VSFS:B_BM Business model - Course Information

B_BM Business model

Extent and Intensity

2/1/0. 6 credit(s). Type of Completion: zk (examination).

Teacher(s)

Ing. Oskar Crnadak, Ph.D. (seminar tutor)
doc. Ing. Naděžda Petrů, Ph.D. (seminar tutor)

Guaranteed by

doc. Ing. Naděžda Petrů, Ph.D.
Department of Economics and Management – Departments – University of Finance and Administration
Contact Person: Mgr. Petra Dovhunová

Timetable of Seminar Groups

B_BM/cEKPH: each odd Monday 15:45–16:29 E230, each odd Monday 16:30–17:15 E230, O. Crnadak
B_BM/cEKPPKV: each even Tuesday 14:00–14:44 KV206, each even Tuesday 14:45–15:30 KV206, O. Crnadak
B_BM/cPPPH: each even Wednesday 14:00–14:44 E404, each even Wednesday 14:45–15:30 E404, O. Crnadak
B_BM/pEKPPKV: each even Tuesday 10:30–11:14 KV206, each even Tuesday 11:15–12:00 KV206, each even Tuesday 12:15–12:59 KV206, each even Tuesday 13:00–13:45 KV206, O. Crnadak
B_BM/pEKPPPH: Mon 14:00–14:44 E230, Mon 14:45–15:30 E230, O. Crnadak
B_BM/vEKPH: Sat 21. 2. 14:00–15:30 E225, 15:45–17:15 E225, Fri 10. 4. 14:00–15:30 E225, 15:45–17:15 E225, Sat 25. 4. 9:45–11:15 E225, 11:30–13:00 E225, N. Petrů

Prerequisites

This subject requires a basic awareness of the business and activities of individual business units (business, marketing, human resource management, controlling, innovation and change management, risk management, financial management), about the essence of startups.

Course Enrolment Limitations

The course is offered to students of any study field.

Course objectives

The aim of the course is to provide students with a systematic understanding of the creation and evaluation of a business plan and its components. Students will become familiar with both traditional and modern approaches to business planning (Business Model Canvas, Lean Canvas), methods of strategic and financial analysis, and risk management practices. Special emphasis is placed on the development of entrepreneurial thinking, the ability to formulate a value proposition, prepare financial and operational models, and professionally present a business plan to investors. The course also includes reflection on sustainability, ESG, and new trends in business (digitalization, AI).

Learning outcomes

After completing this course, the student will have the following professional knowledge.
Define the basic concepts of a business model and explain their significance for business management.
Explain the principles and structure of a traditional business plan and modern tools (Business Model Canvas, Lean Canvas).
Analyze external and internal business factors using methods of strategic analysis.
Develop a value proposition for a selected business project.
Prepare a basic financial plan and budget for a business project, including the identification of funding sources.
Assess business risks and propose measures for their management.
Create a comprehensive business model and evaluate its viability.
Formulate and defend a business plan before a professional committee or investor (Pitch Day).
Evaluate a business model in terms of sustainability, ESG, and ethical aspects.
Apply modern trends (digitalization, automation, AI) to innovate a business model.
Develop entrepreneurship, creativity, teamwork, communication, and presentation skills through the preparation and defense of a project.

