Why study at TECH?

Become an asset of change for your organization and start fostering arts, culture, design, business and technology from a fresh and effective perspective”

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Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Technological University

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The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  
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The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.
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Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives trained each year, 200+ different nationalities.
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Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.
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This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 
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Multicultural Context 

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.   
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Learn with the best

In the classroom, TECH teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

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TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

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Academic Excellence 

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

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Economy of Scale 

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.  

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

Structure and content

The structure and contents of the MBA in Creative Business Management have been conceived and designed by a group of highly prestigious professionals in this area of knowledge, who have poured the experience of their years of work into this up-to-date program. In this way, the syllabus TECH presents for this program is conceived in multimedia format, in order to help the student to internalize the knowledge in the most comfortable and easy way possible. 

What you study is very important. The abilities and skills you acquire are fundamental. You won't find a more complete syllabus than this one, believe us” 


Traditionally, creativity and management have been conceived as antagonistic disciplines. Today, however, creativity and innovation have become the main drivers of economic progress alongside technology. This reality demands new professional profiles capable of harmoniously and efficiently developing these tools in the management of the so-called creative industries. 

Through this complete program, the student obtains mastery of all the units necessary for the management of companies and organizations in the new context of the creative industries. The program does not focus solely on arts management, but aims to provide the tools to analyze the economic, social and cultural realities in which the creative industries develop and transform today. 

Likewise, this program is designed to be studied with a methodology that promotes the acquisition of skills in the field of market research, strategic vision, digital tools and co-creation. 

On the other hand, jobs in this sector are constantly evolving. Therefore, the program aims to provide students with the necessary skills to develop and evolve their professional profile in both business and entrepreneurial environments. 

All of this, condensed into an academic program divided into ten didactic modules taught over 12 months, is intended to become a turning point in the student's professional career. In this way, and after completing the program, the student will be able to start working in companies in the creative industry with a higher success rate. 

This program takes place over 12 months and is divided into 10 modules: 

Module 1. New Creative Industries 
Module 2. Protection of Creative and Intangible Products in Today's Marketplace
Module 3. Economic and Financial Management of Creative Companies 
Module 4. Future Thinking How to Transform Today from Tomorrow?
Module 5. Consumer or User Management in Creative Businesses
Module 6. Creative Branding: Communication and Creative Brand Management
Module 7. Leadership and Innovation in the Creative Industries
Module 8. Digital Transformation in the Creative Industry
Module 9. New Digital Marketing Strategy
Module 10. Entrepreneurship in the Creative Industries

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Where, When and How is it Taught?

TECH offers the possibility of developing this Professional Master’s Degree MBA in Creative Business Managementcompletely online. Over the course of 12 months, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time.

Module 1. New Creative Industries

1.1. New Creative Industries 

1.1.1. From the Cultural Industry to the Creative Industry 
1.1.2. Today's Creative Industries 
1.1.3. Activities and Sectors that make up the Creative Industries 

1.2. Economic Importance of the Creative Industries Today 

1.2.1. Contribution 
1.2.2. Drivers of Growth and Change 
1.2.3. Job outlook in the Creative Industries 

1.3. New Global Context of the Creative Industries 

1.3.1. Radiography of the Creative Industries in the World 
1.3.2. Sources of Financing for the Creative Industries in each Country 
1.3.3. Case Studies: Management Models and Public Policies 

1.4. Natural and Cultural Heritage 

1.4.1. Historical and Cultural Heritage 
1.4.2. By-products and Services for Museum, Archaeological and Historical Sites and Cultural Landscapes 
1.4.3. Intangible Cultural Heritage 

1.5. Visual Arts 

1.5.1. Plastic Arts 
1.5.2. Photography
1.5.3. Crafts 

1.6. Performing Arts 

1.6.1. Theater and Dance 
1.6.2. Music and Festivals 
1.6.3. Fairs and Circuses 

1.7. Audiovisual Media 

1.7.1. Movies, TV and Audiovisual Content 
1.7.2. Radio, Podcasts and Audio Content 
1.7.3. Video Games 

1.8. Current Publications 

1.8.1. Literature, Essays and Poetry 
1.8.2. Publishers 
1.8.3. Press 

1.9. Creative Services 

1.9.1. Design and Fashion 
1.9.2. Architecture and Landscaping 
1.9.3. Advertising 

1.10. Connections of the Creative Economy or Orange Economy 

1.10.1. Cascade Model and Concentric Circles 
1.10.2. Creative, Production and Knowledge Spillovers
1.10.3. Culture at the Service of the Creative Economy

