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Regular version of the site
Bachelor 2019/2020

New Global Business Models

Type: Compulsory course (Management)
Area of studies: Management
Delivered by: Department of Venture Management (Nizhny Novgorod)
When: 4 year, 1, 2 module
Mode of studies: distance learning
Language: English
ECTS credits: 6
Contact hours: 24

Course Syllabus


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

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

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

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

Assessment Elements

  • non-blocking Работа на семинарах 1
  • non-blocking Тест
  • non-blocking Эссе
  • non-blocking Экзамен 1
  • non-blocking Работа на семинарах 2
  • non-blocking Экзамен 2
  • non-blocking Отчет о разработке бизнес-модели проекта
Interim Assessment

Interim Assessment

  • Interim assessment (1 module)
    0.25 * Работа на семинарах 1 + 0.25 * Тест + 0.25 * Экзамен 1 + 0.25 * Эссе
  • Interim assessment (2 module)
    0.5 * Interim assessment (1 module) + 0.125 * Отчет о разработке бизнес-модели проекта + 0.125 * Работа на семинарах 2 + 0.25 * Экзамен 2


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