Description

Professionals in the field of design who obtain a qualification in Senior Management of Creative Industries will be able to diversify their scope of action, and become leading executives and managers in innovative sectors" 

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Creative businesses are principally associated with the more cultural fields. However, the emergence of new technology is of great benefit to professionals whose work is creative as it enables innovation in hitherto traditional sectors. Design, for example, is one of the sectors in which creativity is an indispensable part of the job, but professionals who wish to access high-level positions must not only have extensive training in their specialty, but also in business, since these companies common goal is to generate the highest possible profit. Therefore, it is important to know, first hand, how a business should be managed, and to consider the economic, financial, human resources and communication aspects. 

 TECH has designed this Advanced Master’s Degree in Senior Management of Creative Industries, which brings together, in a single syllabus, the most relevant factors which designers who want to access positions of great responsibility should know. The program does not focus solely on the management of artistic activities, but also aims to provide the tools to analyze the economic, social and cultural realities in which the creative industries are developed and transformed today. But, with an added value, since it also covers the very specific details expected in an MBA. Therefore, this Advanced Master's Degree has been created for designers to achieve their academic and professional goals by acquiring skills in market research, strategic vision, digital and co-creation methodologies.  

A unique program that focuses on the most practical aspects of teaching, so that students will have access to a multitude of resources with which they can study as if they were facing real situations. In this way, they will be able to comfortably consolidate the theoretical concepts. Above all, they will be more qualified and able to apply everything they have learned to their daily practice, enabling them to confidently manage creative companies, a factor that will be indispensable to achieving their objectives and positioning themselves advantageously within the industry. 

In addition, one of the main advantages of this program is that it will be taken 100% online, without the need for detailed schedules, so that the student themselves can manage their study schedule and the pace at which they learn, enabling them to easily combine it with the rest of their daily obligations. 

Creative industries are becoming increasingly more competitive, so studying to become a well-qualified professional will make the difference between success and failure"

This Advanced Master’s Degree in Senior Management of Creative Industries contains the most complete and up to date educational program on the market. The most important features include: 

  • Practical cases studies are presented by experts in design 
  • The graphic, schematic, and eminently practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
  • Practical exercises where the self-assessment process can be carried out to improve learning
  • Special emphasis on innovative methodologies in the management of creative industries
  • Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
  • Content that is accessible from any fixed or portable device with an Internet connection

TECH is a university of the 21st century and, for this reason, we are committed to taking advantage of the latest technology in education to deliver the highest quality lessons"

Our teaching staff includes professionals from the field of design, who bring their vast experience to the program as well as recognized specialists from leading companies and prestigious universities  

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide an immersive learning experience designed to train for real-life situations. 

This program is designed around Problem-Based Learning, whereby the student must try to solve the different professional practice situations that arise during the academic year. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts. 

The many practical resources offered by TECH will allow you to comfortably consolidate your knowledge in this field"

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A 100% online program which will allow you to balance your studies with the rest of your daily obligations"

Syllabus

The structure of this Advanced Master’s Degree in Senior Management of Creative Industries has been designed with the main objective of providing students with a comprehensive overview of the most relevant aspects in this field. Therefore, in this program, design professionals will find a multitude of theoretical and practical resources that they can study at their own pace, and dictate their own schedule. A unique syllabus that unifies the concepts and strategies in business management with the management of creative companies. 

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A first-class academic program covering the most relevant aspects in the management of creative industries"  

Module 1. Leadership, Ethics, and CSR

1.1.    Globalization and Governance

1.1.1.    Globalization and Trends: Internationalization of Markets
1.1.2.    Economic Environment and Corporate Governance
1.1.3.    Accountability

1.2.    Leadership

1.2.1.    Intercultural Environment
1.2.2.    Leadership and Business Management
1.2.3.    Management Roles and Responsibilities

1.3.    Business Ethics

1.3.1.    Ethics and Integrity
1.3.2.    Ethical Behavior in Companies
1.3.3.    Deontology, Codes of Ethics and Codes of Conduct
1.3.4.    Fraud and Corruption Prevention