Syllabus

• Lectures
• Introduction to entrepreneurship and business planning. What is a business plan and why it is essential. Typology of business (traditional vs. startup, for-profit vs. social enterprise, business plan for market expansion of an existing company, etc.). Legal conditions of business in the Czech Republic, legal forms of business.
• Searching for a business idea and validating the opportunity. Sources of business ideas. Problem validation, working with the target segment, trend areas of business, methods: Design Thinking, Jobs-To-Be-Done.
• Structure of the business plan and modern approaches. Traditional vs. Lean approach (Lean Canvas, Business Model Canvas). Structure: from executive summary to appendices. Developing the plan as a set of integrated sub-plans, including ongoing assessment of financial requirements of each step.
• Strategic analysis and management. PESTEL, Porter, competition, SWOT including weighting of factors. Mission, vision, values, long-term goals. ESG aspects and sustainable business (renewable energy sources).
• Marketing plan and customer value. Segmentation, targeting, positioning. Value Proposition Canvas. Marketing mix (4C, 4E, etc.), communication strategy.
• Sales plan and operational model. Business model: channels, partners, distribution strategy. Location, premises, logistics. Production or service delivery plan.
• Organizational plan and human resource management. Organizational structure, role of founders and team. Recruitment plan, motivation systems, outsourcing. Corporate culture, diversity, leadership.
• Information and technology plan (IS/IT). Information and technical requirements. IT infrastructure plan, software tools. Cybersecurity and digital competencies. Developing an operational plan.
• Financial plan I – start-up budget, costs, revenues. Initial investments, one-off and operational costs. Revenue estimates (pessimistic, realistic, optimistic variants). Objectives of financial planning.
• Financial plan II – cash flow, return on investment, financing. Cash flow, break-even analysis. Funding sources (equity, external, crowdfunding, public support). Key indicators of financial efficiency.
• Risk management and crisis scenarios. Identification and assessment of risks (IT, market, personnel, legal, etc.). Software support for risk management (e.g., ATIS, Risk Solver). Prevention and crisis management plan.
• Presentation of the business plan and entrepreneurship support. How to attract investors: pitch deck structure. Presentation skills and storytelling. Business ecosystem in the Czech Republic: CzechInvest, Ministry of Industry and Trade, EU funds.
• Exercises
• Exercise 1: From idea to business opportunity. Goal: Identify a problem and validate it with the target group. Content: Formulation of the customer problem and value proposition. Work with Lean Canvas (first draft). Brief desk research or interviews with the target group. Output: Basic description of the business idea (max. 1–2 pages), proposed solution, target segment.
• Exercise 2: Environmental analysis and competitive advantage. Goal: Conduct an analysis of external and internal environment and formulate vision and goals. Content: PESTEL analysis, Porter, SWOT, competitor benchmarking, vision, mission, strategic goals. Output: Structured part of the business plan: Strategic analysis + vision, mission, goals, values.
• Exercise 3: Marketing and sales plan. Goal: Propose a way to reach and serve customers. Content: Segmentation and persona creation. Marketing mix, communication strategy. Business model, distribution channels. Output: Business plan chapter: Marketing and sales plan.
• Exercise 4: Organization, HR and technology. Goal: Describe internal functioning of the company, team, and technological support. Content: Organizational structure, role of founders, HR plan. Technical support: software, IT infrastructure. HR costs, recruitment plan, competency management. Output: Business plan chapter: Organizational plan + IS/IT solution + HR.
• Exercise 5: Financial planning and risk management. Goal: Develop a basic financial forecast and assess risks. Content: Start-up budget, cost and revenue estimates. Break-even point, cash flow. Identification of key risks and mitigation proposals. Output: Business plan chapter: Financial plan + risk management.
• Exercise 6: Business plan presentation – preparation for Pitch Day. Goal: Create a professional presentation and practice pitching to investors. Content: Pitch deck creation (structure: problem, solution, market, team, model, finance). Presentation skills: body language, argumentation, handling questions. Peer feedback, simulated presentations. Output: Pitch deck (PDF + PPT). Simulated pitch (mock exam). Final submission of the business plan in the prescribed structure.

