PAU Balearic Islands Business & Business Model Design (UIB) study plan

Define the company's role in the economy by explaining, in your own words, how firms create value, employment and tax revenue in a mixed market economy such as Spain's.

Distinguish the three factors of production and classify ten real Balearic firms (hotels, retail, tech, agriculture) by sector and by the factor they exploit most intensively.

Break down the Business Model Canvas into its nine blocks and label each block of a well-known company you use personally.

Write a one-sentence value proposition for three different customer segments and justify why each is specific rather than generic.

Map the channels, customer relationships and revenue streams of a single firm and identify which revenue stream contributes most.

Classify revenue streams as recurring versus transactional and as fixed versus variable pricing, using at least six examples.

Identify the key resources of a firm as physical, intellectual, human or financial, and rank them by how hard they are to imitate.

Separate key activities into production, problem-solving and platform/network categories and assign them to a firm you know.

Justify two key partnerships using the logic of risk reduction, economies of scale or access to resources, and state what the firm gives up in each.

Build a cost structure split into fixed and variable costs and compute the break-even point for a simple scenario.

Run a structured ideation session producing at least fifteen business ideas, then screen them down to three using explicit criteria.

Convert one idea into testable hypotheses about desirability, feasibility and viability, and rank them by the cost of being wrong.

Design a minimum viable product and a validation experiment (interview script or landing-page test) that could falsify your riskiest hypothesis within two weeks.

Apply PESTEL and Porter's Five Forces to the Balearic tourism sector and state which force most constrains profitability.

Conduct a VRIO analysis of one firm's resources and conclude whether it holds a temporary or sustained competitive advantage.

Distinguish cost leadership, differentiation and focus strategies and match each to a real firm with supporting evidence.

Explain the difference between prototyping, piloting and launching, and describe what each is meant to learn.

Apply the build-measure-learn loop to a concrete case and identify where the pivot decision would fall.

Draft a competitive positioning statement for a new venture that names the segment, the alternative and the reason to choose it.

Identify three sources of competitive advantage that are durable in a service-intensive industry and three that are not.

Segment a market using at least three bases (demographic, behavioural, geographic) and profile two target segments in detail.

Write a positioning statement and translate it into a consistent marketing mix across product, price, place and promotion.

Choose channels for a digital campaign and justify the choice with reference to the target segment's media behaviour.

Compare debt and equity financing and state two advantages and two drawbacks of each for a small firm.

Read a profit and loss account and a balance sheet and calculate gross margin, net margin and return on assets.

Calculate payback period, net present value and internal rate of return for a simple two-option investment and recommend one.

Explain how the discount rate reflects risk and why a positive NPV signals value creation.

Distinguish functional, divisional and matrix structures and state one coordination cost of each.

Apply two motivation theories to a workplace scenario and predict what each would recommend changing.

Compare autocratic, democratic and transformational leadership styles and identify when each is appropriate.

Compare sole trader, limited company and cooperative forms on liability, taxation and capital-raising capacity.

Identify the essential elements of a valid contract and explain when a contract may be void or unenforceable.

Distinguish legal obligation from ethical obligation using one workplace dilemma and argue both sides.

Map a firm's environmental and social impacts across its value chain and propose two credible sustainability actions.

Explain how corporate social responsibility can function as a source of competitive advantage rather than as a cost.

Consolidate all nine domains by rewriting from memory the Business Model Canvas, the VRIO criteria and the three investment appraisal methods.

Complete a full timed mock exam and score it by domain to expose the two weakest areas.

Re-study only the two weakest domains using targeted questions until you reach consistent accuracy.

Rehearse a five-minute verbal defence of one business idea covering value proposition, market, finances and risks.

Build a one-page formula and definition sheet covering break-even, margins, NPV, payback and IRR for final review.