1.4.    Sustainability

1.4.1.    Business and Sustainable Development
1.4.2.    Social, Environmental, and Economic Impact
1.4.3.    Agenda 2030 and SDGs

1.5.    Corporate Social Responsibility

1.5.1.    Corporate Social Responsibility
1.5.2.    Roles and Responsibilities
1.5.3.    Implementing Corporate Social Responsibility

Module 2. Strategic Direction and Executive Management

2.1.    Organizational Analysis and Design

2.1.1.    Organizational Culture
2.1.2.    Analysis of Organization
2.1.3.    Designing the Organizational Structure

2.2.    Corporate Strategy

2.2.1.    Corporate Level Strategy
2.2.2.    Types of Corporate Level Strategies
2.2.3.    Determining the Corporate Strategy
2.2.4.    Corporate Strategy and Reputational Image

2.3.    Strategic Planning and Strategy Formulation

2.3.1.    Strategic Thinking
2.3.2.    Strategic Planning and Strategy Formulation
2.3.3.    Sustainability and Corporate Strategy

2.4.    Strategy Models and Patterns

2.4.1.    Wealth, Value, and Return on Investments
2.4.2.    Corporate Strategy: Methodologies
2.4.3.    Growing and Consolidating the Corporate Strategy

2.5.    Strategic Management

2.5.1.    Strategic Mission, Vision, and Values
2.5.2.    Balanced Scorecard
2.5.3.    Analyzing, Monitoring, and Evaluating the Corporate Strategy
2.5.4.    Strategic Management and Reporting

2.6.    Implementing and Executing Strategy

2.6.1.    Strategic Implementation: Objectives, Actions and Impacts
2.6.2.    Strategic Alignment and Supervision
2.6.3.    Continuous Improvement Approach

2.7.    Executive  Management

2.7.1.    Revising Corporate Strategy
2.7.2.    Executive Management and Process Development
2.7.3.    Knowledge Management

2.8.    Analyzing and Solving Cases/Problems

2.8.1.    Problem Solving Methodology
2.8.2.    Case Method
2.8.3.    Positioning and Decision-Making

Module 3. People and Talent Management

3.1.    Organizational Behavior

3.1.1.    Organizational Theory
3.1.2.    Key Factors for Change in Organizations
3.1.3.    Corporate Strategies, Types, and Knowledge Management

3.2.    Strategic People Management

3.2.1.    People Management and Strategic Alignment
3.2.2.    Human Resources Strategic Plan: Design and Implementation
3.2.3.    Job Analysis: Design and Selection of People
3.2.4.    Training and Professional Development

3.3.    Management and Leadership Development

3.3.1.    Management Skills: 21st Century Competencies and Abilities
3.3.2.    Non-Managerial Skills
3.3.3.    Map of Skills and Abilities
3.3.4.    Leadership and People Management

3.4.    Change Management

3.4.1.    Organizational Analysis
3.4.2.    Strategic Approach
3.4.3.    Change Management: Key Factors, Process Design and Management
3.4.4.    Continuous Improvement Approach

3.5.    Negotiation and Conflict Management

3.5.1.    Negotiation Objectives Differentiating Elements.
3.5.2.    Effective Negotiation Techniques
3.5.3.    Conflicts: Factors and Types
3.5.4.    Efficient Conflict Management: Negotiation and Communication

3.6.    Executive Communication

3.6.1.    Corporate Strategy and Management Communication
3.6.2.    Internal Communication: Influence and Impact
3.6.3.    Interpersonal Communication: Team Management and Skills

3.7.    Team Management and People Performance

3.7.1.    Multicultural and Multidisciplinary Environment
3.7.2.    Team and People Management
3.7.3.    Coaching and People Performance
3.7.4.    Management Meetings: Planning and Time Management

3.8.    Knowledge and Talent Management

3.8.1.    Identifying Knowledge and Talent in Organizations
3.8.2.    Corporate Knowledge and Talent Management Models
3.8.3.    Creativity and Innovation

Module 4. Economic and Financial Management

4.1.    Economic Environment

4.1.1.    Organizational Theory
4.1.2.    Key Factors for Change in Organizations
4.1.3.    Corporate Strategies, Types, and Knowledge Management

