MGMT330 Business Capstone:

The Design of Business: Introduction

Session One - Introduction

Patricia Sharma
Adjunct Lecturer
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Who am I?
Patricia Sharma
• Global consumer marketer – 20 years experience across retail/FMCG, tech/telco,
banking/wealth
• Lawyer, Bain consultant, INSEAD MBA
• Lived and worked 10 years overseas - in UK, France, USA, Netherlands, Philippines,
Indonesia, and much APAC work
• Fluent in French, Malay/Bahasa

Currently:
• Consulting - focused on marketing, strategy, sustainability
• Mentoring - to INSEAD MBAs in Entrepreneurship
• Investing - in a few start-ups with INSEAD Alumni Ventures
• Leadership - executive trainer and coach
• Volunteering - with charity Daughters of Tomorrow, Aidha

[Link]

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Who are you?

• In the interest of getting to know each other, and of seeking

out diverse groups, please introduce yourselves succinctly
and memorably like this:

• 2 things that define you (that most people know), for e.g.:
• I am a Psychology major
• I am on the SMU canoeing team
• Find me at the SMU gym / canteen / library

• 1 surprising fact about you (that few know), for e.g.:

• I perform magic as my side hustle
• I am one of a set of triplets

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Plan for Today

1. Overview of Business Capstone

2. Introduction to Business Models

3. Business Model Patterns

4. Preparation for Your Client

4
Disruption of business models throughout history

1800s farm workers

- Replaced by tractors

1900s factory workers

- Replaced by
automaticon

2000s office workers

- Replaced by the
smartphone

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AI is disrupting the world of business faster than ever

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Business doesn’t need more “skilled workers”

We need fewer workers, and more owners, builders, systems-thinkers,

innovators.

This course:
• Caps your time at SMU by applying cross-functional academic
knowledge to ideate a solution for a real client business challenge

• Does NOT have a single right answer

• Does NOT teach you to fill specific roles today
• Teaches you how to find and CREATE NEW VALUE
• Focuses on OWNERSHIP, INNOVATION and ADAPTABILITY
• Demands TEAMWORK and STAKEHOLDER ENGAGEMENT

• Helps you transition from the safety of university to the reality of

work, with its ambiguous unclear requirements

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Learning Objectives for Design of Business

• Assess a business problem and/or opportunity from the current business

environment, including new and untapped markets
• Reason critically through the solution process with appropriate modes of
analysis
• Design interdisciplinary solutions to address the business challenge or future
opportunities by considering strategy, marketing, operations, organization,
finance, and communication
• Describe the solution’s implementation plans and processes with regard to
the firm’s existing strategy, market, and organization
• Apply a variety of approaches to engage with busy business executives to
obtain guidance and information, as well as, secure their buy-in to your ideas

Students can ‘practice’ interacting with business executives, and make

mistakes in a safe environment, without impacting their careers

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 Mechanisms of MGMT330 The Design of Business

• Student teams formulate a business solution whereby:

• Business Model Canvas is taught to allow students to conceptualise and
configure the different components in the architecture of business model(s)
• Design Thinking, as a selected methodology, is taught as
• an iterative process for transforming a business
• driven by empathetic research and insights in the who/what/when/why of the
customer
• focus is on user-centricity and value creation
• The Client Challenges are provided by an external company requiring
students to devise solutions representing either the creation (new business
proposition), or transformation (existing business), of a business model
• Student teams engage with Client Challenge ‘Mentor(s)’ for guidance, and
subsequently convince both prof and client of the viability of their devised
business solutions

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Integration of our BBM Majors

Marketing
Identify customer
segments and their
Finance needs, develop
distribution and pricing Strategic Management
Perform risk-return to maximize revenue Develop strategy and
analysis on the new
business model based
business solution;
on capabilities and
create value for
competition
shareholders
Operations Quantitative Finance
Management Develop quantitative
Designing business and models and statistics
production process to when applicable to
deliver goods + support business
services to optimize model ideas
value

Corporate
OBHR Communication
Diagnose org
effectiveness; develop
Business Engage in persuasive
arguments to support

Capstone
a plan to manage business plan using
change creative and effective
techniques

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Our Approach – It’s Up to You

Apply: Your business

knowledge into practice

Ideate: On the way you Reflect: On the unique

think about business lessons from this experience

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About the “Project”

