PAU Business & Business Model Design (Cantabria) study plan

Distinguish sole trader, partnership, cooperative, S.A. and S.L. by ownership, liability, capital requirements and governance, producing a comparison table from memory

Classify at least ten real Cantabrian or Spanish firms by legal form and sector, justifying each classification

Explain how profit, survival, growth, shareholder value and social objectives can conflict, using two worked examples

Map stakeholders of a chosen firm onto a power/interest grid and derive one management implication per quadrant

Define value proposition, value creation and value capture, and separate them in a worked example

Complete a full Business Model Canvas for a real or invented firm with all nine blocks internally consistent

Identify three innovation types (product, process, business model) and argue which creates defensible advantage

Critique a canvas for weak links between customer segments, channels and revenue streams

Apply Porter's five forces to a named industry and rank the forces by intensity

Connect business model choices to competitive strategy (cost leadership, differentiation, focus)

Explain how platforms and network effects change value capture compared with pipeline models

Evaluate one disruptive entrant and state whether incumbents' models can respond

Build a simplified balance sheet and income statement from a list of transactions

Compute and interpret current ratio, debt-to-equity, gross margin, ROCE and return on sales

Compare bank loan, bond issue, equity issue and retained earnings on cost, control and risk

Appraise a project using payback, NPV and IRR, and explain why NPV dominates when they conflict

Match sources of finance (short and long term, internal and external) to firm size and life-cycle stage

Explain working capital management and its effect on liquidity

Compare job, batch, mass and lean production on cost, flexibility and quality

Apply quality tools (TQM, quality control, ISO logic) and calculate the cost of poor quality in a small case

Analyse a supply chain decision (make or buy, single vs multiple sourcing) against lead time and risk

Segment a market with at least three criteria and justify a chosen target segment

Build a marketing mix for a named product, making each of the four Ps consistent with the positioning

Distinguish penetration, skimming, psychological and cost-plus pricing and select one with reasons

Design a digital campaign naming channel, metric and budget split across at least three channels

Interpret basic digital metrics (conversion rate, CAC, CTR) and state what each reveals

Compare functional, divisional and matrix structures and match each to a stated firm size and strategy

Apply Maslow, Herzberg and one process theory of motivation to a concrete reward problem

Distinguish leadership styles and recommend one for a described team situation

Evaluate organic growth, merger, acquisition and joint venture on speed, cost and risk

Assess market entry modes for internationalisation (export, licensing, franchising, FDI) against control and commitment

Synthesise all seven domains into one integrated case answer linking model, finance and strategy

Complete a timed mock under exam conditions and mark it against a self-built rubric

Re-derive from memory the ten formulas and frameworks most often missed in practice

Close every gap flagged by the mock with a written correction note per error