4.2.    Executive Accounting

4.2.1.    International Accounting Framework
4.2.2.    Introduction to the Accounting Cycle
4.2.3.    Company Financial Statements
4.2.4.    Analysis of Financial Statements: Decision Making

4.3.    Budget and Management Control

4.3.1.    Budgetary Planning
4.3.2.    Management Control: Design and Objectives
4.3.3.    Supervision and Reporting

4.4.    Corporate Tax Responsibility

4.4.1.    Corporate Tax Responsibility
4.4.2.    Tax Procedure: A Country-Case Approach

4.5.    Corporate Control Systems

4.5.1.    Types of Control
4.5.2.    Legal/Regulatory Compliance
4.5.3.    Internal Auditing
4.5.4.    External Auditing

4.6.    Financial Management

4.6.1.    Introduction to Financial Management
4.6.2.    Financial Management and Corporate Strategy
4.6.3.    Chief Financial Officer (CFO): Managerial Skills

4.7.    Financial Planning

4.7.1.    Business Models and Financing Needs
4.7.2.    Financial Analysis Tools
4.7.3.    Short-Term Financial Planning
4.7.4.    Long-Term Financial Planning

4.8.    Corporate Financial Strategy

4.8.1.    Corporate Financial Investments
4.8.2.    Strategic Growth: Types

4.9.    Macroeconomic Context

4.9.1.    Macroeconomic Analysis
4.9.2.    Economic Indicators
4.9.3.    Economic Cycle

4.10.    Strategic Financing

4.10.1.    Banking Business: Current Environment
4.10.2.    Risk Analysis and Management

4.11.    Money and Capital Markets

4.11.1.    Fixed Income Market
4.11.2.    Equity Market
4.11.3.    Valuation of Companies

4.12.    Analyzing and Solving Cases/Problems

4.12.1.    Problem-Solving Methodology
4.12.2.    Case Method

Module 5. Operations and Logistics Management

5.1.    Operations Management

5.1.1.    Define the Operations Strategy
5.1.2.    Supply Chain Planning and Control
5.1.3.    Indicator Systems

5.2.    Purchasing Management

5.2.1.    Stocks Management
5.2.2.    Warehouse Management
5.2.3.    Purchasing and Procurement Management

5.3.    Supply Chain Management (1)

5.3.1.    Costs and Efficiency of the Operations Chain
5.3.2.    Change in Demand Patterns
5.3.3.    Change in Operations Strategy

5.4.    Supply Chain Management (2). Implementation

5.4.1.    Lean Manufacturing/Lean Thinking
5.4.2.    Logistics Management
5.4.3.    Purchasing

5.5.    Logistical Processes

5.5.1.    Organization and Management by Processes
5.5.2.    Procurement, Production, Distribution
5.5.3.    Quality, Quality Costs, and Tools
5.5.4.    After-Sales Service

5.6.    Logistics and Customers

5.6.1.    Demand Analysis and Forecasting
5.6.2.    Sales Forecasting and Planning
5.6.3.    Collaborative Planning, Forecasting, and Replacement

5.7.    International Logistics

5.7.1.    Customs, Export and Import processes
5.7.2.    Methods and Means of International Payment
5.7.3.    International Logistics Platforms

5.8.    Competing through Operations

5.8.1.    Innovation in Operations as a Competitive Advantage in the Company
5.8.2.    Emerging Technologies and Sciences
5.8.3.    Information Systems in Operations

Module 6. Information Systems Management

6.1.    Information Systems Management

6.1.1.    Business Information Systems
6.1.2.    Strategic Decisions
6.1.3.    The Role of the CIO

6.2.    Information Technology and Business Strategy

6.2.1.    Company and Industry Sector Analysis
6.2.2.    Online Business Models
6.2.3.    The Value of IT in a Company

6.3.    IS Strategic Planning

6.3.1.    The Process of Strategic Planning
6.3.2.    Formulating the IS Strategy
6.3.3.    Strategy Implementation Plan

6.4.    Information Systems and Business Intelligence

6.4.1.    CRM and Business Intelligence
6.4.2.    Business Intelligence Project Management
6.4.3.    Business Intelligence Architecture