• Teams work on different challenges for their client

• 1st, research and understand the CLIENT context
• Business environment the client operates in
• Current ‘as-is’ business model of the client
• 2nd, develop an empathetic understanding of the CUSTOMER
• 3rd, ITERATIVELY devise an innovative SOLUTION:
• Propose a material adaptation to their existing business model; or,
• Propose a new approach or business model for the client or its
industry
• We seek pragmatic fundamental change, which can be
incremental and sometimes radical
• Class time is used to learn techniques with progressively greater
time allocated for your team to work on your project
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Structure of Capstone Course
Assess Business/Develop Ideas Design Business Model & Plan

Challenge Understand Strategy Design Prove Reflection Build-Out Exec Rec. Deliver
Client ‘As-is’; Rational Brainstorm, Solution Validate Iterate Financial Bus. Case; Tune; Client
Customer vs Ideate to Draft; Solution/ Change Management; Create Final
Meet the Value Iterative Solution; X-Team 15 min Business Implementation Strawman, VC-style
Client Proposition Thinking Iterate Stress-Test Prez RECESS Model Plan Exec Sum Pitch
11 2 3 4 5 6 7 8 9 10 11 12 13

Hear & Select Pain/Gain Who Draft Assumptions Emphasis on Test Stakeholder Proofed Full Solution;
Your of Client’s What Solution Constraints Client Agreement to Analyse impacts Recap Session 7
Challenge Customer How is born Business Context & Sessions 5-12
Customer Value Prop;
Sessions 2, 3, 4
Your Primary Research Continuing to Bring Client Along the Journey
Business Model Generation Text
Quiz Course Reflections
pp. 14-119 126-133 200-239 134-189
Due in week
Evaluation
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Internet Design Other
Research Methods Reading
of Client Text TBD
& Their 83-127 NO
Industry activity ratio over course of term EXAM !

Teams Working on Client Challenges

Pre-reading;
Participative Lectures

On the Critical Path:

1. Your reading; 2. Researching client background; 3. Having a social outing with your team before you execute tasks;
3. Meet with your client mentor after kick-off (bring them along the journey); 4. Getting your primary research underway.
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 Expectations on Prof’s role

• Primary role: Your Prof is a facilitator / coach for the work YOU
undertake.
• I will not tell you how to do your research; produce ideas, or package them
• But I will advise you
• Instruction: in general, expect progressively less and less time spent on
discussions surrounding key concepts related to business design tools
Teams Working on Client Challenges

Pre-reading;
Participative Lectures
activity ratio over course of term

• It’s Your Course: be open to ideas and modifications to optimize your

learning experience
• Participation: bring thoughtful questions and perspectives to create a
dialogue -- these easy marks can represent difference between B and A grade
• Peer Review in Teams: eLearn Peer Review will be used to allow fellow
teammates to grade your contributions to team
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Our Tools: “Guidelines for Beginners”

Business Model Generation – our Text, but note…

• It represents a good framework, but NOT the gospel to blindly follow
• Is the tool managing you OR are you managing the use of the tool?
• Understand its principles, DO NOT memorise steps
• The client challenge that your team addresses may only draw from some,
not all, components of the methodology
101 Design Methods – for Reference

Available as e-book 1 day loan at SMU library

[Link]
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Additional Resources: TA

Teaching Assistant

Roles:
• Client liaison through whom you should initially co-ordinate with
• Manage eLearn group logistics
• Record individual attendance (med certs, etc)
• Record student participation during class discussion (quantity and
quality) and online
• Convey messages/questions to Prof if you do not wish to ask
directly
• Assist to book team consultations with Prof outside of lesson time

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MGMT330
Six ways to

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Course Assessments

1. Class and Linked In Contributions: 15%

• Quality and Quantity – during class interactive lectures
• Includes Optional weekly presentations on class topics
2. Team Challenge – Interim Presentation (Wk 7): 25%
• Business context, customer insights, and customer value proposition
3. Quiz (Wk 10): 15%
• Basic concepts from session discussions and course text
4. Team Challenge - Final Presentation (Wk 13): 30%
• Recap Interim (with refinements) and provide final solution
5. Peer Evaluation Among Teammates (Wk 14): 5%*
• Mark reflects average of all teammate’s assessment out of 5
• If ‘shirker’ (2 or less), may also result in downgrade of presentation marks
6. Personal Reflection Paper (Wk 14) 15%
• Reflect on one of three topics

*Up to 5% bonus top-up possible

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 Potential Team Challenge Deliverables
(components to present may vary, depending on your client challenge)
Mid-term Presentation Final Presentation
15min Pitch with 10 Q&A 15min Pitch, 10mins Q&A + written 2-page Executive Summary

