ic_excursion Excursions

Part 1

Excursions 1:
Cases and Examples
Excursions 2:
A note on gender and language
Excursions 3:
Business models as models of business
Excursions 4:
A new "business model" for value creation? Lessons of the dot-com crash.
Excursions 5:
Business model definitions
Excursions 6:
Taurai
Excursions 7:
Systems
Excursions 8:
Biz Models as learned skill
Excursions 9:
Business Models and Strategy

 
Part 2

Excursions 10:
Human design and Orbel
Excursions 11:
Confederate Motorcycles at the Salt Flats
Excursions 12:
Transaction-based business models
Excursions 13:
External transactions
Excursions 14:
BSTs in the IT sector
Excursions 15:
Transaction structure, content, and governance
Excursions 16:
Transaction (re)design
Excursions 17:
Non-business business models
Excursions 18:
Business models and contingency theory
Excursions 19:
Information sharing and value design
Excursions 20:
Condor Computing
Excursions 21:
Google
Excursions 22:
Modeling coherence at CDI
Excursions 23:
Why not start with narrative?

 
Part 3

Excursions 24:
Booker's 7 basic narratives
Excursions 25:
Narrative relevance and credibility
Excursions 26:
Business plans to business models
Excursions 27:
Opportunity v. Business Model at MRAIL
Excursions 28:
The Squatty Potty
Excursions 29:
The Lean startup and canvas
Excursions 30:
Canvanizer
Excursions 31:
More about key metrics
Excursions 32:
Customer segments
Excursions 33:
Customer journey maps
Excursions 34:
The social media marketing trap
Excursions 35:
More about unfair advantages
Excursions 36:
Revenue stream and purchasing hammers
Excursions 37:
AEB revenue stream ideas
Excursions 38:
Exploring unique value propositions
Excursions 39:
Prioritizing cost research
Excursions 40:
MRail's SHaRP resources
Excursions 41:
Tacit Capabilities
Excursions 42:
Timely activities- the case of social media marketing
Excursions 43:
More on Crossing the Chasm
Excursions 44:
Unable to Cross the Chasm
Excursions 45:
MRail segments
Excursions 46:
More about channel challenges
Excursions 47:
Proximity and Engagement
Excursions 48:
MRail customer pain
Excursions 50:
Cost analysis is like the weather
Excursions 51:
Mrail Revenue

 
Part 4 - Business Model Innovation

Excursions 52:
Matt Golden
Excursions 53:
Brainstorming rules
Excursions 54:
Brian Eno's Oblique Strategies
Excursions 55:
Guidance on thought experiments
Excursions 56:
Pilot testing at Ocere
Excursions 57:
Business Model Innovation and Creative Destruction
Excursions 58:
IBM's global study of business model innovation
Excursions 59:
GeoCities' business model was too innovative
Excursions 60:
Agile Business Model Innovation
Excursions 61:
The Fractal business model
Excursions 62:
Drivers of business model innovation
Excursions 63:
BMI Stage 1: Drivers of successful business model innovation
Excursions 64:
BMI Stage 2: Drivers of successful business model innovation
Excursions 65:
Notes on "sustainable" business model dimensions
Excursions 66:
Sustainability business
Excursions 67:
Blake Mycoskie and TOMS shoes

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