New Global Business Models

Bachelor 2020/2021

Type: Compulsory course (Management)

Area of studies: Management

Delivered by: Department of Venture Management (Nizhny Novgorod)

Where: Faculty of Management (Nizhny Novgorod)

When: 4 year, 2 module

Mode of studies: distance learning

Instructors: Mikhail G. Nazarov

Language: English

ECTS credits: 5

Contact hours: 20

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Abstract

Innovation in the business model is a key to ensuring business profitability and growth. Without a proper and sustainable business model, even the best products or technological innovations will not thrive. This discipline aims to develop the skills and knowledge needed to both develop the business model of a start-up and change the business model of an existing business.

Learning Objectives

Сформировать знания о содержании бизнес-модели, ее месте в развитии компании, источниках инноваций в бизнес-моделях и инструментах их внедрения
Сформировать умение структурированно моделировать новую бизнес-модель, оценивать устойчивость бизнес-модели к неопределенностям
Сформировать навыки создавать дорожную карту для инноваций в бизнес-модели разрабатывать с конкретные мероприятия по изменению бизнес-модели

Expected Learning Outcomes

Names and describes approaches to business-model definition
Знает этапы дизайн-мышления и структуру бизнес-модели
Knows tools of value proposition development
Is able to formulate a value proposition
Identifies a type of a business-model
Can destinguish main factors, affecting a business-model
Analyses trends affecting business-models
Разрабатывает карту стрессовых факторов бизнес-модели проекта
Uses tools for BM-testing
Knows approaches to BMI management

Course Contents

Nature and content of business-model
The purpose of business-model projecting and analysis.
Дизайн-мышление и структура бизнес-модели.
Value creation
Value proposition. Value chain. sources of innovation in value creation
Types of business-models
One-side and platform business-models. Factors of business-model architecture
Business-model innovation
Sources and drivers of business-models innovation
Разработка карты стрессовых факторов бизнес-модели.
Business-model testing
Managing business-model innovation

Assessment Elements

Работа на семинарах 1
Оценка за прохождение онлайн-курса
Оценка за онлайн-курс выставляется по совокупным результатам тренировочных тестов в рамках освоения курса
Участие в программе "Стартап-диплом"
Экзамен 2

Interim Assessment

Interim assessment (2 module)
0.3 * Оценка за прохождение онлайн-курса + 0.3 * Работа на семинарах 1 + 0.1 * Участие в программе "Стартап-диплом" + 0.3 * Экзамен 2

Bibliography

Recommended Core Bibliography

Harvard Business Review, Clayton M. Christensen, Mark W. Johnson, Rita Gunther McGrath, & Steve Blank. (2019). HBR’s 10 Must Reads on Business Model Innovation (with Featured Article “Reinventing Your Business Model” by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann). Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1855536
Volberda, H. W., Van Den Bosch, F. A. J., & Heij, K. (2018). Reinventing Business Models : How Firms Cope with Disruption. Oxford: OUP Oxford. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1729606

Recommended Additional Bibliography

Alexander Osterwalder, & Yves Pigneur. (2010). Aligning Profit and Purpose Through Business Model Innovation. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.518B3EE4
Alexander Osterwalder, Er Osterwalder, Mathias Rossi, & Minyue Dong. (2002). The Business Model Handbook for Developing Countries. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.63A7BE39
Alexander Osterwalder, Yves Pigneur, & Christopher L. Tucci. (2005). Clarifying Business Models: Origins, Present and Future of the Concept. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.9253EA35
Anderson, C. (2014). The Long Tail : Why the Future of Business Is Selling Less of More. New York: Hachette Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=765066
Blank, S. (2013). Why the Lean Start-Up Changes Everything. Harvard Business Review, 91(5), 63–72. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=87039866
BLANK, S. (2015). The Repeatable Path to Startup Success. Business Innovation Factory Storyteller Archive, 18–19. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=115487527
Blank, S. (2019). Why Companies Do “Innovation Theater” Instead of Actual Innovation. Harvard Business Review Digital Articles, 2–5. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=139155080
Gernreich, C. C., Jaspert, D., Ebel, M., & Pöppelbuß, J. (2019). Teaching Digital Business Model Innovation Using the Design Thinking Approach. Proceedings of ISPIM Conferences, 1–17. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=136078554
Guldmann, E., Bocken, N. M. P., & Brezet, H. (2019). A Design Thinking Framework for Circular Business Model Innovation. Journal of Business Models, 7(1), 39–70. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=139360606
Junic Kim, & Hwanho Choi. (2019). Value Co-Creation through Social Media: A Case Study of a Start-Up Company. Journal of Business Economics and Management, (1), 1. https://doi.org/10.3846/jbem.2019.6262
McGrath, R. G. (2001). Exploratory Learning, Innovative Capacity, and Managerial Oversight. Academy of Management Journal, 44(1), 118–131. https://doi.org/10.5465/3069340
McGrath, R. G., & Keil, T. (2007). The Value Captor’s Process. Harvard Business Review, 85(5), 128–136. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=24647412
McGrath, R. G., & MacMillan, I. C. (2005). Market Busting. Harvard Business Review, 83(3), 80–89. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=16235390
Osterwalder, A., & Euchner, J. (2019). Business Model Innovation: An Interview with Alex Osterwalder. Research Technology Management, 62(4), 12. https://doi.org/10.1080/08956308.2019.1613114
Osterwalder, A., & Pigneur, Y. (2013). Designing Business Models and Similar Strategic Objects: The Contribution of IS. Journal of the Association for Information Systems, 14, 237–244. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=89299515
Phillips, J. J., & Phillips, P. P. (2018). Using Design-Thinking in Your Innovation Projects. Journal for Quality & Participation, 41(3), 12–15. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=136243422
Sahlman, W. A., Hoffman, R., Andreessen, M., & Blank, S. G. (2018). HBR’s 10 Must Reads on Entrepreneurship and Startups (featuring Bonus Article “Why the Lean Startup Changes Everything” by Steve Blank). Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1798805
Volkova, T., & Jakobsone, I. (2017). Design thinking as a business tool to ensure continuous value generation. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.C08CE667

Course Syllabus