Module Code: H9BMST
Long Title Business Models, Strategy and Tactics
Title Business Models, Strategy and Tactics
Module Level: LEVEL 9
EQF Level: 7
EHEA Level: Second Cycle
Credits: 10
Module Author: Isabela Da Silva
Departments: School of Business
Specifications of the qualifications and experience required of staff

Lecturer: Master’s degree essential however ideally a PhD.  Experience of lecturing in the field and to post experience groups also desirable. Experience of industry within management or entrepreneurship is also desirable.  May be professional qualified either. 

Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Conceptualize the business context and environmental factors as well as the internal resources and capabilities which have an effect on the organization’s business and revenue model
LO2 Interpret the findings of level specific analytical tools when applied to a specific business situations.
LO3 Determine the strategic position of an organization in a given business situation and formulate appropriate business model choices
LO4 Construct innovative and disruptive business models
LO5 Develop a reflective and multi-perspective approach to analysing and resolving complex management situations.
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).

No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Entry requirements

There are no additional entry requirements for this module.  The programme entry requirements apply.  No pre-requisites or co-requisites apply.  


Module Content & Assessment

Indicative Content
Business Models, Business Modelling and Business Model Innovation
Business Model Definition and Design Disruptive Business Models Business Model Innovation and the Process of Business Model Re-configuration
Strategy Formulation and Tactics
Intuition & Decision Making - Systems Thinking, Open Innovation, Deductive vs Inductive Reasoning, Critical Analysis, Cognitive biases, Vision, Values & Goals, Responsibility & Politics Strategy Formation, Formulation & Development – Environmental Analysis, Dynamic/Core Resources and Capabilities, Revenue Modelling , Building a Customer Value Proposition, USP and Competitive Advantage. Strategy in Action - Identifying Problems, Planning and Action
Assessment Breakdown%
End of Module Assessment50.00%


Full Time

Assessment Type: Continuous Assessment % of total: 50
Assessment Date: n/a Outcome addressed: 1,2,3,4,5
Non-Marked: No
Assessment Description:
The project will involve a business model audit as well as the provision of strategic advice for a live case. The students will be expected to analyse the business model of the case company, assessing their resources and capabilities, target market and customer value proposition as well as revenue model. Drawing in evidence from academic sources, the students are expected to give the case firm strategic advice and tactical suggestions how to achieve business model innovation. The output will be a detailed report which can be shared with the case firm. Key milestone dates will be set at the class.
End of Module Assessment
Assessment Type: Terminal Exam % of total: 50
Assessment Date: End-of-Semester Outcome addressed: 1,3,5
Non-Marked: No
Assessment Description:
The end of semester examination paper will be three hours in duration. All questions will necessitate essay-style responses and marks will be awarded based on clarity, structure, depth of topic knowledge and evidence of outside core text reading.
No Workplace Assessment
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
Reassessment Description
This learner must attempt all elements of this module. Where a learner fails to achieve an overall average of 40% of more, they will be the offered the opportunity to sit a repeat examination testing all of the learning outcomes. This will be recorded as a second attempt.

NCIRL reserves the right to alter the nature and timings of assessment


Module Workload

Module Target Workload Hours 0 Hours
Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Classroom and demonstrations 30 Per Semester 2.50
Directed Learning Directed e-learning 30 Per Semester 2.50
Independent Learning Independent learning 65 Per Semester 5.42
Total Weekly Contact Hours 5.00

Module Resources

Recommended Book Resources
  • Hague, P.. (2018), The Business Model Handbook: Templates, Theory and Case Studies,, Kogan Page.
  • Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. (2020), Exploring Strategy, 12th. Pearson.
Supplementary Book Resources
  • Chernev, A.. (2017), The Business Model: How to develop new products, create market value and make the competition irrelevant, Cerebellum Press, USA.
  • Bock, A.J. and George, G. (2017), The Business Model Book: design, build and adapt business ideas that thrive, 1st ed. Pearson.
  • Osterwalder, A. and Pigneur, Y.. (2010), Business Model generation: A handbook for visionaries and game changers, Wiley, US.
  • Lampel, J., Mintzberg, H., Quinn, J.B and Ghoshal, P.S. (2014), The Strategy Process: Global Edition: Concepts, Contexts, Cases 5th ed.. Pearson.
  • Kahneman, D. (2013), Thinking Fast and Slow. Farer, Straus & Giroux, New York, USA.
  • Porter, M. (2004), Competitive Strategy, The Free Press,, New York, USA..
Supplementary Article/Paper Resources
  • Lanzolla, G. and Markides, C.. (2021), A Business Model View of Strategy, Journal of Management Studies,
  • Massa, Tucci and Afuah. (2017), A critical Assessment of Business Model Research, Academy of Management Annals.
  • Foss and Saebi. (2017), Fifteen years of research on business model innovation: how far have we come, and where should we go?, Journal of Management.
  • Johnson and Christensen. (2008), Reinventing your business model, Harvard Business Review.
  • Chesbrough. Business Model Innovation: Opportunities and Barriers, Long Range Planning.
Other Resources
  • [Website], Forbes.
  • [Website], Mc Kinsey & Co..
Discussion Note: