Insegnamento a.a. 2017-2018



Department of Management and Technology

Course taught in English

Go to class group/s: 31
CLEACC (6 credits - II sem. - OBS  |  SECS-P/07)
Course Director:

Classes: 31 (II sem.)

Course Objectives

This hands on course analyses the impact of digital platforms in changing the competitive landscape of several industries, particularly media industries. Of particular interest of the course is the entrepreneurial ferment that has resulted and the emergence of new business models even in mature industries as a consequence of the emergence of digital platforms.

Through a rich and diverse series of examples across several industries industries, students

  • Assess the characteristics of digital platforms and the competitive rules of the game they impose.
  • Analyse several business models emerging around and as a consequence of platform diffusion.
  • Design a business model leveraging on the presence of digital platforms.

By the end of the program you

  • Are able to identify what to pay attention to when dealing with platform driven business models.
  • Are able to describe entrepreneurial ventures in terms of business models.
  • Are able to identify the potential disruptive effect in new business models and their conditions for sustainability.
  • Are asked to propose/ assess a business model for an entrepreneurial venture.

Course Content Summary

The course covers the following topics
  • Part A: why are platforms disruptive? What is disruption all about.
  • Part B: the business model canvas and the conditions for sustainability.
  • Part C: developing new business models.

Detailed Description of Assessment Methods

This course is interactive in nature and is based on active participation; therefore it has been designed in the hypothesis that students do want to take this course and are genuinely interested in taking part. While attendance is not compulsory, it is checked regularly, it is part of the evaluation and is warmly recommended, as the program is highly interactive.
There are significant advantages if you take this course as attending student
  • Your learning experience is going to be richer than if you take the course as a non attending student.
  • The workload is more evenly distributed during the semester.
  • You have the possibility to interact with peers and faculty.
You obviously have the possibility to take the course as non attending student.
Students are expected to be familiar with the tools used to assess industry attractiveness and competitive advantage.
If you decide you want to be an attending student you have to be aware that this course is hands on in nature; the course is rich in examples and cases. It is extremely important that you come to class prepared, as cases more than theory are the core elements through which collective learning takes place. Also, industries are undergoing very rapid changes. So, you are encouraged to do individual research on the topics.

For attending students
the exam consists of
  • Assignments during the semester, to form 50% of your grade.
  • A group project to be presented during the last two sessions for the remaining 50%.
Faculty reserves the right to give up to 3 points for active class participation.
Attending students attend at least 75% of classes. Failure to participate to the project, or to hand in assignments makes you a non attending student, even if you were physically in class during the semester. Attending students may opt to become non attending students if they show up on the day of final.

For not attending students
The exam consists on a written essai accounting for 100% of the total grade.

Bocconi students who are on an exchange program can convert this exam with courses on entrepreneurship, digital disruption, transformation in the media businesses.
The final exam consists on an essay.

Students are divided into groups, are assigned a project to experiment participative digital business models. The projects refers to Bocconi community and the city of Milano. Students beaskeds to assess target audience needs, analyse competition, alternative offering configuration, propose a digital offering. Students are required to be as analytical as possible in the benchmark exercise. The proposal is presented to the class at the end of the semester. The best projects might be implemented within Bocconi Arts campus activities. Half of the grade is assigned by faculty and half by peers.
Active class participation does not equate with mere presence in class. The industries we are studying are in continuous transformation and there is a wealth of material being published on the topics that we are addressing. People showing interest and active contribution in the interest of collective as well as individual learning is rewarded.


For attending students
  • R. STUTELY, The Definitive Business Plan, FT Publishing, Pearson Group (suggested to broaden your knowledge on venture development, but not compulsory).
  • Materials available on Bocconi e-learning.
  • Materials on course reserve.
  • Exam textbooks & Online Articles (check availability at the Library).

For non attending students

  • R. STUTELY, The Definitive Business Plan, FT Publishing, Pearson Group available at EGEA.
  • Leading Digital: Turning Technology into Business Transformation, Harvard Business Review Press by Weterman, Bonier, McAfee.
  • Materials available on Bocconi e-learning.
  • Materials on course reserve.
Exam textbooks & Online Articles (check availability at the Library).

For all of you:
The whole issue of disruption was started by a great book:
  • CHRISTENSEN The innovator’s dilemma 1997.
It is not a requested reading but we refer to it quite extensively. If you are interested in the topic from a conceptual point of view, it is a recommended reading.
Exam textbooks & Online Articles (check availability at the Library)
Last change 23/03/2017 10:40