Module 2. Protection of Creative and Intangible Products in Today's Marketplace 

2.1. Legal Protection of Intangible Assets
2.2. Intellectual Property I
2.3. Intellectual Property II
2.4. Intellectual Property III
2.5. Industrial Property I: Branding
2.6. Industrial Property II: Industrial Designs
2.7. Industrial Property III: Patents and Utility Models
2.8. Intellectual and Industrial Property: Practice
2.9. Advertising Law I
2.10. Advertising Law II

Module 3. Economic and Financial Management of Creative Companies

3.1. The Necessary Economic Sustainability 

3.1.1. The Financial Structure of a Creative Company
3.1.2. Accounting in a Creative Company 
3.1.3. Triple Balance 

3.2. Revenues and Expenses of today's Creative Businesses 

3.2.1. Accounting of Costs 
3.2.2. Type of Costs 
3.2.3. Cost Allocation 

3.3. Types of Profit in the Company 

3.3.1. Contribution Margin 
3.3.2. Break-even Point 
3.3.3. Evaluation of Alternatives 

3.4. Investment in the Creative Sector 

3.4.1. Investment in the Creative Industry 
3.4.2. Investment Appraisal 
3.4.3. The NPV Method: Net Present Value 

3.5. Profitability in the Creative Industry 

3.5.1. Economic Profitability 
3.5.2. Time Profitability 
3.5.3. Financial Profitability 

3.6. Cash Flow: Liquidity and Solvency 

3.6.1. Cash Flow 
3.6.2. Balance Sheet and Income Statement 
3.6.3. Settlement and Leverage 

3.7. Financing Formulas currently on the Creative Market 

3.7.1. Venture Capital Funds 
3.7.2. Business angels 
3.7.3. Calls for Proposals and Grants 

3.8. Product Pricing in the Creative Industry

3.8.1. Pricing 
3.8.2. Profit vs. Competition. 
3.8.3. Pricing Strategy 

3.9. Pricing Strategy in the Creative Sector

3.9.1. Types of Pricing Strategies 
3.9.2. Advantages 
3.9.3. Disadvantages 

3.10. Operational Budgets 

3.10.1. Tools of Strategic Planning 
3.10.2. Elements Included in the Operational Budget 
3.10.3. Development and Execution of the Operational Budget

Module 4. Future Thinking: How to Transform Today from Tomorrow?

4.1. Methodology Futures Thinking 

4.1.1. Futures Thinking 
4.1.2. Benefits of using this Methodology 
4.1.3. The Role of the "Futurist" in the Creative Enterprise 

4.2. Signs of Change 

4.2.1. The Sign of Change 
4.2.2. Identification of the Signs of Change 
4.2.3. Interpretation of the Signs 

4.3. Types of Futures 

4.3.1. Journey to the Past 
4.3.2. The Four Types of Futures 
4.3.3. Application of the Methodology Futures Thinking in the Workplace 

