{"id":9092,"date":"2021-11-13T06:05:16","date_gmt":"2021-11-13T04:05:16","guid":{"rendered":"https:\/\/probm2.cti.ugal.ro\/site\/?page_id=9092"},"modified":"2022-01-20T14:55:14","modified_gmt":"2022-01-20T12:55:14","slug":"competence-map","status":"publish","type":"page","link":"https:\/\/probm2.cti.ugal.ro\/site\/en\/competence-map\/","title":{"rendered":"Competence map"},"content":{"rendered":"

[et_pb_section fb_built=”1″ _builder_version=”4.9.2″ _module_preset=”default” background_color=”#ffe187″ background_image=”https:\/\/probm2.cti.ugal.ro\/site\/wp-content\/uploads\/2021\/11\/competences1.jpg” min_height=”25em” custom_padding=”0px||0px||false|false” animation_style=”fade” animation_duration=”750ms”][et_pb_row column_structure=”1_2,1_2″ _builder_version=”4.9.2″ _module_preset=”default” custom_padding=”3em||3em||false|false”][et_pb_column type=”1_2″ _builder_version=”4.9.2″ _module_preset=”default”][et_pb_text _builder_version=”4.9.2″ _module_preset=”default” text_font=”Montserrat||||||||” text_text_color=”#e8e8e8″ text_font_size=”2.2em” text_line_height=”1.6em” header_font=”Montserrat||||||||” background_color=”RGBA(0,0,0,0)” use_background_color_gradient=”on” background_color_gradient_start=”rgba(0,0,0,0.58)” background_color_gradient_end=”rgba(0,0,0,0.64)” custom_margin=”||||false|false” custom_padding=”1em|0em|1em|1em|true|false” animation_style=”zoom” animation_duration=”600ms” animation_intensity_zoom=”72%” border_radii=”on|15px|15px|15px|15px”]<\/p>\n

COMPETENCE MAP<\/strong><\/p>\n

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STUDY<\/strong><\/p>\n

[\/et_pb_text][\/et_pb_column][et_pb_column type=”1_2″ _builder_version=”4.9.2″ _module_preset=”default”][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.9.2″ _module_preset=”default” background_color=”RGBA(0,0,0,0)” custom_padding=”1em||1em||true|false” locked=”off”][et_pb_row column_structure=”2_3,1_3″ _builder_version=”4.9.2″ _module_preset=”default” custom_padding=”||||false|false”][et_pb_column type=”2_3″ _builder_version=”4.9.2″ _module_preset=”default”][et_pb_text _builder_version=”4.9.2″ _module_preset=”default” animation_style=”slide” animation_direction=”bottom” animation_duration=”700ms”]<\/p>\n

Competence map<\/h2>\n

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Download<\/a><\/div>\n
\"\"<\/a><\/div>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.9.2″ _module_preset=”default” background_color=”#FFFFFF” custom_padding=”28px|2em||2em|false|true” animation_style=”zoom” border_radii=”on|5px|5px|5px|5px” border_width_all=”1px” border_color_all=”#c4c4c4″][et_pb_column type=”4_4″ _builder_version=”4.9.2″ _module_preset=”default”][et_pb_text _builder_version=”4.9.2″ _module_preset=”default” custom_margin=”|0px||0px|false|true”]<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
MODULE<\/strong><\/td>\n\n

LEARNING OBJECTIVES<\/strong><\/p>\n

\u00a0<\/strong><\/p>\n

The module covers the following
learning objectives:<\/em><\/p>\n<\/td>\n

LEARNING OUTCOMES<\/strong><\/td>\n<\/tr>\n
\n

KNOWLEDGE<\/strong><\/p>\n

After the completion of this module
the learner will be able:<\/em><\/p>\n<\/td>\n

\n

SKILLS<\/strong><\/p>\n

After the completion of this module
the learner will be able:<\/em><\/p>\n<\/td>\n<\/tr>\n

