Introduction Knowledge, skills, attitudes and abilities are essential factors of production. The information and knowledge acquired in theory and practice is believed to integrate knowledge stock though the learning processes that promotes productivity (Laperche and Liu, 2013; Oehler, Hofer and Schalkowski, 2012) . Training of entrepreneurs enhances their abilities to identify and exploit opportunities for value creation (Laperche and Liu, 2013). In addition, training enables them to build

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... edge capital that facilitates attitude changes on entrepreneurship behavioral. Such behavior may revolve around the course areas like value addition, process improvement, product development, marketing among others that form profound grounds for enterprise performance (Parida, Westerberg and Frishammar, 2012) . According to Lichtenthaler (2009), trained entrepreneurs' have the capacity for change and innovation management essential for business transformation, performance and growth However, literature calls for prudent tracking, organization and execution of training programme relative to training needs for effective and beneficial outcomes (Kiraka, Kobia and Katwalo, 2013). In the Jua-kali Demonstration and Training Empowerment Programmes (JDTEP), entrepreneurship training was meant to equip entrepreneurs with kills and knowledge related to production, business planning, financial management, marketing, stock management (Republic of Kenya, 2017). Entrepreneurship training was measured by the indicators of training needs analysis, content of the training, duration of training and practical skills acquired.