4.4. Future Forecasting 

4.4.1. Searching for Drivers 
4.4.2. How to Create a Forecast for the Future?
4.4.3. How to Design a Future Scenario?

4.5. Mental Stimulation Techniques 

4.5.1. Past, Future and Empathy 
4.5.2. Facts vs. Experience 
4.5.3. Alternative Routes 

4.6. Collaborative Forecasting 

4.6.1. The Future as a Game 
4.6.2. Future Wheel 
4.6.3. The Future from Different Approaches 

4.7. Epic Victories 

4.7.1. From Discovery to the Innovation Proposal 
4.7.2. The Epic Victory 
4.7.3. Fairness in the Game of the Future 

4.8. Preferred Futures 

4.8.1. The Preferred Future 
4.8.2. Techniques 
4.8.3. Working Backwards from the Future 

4.9. From Prediction to Action 

4.9.1. Images of the Future 
4.9.2. Artifacts of the Future 
4.9.3. Roadmap 

4.10. ODS. A Global and Multidisciplinary Vision of the Future ODS 

4.10.1. Sustainable Development as a Global Goal 
4.10.2. Human Management in Nature 
4.10.3. Social Sustainability 

Module 5. Consumer or User Management in Creative Businesses

5.1. The User in the Current Context 

5.1.1. Consumer Change in Recent Times 
5.1.2. The Importance of Research 
5.1.3. Trend Analysis 

5.2. Strategy with the Focus on the Individual 

5.2.1. Human Centric Strategy 
5.2.2. Keys and Benefits of Being Human Centric 
5.2.3. Success Stories 

5.3. Data on the Human Centric Strategy 

5.3.1. Data on the Human Centric Strategy 
5.3.2. The Value of the Data 
5.3.3. 360º View of the Customer 

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

5.4.1. Transformation of Dispersed Information into Customer Knowledge 
5.4.2. Opportunity Analysis 
5.4.3. Maximization Strategies and Initiatives 

5.5. Human-Centric Methodology

5.5.1. From Research to Prototyping 
5.5.2. Double Diamond Model: Process and Phases 
5.5.3. Tools 

5.6. Design Thinking 

5.6.1. Design Thinking 
5.6.2. Methodology 
5.6.3. The Techniques and Tools of Design Thinking 

5.7. Brand Positioning in the User's Mind 

5.7.1. Positioning Analysis 
5.7.2. Typology 
5.7.3. Methodology and Tools 

5.8. User Insights in Creative Businesses

5.8.1. Insights and their Importance
5.8.2. Customer Journey and the Relevance of the Journey Map 
5.8.3. Research Techniques

5.9. User Profiling (Archetypes and Buyer Persona) 

5.9.1. Archetypes 
5.9.2. Buyer persona 
5.9.3. Methodology of Analysis 

5.10. Research Resources and Techniques 

5.10.1. Techniques in Context 
5.10.2. Visualization and Creation Techniques 
5.10.3. Voice Contrast Techniques 

Module 6. Creative Branding: Communication and Management of Creative Brands

6.1. Brands and Branding 

6.1.1. The Brands 
6.1.2. The Evolution of Branding 
6.1.3. Positioning, Brand Personality, Notoriety 

6.2. Brand Building 

6.2.1. Marketing Mix 
6.2.2. Brand Architecture 
6.2.3. Brand Identity 

6.3. Brand Expression 

6.3.1. Graphic Identity 
6.3.2. Visual Expression 
6.3.3. Other Elements that Reflect the Brand 

6.4. Communication

6.4.1. Focuses 
6.4.2. Brand Touchpoints 
6.4.3. Communication techniques and tools 

6.5. Branded Content 

6.5.1. From Brands to Entertainment Platforms 
6.5.2. The Rise of Branded Content 
6.5.3. Connecting with the Audience through Unique Storytelling 

6.6. Visual Storytelling 

6.6.1. Brand Analysis 
6.6.2. Creative Advertising Concepts 
6.6.3. The Creative Fan 

6.7. Customer Experience 

6.7.1. Customer Experience(CX) 
6.7.2. Customer Journey 
6.7.3. Brand Alignment and CX 

6.8. Strategic Planning 

6.8.1. Objectives 
6.8.2. Identification of Audiences and Insights 
6.8.3. Designing the Corporate Strategy 

6.9. Performance 

6.9.1. Briefing 
6.9.2. Tactics 
6.9.3. Production Plan 

6.10. Assessment 

6.10.1. What to Evaluate? 
6.10.2. How to Assess it? (Measuring Tools) 
6.10.3. Results Reports 

Module 7. Leadership and Innovation in the Creative Industries

7.1. Creativity Applied to Industry 

7.1.1. Creative Expression 
7.1.2. Creative Resources 
7.1.3. Creative Techniques 

7.2. The New Innovative Culture 

7.2.1. The Context of the Innovation 
7.2.2. Why does Innovation Fail?
7.2.3. Academic Theories 

7.3. Innovation Dimensions and Levers 

7.3.1. The Plans or Dimensions of Innovation 
7.3.2. Attitudes for Innovation 
7.3.3. Intrapreneurship and Technology 

7.4. Constraints and Obstacles to Innovation in the Creative Industry 

7.4.1. Personal and Group Restrictions 
7.4.2. Social Constraints and Organizations 
7.4.3. Industrial and Technological Restrictions 

