Section · 6 guides
Running the business end: pricing, cohort size, instructor scheduling, support load and completion reporting that is not flattering itself.
A course is a product with an operations problem attached. Someone has to schedule instructors, answer questions, chase the people who have gone quiet, process refunds and work out whether any of it is profitable.
In a small training operation all of that lands on one or two people who are also teaching. These guides are about keeping that workload visible and bounded rather than absorbing it silently.
Price determines how much attention each learner can have. Deciding them separately produces a course that cannot deliver what it sold.
Where policies depend on explicit consequences, this resource offers a workplace example of how organisations define conduct serious enough to trigger action.
For general operational guidance relevant to small organisations, the U.S. Small Business Administration provides public business resources.
Read the guideMost training operations run on people who teach alongside another job. The schedule has to be built around that rather than in spite of it.
Read the guideSupport load is not proportional to cohort size. It is proportional to how unclear the course is, which means most of it is preventable.
Read the guideCompletion rate is the number most often quoted and most easily arranged. The denominator is where the arranging happens.
Read the guideA generous guarantee reduces purchase hesitation and removes the commitment that makes people finish.
Read the guideInternal training has a captive audience, which removes the marketing problem and replaces it with a scheduling one that is harder.
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