Literature

required literature
• Petrů, N. et al. Jak rozjet vlastní podnikání nejenom formou STARTUPU. Praha: VŠFS, a.s. 2023

recommended literature
• Armstrong, M., & Taylor, S. (2023). Řízení lidských zdrojů (14. vydání). Praha: Grada.
• Srpová, J., Svobodová, I., Skopal, P., & Orlík, T. (2024). Podnikatelský plán a strategie (2. vydání). Praha: Grada.
• Kotler, P., Kartajaya, H., & Setiawan, I. (2025). Marketing 6.0: Budoucnost ve znamení zážitků (překlad do češtiny, Grada Publishing, a.s.)
• FORET, Miroslav a David MELAS. Marketingový výzkum v udržitelném marketingovém managementu. Praha: Grada Publishing, a.s.. 2020. 168 s. ISBN 978-80-271-1723-9.
• ŠÁFROVÁ, DRÁŠILOVÁ, Alena. Základy úspěšného podnikání. Praha: Grada Publishing, a.s. 2019. ISBN 978-80-271-2182-3.
• Režňáková, M. (2024). Efektivní financování rozvoje podnikání. Praha: Grada.
• FINCH, Brian. Jak napsat dobrý podnikatelský záměr. Praha: Lingea. 2020. ISBN 978-80-75086-23-5.
• Ministerstvo průmyslu a obchodu. Zpráva o vývoji malého a středního podnikání a jeho podpoře v aktuálním roce

not specified
• HUČKA, Miroslav a kolektiv. (2021). Základy podnikání a podnikatelský proces. Praha: Grada Publishing, a.s. ISBN 978-80-271-3041-2
• Smejkal, V., & Rais, K. (2023). Řízení rizik ve firmách a jiných organizacích (4. vydání). Praha: Grada.
• Theobald, T. (2023). Zlepšete své prezentační dovednosti: Jak srozumitelně, inspirativně a sebevědomě prezentovat. Praha: Luxor (edice Vstříc úspěchu).

Teaching methods

Lectures
Combination of lectures and interactive elements (discussion, questions, brainstorming).
Presentation of theoretical foundations and practical examples of business models.
Visualization using models (Business Model Canvas, Lean Canvas).
Continuous reflection tasks related to the development of the business plan.
Exercises
Practical development of individual parts of the business plan.
Group work on designing a business model, sharing experiences, peer review.
Solving case studies and model situations (market entry strategies, choice of legal form, risk analysis).
Simulation of presentation skills, pitching practice (Pitch Day).
Use of modern tools for working with data, digital technologies, and AI (e.g., market validation, support for financial calculations).
Part-time study
Teaching takes the form of guided consultations.
Condensed presentation of key topics combined with required prior self-study.
Subsequent discussion, consultation, and defense of parts of the business plan.

Assessment methods

The course is completed with a credit and an examination.
Full-time study: The credit is conditional upon active attendance of at least 75 % of seminars (i.e., not only physical presence but active participation in the course, including discussion, interaction, argumentation), and creative work on reflection assignments related to the development of the business plan. The business plan must be uploaded into the course Assignment Submission in the IS.
The examination will consist of presenting and defending the business plan on Pitch Day. The Pitch Day presentation, serving as the basis for obtaining potential external funding, must also be uploaded into the IS/Assignment Submission.
Part-time study: The credit is conditional upon active attendance of at least 50 % of guided consultations (again, not only physical presence but active involvement in the course, including discussion, interaction, argumentation).
The examination will consist of presenting and defending the business plan.
To be admitted to the examination, the business plan must be uploaded into the course Assignment Submission in the IS.

Language of instruction

Czech

Further comments (probably available only in Czech)

The course can also be completed outside the examination period.

Teacher's information

ISP students prepare at least one thought-provoking task for each core topic from the appendix of compulsory literature. They will put these in a separate folder in the subject drop-in room, then they will be given credit. The teacher assumes that those interested in entrepreneurship and entrepreneurship continuously follow the magazines: Strategy, Trade News - AMSP ČR magazine, current information regarding the issue in professional discussions, MPO reports, the Czech and foreign startup scene (Czech Founders), the project Your Way https: //www.svou-cestou.cz/, etc. Students will also be made aware of individual current topics during the course. It is allowed to finish the subject even outside the exam period.

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