1. Introduction<\/strong><\/a><\/td>\nthe definition of the business model<\/td>\nto define the business model<\/td>\nto interpret the definition of the business model<\/td>\n<\/tr>\n
the use and benefits of business model<\/td>\nto describe the use and benefits of business model<\/td>\nto rate the use and benefits of business model<\/td>\n<\/tr>\n
the elements of the Business Model Canvas<\/td>\nto describe the elements of the Business Model Canvas<\/td>\nto apply the elements of the Business Model Canvas<\/td>\n<\/tr>\n
2. Customer Segments<\/strong><\/a><\/td>\nthe definition of a customer segment<\/td>\nto define what a customer segment is<\/td>\nto interpret what a customer segment is<\/td>\n<\/tr>\n
the importance of customer segments in a business model<\/td>\nto describe the importance of customer segments in a business model<\/td>\nto employ the importance of customer segments in a business model<\/td>\n<\/tr>\n
the different customer segment models<\/td>\nto list different customer segment models<\/td>\nto analyse different customer segment models<\/td>\n<\/tr>\n
the impact of different customer segments on other parts of the business model<\/td>\nto explain the impact of different customer segments on other parts of the business model<\/td>\nto outline the impact of different customer segments on other parts of the business model<\/td>\n<\/tr>\n
3. Value Proposition<\/strong><\/a><\/td>\nthe concept of value proposition<\/td>\nto define the concept of value proposition<\/td>\nto apply the concept of value proposition<\/td>\n<\/tr>\n
the elements of value proposition<\/td>\nto describe the elements of value proposition<\/td>\nto interpret the elements of value proposition<\/td>\n<\/tr>\n
the types of value proposition<\/td>\nto identify the types of value proposition<\/td>\nto use the types of value proposition<\/td>\n<\/tr>\n
the examples of some of the most popular value propositions on the market<\/td>\nto list the examples of some of the most popular value propositions on the market<\/td>\nto employ the most popular value propositions on the market<\/td>\n<\/tr>\n
the most suitable value proposition to satisfy the clients<\/td>\nto characterise the most suitable value proposition to satisfy the clients<\/td>\nto select the most suitable value proposition to satisfy the clients<\/td>\n<\/tr>\n
4. Channels<\/strong><\/a><\/td>\nthe various phases of communication, related to channels and their aims<\/td>\nto recognize each of the distinct various phases of communication, related to channels and their aims<\/td>\nto interpret each of the distinct various phases of communication, related to channels and their aims<\/td>\n<\/tr>\n
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)<\/td>\nto describe the difference between the communication channels related to promotion and those phases related to place<\/td>\nto distinguish between the communication channels related to promotion and those phases related to place<\/td>\n<\/tr>\n
the channels to communicate the organisation’s value proposition.<\/td>\nto list different channels to communicate the organisation’s value proposition<\/td>\nto appraise different channels to communicate the organisation’s value proposition<\/td>\n<\/tr>\n
the improvement of communication with all customer segments and customer relationships through the prism of the channels<\/td>\nto characterise the current channels to\u00a0 improve communication with all customer segments and customer relationships<\/td>\nto examine and critique current channels to improve communication with all customer segments and customer relationships<\/td>\n<\/tr>\n
the communication avenues listed under channels with customer segments, customer relations and value creation<\/td>\nto describe the communication avenues listed under channels with customer segments, customer relations and value creation<\/td>\nto consolidate and align the communication avenues listed under channels with customer segments, customer relations and value creation<\/td>\n<\/tr>\n
the design of cost-effective future strategies and innovative channels<\/td>\nto match the cost-effective future strategies and innovative channels<\/td>\napply creative thinking to design cost-effective future strategies and innovative channels<\/td>\n<\/tr>\n
5. Customer Relationships<\/strong><\/a><\/td>\nthe definition of the customer relationship<\/td>\nto define the customer relationship<\/td>\nto interpret the definition of the customer relationship<\/td>\n<\/tr>\n
the importance of customer relationships in a business model<\/td>\nto explain the importance of customer relationships in a business model<\/td>\nto rate the importance of customer relationships in a business model<\/td>\n<\/tr>\n
the different customer relationship models<\/td>\nto illustrate different customer relationship models<\/td>\nto employ different customer relationship models<\/td>\n<\/tr>\n
the impact of different customer relationships on other components of an organisation\u2019s business model and vice-versa<\/td>\nto describe how different customer relationships are capable of impacting other components of an organisation\u2019s business model and vice-versa<\/td>\nto assess how different customer relationships are capable of impacting other components of an organisation\u2019s business model and vice-versa<\/td>\n<\/tr>\n
6. Revenue Streams<\/strong><\/a><\/td>\nthe revenue streams block and its relation to other blocks<\/td>\nto describe the revenue streams block and its relation to other blocks<\/td>\nto apply the revenue streams block and its relation to other blocks<\/td>\n<\/tr>\n
the strengths and weaknesses of revenue streams<\/td>\nto list the strengths and weaknesses of revenue streams<\/td>\nto evaluate current revenue streams to assess their strengths and weaknesses<\/td>\n<\/tr>\n
the value of revenue streams and their relevance for organisational strategy<\/td>\nto outline the value of revenue streams and their relevance for organisational strategy<\/td>\nto appraise the value of revenue streams and their relevance for organisational strategy<\/td>\n<\/tr>\n
the improvement of communication with all customer segments and customer relationships through the prism of the revenue streams<\/td>\nto characterise the current revenue streams in order to improve communication with all customer segments and to improve customer relationships<\/td>\nto examine and critique current revenue streams in order to improve communication with all customer segments and to improve customer relationships<\/td>\n<\/tr>\n
