• A
  • A
  • A
  • АБВ
  • АБВ
  • АБВ
  • А
  • А
  • А
  • А
  • А
Обычная версия сайта

New Business Models

2022/2023
Учебный год
ENG
Обучение ведется на английском языке
4
Кредиты
Статус:
Курс обязательный
Когда читается:
4-й курс, 2 модуль

Преподаватели

Course Syllabus

Abstract

The discipline covers the issues on how a company in the data-driven economy creates and captures value. Modules of the course discover the transformation of the key domains of business management under new market conditions. Each of the topics is studied on the real cases of companies of different industries and geographical locations, including digital companies. Some of these companies represent the phenomenon of disruptive innovations in business organizations which in some cases gave the “first mover advantage’, in others - provided them with unique business models. Basically, a key learning outcome of the course refers to the practical, hands-on approaches for analysis of how companies create, deliver and capture value.
Learning Objectives

Learning Objectives

  • A key learning outcome of the course refers to the practical, hands-on approaches for analysis of how companies create, deliver and capture value.
Expected Learning Outcomes

Expected Learning Outcomes

  • Analyze business models of digital companies
  • Develop the ability to recognize markers of business models which appear as a response to digital revolution
  • Distinguish traditional business models in the real business cases
  • Identify similar and distinguished features of business build on identical business models
  • Know different approaches to business modeling
  • Propose possible scenarios of modifications of the business models
  • Use theoretical models to solve cases studies on companies that represent different business models, including the new ones
Course Contents

Course Contents

  • Topic 1. Business model as a key concept of strategic management.
  • Topic 2. Digital business models.
  • Topic 3. Business model innovations.
Assessment Elements

Assessment Elements

  • non-blocking Individual assignment 1
    The first individual task implies an analysis of some texts taken from media to identify markers of BM following the Amit and Zott approach.
  • non-blocking Class activities
    In-class assignments are an important part of the formative assessment. They help students trace their learning progress and allow the instructor to identify and remediate the knowledge gaps. As a rule, in-class assignments are designed either to enhance students’ understanding of specific terms and concepts or develop their practical skills. 1) Students are eligible to get credit for an in-class activity only if they are present in class when the assignment is due. Assignments sent via email or submitted in person before or after class will not be accepted (unless specified by the instructors). 2) Late work is not accepted. 3) No extra credit assignments are provided for missed classes.
  • non-blocking Test
    The test is based on some articles and one video you need to read and watch in advance, before the class. Some of the concepts these materials discuss have been already introduced to you, during our lectures and seminars. However, some information can be new, and you are expected to process it by yourself. Total time: 30 min.
  • non-blocking Written exam
    The written exam test is based on all material covered during the course. The test includes closed-ended and open-ended questions. Total time: 40 min.
  • non-blocking Individual assignment 2
    The individual task refers to the analysis of the White papers and distinguishing markers of BM based on these papers.
  • non-blocking Workshop
    Workshop is dedicated to the analysis of the BM of a real company.
  • non-blocking Reflective essay
    The reflective essay is prepared on the basis of the startup descriptions available at ycombinator.com
Interim Assessment

Interim Assessment

  • 2022/2023 2nd module
    0.15 * Reflective essay + 0.1 * Individual assignment 1 + 0.1 * Test + 0.25 * Written exam + 0.1 * Individual assignment 2 + 0.2 * Workshop + 0.1 * Class activities
Bibliography

Bibliography

Recommended Core Bibliography

  • Osterwalder, A., Clark, T., & Pigneur, Y. (2010). Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=335366

Recommended Additional Bibliography

  • Teece, D. (2017). Business models and dynamic capabilities. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.47F89CFF
  • Zott, C., Amit, R., & Massa, L. (2010). The business model: Theoretical roots, recent developments, and future research. IESE Research Papers. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.p.ebg.iesewp.d.0862