Confirm client agreement as to: Final solution and plan can include:
• Client industry context • Value proposition for customer segment(s)
• Assessment of client’s ‘as-is’ business • Evidence for proposed solution (reframe
model (in brief) existing + additional evidence)
• Profile of client’s customer including • Some of the following:
pain/gain points (may reflect 1. Marketing plan (customer relationships
segmentations) and channels as per canvas)
• Your primary and secondary research 2. Operations plan (key activities, key
• Proposed new or improved sources of resources, key partners as per canvas)
value (ideas worth developing) 3. Strategic review (i.e., builds on key
• Preliminary trial of your BMC solution strengths of the firm, feasible in terms of
ideas (including those rejected) human resources, is difficult for
• Selected value propositions for the competitors to imitate, etc.)
customer 4. Financial viability (sensitivity of model to
defined revenue and cost drivers)
5. Stakeholder impact and management of
change overview including timeline 20
Presentation Rubrics

1. Presentation impression; communication

of ideas
2. Understanding of client environment and
business model
3. Analysis, evidence, compelling frameworks
4. Empathetic customer understanding
5. Logical alignment of value proposition
6. Engagement with client
7. Evidence of teamwork
8. Memorability
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Individual Paper: Rubric (each is 3 points)

• Flow & Fluency: How well is the paper written? Is it

structured in a logical way? Is the narrative coherent? Is the
paper’s organization congruent with its desired outcome?
• Language & Spelling: Is the style of writing, the spelling, the
grammar, the tone used appropriate?
• Argumentation: Does the paper present a main idea and
supporting evidence?
• Referencing & formatting: Is the paper adequately
referenced? Are the references used in a meaningful way or
just used for the sake of referencing? How about the
formatting? Are you using the template?
• Creativity: Are you writing something interesting? Is there
something surprising? Am I as a reader engaged and curious
to read more? 22
PRACTICAL THINGS TO KNOW
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Material Reimbursements

To support all SMU-X courses, up to SGD 1,500 is available for

reimbursement of expenses related to the SMU-X projects

Claims for students (Forms uploaded on eLearn ~ Content /

miscellaneous)

Three types of forms

a) Payment voucher for students
b) Transport claim for students
c) Acknowledge form for receipt of incentives (for focus groups)

Details of the rules and guidelines set out by Office of Finance (OFIN)
can be found within each form. Do pay attention to claimable and non-
claimable items stated. Please ensure that students use the correct
claim forms and abide by the rules set out by OFIN.
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Helpful Tips

• Be open-minded about the business you will investigate

during your project in this course
• We will be dealing with real business issues… this means
that there probably will be no clear “Right Answer”
• Create your own insight and bring your own perspectives
and experiences to share along the way
• This course is highly flexible as we are in a project-based
learning environment
• We don’t always know what will happen!
• You must learn to embrace ambiguity

[Link] 25
Embrace ambiguity!

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How to Make an Appointment

• TA will set up a Telegram group for communication

• Please schedule meetings via TA or via Telegram.
• We can meet via Zoom / Teams or in person when
possible.
• I will usually come 1hr early before class and can be
available for consultation
• Other times by appointment please.

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BREAK

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Plan for Today

1. Overview of Business Capstone

2. Introduction to Business Models

3. Business Model Patterns

4. Preparation for Your Client

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Let’s Get Started!

So… What is a
Business Model
anyway?

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 Role of Business Models
QUIZ
Ex ante (Tool) TOPICS
• Understand the construct a “business”
• Innovate (from where? Affects what?)
• Iterate – quickly redesign components and linkages
• Centered around the value proposition and user
• Companies often have a technology or an idea but no value proposition yet
• Value proposition (idea and its meaning to customer) first
• Idea that is not implementable should be reworked (with all the other parts)
• Hypothesise - A business model is management’s hypothesis (plan) about who the
customers are, what the customers want, how the customers want it, as well as, the
manner the enterprise organises itself to best meet those needs; gets paid for doing so;
and makes a profit
Ex post (Descriptive)
• A business model summarises how an organisation creates value for, and captures
value from, users and customers
• Business model choices define the architecture of the business… expansion paths
develop from there
Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2), 172-194.
Osterwalder A & Pigneur Y. (2007) Business Model Generation 31
Examples of business models – Which are these?
• Ford Model T
• mass production (Model T) - “Any color as long as it's black”
• Gillette
• Bait & hook – e.g. razor and blades (also, Polaroid, Nespresso)
• Skype
• free and premium services (Freemium, also Zoom)
• Apple
• hardware mass production + software platform

