Universitat Internacional de Catalunya
Business and Society
Other languages of instruction: Catalan, Spanish
Teaching staff
Email: agironza@uic.es
Office: Inmaculada, 22. 08017 Barcelona, Catalonia, Spain
Office Hours: By appointment.
Introduction
The Business & Society course introduces students to the understanding of the firm as both an economic organization and a social actor. Companies not only produce goods and services, but also contribute to economic development, innovation, job creation, and societal transformation. Understanding how businesses operate, make decisions, and interact with their stakeholders is a fundamental competency for any professional.
The course provides an integrated overview of the main foundations of business management. Throughout the semester, students explore key concepts such as business models, strategy, value creation, customer experience, and basic financial analysis, combining managerial tools that are widely used in professional practice.
Through the analysis of real-world cases, applied exercises, and collaborative activities, students will develop a structured understanding of how organizations function and acquire the competencies needed to analyze business problems from a strategic, economic, and social perspective.
Pre-course requirements
No specific prior knowledge of business administration or economics is required.
Students are encouraged to have an interest in the business environment, innovation, value creation, and the impact of organizations on society.
Objectives
Upon successful completion of the course, students will be able to:
- Understand the role of business organizations in the economy and society.
- Identify the fundamental elements that shape a business model.
- Analyze the competitive environment of an organization using strategic analysis tools.
- Understand how companies create value for customers, shareholders, and other stakeholders.
- Evaluate the basic economic and financial viability of business decisions.
- Interpret the main financial statements of an organization.
- Develop critical thinking, communication, and teamwork skills applicable to business contexts.
- Relate business strategy to sustainability and corporate social responsibility objectives.
Competences/Learning outcomes of the degree programme
- CB2 - Students must know how to apply their knowledge to their work or vocation in a professional way and have the competences that are demonstrated through the creation and defence of arguments and the resolution of problems within their field of study.
- CB3 - Students must have the ability to bring together and interpret significant data (normally within their area of study) and to issue judgements that include a reflection on important issues that are social, scientific or ethical in nature.
- CE5 - To promote entrepreneurship and acquire knowledge for the organisation and management of Bioengineering companies while paying attention to their legal framework and the regulations in force at the time
- CG7 - To analyse and evaluate the social and environmental impact of technical solutions
- CG9 - The ability to organise and plan in the field of business, as well as in institutions and organisations.
- CT2 - The ability to link welfare with globalisation and sustainability; to acquire the ability to use skills, technology, the economy and sustainability in a balanced and compatible manner.
- HB06 - Analyse a company’s organisation and apply labour standards and the relationships between planning, industrial and commercial strategies, quality and profit.
- HB07 - Relate well-being with globalisation and sustainability, achieving skills for the use of technique, technology, economy and sustainability in a balanced and compatible way.
Learning outcomes of the subject
Upon completion of the course, students will be able to:
- Explain the role of the firm as an economic organization and an agent of social transformation.
- Differentiate the main types of firms and describe their basic organizational elements.
- Build and analyze a business model using the Business Model Canvas.
- Identify the main components of a value chain and analyze how they contribute to the creation of competitive advantage.
- Apply strategic analysis tools such as Porter’s Five Forces, PESTEL, and SWOT-CAME.
- Analyze customers’ needs, expectations, and satisfaction levels using the Kano Model and the Customer Journey framework.
- Interpret basic financial indicators related to profitability, liquidity, and value creation.
- Analyze fundamental financial statements (Balance Sheet, Profit & Loss Statement, and Cash Flow Statement).
- Apply the Net Present Value (NPV) method to evaluate simple investment decisions.
- Communicate business conclusions and recommendations in a structured and evidence-based manner.
Syllabus
BLOCK I. BUSINESS AND SOCIETY
Session 1. Introduction to the Course
- Course overview.
- Methodology and assessment criteria.
- The firm as an economic and social actor.
- Introduction to the concept of value creation.
Session 2. Business and Society
- Concept of the firm.
- Types of business organizations.
- Vision, mission, and values.
- Corporate Social Responsibility (CSR).
- Stakeholders and Stakeholder Mapping.
BLOCK II. BUSINESS MODELS AND VALUE CREATION
Session 3. Business Models
- Concept of a business model.
