PEMBPBUM Business Models

School of Business Administration in Karvina
Winter 2023
Extent and Intensity
1/2/0. 5 credit(s). Type of Completion: zk (examination).
Ing. Pavel Adámek, Ph.D. (lecturer)
Guaranteed by
Ing. Pavel Adámek, Ph.D.
Department of Business Economics and Management - School of Business Administration in Karvina
Contact Person: Ing. Šárka Zapletalová, Ph.D.
Tue 12:15–13:00 B208
  • Timetable of Seminar Groups:
PEMBPBUM/01: Wed 11:25–13:00 A318, P. Adámek
PEMBPBUM/02: Mon 25. 9. Mon 8:55–9:40 D004, P. Adámek
Prerequisites (in Czech)
Course Enrolment Limitations
The course is only offered to the students of the study fields the course is directly associated with.

The capacity limit for the course is 28 student(s).
Current registration and enrolment status: enrolled: 24/28, only registered: 0/28
fields of study / plans the course is directly associated with
Course objectives
The aim of the course is to gain knowledge and understanding of business modeling with the subsequent ability to apply in practice in specific business activities. The course emphasizes innovation, creativity and innovative methods in building the logic of the offered "value" in connectivity to the customer perspective.
Learning outcomes
After completing the course, the student will be able to:
- operationalize the functioning of business activities with a clear logical decomposition of basic activities, which are represented by the building blocks of each business model;
- apply design and creative techniques for creating a business model;
- evaluate the business model;
- innovate in operational business models;
- compile a specific business model of the company's operation.
  • 1. Characteristics, development and definition of business model Definition of business model. Historical development of business models. Dynamics of business model development and its innovation. Usability and adaptation of the business model in practice. Trends in the application of the business model and its management.
  • 2. Business model design and its elements Gradual creation of a business model, the process of designing a business model and the interrelationship with the company's strategy. Canvas business model and definition of its basic nine components: customer segments, value offers, channels, customer relations, revenue sources, key resources, key activities, key partnerships and cost structure.
  • 3. Typology of business models and patterns Characteristics of types of business model: unbundling business models, long tail, multilateral platforms, open business models. Prototyping of a business model. Basic frameworks and patterns of business models. Examples of typology of business models.
  • 4.Design of the offered value in the business model Canvas Customer and segment profiling. Map of values. Suitability of the offered value for target markets with a difference between B2C and B2B. Defining criteria and selecting a prototype, finding a suitable business model. Zoom in and zoom out approach of a business model.
  • 5. Innovation of business model Business model navigator and its phases: initiation, adaptation of patterns, integration and implementation of the business model. Visual thinking, prototyping and ideaing of a business model. Innovation of the business model: generation and delivery of benefits, monetization of benefits. Business model innovation cycle.
  • 6. Evaluation of business model Business model environment. Blue ocean strategy. Framework for evaluating the VARIM business model. Evaluation of each building element of the model using SWOT analysis. Development of a business model in a changing environment. Business model management: similarity of elements, potential for synergies, conflicts and coordination.
  • 7. Operating model Canvas Definition and differentiation of operating model from business model. Key and additional techniques for creating an operational model. Creating an operating model of the company and focusing on key activities. Design, creation and process of the operating model: analysis of the environment, strategy development, design of the value offer and the operating model, summarization and testing of the business model, finalization of the financial model. POLISM technique.
    required literature
  • CAMPBELL, A, M GUTIERREZ and LANCELOTT. Operating Model Canvas. Zaltbommel: Van Haren Publishing, 2017. info
  • OSTERWALDER, A., PIGNEUR, Y. a A. B. G. SMITH. Vydělávejte svými nápady. Praha: BizBooks, 2016. ISBN 978-80-265-0452-8. info
  • OSTERWALDER, A and PIGNEUR. Tvorba business modelů: příručka pro vizionáře, inovátory a všechny, co se nebojí výzev. Brno: BizBooks, 2015. ISBN 978-80-265-0425-2. info
  • GASSMANN, O, K FRANKENBERGER and M CSIK. The Business Model Navigator: 55 Models That Will Revolutionise Your Business. United Kingdom: Pearson, 2014. ISBN 978-1-292-06581-6. info
  • CLARK, T, A OSTERWALDER and Y PIGNEUR. Osobní business model. BizBooks, 2013. info
    recommended literature
  • PILJ, P, J LOKITZ and SOLOMON. Design a Better Business: New Tools, Skills, and Mindset for Strategy and Innovation. New Jersey: John Wiley& Sons, 2016. ISBN 978-1-119-27211-3. info
  • AFUAH, A. Business Model Innovation. Concepts, Analysis, and Cases. New York: Routledge, 2014. ISBN 978-0-415-81740-0. info
Teaching methods
lectures, class discussion, team project, instruction, experimentation
Assessment methods
Assessment methods: semester paper in the form of a business model project and its presentation (40% of assessment), ongoing test (20% of assessment), exam test (40% of assessment), attendance at seminars 60%. The overall evaluation of the student is given by the sum of the obtained points. The minimum success rate is 60% of their total number.
Language of instruction
Further Comments
Study Materials
The course is also listed under the following terms Winter 2020, Winter 2022.
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