166-0301-00L New Business Models for Future Transport Systems
| Semester | Spring Semester 2018 |
| Lecturers | A. Müller, further lecturers |
| Periodicity | two-yearly recurring course |
| Language of instruction | German |
| Comment | Only for MAS in Future Transport Systems and CAS in Future Transport Systems: New Business Models |
| Abstract | This module addresses the implementation of (digital) strategies and innovative business models of the future and elucidates the drivers, inhibitors and challenges of business model innovation. Using suitable methods and procedures, participants in the module develop, evaluate and refine prototypes of sustainable future business models. |
| Learning objective | Participants • are able to understand and explain the core issues, concepts and strategies of business model innovation; • are able to describe the relevance and the process of business model development; • are able to translate a personally developed business case into a sustainable business model; • are able to apply suitable design strategies to optimise a personally developed business model; • are able to appropriately embed new business models into a corporate or business segment strategy; • are able to assess the strengths, weaknesses, opportunities and risks of a business model; • are able to convincingly present their own business case / business model in a structured manner to relevant stakeholder groups (investors, board members, clients, partners); • are able to engage with and develop various points of view to assess business models; • are able to shape a modelling process for themselves and reflect on it. |
| Content | Business model innovation: • Conceptual foundations of business model innovation • Drivers, inhibitors and challenges of business model innovation • Business model innovation in established organisations and structures • Case study and mini cases in the context of transport system / mobility business model innovation Business modelling (essentials): • Business model thinking and modelling • The Business Model Canvas as a conceptual and methodological tool o Customer benefits / value propositions o Demand side o Supply side • Business model patterns Business modelling (application) • Creation of a real business case for business modelling • Business model prototyping (basis: Business Model Canvas) • Evaluation and review/re-prototyping of participants’ own business cases / business models Incorporating new business models into corporate / business segment strategies • Fit with strategic analysis • Compliance with corporate or business segment strategy • Contribution to strategy implementation Presenting business models convincingly (basics/application) • Basics of business model presentation • Development of participants’ own storylines and presentation structure (business value concept) • Pitching of own business case / business model Methods • Blended learning elements to prepare for classroom sessions • Case studies and examples; group work (4-person and 2-person groups) • Classroom discussions to introduce relevant concepts and instruments • Homework for the 4th and 5th NG-2 course days: Develop a structured presentation of a personally developed business case (business model) for delivery to relevant stakeholder groups (investors, board members, clients, partners) Case studies • Reciprocal presentations of personally developed business cases |
| Lecture notes | Distributed at start of module. |
| Literature | Distributed at start of module. |
| Prerequisites / Notice | Announced to students of the of the MAS | CAS at the beginning of the term. |