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<\/td>\nto 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<\/td>\nto 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<\/td>\n<\/tr>\n
7. Key Resources<\/strong><\/a><\/td>\nthe definition of the key resources<\/td>\nto define the key resources<\/td>\nto interpret the definition of the key resources<\/td>\n<\/tr>\n
the importance of key resources in a business model<\/td>\nto explain the importance of key resources in a business model<\/td>\nto rate the importance of key resources in a business model<\/td>\n<\/tr>\n
the different types of key resources<\/td>\nto illustrate the different types of key resources<\/td>\nto employ the different types of key resources<\/td>\n<\/tr>\n
the creation of value proposition through the use of key resources<\/td>\nto recognise which key resources create the value proposition<\/td>\nto evaluate which key resources create the value proposition<\/td>\n<\/tr>\n
8. Key Activities<\/strong><\/a><\/td>\nthe concept of key activities<\/td>\nto define the concept of key activities within the Business Model Canvas<\/td>\nto interpret the concept of key activities within the Business Model Canvas<\/td>\n<\/tr>\n
the main key activities within an enterprise<\/td>\nto list the main key activities within an enterprise<\/td>\nto inspect the main key activities within an enterprise<\/td>\n<\/tr>\n
the relevant key activities required to reach the objectives and purposes of an enterprise<\/td>\nto list the relevant key activities required to reach the objectives and purposes of an enterprise<\/td>\nto use the relevant key activities required to reach the objectives and purposes of an enterprise<\/td>\n<\/tr>\n
the importance of key activities in the definition of the value proposition<\/td>\nto illustrate the importance of key activities in the definition of the value proposition<\/td>\nto assess the importance of key activities in the definition of the value proposition<\/td>\n<\/tr>\n
the relationship between key activities and the value proposition of an enterprise<\/td>\nto explain the relationship between key activities and the value proposition of an enterprise<\/td>\nto distinguish the relationship between key activities and the value proposition of an enterprise<\/td>\n<\/tr>\n
the key activities, in line with the value proposition<\/td>\nto identify certain key activities, in line with the value proposition<\/td>\nto focus only on certain key activities, in line with the value proposition<\/td>\n<\/tr>\n
9.Key Partners<\/strong><\/a><\/td>\nthe concept of key partners<\/td>\nto define the concept of key partners<\/td>\nto interpret the concept of key partners<\/td>\n<\/tr>\n
the main partnership agreements with respective advantages and disadvantages<\/td>\nto list the main partnership agreements with respective advantages and disadvantages<\/td>\nto apprise the main partnership agreements with respective advantages and disadvantages<\/td>\n<\/tr>\n
the support of key partners in own company\/enterprise operations<\/td>\nto identify key partners to support their own company\/enterprise operations<\/td>\nto rate the support of key partners in own company\/enterprise operations<\/td>\n<\/tr>\n
the importance of key partners to satisfy customer needs<\/td>\nto illustrate the importance of key partners to satisfy customer needs<\/td>\nto analyse the importance of key partners to satisfy customer needs<\/td>\n<\/tr>\n
the relationship between partners to create joint value<\/td>\nto explain the relationship between partners to create joint value<\/td>\nto verify the relationship between partners to create joint value<\/td>\n<\/tr>\n
the role of key partners<\/td>\nto describe the role of key partners<\/td>\nto analyse the role of key partners<\/td>\n<\/tr>\n
the reduction of own inefficiencies through the partner(s)<\/td>\nto identify the most suitable partner(s) to reduce their own inefficiencies<\/td>\nto choose the most suitable partner(s) to reduce their own inefficiencies<\/td>\n<\/tr>\n
the conditions for an agreement in order to achieve the company benefit<\/td>\nto recognise the conditions for an agreement from which the company would benefit<\/td>\nto set the conditions for an agreement from which the company would benefit<\/td>\n<\/tr>\n
10. Cost Structure<\/strong><\/a><\/td>\nthe definition and examples of variable costs<\/td>\nto define and give examples of variable costs<\/td>\nto interpret the definition and examples of variable costs<\/td>\n<\/tr>\n
the definition and examples of fixed costs<\/td>\nto define and give examples of fixed costs<\/td>\nto interpret the definition and examples of fixed costs<\/td>\n<\/tr>\n
the difference between variable and fixed costs<\/td>\nto illustrate the difference between variable and fixed costs<\/td>\nto examine the difference between variable and fixed costs<\/td>\n<\/tr>\n
the calculation of variable costs<\/td>\nto describe the calculation of variable costs<\/td>\nto calculate the variable costs<\/td>\n<\/tr>\n
the calculation of fixed costs<\/td>\nto describe the calculation of fixed costs<\/td>\nto calculate the fixed costs<\/td>\n<\/tr>\n
the optimisation of the costs in the company<\/td>\nto characterise the optimisation of the costs in the company<\/td>\nto optimise costs in the company<\/td>\n<\/tr>\n
11. Citizenship and Professional Values<\/strong><\/a><\/td>\nthe meaning of citizenship and professional values<\/td>\nto characterise the meaning of citizenship and professional values<\/td>\nto examine the meaning of citizenship and professional values<\/td>\n<\/tr>\n
the business as a social and political commitment<\/td>\nto underline that a business is not only an economic, but also a social and political commitment<\/td>\nto distinguish that a business is not only an economic, but also a social and political commitment<\/td>\n<\/tr>\n
the importance of citizenship and professional values in a business model<\/td>\nto illustrate the importance of citizenship and professional values in a business model<\/td>\nto assess the importance of citizenship and professional values in a business model<\/td>\n<\/tr>\n
the benefits of adopting citizenship and professional values in other parts of the business model<\/td>\nto list the benefits of adopting citizenship and professional values in other parts of the business model<\/td>\nto implement the benefits of adopting citizenship and professional values in other parts of the business model<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

