COMPETENCE MAP

STUDY

Competence map

MODULE

LEARNING OBJECTIVES

 

The module covers the following
learning objectives:

 LEARNING OUTCOMES

KNOWLEDGE

After the completion of this module
the learner will be able:

SKILLS

After the completion of this module
the learner will be able:
1. Introduction the definition of the business model to define the business model to interpret the definition of the business model
the use and benefits of business model to describe the use and benefits of business model to rate the use and benefits of business model
the elements of the Business Model Canvas to describe the elements of the Business Model Canvas to apply the elements of the Business Model Canvas
2. Customer Segments the definition of a customer segment to define what a customer segment is to interpret what a customer segment is
the importance of customer segments in a business model to describe the importance of customer segments in a business model to employ the importance of customer segments in a business model
the different customer segment models to list different customer segment models to analyse different customer segment models
the impact of different customer segments on other parts of the business model to explain the impact of different customer segments on other parts of the business model to outline the impact of different customer segments on other parts of the business model
3. Value Proposition the concept of value proposition to define the concept of value proposition to apply the concept of value proposition
the elements of value proposition to describe the elements of value proposition to interpret the elements of value proposition
the types of value proposition to identify the types of value proposition to use the types of value proposition
the examples of some of the most popular value propositions on the market to list the examples of some of the most popular value propositions on the market to employ the most popular value propositions on the market
the most suitable value proposition to satisfy the clients to characterise the most suitable value proposition to satisfy the clients to select the most suitable value proposition to satisfy the clients
4. Channels the various phases of communication, related to channels and their aims to recognize each of the distinct various phases of communication, related to channels and their aims to interpret each of the distinct various phases of communication, related to channels and their aims
the difference between the communication channels related to promotion (awareness, evaluation, and after-sales customer support) and those phases related to place (purchase and delivery) to describe the difference between the communication channels related to promotion and those phases related to place to distinguish between the communication channels related to promotion and those phases related to place
the channels to communicate the organisation’s value proposition. to list different channels to communicate the organisation’s value proposition to appraise different channels to communicate the organisation’s value proposition
the improvement of communication with all customer segments and customer relationships through the prism of the channels to characterise the current channels to  improve communication with all customer segments and customer relationships to examine and critique current channels to improve communication with all customer segments and customer relationships
the communication avenues listed under channels with customer segments, customer relations and value creation to describe the communication avenues listed under channels with customer segments, customer relations and value creation to consolidate and align the communication avenues listed under channels with customer segments, customer relations and value creation
the design of cost-effective future strategies and innovative channels to match the cost-effective future strategies and innovative channels apply creative thinking to design cost-effective future strategies and innovative channels
5. Customer Relationships the definition of the customer relationship to define the customer relationship to interpret the definition of the customer relationship
the importance of customer relationships in a business model to explain the importance of customer relationships in a business model to rate the importance of customer relationships in a business model
the different customer relationship models to illustrate different customer relationship models to employ different customer relationship models
the impact of different customer relationships on other components of an organisation’s business model and vice-versa to describe how different customer relationships are capable of impacting other components of an organisation’s business model and vice-versa to assess how different customer relationships are capable of impacting other components of an organisation’s business model and vice-versa
6. Revenue Streams the revenue streams block and its relation to other blocks to describe the revenue streams block and its relation to other blocks to apply the revenue streams block and its relation to other blocks
the strengths and weaknesses of revenue streams to list the strengths and weaknesses of revenue streams to evaluate current revenue streams to assess their strengths and weaknesses
the value of revenue streams and their relevance for organisational strategy to outline the value of revenue streams and their relevance for organisational strategy to appraise the value of revenue streams and their relevance for organisational strategy
the improvement of communication with all customer segments and customer relationships through the prism of the revenue streams to characterise the current revenue streams in order to improve communication with all customer segments and to improve customer relationships to examine and critique current revenue streams in order to improve communication with all customer segments and to improve customer relationships