6.5.    New ICT-Based Business Models

6.5.1.    Technology-Based Business Models
6.5.2.    Innovation Abilities
6.5.3.    Redesigning the Value Chain Processes

6.6.    E-Commerce

6.6.1.    E-Commerce Strategic Plan
6.6.2.    Logistics Management and Customer Service in E-Commerce
6.6.3.    E-Commerce as an Opportunity for Internationalization

6.7.    E-Business Strategies

6.7.1.    Social Media Strategies
6.7.2.    Optimizing Service Channels and Customer Support
6.7.3.    Digital Regulation

6.8.    Digital Business

6.8.1.    Mobile E-Commerce
6.8.2.    Design and Usability
6.8.3.    E-Commerce Operations

Module 7. Commercial Management, Marketing, and Corporate Communications

7.1.    Commercial Management

7.1.1.    Sales Management
7.1.2.    Commercial Strategy
7.1.3.    Sales and Negotiation Techniques
7.1.4.    Management of Sales Teams

7.2.    Marketing

7.2.1.    Marketing and the Impact on the Company
7.2.2.    Basic Marketing Variables
7.2.3.    Marketing Plan

7.3.    Strategic Marketing Management

7.3.1.    Current Trends in Marketing
7.3.2.    Marketing Tools
7.3.3.    Marketing Strategy and Communication with Customers

7.4.    Sales and Communication Strategy

7.4.1.    Positioning and Promotion
7.4.2.    Public Relations
7.4.3.    Sales and Communication Strategy

7.5.    Corporate Communication

7.5.1.    Internal and External Communication
7.5.2.    Communication Departments
7.5.3.    Communication Managers: Managerial Skills and Responsibilities

7.6.    Corporate Communication Strategy

7.6.1.    Corporate Communication Strategy
7.6.2.    Communication Plan
7.6.3.    Press Release/Clipping/Publicity Writing

Module 8. Innovation and Project Management

8.1.    Innovation

8.1.1.    Macro Concept of Innovation
8.1.2.    Types of Innovation
8.1.3.    Continuous and Discontinuous Innovation
8.1.4.    Training and Innovation

8.2.    Innovation Strategy

8.2.1.    Innovation and Corporate Strategy
8.2.2.    Global Innovation Project: Design and Management
8.2.3.    Innovation Workshops

8.3.    Business Model Design and Validation

8.3.1.    The Lean Start-Up Methodology
8.3.2.    Innovative Business Initiative: Stages
8.3.3.    Financing Arrangements
8.3.4.    Model Tools: Empathy Map, Canvas Model, and Metrics
8.3.5.    Growth and Loyalty

8.4.    Project Management

8.4.1.    Innovation Opportunities
8.4.2.    Feasibility Study and Proposal Specification
8.4.3.    Project Definition and Design
8.4.4.    Project Execution
8.4.5.    Project Closure

Module 9. New Creative Industries

9.1.    New Creative Industries

9.1.1.    From the Cultural Industry to the Creative Industry
9.1.2.    Today's Creative Industries
9.1.3.    Activities and Sectors that Make up the Creative Industries

9.2.    Economic Importance of the Creative Industries Today

9.2.1.    Contribution
9.2.2.    Drivers of Growth and Change
9.2.3.    Job Outlook in the Creative Industries

9.3.    New Global Context of the Creative Industries

9.3.1.    Radiography of the Creative Industries in the World
9.3.2.    Sources of Financing for the Creative Industries in Each Country
9.3.3.    Case Studies: Management Models and Public Policies

9.4.    Natural and Cultural Heritage

9.4.1.    Historical and Cultural Heritage
9.4.2.    By-Products and Services for Museum, Archeological and Historical Sites and Cultural Landscapes
9.4.3.    Intangible Cultural Heritage

