• Understand the roles of entrepreneurship and business model in economic history, evolution, and economic paradigm shift.
• Understand business model characteristics in the digital and intelligent economy.
• Has the wisdom and skills to recognize rising business opportunities and generate new business ideas.
• Use and apply the business model concept, components, and design templates to realize business ideas, including design, planning, and launching.
• Analyze and explain the business model characteristics of case companies.
• Has the capabilities to utilize business model, strategy, and operations together and manage portfolios for old, present, and future business models in the management process.
• Understand the ways to write a business plan based on a designed business model.

Course content:

This course aims to provide university students with an understanding of business
model management in the digital and intelligent economy with the concepts of
economic paradigm, ecosystem, frame, business model, based on an understanding
of economic history and industry structure change.

This course includes three major parts. The first part introduces the entrepreneurship
and business model roles in the economic paradigm shift, industry structure change,
and business innovation from the economic history perspective. This part includes
from chapter 1 to chapter 3 below.

The second part deals with the business model issues, including idea generation,
recognizing opportunities, concept, components, design, evaluation, experimentation,
and case analyses. Emerging business models in the digital and intelligent economy
are also dealt with in this part, including platform, sharing, personalization, new media, and social sector models. This part mainly focuses on motivating creative approaches in developing business models to respond to the economic transforming age. Five chapters from chapter 4 to chapter 8 below are included in this part.

The third part deals with business model implementation and managing growth,
including the relationship between business model and strategy, business plan
writing, and entrepreneurs and entrepreneurship characteristics. Three chapters from
chapter 9 to chapter 11 belong to this part.

Course structure:
Preliminary assignment: Before the first class, read the articles in the reading list by Govindarajan and Trimble (2011), and Teece (2018), consider the business model roles in the modern economy, your own preference for certain business models, and prepare to discuss the subject in the first class.

Class 1: Economic history and evolution
Class 2: Digital and intelligent economy
Class 3: Business model in the digital age
Class 4: Idea generation
Class 5: Concepts and components
Class 6: Design, experimentation, evaluation

Feedback activity: Student project research questions/problem
formulations will be reviewed and approved by instructor.

Class 7: Exploring cases: Platform, sharing, personalization, new
media, etc.
Class 8: New opportunities in the social sector
Class 9: Business model and strategy
Class 10: Business plan writing
Class 11: Entrepreneurs and entrepreneurship

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

Course timetable is available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams

We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams in March 2021.

Mandatory readings:

Govindarajan, V. and Trimble, C.(2011), The CEO s role in business model reinvention, Harvard Business Review, Jan.-Feb., pp. 1-8.

Teece, D. (2018), Business models and dynamic capabilities, Long Range Planning, 51, pp. 40-49.

Brown, T. (2008), Design thinking, Harvard Business Review, Jun., pp. 85-92.

Bojovic, N., Genet, C., Sabatier, V. (2018), Learning, signaling, and convincing: The role of experimentation in the business modeling process, Long Range Planning, 51(1), pp. 141-157.

Van Alstyne., R. L., Parker, G. G., and Choudary, S. P. (2016), Pipelines, platforms, and the new rules of strategy, Harvard Business Review, Apr., pp.54-62.

Morris, M., Schindehutte, M., and Allen, J.(2005), The entrepreneur s business model: toward a unified perspective, Journal of Business Research, 58, pp. 726-735.

Reeves et al. (2016), The biology of corporate survival, Harvard Business Review, Jan.-Feb., pp. 47-55.

Additional relevant readings:

Kelly, T. and Kelly, D. (2012), Reclaim your creative confidence, Harvard Business Review, Dec., pp. 115-118.

Jeffrey, H. D., Gregersen, H. B., and Christensen, C. M. (2009), The innovator s DNA, Harvard Business Review, Dec., pp. 61-67.

DaSilva, M. and Trkman, P. (2014), Business model: What it is and what it is not, Long Range Planning, 47, pp. 379-389.

Thomke, S. and Manzi, J. (2014), The discipline of business experimentation, Harvard Business Review, Dec., pp. 70-79.

Teece, D. J. (2010), Business models, business strategy and innovation, Long Range Planning, 43(2-3), pp. 172-194.

Eyring, M. J., Johnson, M. W., and Nair, H.(2011), New business models in emerging markets, Harvard Business Review, Jan.-Feb., pp. 89-95.

Chan et al.(2016), Western firms' successful and unsuccessful business models in China, Journal of Business Research, 69, pp. 4150-4160.

Devang et al. (2017), The next wave of business models in Asia, Sloan Management Review, 58(2), pp. 34-39.

Blank, S., (2013), Why the lean start-up changes everything, Harvard Business Review, May, pp. 65-72.