the design of revenue streams segment in order to apply creative thinking to design future strategy and to list alternative possibilities and potential innovative revenue streams to characterise the current revenue streams segment in order to apply creative thinking to design future strategy and to list alternative possibilities and potential innovative revenue streams to appraise and evaluate the current revenue streams segment in order to apply creative thinking to design future strategy and to list alternative possibilities and potential innovative revenue streams
7. Key Resources the definition of the key resources to define the key resources to interpret the definition of the key resources
the importance of key resources in a business model to explain the importance of key resources in a business model to rate the importance of key resources in a business model
the different types of key resources to illustrate the different types of key resources to employ the different types of key resources
the creation of value proposition through the use of key resources to recognise which key resources create the value proposition to evaluate which key resources create the value proposition
8. Key Activities the concept of key activities to define the concept of key activities within the Business Model Canvas to interpret the concept of key activities within the Business Model Canvas
the main key activities within an enterprise to list the main key activities within an enterprise to inspect the main key activities within an enterprise
the relevant key activities required to reach the objectives and purposes of an enterprise to list the relevant key activities required to reach the objectives and purposes of an enterprise to use the relevant key activities required to reach the objectives and purposes of an enterprise
the importance of key activities in the definition of the value proposition to illustrate the importance of key activities in the definition of the value proposition to assess the importance of key activities in the definition of the value proposition
the relationship between key activities and the value proposition of an enterprise to explain the relationship between key activities and the value proposition of an enterprise to distinguish the relationship between key activities and the value proposition of an enterprise
the key activities, in line with the value proposition to identify certain key activities, in line with the value proposition to focus only on certain key activities, in line with the value proposition
9.Key Partners the concept of key partners to define the concept of key partners to interpret the concept of key partners
the main partnership agreements with respective advantages and disadvantages to list the main partnership agreements with respective advantages and disadvantages to apprise the main partnership agreements with respective advantages and disadvantages
the support of key partners in own company/enterprise operations to identify key partners to support their own company/enterprise operations to rate the support of key partners in own company/enterprise operations
the importance of key partners to satisfy customer needs to illustrate the importance of key partners to satisfy customer needs to analyse the importance of key partners to satisfy customer needs
the relationship between partners to create joint value to explain the relationship between partners to create joint value to verify the relationship between partners to create joint value
the role of key partners to describe the role of key partners to analyse the role of key partners
the reduction of own inefficiencies through the partner(s) to identify the most suitable partner(s) to reduce their own inefficiencies to choose the most suitable partner(s) to reduce their own inefficiencies
the conditions for an agreement in order to achieve the company benefit to recognise the conditions for an agreement from which the company would benefit to set the conditions for an agreement from which the company would benefit
10. Cost Structure the definition and examples of variable costs to define and give examples of variable costs to interpret the definition and examples of variable costs
the definition and examples of fixed costs to define and give examples of fixed costs to interpret the definition and examples of fixed costs
the difference between variable and fixed costs to illustrate the difference between variable and fixed costs to examine the difference between variable and fixed costs
the calculation of variable costs to describe the calculation of variable costs to calculate the variable costs
the calculation of fixed costs to describe the calculation of fixed costs to calculate the fixed costs
the optimisation of the costs in the company to characterise the optimisation of the costs in the company to optimise costs in the company
11. Citizenship and Professional Values the meaning of citizenship and professional values to characterise the meaning of citizenship and professional values to examine the meaning of citizenship and professional values
the business as a social and political commitment to underline that a business is not only an economic, but also a social and political commitment to distinguish that a business is not only an economic, but also a social and political commitment
the importance of citizenship and professional values in a business model to illustrate the importance of citizenship and professional values in a business model to assess the importance of citizenship and professional values in a business model
the benefits of adopting citizenship and professional values in other parts of the business model to list the benefits of adopting citizenship and professional values in other parts of the business model to implement the benefits of adopting citizenship and professional values in other parts of the business model

ERASMUS+ KA2 Strategic Partnerships for adult education Poland
This project has received funding from the European Commission within Erasmus+ programme “Understanding and Developing Business Models in the Globalisation Era” (No.2019-1-PL01-KA204-064951)
The European Commission does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

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