9.5.    Visual Arts

9.5.1.    Plastic Arts
9.5.2.    Photography
9.5.3.    Crafts

9.6.    Performing Arts

9.6.1.    Theater and Dance
9.6.2.    Music and Festivals
9.6.3.    Fairs and Circuses

9.7.    Audiovisual Media

9.7.1.    Movies, TV and Audiovisual Content
9.7.2.    Radio, Podcasts and Audio Content
9.7.3.    Video Games

9.8.    Modern Publications

9.8.1.    Literature, Essays and Poetry
9.8.2.    Publishers
9.8.3.    Press

9.9.    Creative Services

9.9.1.    Design and Fashion
9.9.2.    Architecture and Landscaping
9.9.3.    Advertising

9.10.    Connections of the Creative Economy or Orange Economy

9.10.1.    Cascade Model - Concentric Circles
9.10.2.    Spillovers Creative, Production and Knowledge
9.10.3.    Culture at the Service of the Creative Economy

Module 10. Protection of Creative and Intangible Products

10.1.    Legal Protection of Intangible Assets
10.2.    Intellectual Property I
10.3.    Intellectual Property II
10.4.    Intellectual Property III
10.5.    Industrial Property I: Branding.
10.6.    Industrial Property II: Industrial Designs
10.7.    Industrial Property III: Patents and Utility Models
10.8.    Intellectual and Industrial Property: Practice
10.9.    Advertising Law I
10.10.  Advertising Law II

Module 11. Economic and Financial Management of Creative Companies

11.1.    The Necessary Economic Sustainability

11.1.1.    The Financial Structure of a Creative Company
11.1.2.    Accounting in a Creative Company
11.1.3.    Triple Balance

11.2.    Revenues and Expenses of Today's Creative Businesses

11.2.1.    Accounting of Costs
11.2.2.    Type of Costs
11.2.3.    Cost Allocation

11.3.    Types of Profit in the Company

11.3.1.    Contribution Margin
11.3.2.    Break-Even Point
11.3.3.    Evaluation of Alternatives

11.4.    Investment in the Creative Sector

11.4.1.    Investment in the Creative Industry
11.4.2.    Investment Appraisal
11.4.3.    The VAN Method: Net Present Value

11.5.    Profitability in the Creative Industry

11.5.1.    Economic Profitability
11.5.2.    Time Profitability
11.5.3.    Financial Profitability

11.6.    Cash Flow: Liquidity and Solvency

11.6.1.    Cash Flow
11.6.2.    Balance Sheet and Income Statement
11.6.3.    Settlement and Leverage

11.7.    Financing Formulas Currently on the Creative Market

11.7.1.    Venture Capital Funds
11.7.2.    Business Angels
11.7.3.    Calls for Proposals and Grants

11.8.    Product Pricing in the Creative Industry

11.8.1.    Pricing
11.8.2.    Profit vs. Competition
11.8.3.    Pricing Strategy

11.9.    Pricing Strategy in the Creative Sector

11.9.1.    Types of Pricing Strategies
11.9.2.    Advantages
11.9.3.    Disadvantages

11.10.    Operational Budgets

11.10.1.    Tools for Strategic Planning
11.10.2.    Elements Included in the Operational Budget
11.10.3.    Development and Execution of the Operational Budget

Module 12. Futures Thinking: How to Transform Today from Tomorrow

12.1.    Methodology Futures Thinking

12.1.1.    Futures Thinking
12.1.2.    Benefits of Using this Methodology
12.1.3.    The Role of the "Futurist" in the Creative Enterprise

12.2.    Signs of Change

12.2.1.    The Sign of Change
12.2.2.    Identification of the Signs of Change
12.2.3.    Interpretation of the Signs

12.3.    Types of Futures

12.3.1.    Journey to the Past
12.3.2.    The Four Types of Futures
12.3.3.    Application of the Methodology Futures Thinking in the Workplace

12.4.    Future Forecasting

12.4.1.    Searching for Drivers
12.4.2.    How to Create a Forecast for the Future
12.4.3.    How to Design a Future Scenario

12.5.    Mental Stimulation Techniques

12.5.1.    Past, Future and Empathy
12.5.2.    Facts vs. Experience
12.5.3.    Alternative Routes

12.6.    Collaborative Forecasting

12.6.1.    The Future as a Game
12.6.2.    Future Wheel
12.6.3.    The Future from Different Approaches

12.7.    Epic Victories

12.7.1.    From Discovery to the Innovation Proposal
12.7.2.    The Epic Victory
12.7.3.    Fairness in the Game of the Future

