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2019/2020  KAN-CCMVV1761U  Customer Experience and Business Model Innovation

English Title
Customer Experience and Business Model Innovation

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 80
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Karin Tollin - Department of Marketing (Marketing)
Main academic disciplines
  • Entrepreneurship
  • Innovation
  • Marketing
Teaching methods
  • Face-to-face teaching
Last updated on 11-02-2019

Relevant links

Learning objectives
  • • Analyse the evolution and concurrent meaning of a customer-centric view and customer experience in extant literature, reflecting an understanding of various perspectives/theories pertaining to the two constructs.
  • • Outline frameworks available to detail the customer journey and customer experience, relative to their underlying premises
  • • Apply frameworks to categorise and understand the nature and dynamics of various customer touchpoints
  • • Define the business model construct, in terms of both its meaning and its relevance in entrepreneurial innovation processes as they relate to a firm’s marketing processes
  • • Describe different types of business models and business model innovations
  • • Classify the frameworks and processes available to initiate and implement business model innovation, reflecting on the role of the marketing organization in business model innovation
  • • Present arguments for business model innovation, according to a customer-centric view, for a particular case in a readable, well-structured report (i.e., business plan) that meets academic requirements and practical requirements in its structure and contents
Course prerequisites
The course is closed for SMC students.
Customer Experience and Business Model Innovation:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Oral group exam based on written group product
Number of people in the group 2-4
Size of written product Max. 20 pages
Definition of number of pages:
Groups of
2 students 10 pages max.
3 students 15 pages max
4 students 20 pages max

Note that the exam is a group exam. If you are not able to find a group yourself, you have to address the course coordinator who will place you in a group.

Students who wish to have an individual exam might be able to write a term paper in the course. Please see the cand.merc. rules for term papers for more information..
Assignment type Report
Written product to be submitted on specified date and time.
15 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-point grading scale
Examiner(s) Internal examiner and second internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
Re-taken exams will be based on the same report as the initial exam:
* If a student is absent from the oral exam due to documented illness but has handed in the written group product, she/he does not have to submit a new product for the re-taken exam.
* If a whole group fails the oral exam, they must hand in a revised product for the re-taken exam.
* If one student in the group fails the oral exam, the course coordinator will determine whether the student may re-take the oral exam on the basis of the same product or if he/she has to hand in a revised product.
Course content, structure and pedagogical approach

Similar to customer experience management, this course’s consideration of business models and modelling seeks to define and describe how an activity system works, including its processes, architecture, and methods of operation. In management literature, both business models and modelling represent productive tools for strategic development, through processes that can capture opportunities for innovation and thus business development. Business model innovation is an evolving, core construct and process in both practice and management literature. With these insights, this course will focus on the application of and associations across customer experience management and business model innovation. Students accordingly will develop important knowledge derived from the link between customer experience management and business model innovation, which constitutes a growing field in marketing literature.


In turn, a central objective of this course is to equip students with academic knowledge and practical skills dealing with customer experience management, so the course is centred on competences. Students will learn to describe customer experiences and their associations with customer activities and various touchpoints in a customer journey, as well as detect prospects for innovations in customer activities and the structure or design of customer touchpoints. Another, related objective entails business model innovation. Once students have identified prospective, valuable touchpoints for innovation from a customer-centric perspective, they will consider how firms can address and capture market opportunities revealed from the customer-centric perspective. These objectives can prepare students to apply a customer-centric perspective when designing a new venture or innovation for an existing brand, product line, or business model. They will take a participative and active role in course classes, workshops, and project work.


The course and related project work are designed to apply both prevalent and emerging ideas and frameworks for customer experience management and business model innovation in an actual setting, for an existing company or potential venture. Students must present and argue for an innovative initiative, using academic and practical knowledge they have gained through the learning process. Ultimately, the end-product—a business plan and its oral presentation—should express the student’s solid insight about customer experience management and business model innovation, as well as the issues and considerations involved in the application of these constructs and processes in practice.

Description of the teaching methods
Support for the project work will be available during class sessions, workshops, and coaching sessions. As noted, experiential learning is the primary pedagogical approach followed in class sessions and workshops.
Feedback during the teaching period
During the entire course students will receive feedback on their performance and progress when working with the course assignments and when participating in dialogues and discussions in class.
Student workload
Preperation 123 hours
Teaching 33 hours
Exam 50 hours
Further Information

This course is part of the minor in Entrepreneurial Marketing for Corporate Business

Expected literature

Afuah, A. (2014). Business model innovation: concepts, analysis cases. New York: Routledge, ISBN: 978-0-415-81740-0

Ceric, A., D'Alessandro, S., Soutar, G., and Johnson, L. (2016). Using blueprinting and benchmarking to identify marketing resources that help co-create customer value. Journal of Business Research, 69(12), 5653-5661.

Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long Range Planning, 43, 354-363

Gentile, C., Spiller, N., and Noci, G. (2007). How to sustain the customer experience: An overview of experience components that co-create value with the customer. European Management Journal, 25(5), 395-410

Homburg, C., Jozić, D. and Kuehnl, C. (2017). Customer experience management: Toward implementing an evolving marketing concept. Journal of the Academy of Marketing Science, 45(3), 377-401

Kalbach, J. (2016). Mapping experiences: A guide to creating value through journeys, blueprints, and diagrams. Sebastopol, CA: O’Reilly Media.

Lemon, K. N. and Verhoef, P. C. (2016). Understanding customer experience throughout the customer journey. Journal of Marketing, 80, 69-96.

Rosenbaum, M. S.,Otalora, M. L., and Ramírez, G. C. (2017) How to create a realistic customer journey map. Business Horizons, 60(1),143-150.

Saebi, T., Lien, L., and Foss, N. J. (2016). What drives business model adaptation? The impact of opportunities, threats and strategic orientation. Long Range Planning, http://ds.doi.org /​10.1016/​j.lrp.2016.06.006

Schmitt, B. (2010). Experience marketing: Concepts, frameworks and consumer insights. Foundations and Trends in Marketing 5 (2), 55–112. https:/​/​www8.gsb.columbia.edu/​.../​Experience%20Marketing%

Spieth, P., Schneckenberg, D. and Matzler, K. (2016). Exploring the linkage between business model innovation and strategy of the firm. R&D Management, 46 (3), 403-413.

Stein, A. and Ramaseshan, B. (2016). Towards the identification of customer experience touch point elements. Journal of Retailing and Consumer Services, 30, 8-19.

Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43, 172-19.

Voorhees, C., Fombelle, P. W. ,Gregoire, Y., Bone, S., Gustafsson, A., Sousa, R., and Walkowiak, T. (2017). Service encounters, experiences and the customer journey: Defining the field and a call to expand our lens. Journal of Business Research, 79, 269-280.

Wirtz, B.W., Pistoia, A., Ullirich, S., and Gøttel, V. (2016). Business models: Origin, development and future research perspectives. Long Range Planning, 49, 36-54.

Last updated on 11-02-2019