ABEPOG

Youth Unprecedented Entrepreneurial School

Impart Students with Tangible and Billable Skills

At Youth Unprecedented, also known as YU, our intent is the cumulative advancement of individuals inhabiting underprivileged and often neglected neighborhoods (and communities) – primarily of African and Caribbean descent. In pursuit of collective betterment, YU endeavors to nurture a neutral milieu in which a diversity of individuals are not only openly welcomed but encouraged to:

Youth Unprecedented
  • Intently participate in our curated entrepreneurial programs and yearlong workshops;
  • Gain sound theoretical knowledge with the help and leadership of accomplished mentors and guests;
  • Integrate themselves within curated hands-on internships backed by industry professionals;
  • Unite theory and practice into conceptualizing, defining, and carrying out a fulfilling undertaking;
  • Reinvent themselves into an attractive asset to a variety of employment-related opportunities.

We embody our commitment to result-oriented initiatives by developing our newly formed Youth Unprecedented Entrepreneurial School, a weeklong annual program where we entrust invitees with creating an entrepreneurial initiative (or venture). Here, our invitees will obtain valuable theoretical knowledge from our invited mentors, panelists, and speakers – who will guide them in their pursuit to create (or further strengthen) entrepreneurial initiative (or venture).

Within our entrepreneurial program, invitees will learn how to:

  • identify an interest in a field of choice that is business-related;
  • observe, interpret, and actively pursue the necessary skills and individual obligations to succeed in X;
  • deliberate on an acceptable action plan to elaborate on whichever service or product of interest; and, 
  • familiarize themselves with effective avenues to maneuver against injustice judiciously.

Our guests include professionals experienced in fields consistent with our invitees’ entrepreneurial ambitions and thus can assist them in the entrepreneurial process, which consists of the following fundamental activities:

  • Ideation: Before any venture can genuinely begin, an idea (or concept), regardless of how rudimentary or derivative it may initially seem, functions as a descriptor of a need (or problem) and ways to solve it. A creative process is needed to justify creating a useful (and wanted) product or service to fix a need or problem. Here, ideation is fundamental in transitioning from a basic idea to innovation, then development, and eventually actualization.

  • Opportunity Evaluation: All concerned parties now must deliberate on and perform an opportunity evaluation – which demands an assessment of and answers to the following:
    • Is there an adequately attractive market opportunity?
    • Is our suggested solution(s) achievable?
    • Can we compete, and do we have a sustainable competitive advantage?
    • Do we have (or can quickly assemble) a team to effectively take advantage of the opportunity?
    • What is this opportunity’s risk/reward profile?

If entrepreneurs can answer all the above questions, then, and only then, can the deliberators confidently assert and persuade others (e.g., prospective customers, employees, and partners) that opportunity X is worth its initial (and future) investments in time, resources, and overall effort.

  • Planning: Once an opportunity is chosen, a plan is required to capitalize on it. As ideas transition from rudimentary to complex, a business slowly manifests itself; the planning phase is divided into categories: strategic and operational. Within strategic planning, we have:
  • Target Customers: a qualitative and quantitative characterization of the potential buyers. As entrepreneurs know more about them and can deconstruct the buying process in detail – and discover who the decision-makers are and who influences said decisions, they will be better off for it.
  • Business Model: it involves a theory on how the money will be made – by defining our solutions to the customer’s need and a hypothesis on how much they are willing to pay and what method of delivery is the most convenient for them?
  • Position: it involves identifying and communicating the entrepreneur’s product(s) or service(s) unique qualities while simultaneously highlighting the distinct differences between their offerings and their competitors. Moreover, it allows an entrepreneur to identify what the company is and is not – meaning what it will and will not do. Here, we go over how the company wants to be known (or thought of)? A compelling vision is necessary to inspire investors, recruit and motivate employees, and excite customers and partners. If done successfully, differentiation can bring brand awareness and a competitive advantage to the products.

  • Milestones: it involves creating a set of objectives for the eventual business. A clear articulation of objectives will allow leadership to set priorities for the venture, which will be vital in navigating through the many tough decisions and unexpected roadblocks that any new or experienced entrepreneur(s) will face throughout and beyond the entrepreneurial process.

An operational plan can be understood as a combination of plans – meaning, entrepreneurs work together on many business-related issues to ensure that result X will occur. Students will spell out all actions they plan on doing in the operational planning phase and the expected (and desired) consequences for their eventual business. The activities include and cover all areas relating to marketing, selling, engineering, budgeting, costs of materials, financing, forecasting, sales planning, projections, staffing plan, market research, and etcetera. 

Students ought to view the operational plan as the core of their eventual business; therefore, it should be as thorough as possible, and any forecasts should be predicated on the best evidence gathered. As an entrepreneur refines and further details his analysis, the more accurate and reliable his or her plan will be.

  • Company Formation & Launch: Once a thorough operational and strategic plan accompanies a sufficiently compelling opportunity; a study is performed to determine the economic, technical, and legal aspects of executing the business; the entrepreneur(s) will then go through the process of choosing an appropriate form of corporate entity.

Guest

Our guests will prepare and, once needed, deliver an educational lecture to our invitees on the topics of that day, in addition to hosting activities (or exercises) that allows for previously discussed theoretical knowledge to translate into a hands-on, and therefore, practical applications of said knowledge into that teams’ service or product. 

At the end of each day, invitees will be asked to assess the guest’s information, performance, and overall utility – thus, allowing YU to alter future iterations of the Y.U.E.S program and improve its overall value and teaching methods, which include but are not limited to:

  1. whether a guest should return;
  2. whether a sub-topic should be added (or removed) from the lecture presentation;
  3. whether the lecture should have lasted longer or perhaps spread out across multiple days; 
  4. whether the activities were useful or useless in understanding the practical application of theory;

How will invitees be chosen?

Individuals will head to the YU website and access our Y.U.E.S. header menu for more information, such as our objectives, eligibility, weekly breakdown, and more.

Once interested, candidates will access an application form that contains within it approximately 10-15 questions that will inquire into:

  1. their interest in entrepreneurship;
  2. any experience with prior (and current) initiatives relating to business (or entrepreneurship);
  3. entrepreneurial knowledge;
  4. skills that they expect to learn or improve on;
  5. initiatives that they want to work on during the week; and
  6. their entrepreneurial spirit (or drive). 

Applicants will have no more than 60 days to apply for a Y.U.E.S. invite.

YU encourages any genuine attempt by our invitees to deliberate on and carefully develop an entrepreneurial venture. Our efforts to aid our invitees with the means and needed skills to carefully formulate and commit to a timeline of actions enable them to enter (or maintain) a state of fruitful economic and civic contributions. Moreover, it is also about actualizing a tangible and permanent state of happiness and self-esteem and engineering a foundation towards future collective accomplishments (entrepreneurial or otherwise).

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