture may receive limited funding because of weak negotiation, while a persuasive team may secure favourable terms for a less developed idea. This distinction gives professors a useful basis for assessing analysis, communication and commercial judgement independently.

The simulation gives students a structured route from idea to decision: they must articulate the customer problem, value proposition, business model, funding need and investor case. Professors can require each major claim to be supported by evidence or a clearly stated assumption and can assess consistency across the Canvas, pitch and negotiated terms. The venture can still be original, but students are judged on the quality of their reasoning, internal coherence and response to investor questions rather than on creativity alone.

The recommended schedule is 6 to 10 hours across five stages, and it splits cleanly. Run it as one intensive workshop or spread it over several teaching sessions - stage timings are configurable and can be extended. Analysis is the longest stage at around three hours; pitch and negotiation runs around two and a half.

Yes. Confirmed options include eight one-hour sessions or four two-hour sessions. The simulation can be paused at the end of one session and resumed at the next.

Yes. The web-based simulation supports online, classroom and hybrid delivery. It may also be completed as homework within a timeframe set by the professor.

No. The simulation is designed to be self-running, and coaching is optional. Professor intervention is most useful for clarifying instructions, supporting negotiation logistics and facilitating the final debrief.

Professors can pause the simulation for breaks or between teaching sessions and resume it when the activity continues. A separate Stop function should only be described once its exact behaviour has been confirmed.

The platform does it automatically and scales both sides with the cohort, so larger classes get more startups and more investor firms. Around 70% of teams become startups and 30% become VC firms. You can also assign students to specific teams yourself in Player Management.

A minimum of 20 students, with no maximum limit.

Startup teams develop an original venture, define its value proposition, complete the Business Model Canvas and prepare an investment pitch. VC teams approach the same market from the other side: they establish investment criteria and document how they will screen, compare and approve opportunities. When the teams meet, the discussion therefore tests both venture creation and investment selection. Professors can use the contrast to show that an entrepreneur must build a coherent business case, while an investor must apply a repeatable decision process rather than respond only to presentation quality.

Startup teams pitch their venture live to investor teams and are questioned on market sizing, unit economics and differentiation. Founders move between VC firms looking for a backer while investors compare competing ventures and compete for the ones they rate. Both sides then negotiate investment amount and equity ownership.

The final summary displays main funding received by Startup teams, secondary funding, ownership gained by Venture Capital teams and resulting startup valuations.

Funding and valuation outcomes should be considered alongside written submissions, pitch materials, investment reasoning and the debrief discussion. A high valuation or completed investment does not automatically demonstrate stronger academic performance.

Team-level evidence may include Business Idea entries, Business Model Canvas inputs, Investment Criteria, uploaded pitches, Investment Process Documents and negotiated investment terms. Automatic individual scores or contribution records are not confirmed.

Yes. Professors may add an individual reflection, deal analysis, pitch evaluation or contribution statement. These are professor-assigned activities rather than automatic platform outputs.

The post-money valuation shows the value implied by the amount invested and the ownership agreed in the negotiation. It therefore reveals how the two teams translated the venture story, funding requirement and bargaining positions into commercial terms. It is not an independently verified or uniquely correct value, and a higher valuation should not automatically be treated as better performance. Professors should examine the assumptions behind the valuation, the dilution accepted, the amount of capital raised and whether the final terms remain credible for both the Startup and the VC.