12.8.    Preferred Futures

12.8.1.    The Preferred Future
12.8.2.    Techniques
12.8.3.    Working Backwards from the Future

12.9.    From Prediction to Action

12.9.1.    Images of the Future
12.9.2.    Artifacts of the Future
12.9.3.    Roadmap

12.10.    A Global and Multidisciplinary Vision of the Future ODS

12.10.1.    Sustainable Development as a Global Goal
12.10.2.    Human Management in Nature
12.10.3.    Social Sustainability

Module 13. Consumer or User Management in Creative Businesses

13.1.    The User in the Current Context

13.1.1.    Consumer Change in Recent Times
13.1.2.    The Importance of Research
13.1.3.    Trend Analysis

13.2.    Strategy with the Focus on the Individual

13.2.1.    Human Centric Strategy
13.2.2.    Keys and Benefits of Being Human Centric
13.2.3.    Success Stories

13.3.    Data on the Human Centric Strategy

13.3.1.    Data on the Human Centric Strategy
13.3.2.    The Value of the Data
13.3.3.    360º View of the Customer

13.4.    Implementation of the Human Centric Strategy in the Creative Industry

13.4.1.    Transformation of Dispersed Information into Customer Knowledge
13.4.2.    Opportunity Analysis
13.4.3.    Maximization Strategies and Initiatives

13.5.    Human Centric Methodology

13.5.1.    From Research to Prototyping
13.5.2.    Double Diamond Model: Process and Phases
13.5.3.    Tools

13.6.    Design Thinking

13.6.1.    Design Thinking
13.6.2.    Methodology
13.6.3.    The Techniques and Tools of Design Thinking

13.7.    Brand Positioning in the User's Mind

13.7.1.    Positioning Analysis
13.7.2.    Typology
13.7.3.    Methodology and Tools

13.8.    User Insights in Creative Businesses

13.8.1.    Insights and their Importance
13.8.2.    Customer Journey and the Relevance of the Journey Map
13.8.3.    Research Techniques

13.9.    User Profiling (Archetypes and Buyer Persona)

13.9.1.    Archetypes
13.9.2.    Buyer persona
13.9.3.    Methodology of Analysis

13.10.    Research Resources and Techniques

13.10.1.    Techniques in Context
13.10.2.    Visualization and Creation Techniques
13.10.3.    Voice Contrast Techniques

Module 14. Creative Branding: Communication and Management of Creative Brands

14.1.    Brands and Branding

14.1.1.    The Brands
14.1.2.    The Evolution of Branding
14.1.3.    Positioning, Brand Personality, Notoriety

14.2.    Brand Building

14.2.1.    Marketing Mix
14.2.2.    Brand Architecture
14.2.3.    Brand Identity

14.3.    Brand Expression

14.3.1.    Graphic Identity
14.3.2.    Visual Expression
14.3.3.    Other Elements that Reflect the Brand

14.4.    Communication

14.4.1.    Focuses
14.4.2.    Brand Touchpoints
14.4.3.    Communication Tools and Techniques

14.5.    Branded Content

14.5.1.    From Brands to Entertainment Platforms
14.5.2.    The Rise of Branded Content
14.5.3.    Connecting with the Audience through Unique Storytelling

14.6.    Visual Storytelling

14.6.1.    Brand Analysis
14.6.2.    Creative Advertising Concepts
14.6.3.    The Creative Fan

14.7.    Customer Experience Storytelling

14.7.1.    Customer Experience(CX)
14.7.2.    Customer Journey
14.7.3.    Brand Alignment and CX

14.8.    Strategic Planning

14.8.1.    Objectives
14.8.2.    Identification of Audiences and Insights
14.8.3.    Designing the Corporate Strategy

14.9.    Performance

14.9.1.    The Briefing
14.9.2.    Tactics
14.9.3.    Production plan

14.10.    Assessment

14.10.1.    What to Evaluate
14.10.2.    How to Assess it (Measuring Tools)
14.10.3.    Results Reports

Module 15. Leadership and Innovation in the Creative Industries

15.1.    Creativity Applied to Industry

15.1.1.    Creative Expression
15.1.2.    Creative Resources
15.1.3.    Creative Techniques

15.2.    The New Innovative Culture

15.2.1.    The Context of the Innovation
15.2.2.    Why does Innovation Fail?
15.2.3.    Academic Theories

15.3.    Innovation Dimensions and Levers

15.3.1.    The Plans or Dimensions of Innovation
15.3.2.    Attitudes for Innovation
15.3.3.    Intrapreneurship and Technology