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Business Model Generation:
Introduction to the Business Model Canvas

[Link] 33
Integration of Process design WHAT WHY WHO
activities in (activity streams) outcome is the should the does the firm
process design to create and customer customer be serve?
from external deliver the value trying to loyal to you?
parties to the achieve that One or several
firm the firm specific
(through serves/solves? customer
contracts, The human, HOW is the value
segments
alliances, etc.) capital, and proposition
technology delivered:
assets to enable communication,
business model distribution,
sales

Fixed and variable costs Method and organisation

of resources, activities, of revenue generating
partnerships, etc. stream(s)

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Think about Airbnb
• What is the value proposition?
• What is unique about this business model?
• Who are the competitors?
• What keeps others from copying this model?
• What are the organizational implications of the model?

[Link] 35
36
Activity: Business Model Canvas

5 mins – individual work

• Draw out the business model of
• Grab
• Nespresso
• Scoot or other budget airline
(pick one of the three)

10 mins – in groups - discuss

• Share what you noticed in completing the canvas
• Think about which building blocks differentiate these companies
from the industry incumbents

Group debrief (choose team spokesperson) 5+10

Minutes
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38
Nespresso Case

40
 Budget airlines

Older aircraft

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Plan for Today

1. Overview of Business Capstone

2. Introduction to Business Models

3. Business Model Patterns

4. Preparation for Your Client

42
 Understand your client’s current business model;
Are there alternative patterns that could work better?

• UNBUNDLED: fragment the business model

• LONG TAIL: sell less more often
• MULTI-SIDED PLATFORMS: matching buyers and sellers
• FREEMIUM: premium services subsidise free
• OPEN BUSINESS MODELS: open internal resources up to
external users

QUIZ
TOPICS

[Link] 43
UNBUNDLED

44
 Patterns: Unbundling

• The concept of the “unbundled” corporation holds that there are

three fundamentally different types of businesses:
1. PRODUCT INNOVATION businesses, and
2. CUSTOMER RELATIONSHIP businesses
3. INFRASTRUCTURE businesses.

• … “The three types may co-exist within a single corporation, but

ideally they are “unbundled” into separate entities in order to
avoid conflicts or undesirable trade-offs”. (O&P, p. 57)

Does this hold true? What are the risks associated with
unbundling?

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Unbundling the Business

Economics

Competition

Culture

46
Unbundling the Mobile Telco
- who are the players in Singapore today?

From Business Model Generation 47

THE LONG TAIL

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The Long Tail

Chris Anderson (2006)

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The Long Tail Summary

• Long tail BM: Sell many things in relatively small quantities:

• Aggregate sales of niche items can be as lucrative as the
traditional model whereby a small number of bestsellers
account for most revenues. Hit and no-hit products can co-
exist
• Long Tail business models only work if the company has low
inventory costs and strong platforms to make niche content
readily available to interested buyers (O&P, p. 67)
• Focus is on many niche customer segments which is generally
made possible through many niche content providers
• E.g. [Link] , Lego, Lulu (self-published books)

Is YouTube a long tail model?

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MULTI-SIDED PLATFORMS

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Patterns: Multi-sided platforms
• Multi-sided platforms bring together two or more distinct but
interdependent groups of users / customers.
• Such platforms are of value to one group of customers only if the
other groups of customers are also present.
• The platform creates value by facilitating interactions
between the different groups.
• A multi-sided platform grows in value to the extent that it
attracts more users, a phenomenon known as the network
effect. (O&P, p.77)
• Often face chicken or egg dilemma
• Can be solved by subsidizing one customer segment
• E.g. Visa, Google, eBay, game consoles, Apple (apps)

If the firm acts as an intermediary: what capabilities are

important?
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Example: Google

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Multi-sided platforms: summary

• Value propositions (VPs) attract and match

customer segments while reducing channel
costs through the platform (key resource)
• Multiple customer segments (and user
segments) are served with interlinked VPs. The
customer segments are mutually
interdependent
• Key activities and focal costs relate to platform
management, maintenance, and promotion to
diverse segments

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FREE(MIUM)

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Freemium

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 Patterns: Freemium

• In the freemium business model, at least one substantial customer

segment is able to continuously benefit from a free-of-charge offer
• This is often associated with premium services for which certain
customers can pay although some users will never pay
• Non-paying customers are financed by another part of the business
model or by another customer segment. (O&P, p. 89)
• Non-paying customers are often the product (their data) that is
being sold!
• E.g. Skype, LinkedIn, Spotify, open source software, free
newspapers

How are the above examples financed?

