Course in Business Model Thinking

In an age defined by rapid change and relentless competition, having a great idea or product is no longer enough to ensure success. What separates resilient organizations from the rest is their ability to build and evolve a coherent and adaptable business model. The "Business Model Thinking" program, offered by Geneva Institute of Business Management, is designed to provide participants with deep insight into how businesses create, deliver, and sustain value. This program helps professionals understand the key components of a business model, how to assess them critically, and how to design models that are innovative, flexible, and market-aligned.

Target Group

• Entrepreneurs and business founders seeking to design or restructure their business models for greater adaptability and long-term success.

• Strategic planning and corporate development managers aiming to apply modern frameworks to enhance value creation.

• Executive leaders and decision-makers who want to understand the relationship between business models and sustainable organizational growth.

• Business consultants and organizational development specialists involved in assessing and advising on various business model structures.

• Professionals working in innovation, design, or venture-building departments looking to craft integrated value-driven business solutions.

• Financial and strategic analysts who require a clear grasp of how business models impact financial performance and operational efficiency.

Objectives

• Introduce participants to the foundational components of modern business models, linking them to evolving market dynamics and economic realities.

• Enable participants to construct and evaluate business models effectively, using structured tools that clarify value propositions, delivery channels, and revenue streams.

• Broaden participants' perspective on the connection between innovation and business modeling, helping them adapt to industry disruptions and customer expectations.

• Promote strategic thinking through business models as planning and decision-making tools that bridge vision and execution.

• Assist participants in identifying weaknesses and strengths within current models, and evaluating their alignment with organizational goals and market conditions.

• Support the formulation of actionable, sustainable business models, factoring in resources, partnerships, and customer segmentation.

Course Outline 

1. Introduction to Business Model Thinking

• The evolution of business model concepts over time.

• Differentiating a business model from an operational plan.

• The role of a business model in sustaining long-term value.

• Common reasons why good products fail due to flawed models.

2. Core Elements of the Business Model

• Understanding the value proposition and its role in market relevance.

• Identifying and segmenting target customer groups effectively.

• Evaluating the most suitable channels for delivering value.

• Building meaningful and lasting customer relationships.

3. Key Resources and Activities

• Recognizing critical resources required to deliver value.

• Identifying essential operational activities supporting the model.

• Challenges in aligning resources with strategic goals.

• Structuring internal operations to maximize efficiency.

4. Strategic Partnerships and Alliances

• The role of partnerships in reducing risks and expanding reach.

• Types of partnerships and motivations behind them.

• How alliances contribute to long-term business sustainability.

• Coordinating with partners to ensure seamless value delivery.

5. Cost Structure Analysis

• Categorizing costs based on behavior and function.

• Differentiating between fixed and variable costs.

• Understanding how cost structure is shaped by the business model.

• Methods for optimizing costs without compromising quality.

6. Revenue Streams Exploration

• Identifying diversified income sources based on business logic.

• Aligning pricing strategies with customer expectations.

• Balancing between one-time and recurring revenue.

• Exploring new channels for sustainable income generation.

7. Innovating the Business Model

• When and why to reconfigure an existing business model.

• The difference between incremental and radical innovation.

• Creative thinking techniques for model development.

• The impact of emerging technologies on model evolution.

8. Adapting to Market Shifts

• Navigating sudden changes in the competitive environment.

• Rapid readiness assessment tools for shifting strategies.

• Scaling up or down in response to external pressures.

• Embracing agility as a core model capability.

9. Business Model Canvas Framework

• The structure and purpose of the Business Model Canvas.

• Using the canvas to visualize and communicate models clearly.

• Aligning canvas components with business vision.

• Assessing the cohesion and balance within the model.

10. Evaluating and Refining Existing Models

• Tools for diagnosing strengths and gaps in current models.

• Identifying performance bottlenecks and inefficiencies.

• Steps to transition toward more effective model versions.

• Measuring the strategic and financial impact of improvements.