15.4.    Constraints and Obstacles to Innovation in the Creative Industry

15.4.1.    Personal and Group Restrictions
15.4.2.    Social Constraints and Organizations
15.4.3.    Industrial and Technological Restrictions

15.5.    Closed Innovation and Open Innovation

15.5.1.    From Closed Innovation to Open Innovation
15.5.2.    Practical Classes to Implement Open Innovation
15.5.3.    Experiences of Open Innovation in Companies

15.6.    Innovative Business Models in IICCs

15.6.1.    Business Trends in the Creative Economy
15.6.2.    Study Cases
15.6.3.    Sector Revolution

15.7.    Leading and Managing an Innovation Strategy

15.7.1.    Boosting Adoption
15.7.2.    Leading the Process
15.7.3.    Portfolio Maps

15.8.    Financing the Innovation

15.8.1.    CFO: Venture Capital Investor
15.8.2.    Dynamic Financing
15.8.3.    Response to the Challenges

15.9.    Hybridization: Innovating in the Creative Economy

15.9.1.    Intersection of Sectors
15.9.2.    Generation of Disruptive Solutions
15.9.3.    The Medici Effect

15.10.    New Creative and Innovative Ecosystems

15.10.1.    Generation of Innovative Environments
15.10.2.    Creativity as a Lifestyle
15.10.3.    Icosystems

Module 16. Digital Transformation in the Creative Industry

16.1.    Digital Future of the Creative Industry

16.1.1.    Digital Transformation
16.1.2.    Situation of the Sector and its Comparison
16.1.3.    Future Challenges

16.2.    Forth Industrial Revolution

16.2.1.    Industrial Revolution
16.2.2.    Application
16.2.3.    Impacts

16.3.    Digital Enablers for Growth

16.3.1.    Operational Effectiveness, Acceleration and Improvement
16.3.2.    Continuous Digital Transformation
16.3.3.    Solutions and Services for the Creative Industries

16.4.    The Application of Big Data to the Enterprise

16.4.1.    Data Value
16.4.2.    Data in Decision Making
16.4.3.    Data Driven Company

16.5.    Cognitive Technology

16.5.1.    AI and Digital Interaction
16.5.2.    IoT and Robotics
16.5.3.    Other Digital Training

16.6.    Uses and Applications of Blockchain Technology

16.6.1.    Blockchain
16.6.2.    Value for the IICC Sector
16.6.3.    Transaction Versatility

16.7.    Omnichannel and Transmedia Development

16.7.1.    Impacts in the Sector
16.7.2.    Challenge Analysis
16.7.3.    Evolution

16.8.    Entrepreneurship Ecosystems

16.8.1.    The Role of Innovation and Venture Capital
16.8.2.    The Start-Up Ecosystem and the Agents that Comprise it
16.8.3.    How to Maximize the Relationship between the Creative Agent and the Start-Up

16.9.    New Disruptive Business Models

16.9.1.    Marketing-Based (Platforms and Marketplaces)
16.9.2.    Service-Based (Freemium, Premium or Subscription Models)
16.9.3.    Community-Based (from Crowdfunding, Social Networking or Blogging)

16.10.    Methodologies to Promote a Culture of Innovation in the Creative Industries

16.10.1.    Blue Ocean Innovation Strategy
16.10.2.    Lean Start-Up Innovation Strategy
16.10.3.    Agile Innovation Strategy

Module 17. New Digital Marketing Strategy

17.1.    Technology and Audiences

17.1.1.    Digital Strategy and Differences between User Types
17.1.2.    Target Audience, Exclusionary Factors and Generations
17.1.3.    The Ideal Customer Profile (ICP) and Buyer Persona