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FACEBOOK FREE + MULTI-SIDED PLATFORM

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What do you think?

From Business Model Generation 59

 Free(mium) - Summary

- Free(mium) only works when marginal costs of extra users are

(virtually) zero  platform is key asset
- Ideally extra users create a benefit for the organization (positive
network effects like Skype, additional security like Bitcoin)
- Generally < 10% of users become paying customers
- Some companies have succeeded in building a successful business
out of creating services and “ownership” for things that are freely
available
- Red Hat manages open source Linux SW and assures upgrades
and unrestricted service to its paying customers
- Bait & Hook (or razor-blade) BM achieves the same end of locking
customers in for free (or cheaply) and monetizing them by the
sale of complementary products
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OPEN BUSINESS MODELS

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Open Business Model

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Open Business Model - The shifting paradigm
Closed Open
1) The really smart people in our 1) Let’s work with smart people
field work for us regardless of where they work
2) To profit from R&D, we must 2) External R&D can create great
discover, develop, and market it value. Internal R&D is needed to
claim a portion of that value
3) If we conduct the best research 3) We don’t have to originate
in the world, we can be research to benefit from it. We can
successful borrow and collaborate
4) If we create the most or the best 4) If we make the best use of internal
ideas in the industry, we will win and external ideas, we will win
5) We should control our 5) We should profit from a) our own
innovation process so that innovations and b) others using our
competitors don’t profit from our innovations and we should buy IP
ideas when it advances our interests

Adapted from O&P (2010, p. 111) 63

From Closed to Open Business Model

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Open Business Model Example: Pharma Patent Pools

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Open Innovation - Summary

- Competitors and firms in other industries

may be (unlikely) sources of valuable
knowledge
- the knowledge network must be actively
managed by people (activity), using gateway
technology (resource)
- Inlicensing or insourcing knowledge can be
expensive
- Outlicense R&D outcomes that don’t fit your
strategic direction

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 Patterns Overview
UNBUNDLED LONG TAIL MULTI-SIDED FREE(MIUM) OPEN
PLATFORM
Initial Integrated BM Single VP targets Single VP targets High-value high-cost R&D is developed
context fulfilling different only most profitable single customer VP is offered to in-house and not
functions client segment paying customers sold to others, even
without when not used
complementary
sales in mind
Challenge High costs and Targeting less How to acquire new High price dissuades R&D is costly,
conflicting cultures profitable segments customers that customers productivity is
in one organization is too expensive complement falling
existing customer
base
Solution Unbundle into 1) Additional VP A VP “giving access Positive network Leverage internal
infrastructure targets new to customer base” is effects: Many VPs R&D to license and
mgmt., 2) product customers added coexist and are insource external
innovation, and 3) profitably thanks to associated with R&D when needed
customer relations platform distinct revenue
streams
Rationale Better ICT & mgmt. IT & operations Operate as inter- Premium customers External R&D can
tools make mgmt. mediary between subsidize non- boost speed to
coordination improvements various customer paying customers market while
between businesses allow low-cost segments to boost underused internal
cheaper, hence delivery of broad revenues R&D can be sold at
reducing trade-offs product scope a profit
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Plan for Today

1. Overview of Business Capstone

2. Introduction to Business Models

3. Business Model Patterns

4. Preparation for Your Client

68
 Next Week: Meet Your “Client”
• A Transition from University to the ‘Real World’
• Opportunity to work directly with a real business and their executives
• Use their time respectfully and productively – they have day jobs too
• single point of communication; present possible answers not just questions/problems
• Each executive will interact with students in their own way (we have no control of this)

• Know your Client BEFORE you meet them

• Similar to preparation for a job interview - do your own background research on the client
• industry, history, business model, products/services, customers
• client personnel you will meet with, if it can be guessed
• check website, reports by consulting firms, stock analysts, industry journals, local and international
government agencies, think thanks, news reports, etc

• RESPECT Client Confidentiality (“Confidentiality Undertaking”)

• Clients are operating within a competitive industry and must protect their IP
• Assume any information from the client is confidential unless stated otherwise in writing (that
information is in public domain)
• Discuss and share client information only with your specific team, professor, TA
• Don’t share information outside this class, including your friends and family members
• Remember, you represent not only yourself but your team, class, and SMU

