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Objectives of the course:
After following this course, students should be able to:
• To present a business case.
• To analyze relevant information to a business case.
• To apply business data analysis techniques to management, marketing, strategic or innovation problems/opportunities in companies.
• To reflect on the complexities of building a business case.
• To formulate and relate business analysis results to a marketing, management, strategic, or innovation problem in a company.
Course contents:
Marketing, strategy, management and innovation decisions are taken in companies on basis of managers' or consultants' developed business cases. Business case development is a step companies' use for project selection. It analyzes how fulfilling the business case for the project will implement the corporate strategy and sustain the competitive advantage of the company. The business case can further be developed into the business plan with the addition of more details. The purpose of this course is to educate students into applying business data analysis as to be able to produce business cases as these are essential for decision-making in companies. The course focuses on writing a project report in a manner that resemblance situations met in practice and using advanced techniques to analyze the situations.
Course subject areas:
- Business model
- Business case
- Business data analysis
- Presenting and using the case
Business data analysis
Kristina Risom Jespersen
Type of course / teaching methods:
Lectures on course curriculum during the first 5 weeks of course. Theses lectures aim at setting up the approach to business case analysis and the expected data analysis performed in the project. Part of the course resemblance the lecture being a client and the students being consultants. In the second part of the course, projects on business case analysis are carried out in groups of up to four students. Lectures are replaced by regular group presentations of on-going project work at two mandatory seminars as well as by on-line learning activities. A requirement for taking the exam is a written project report (approx. 15 pages per group member). For the analysis SPSS is to be used.
English
Books:
• The Business Case Guide by Marty J. Schmidt, ISBN 1-929500-01-7, 254 pages.
• Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Articles in compendium on business model analysis:
• Saku Makinen and Marko Seppanen( 2007). "Assessing business model concepts with taxonomical research criteria: A preliminary study", Management Research News, Vol. 30 No. 10, pp. 735-748.
• Henry Chesbrough (2007), "Business model innovation: it's not just about technology anymore", STRATEGY & LEADERSHIP VOL. 35 NO. 6, pp. 12-17.
• John Meehan; Karon Meehan; Adam Richards (2006)."Corporate social responsibility: the 3C-SR model", International Journal of Social Economics; 33, 5/6; pg. 386
• Stuart E. Jackson (2007). "Translating competitive strength into bottom-line performance", JOURNAL OF BUSINESS STRATEGY, VOL. 28 NO. 5, pp. 50-52.
• George Pohle and Marc Chapman (2006). "IBM's global CEO report 2006: business model innovation matters",STRATEGY & LEADERSHIP, VOL. 34 NO. 5, pp. 34-40,
• Feza Tabassum Azmi (2008). "Mapping the learn-unlearn-relearn model: Imperatives for strategic management", European Business Review Vol. 20 No. 3, pp. 240-259
• Anders Pehrsson (2007). "The ‘‘Strategic States Model'': strategies for business growth",BUSINESS STRATEGY SERIES, VOL. 8 NO. 1, pp. 58-63
• Donald Morris (2005). "A new tool for strategy analysis: the opportunity model", The Journal of Business Strategy; 26, 3; pg. 50
Hand in project report in groups. There will be an individual oral exam of 20 minutes' duration based on the written project.
Examination aids: None, except the project report