- Business Model Canvas.
- Value creation and value capture.
- Markets and value chains.
BLOCK III. BUSINESS STRATEGY
Session 4. Business Strategy I: Value Creation
- Value chain.
- Gross margin and value creation.
Session 5. Business Strategy II: Competitive Analysis
- Strategy and positioning.
- Porter’s Five Forces Model.
- Competitive intensity.
- Competitive advantages.
Session 6. Business Strategy III: Environmental Analysis
- PESTEL analysis.
- SWOT analysis.
- CAME matrix.
- Integration of strategic analysis tools.
BLOCK IV. CUSTOMER AND VALUE PROPOSITION
Session 7. Customer I: Satisfaction and Needs
- Concept of customer value.
- Customer satisfaction and loyalty.
- Kano Model.
- Identification of value attributes.
Session 8. Customer II: Customer Experience
- Customer Journey.
- Customer experience.
- Identification of improvement opportunities.
BLOCK V. FINANCIAL FOUNDATIONS
Session 9. Financial Evaluation of Investments
- Time value of money.
- Net Present Value (NPV).
- Basic investment analysis.
- Decision-making.
Session 10. Basic Financial Statements
- Profit & Loss Statement (P&L).
- Balance Sheet (BS).
- Relationship between profitability and financial structure.
Session 11. Liquidity and Cash Generation
- Cash Flow Statement.
- Operating cash flow.
- Liquidity and solvency.
- Financial sustainability.
Session 12. Finance and Organization
- Integrated interpretation of financial statements.
- Key financial indicators.
- Organizational structure.
- Organizational charts and business coordination.
BLOCK VI. INTEGRATION OF CONCEPTS
Session 13. Business Case and Final Review
- Resolution of an integrative business case.
- Discussion and debate.
- General review of key concepts.
- Preparation for the final assessment.
Session 14. Final Assessment
- Final course examination.
Teaching and learning activities
In person
The course will be delivered through an active learning methodology focused on applied learning and student participation.
Learning activities will include:
- Interactive lectures.
- Analysis and discussion of real-world business cases.
- Practical exercises and problem-solving activities.
- Guided debates.
- Individual reflection activities.
- Collaborative teamwork.
- Oral presentations.
- Development and analysis of strategic and financial tools.
- Problem-Based Learning (PBL) activities.
Active participation and the application of concepts to real business situations will be strongly encouraged throughout the course.
Evaluation systems and criteria
In person
| Active participation and class preparation | 10% |
| Business cases, practical exercises, and applied activities | 40% |
| Final examination | 50% |
The following aspects will be assessed:
- Prior preparation of assigned materials.
- Quality of classroom contributions.
- Participation in discussions and debates.
- Contribution to collaborative work.
- Professional attitude and commitment to learning.
Attendance below 80% will result in a grade of 0 for this component.
Business Cases and Activities (40%)This component includes:
- Business Cases.
- Individual exercises.
- Collaborative activities.
- Reflections and critical analyses.
- Presentations.
- Assignments related to the strategic and financial tools covered in class.
Assessment will take into account both technical quality and the student's ability to analyze, argue, and support conclusions.
Final Examination (50%)The final examination will assess students' understanding and integration of all course content.
To pass the course, students must obtain a minimum grade of 5/10 on the final examination.
Students who do not achieve this minimum grade in the ordinary examination period may sit for a second examination opportunity. In this second call, the maximum grade that can be obtained on the exam will be 7 out of 10. Therefore, although the minimum passing grade will remain 5, the final mark awarded for this assessment activity will be capped at 7 points.
Bibliography and resources
Basic Bibliography
- Blank, S. and Dorf, B. (2020). The Startup Owner's Manual.
- Kim, W. C. and Mauborgne, R. (2015). Blue Ocean Strategy.
- Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation.
- Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy.
- Ries, E. (2011). The Lean Startup.
Supplementary Bibliography
- Osterwalder, A., Pigneur, Y., Bernarda, G. and Smith, A. (2014). Value Proposition Design.
- Ross, S., Westerfield, R. and Jordan, B. Fundamentals of Corporate Finance.
- Berk, J. and DeMarzo, P. Corporate Finance.
- Kotler, P. and Keller, K. Marketing Management.