Type of Credit: Elective
Credit(s)
Number of Students
With today’s vibrant environment for public, social and commercial enterprises, leaders are compelled to acquire strategic orientation and the competencies to ensure the sustainability of any initiative. The course aims to provide learners with pedagogical learning of business processes and strategies for ensuring the sustainability of business initiatives. Furthermore, through the in-class experiential learning, the course will also focus on developing the learners’ strategic marketing orientation and self-efficacy in building business models based on the core competencies of individual organizations.
能力項目說明
With today’s vibrant environment for public, social and commercial enterprises, leaders are compelled to acquire strategic orientation and the competencies to ensure the sustainability of any initiative. The course aims to provide learners with pedagogical learning of business processes and strategies for ensuring the sustainability of business initiatives. Furthermore, through the in-class experiential learning, the course will also focus on developing the learners’ strategic marketing orientation and self-efficacy in building business models based on the core competencies of individual organizations.
| 教學週次Course Week | 彈性補充教學週次Flexible Supplemental Instruction Week | 彈性補充教學類別Flexible Supplemental Instruction Type |
|---|---|---|
|
# |
Date |
Content |
Reading |
Activity |
|
1 |
9/16 (Sat) 9:10-17:30 |
Introduction Today’s society and the relevant business issues |
|
Knowing the peers Group discussion: How do you use mobile? Whether it is different from the author’s assertion? |
|
2 |
9/17 (Sun) 9:10-17:30
|
Introduction of business modeling – Customer Segment Value Proposition Product concept
|
|
Developing business concept Developing empathy map
|
|
3 |
9/24 (Sun) 9:10-17:30 |
Business modeling – Channels and Customer Relations
|
|
Constructing sales and communication channels
|
|
4 |
10/21 (Sat) 9:10-17:30 |
Business modeling – Key resources & Key Partners
|
|
Mapping existing resources and developing key partners contact strategy
|
|
5 |
10/28 (Sat) 9:10-17:30 |
Business modeling – Planning for key activities and cost structure |
|
Developing key activities and cost structure
|
|
6 |
11/5 (Sun) 9:10-17:30 |
Presentation and group Discussion
|
|
Written final report will be due on 11/15/2021 |
|
Class Participation and Discussion |
|
10% |
|
Article Presentations (20 points) |
|
20% |
|
Business concept with Analysis (15 points) |
|
15% |
|
BM Project |
|
55% |
|
Empathy Map (15%) |
|
|
|
Final Presentation (20%) |
Final report (20%) |
|
|
TOTAL |
|
100% |
Required Readings (Online)
Beneficial Readings:
Aaker, Jennifer (2011), “The power of storytelling: What nonprofits can teach private sectors about social media,” The McKinsey Quarterly, February, 1-6.
Anderson, Chris (2008), The Long Tail: Why the future of business is selling less of more, Hyperion.
Fisher, M.J., & Starr, K. (2009). Real Good, Not Feel Good.
Kim, W. Chan and Mauborgne, Renee (2005). Blue Ocean Strategy: How to create uncontested market space and make competition irrelevant, Mass: Harvard Business School Press.
Kohli, Ajay K. and Bernard J. Jaworski (1990), “Market orientation: The construct, research propositions, and managerial implications,” The Journal of Marketing, 54 (2), 1-18.
Li, Charlene and Josh Bernoff, Josh (2008). Groundswell: Winning in A World Transformed by Social Technologies, Boston, Mass: Harvard Business Press.
Osterwalder, Alexander and Pigneur, Yves (2010). Business Model Generation, New Jersey: John Wiley & Sons, Inc.
Payne, Adrian F., Storbacka, Kaj, and Frow Pennie (2008), “Managing the co-creation of value,” Journal of the Academy of Marketing Science, 36, 83-96.