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ERASMUS+ KA2 Strategic Partnerships for adult education Poland<\/strong>
This project has received funding from the European Commission within Erasmus+ programme \u201cUnderstanding and Developing Business Models in the Globalisation Era\u201d (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.<\/span><\/p>\n

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PROJECT AND CREDITS<\/p>\n

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Copyright @2021 – businessmodels.eu<\/a><\/p>\n

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COMPETENCE MAPSTUDYCompetence mapDownload MODULE LEARNING OBJECTIVES \u00a0 The module covers the followinglearning objectives: LEARNING OUTCOMES KNOWLEDGE After the completion of this modulethe learner will be able: SKILLS After the completion of this modulethe learner will be able: 1. Introduction the definition of the business model to define the business model to interpret the definition of […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":""},"folder":[126],"_links":{"self":[{"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/pages\/9092"}],"collection":[{"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/comments?post=9092"}],"version-history":[{"count":23,"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/pages\/9092\/revisions"}],"predecessor-version":[{"id":9489,"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/pages\/9092\/revisions\/9489"}],"wp:attachment":[{"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/media?parent=9092"}],"wp:term":[{"taxonomy":"folder","embeddable":true,"href":"https:\/\/probm2.cti.ugal.ro\/site\/wp-json\/wp\/v2\/folder?post=9092"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}