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Homework
Describe the ‘As-Is’ Business Model Canvas of your client
Relevant to Session 2 (Meet the Client) and to be discussed in Session 3

70
Team allocation

• There will be six teams to address 3 to 6 client challenges

• Team size can range from 7 to 8 students depending on class size
• We will balance team homogeneity with diversity
• Homogeneous teams accelerate execution but risk groupthink
• WARNING: Past Capstone teams where there was a high concentration of similar majors
(e.g. finance) ended up with solutions that tended to be process improvements rather
than material innovations – scoring lower grades
• Diversity in teams across majors, gender, nationality, industry internships require
effort to be productive but produce more innovative solutions
• ADVICE: Very common in industry to have ‘team building’ socialization events BEFORE
commencing project work (get to know members as people)
• We recommend RANDOM Group Assignment –reflecting real world diversity
• But you may request to be allocated as pairs – and we will try to
accommodate as best we can.
• Full teams will be configured ASAP – before Wk2.

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Next Week (Session 2)

• Understand client industry and business

• Listen and talk to client personnel to understand their
challenges for SMU teams to solve

• Subsequent to Session 2, Meet the Client:

• Each sub-team / student must email TA with their ranked preference
(1=most preferred) for their client challenge to work on
• TA will organize teams based on Sub-Team requests and ranked
preferences for the client challenge (all members of requested sub-
team should have the same client challenge preferences)
• TA will email each team their client challenge before Session 3

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Homework: Relevant to Session 2 (Meet the Client) and to be discussed in Session 3
What Are Your Insights from…
Researching Trends Impacting the Industry and Client?
There are a variety of tools and frameworks that you can use to understand the
context and situation of a business (see 101 Design Methods book)
From Kumar (2013) 101 Design Methods

Sensing and Understanding Environment

1.1 Buzz Reports p. 22
1.2 Popular Media Scan p. 24
1.3 Key Facts p. 26
1.4 Innovation Sourcebook p. 28
1.5 Trends Expert Interview p. 30
1.6 Keyword Bibliometrics p. 32
1.7 Ten Types of Innovation Framework p. 34
1.8 Innovation Landscape p. 36
1.9 Trends Matrix p. 38
1.10 Convergence Map p. 40
1.11 From…To Exploration p. 42
1.12 Initial Opportunity Map p. 44
1.13 Offering-Activity-Culture Map p. 46
1.14 Intent Statement p. 48

Come prepared to discuss some of these next week 73

Homework: Relevant to Session 2 (Meet the Client) and to be discussed in Session 3
Consider Extending Your Research of…
Client Positioning Within its Industry
There are a variety of tools and frameworks that you can use to understand the
context and situation of a business (see 101 Design Methods book)
From Kumar (2013) 101 Design Methods

Observe Context and Players

2.1 Contextual Research Plan p. 60
2.2 Popular Media Search p. 62
2.3 Publications Research p. 64
2.4 Eras Map p. 66
2.5 Innovation Evolution Map p. 68
2.6 Financial Profile p. 70
2.7 Analogous Models p. 72
2.8 Competitors-Complementors Map p. 74
2.9 Ten Types of Innovation Diagnostics p. 76
2.10 Industry Diagnostics p. 78
2.11 SWOT Analysis p. 80
2.12 Subject Matter Experts Interview p. 82
2.13 Interest Groups Discussion p. 84

Come prepared to discuss some of these next week 74

Homework: Relevant to Session 2 (Meet the Client) and to be discussed in Session 3
Describe the ‘As-Is’ Business Model Canvas of your client

Come prepared to discuss next week

75
WK 2 STUDENT PRESENTATION OPPORTUNITIES
(max 5 slides, 5 minutes, groups of 2-3 students, max
3 groups to present)

• Showcase new and interesting AI tools that you have

discovered and how you recommend using them in the
course of MGMT330.
• Class participation points awarded
• To reserve your slot for Wk2 - latest by Wed 15 Jan,
specify the AI tool, and write a (very) short brief on
what it can be used for and how you plan to do so, and
we will select the most interesting ones for Wk2.
• Email TA if you wish to present

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Summary for Today

• Get Ready - This is going to be a highly active and demanding

project-based course
• Be Flexible – You will meeting your client next week and you
will work in teams for the rest of the term
• Learn the Canvas - The business model canvas is the
framework we will use to consider new business models
although there may be variations in its usage
• Integrate Business Disciplines - Future business leaders must
consider all disciplines of business and we will put these into
action
• Embrace Ambiguity – You will learn to appreciate what this
means

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