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ENT 301 · Unit 4 of 6

Go-to-Market

Entrepreneurship and New Venture Formation

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Learning objectives

After completing this unit, you will be able to:

  • to business decisions
  • Apply the frameworks in "Go-to-Market" to a real management decision
  • Make progress on your Entrepreneurship and New Venture Formation executive memo applied project

Why this matters

Go-to-Market is essential to Entrepreneurship and New Venture Formation. Lessons build fluency with anchor-company examples, worked problems, and assessments on the unit page.

Lesson

Unit overview

Complete all 5 lessons in order. Each lesson follows the program authoring standard: conceptual prose, worked examples, practice problems, and managerial judgment prompts. Finish unit exercises and the knowledge check before marking the unit complete.

Connection to applied work

This unit feeds directly into Entrepreneurship and New Venture Formation executive memo. As you read, capture notes, examples, and data you can reuse in that deliverable. Strong students finish each unit with a draft section of their project, not just highlights.

Practice

  1. Write a one-page summary of this unit in your own words without looking at the lesson.
  2. Find a real company example (public filing, news article, or personal experience) that illustrates the main concept.
  3. Draft one paragraph recommending an action a manager should take based on this unit.
  4. Add at least three terms from this unit to your course glossary.

Knowledge check

Answer these without notes before marking the unit complete:

  1. What is the central idea of "Go-to-Market"?
  2. What mistake do beginners most often make when applying this material?
  3. How does this unit help you complete Entrepreneurship and New Venture Formation executive memo?
  4. What is one decision you face this month where this unit applies?

Key takeaways

  • to business decisions
  • Business concepts only matter when they change a decision.
  • Your ENT 301 assessment (Opportunity discovery, validation, business models, GTM, startup finance, and scaling.) rewards applied understanding, not memorization.

Unit assessment

Complete each section below. Score 80%+ on the quiz to finish this unit's assessment.

40% applied project35% knowledge checks25% reflections

Exercises

Apply what you learned in this unit with structured practice.

ExerciseApplied practice: Go-to-Market45 min
Complete a focused practice exercise on **Go-to-Market**. 1. Choose a real company, product, or situation you know. 2. Apply one core framework from this unit to analyze it. 3. Write your analysis in 300–500 words with a clear recommendation. 4. Cite at least one credible source.

Deliverable

300–500 word analysis document saved to your portfolio under ENT 301.

Rubric

  • • Framework applied correctly (not just named)
  • • Specific evidence from a real example
  • • Clear recommendation with tradeoffs acknowledged
  • • Professional writing with source citation
ExerciseDrill: Go-to-Market30 min
Work through the practice problems in the unit lesson without looking at notes. Then check your work against the lesson and write a short reflection: - What you got right - One mistake you caught - One concept to review before the next unit

Deliverable

Problem solutions + 150-word reflection in your ENT 301 workbook.

Rubric

  • • Attempted all practice items before checking answers
  • • Honest reflection on errors
  • • Identifies a specific review action

Case analysis

Analyze a case using frameworks from this unit.

CaseCase analysis: Go-to-Market60 min
Analyze a real business case through the lens of **Go-to-Market**. Choose a public company event, HBR-style case, or documented decision. **Deliverable structure:** 1. Situation summary (150 words) 2. Analysis using this unit's frameworks (400 words) 3. Recommendation (150 words) 4. Risks and what would change your mind

Deliverable

2-page case write-up in your portfolio.

Rubric

  • • Case facts are accurate and sourced
  • • Analysis uses unit frameworks explicitly
  • • Recommendation is justified with tradeoffs
  • • Risks are specific, not generic

Knowledge quiz

Check your understanding before marking the unit complete.

1. RelayOps beachhead is 80-to-200 technician residential-heavy HVAC/plumbing in Sun Belt metros. Why is everyone with field technicians a weak segment definition?

2. Desert Peak scores 12 on the ICP table (target ≥10). Metro Comm HVAC scores 7 (140 techs, 20% residential, weak owner access). Pipeline decision?

3. Phoenix ICP list: 85 firms, target 12 logos in 18 months, 3 closed, 22 qualified opps, 25% close rate on qualified. Are 22 opps sufficient for remaining logos?

4. Maya's draft opener: RelayOps is an AI-powered all-in-one field service platform. An owner says they already pay ServiceTitan. What positioning fix fits the lesson?

5. RelayOps founder-led sales: Maya spends 18 hours per logo through first paid pilot. Why keep sales founder-led before hiring an AE?

6. RelayOps debates $99 flat per tech versus $79 plus $15,000 setup for a 92-tech 90-day pilot. Model A recurring revenue is $27,324; Model B total $36,804. Which preserves WTP learning?

7. RelayOps offers 10% annual prepay discount to improve cash. December MRR adds $12k but net-30 terms delay collection to January. What runway lesson applies?

8. After three Phoenix logos, referral contributes 10% of pipeline. ICP list 50% contacted. Density versus Dallas expansion rule?

Next unit: Startup Finance and Fundraising →