17.2.    Digital Analytics for Diagnostics

17.2.1.    Analytics Prior to the Digital Strategy
17.2.2.    Moment O
17.2.3.    KPIs and Metrics, Typologies, Classification according to Methodologies

17.3.  E-Entertainment: The Impact of E-Commerce in the Entertainment Industry

17.3.1.    E-commerce, Typologies and Platforms
17.3.2.    The Importance of Web Design: UX and UI
17.3.3.    Optimization of Online Space: Minimum Requirements

17.4.    Social Media and Influencer Marketing

17.4.1.    Impact and Evolution of Network Marketing
17.4.2.    Persuasion, Keys to Content and Viral Actions
17.4.3.    Planning Campaigns for  Social Marketing and Influencer Marketing

17.5.    Mobile Marketing

17.5.1.    Mobile User
17.5.2.    Web Mobile and Apps
17.5.3.    Actions Mobile Marketing

17.6.    Advertising in Online Environments

17.6.1.    Advertising in Social Media and Objectives of the Social Ads
17.6.2.    The Conversion Funnel or Purchase Funnel: Categories
17.6.3.    Social Ads Platforms

17.7.    The Inbound Marketing Methodology

17.7.1.    Social Selling, Key Pillars and Strategy
17.7.2.    The CRM Platform in a Digital Strategy
17.7.3.    Inbound Marketing or Attraction Marketing: Actions and SEO

17.8.    Marketing Automation

17.8.1.    Email Marketing and Email Typology
17.8.2.    Email Marketing Automation, Applications, Platforms and Advantages
17.8.3.    The Emergence of Bot & Chatbot Marketing: Typology and Platforms    

17.9.    Data Management Tools

17.9.1.    CRM in Digital Strategy, Typologies and Applications, Platforms and Trends
17.9.2.    Big Data: Business Analytics and Business Intelligence
17.9.3.    Big Data, Artificial Intelligence and Data Science

17.10.    Measuring Profitability

17.10.1.    ROI: the Definition of Return on Investment and ROI vs. ROAS
17.10.2.    ROI Optimization
17.10.3.    Key Metrics

Module 18. Entrepreneurship in the Creative Industries

18.1.    The Entrepreneurial Project

18.1.1.    Entrepreneurship, Types and Life Cycle
18.1.2.    Entrepreneur Profile
18.1.3.    Topics of Interest for Entrepreneurship

18.2.    Personal Leadership

18.2.1.    Self-Knowledge
18.2.2.    Entrepreneurial Skills
18.2.3.    Development of Entrepreneurial Leadership Skills and Abilities

18.3.    Identification of Innovative and Entrepreneurial Opportunities

18.3.1.    Analysis of Megatrends and Competitive Forces
18.3.2.    Consumer Behavior and Demand Estimation
18.3.3.    Evaluation of Business Opportunities

18.4.    Business Idea Generation in the Creative Industry

18.4.1.    Tools for the Generation of Ideas: Brainstorming, Mental Maps, Drawstorming, etc
18.4.2.    Value Proposition Design: Canvas, 5W
18.4.3.    Development of the Value Proposition

18.5.    Prototyping and Validation

18.5.1.    Prototype Development
18.5.2.    Validation
18.5.3.    Prototyping Adjustments

18.6.    Business Model Design

18.6.1.    The Business Model
18.6.2.    Methodologies for the Creation of Business Models
18.6.3.    Business Model Design for Proposed Idea

18.7.    Team Leadership

18.7.1.    Team Profiles According to Temperaments and Personality
18.7.2.    Team Leadership Skills
18.7.3.    Teamwork Methods

18.8.    Cultural Markets

18.8.1.    Nature of Cultural Markets
18.8.2.    Types of Cultural Markets
18.8.3.    Identification of Local Cultural Markets

18.9. Marketing Plan and Personal Branding

18.9.1. Projection of the Personal and Entrepreneurial Project
18.9.2. Short- and Medium-Term Strategic Plan
18.9.3. Variables for Measuring Success

18.10. Sales Pitch

18.10.1. Project Presentation for Investors
18.10.2. Development of Attractive Presentations
18.10.3. Development of Effective Communication Skills

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