Fiches de cours

Business design for IT services


Enseignant(s) :

Wegmann Alain




We teach how to "design" a business initiative. Students work in groups on a project of their choice. We develop insights with business and system thinking literature. Concrete fieldwork outside class and substantial readings are necessary.


The students work, in groups, on a project. They: 
(1) imagine a new business service offering to develop,
(2) validate their model with real customers and potential partners,
(3) analyze the relevant segments (competitors, regulators, etc)
(4) define the service implementation, and especially the supporing IT services.
(5) validate the financial model


Individually, the students have to read the documents listed below. They make a synthesis of their contents. They need to apply the concepts presented in these documents on case studies and on their own project.


To represent and analyze their business idea, the students use TheSeamCanvas a web-based and paper-based business modelling tool. The course is based on the SEAM method.


This course requires a significant workload.


Business services, IT services, business design, innovation in startups, revolutionary ventures and corporate initiatives, entrepreneur profiles.


Business design, service design, SEAM modeling (service models, supplier-adopter relationship, motivation models)


Segmentation, value networks, PESTLE analysis, 5 forces, core competency, coopetition, blue ocean, transaction cost.

Integrated marketing concept, SWOT analysis, strategy canvas.

New technology adoption, crossing-the chasm, decision making units.

Pricing strategy, cashflow management, break-event time

Systems thinking, homeostasis, appreciative system.

Psychological types, epistemology, ontology, axiology (ethics and aesthetics).


Learning Outcomes

By the end of the course, the student must be able to:

Transversal skills

Teaching methods

Experiential learning + group work



Bhide, A. (2000). The Origin and Evolution of New businesses: Oxford University Press.
ISBN 0-195-17031-8


Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review.


Porter, M.E. (1980). Generic Strategies. In Porter, M. E. (1980). Competitive Strategy. Free Press. ISBN 0-648-84148-7. 


Levitt, T. (1960). Marketing Myopia. Harvard Business Review.


Mintzberg, H. et al. (1998), Marketing Myopia Myopia in Mintzberg, H. et al., Stragtegy Safari, Prentince Hall. ISBN 0-136-95677-7


Prahalad, C., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review.


Hagel, J., & Singer, M. (1999). Unbundling the Corporation. Harvard Business Review.


Brandenburger, A. M., & Nalebuff, B. J. (1995). The Right Game: Use Game Theory to Shape Strategy. Harvard Business Review.


Kim, W. C., & Mauborgne, R. (2004). Blue Ocean Strategy, Havard Business Review.


Regev, G. et al.(2013) What We Can Learn about Business Modeling from Homeostasis, Lecture Notes in Business Information Processing, 142, 1-15, 2003


Regev, G. et al.(2011) Service Systems and Value Modeling from an Appreciative System Perspective, Exploring Services Science, 82, 146-157, 2011


Tools: TheSeamCanvas' Business modeling tool on the web and as a paper form.

Note: the list is non-exhaustive. 


Ressources en bibliothèque

Dans les plans d'études

Semaine de référence

En construction
      Exercice, TP
      Projet, autre


  • Semestre d'automne
  • Session d'hiver
  • Semestre de printemps
  • Session d'été
  • Cours en français
  • Cours en anglais
  • Cours en allemand