7.5. Closed Innovation and Open Innovation

7.5.1. From Closed Innovation to Open Innovation 
7.5.2. Practical Classes to Implement Open Innovation 
7.5.3. Experiences of Open Innovation in Companies 

7.6. Innovative Business Models in IICCS

7.6.1. Business Trends in the Creative Economy 
7.6.2. Study Cases 
7.6.3. Sector Revolution 

7.7. Leading and Managing an Innovation Strategy 

7.7.1. Boosting Adoption 
7.7.2. Leading the Process 
7.7.3. Portfolio Maps 

7.8. Financing innovation 

7.8.1. CFO: Venture Capital Investor 
7.8.2. Dynamic Financing 
7.8.3. Response to the Challenges 

7.9. Hybridization: Innovating in the Creative Economy 

7.9.1. Intersection of Sectors 
7.9.2. Generation of Disruptive Solutions 
7.9.3. The Medici Effect 

7.10. New Creative and Innovative Ecosystems

7.10.1. Generation of Innovative Environments 
7.10.2. Creativity as a Lifestyle 
7.10.3. Ecosystems 

Module 8. Digital Transformation in the Creative Industry  

8.1. Digital Future of the Creative Industry 

8.1.1. Digital Transformation 
8.1.2. Situation of the Sector and its Comparison 
8.1.3. Future Challenges 

8.2. Forth Industrial Revolution 

8.2.1. Industrial Revolution 
8.2.2. Application 
8.2.3. Impacts 

8.3. Digital Enablers for Growth 

8.3.1. Operational Effectiveness, Acceleration and Improvement 
8.3.2. Continuous Digital Transformation 
8.3.3. Solutions and Services for the Creative Industries 

8.4. The Application of Big Data to the Enterprise 

8.4.1. Data Value
8.4.2. Data in Decision Making
8.4.3. Data Driven Company 

8.5. Cognitive Technology 

8.5.1. AI and Digital Interaction 
8.5.2. IoT and Robotics 
8.5.3. Other Digital Training 

8.6. Uses and Applications of Blockchain Technology 

8.6.1. Blockchain
8.6.2. Value for the IICC Sector 
8.6.3. Transaction Versatility 

8.7. Omnichannel and Transmedia Development 

8.7.1. Impacts in the Sector 
8.7.2. Challenge Analysis
8.7.3. Evolution 

8.8. Entrepreneurship Ecosystems 

8.8.1. The Role of Innovation and Venture Capital 
8.8.2. The Start-up Ecosystem and the Agents that Comprise it 
8.8.3. How to Maximize the Relationship between the Creative Agent and the Start-up? 

8.9. New Disruptive Business Models 

8.9.1. Marketing-Based (Platforms and Marketplaces)
8.9.2. Service-based (freemium, Premium or Subscription models) 
8.9.3. Community-based (from Crowdfunding, Social Networking or Blogging) 

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

8.10.1. Blue Ocean Innovation Strategy 
8.10.2. Lean Start-up Innovation Strategy 
8.10.3. Agile Innovation Strategy 

Module 9. New Digital Marketing Strategies

9.1. Technology and Audiences 

9.1.1. Digital Strategy and Differences between User Types 
9.1.2. Target Audience, Exclusionary Factors and Generations 
9.1.3. The Ideal Costumer Profile (ICP) and Buyer Persona 

9.2. Digital Analytics for Diagnostics 

9.2.1. Analytics prior to the Digital Strategy 
9.2.2. Moment 0 
9.2.3. KPIs and Metrics, Typologies, Classification according to Methodologies

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

9.3.1. E-Commerce, Typologies and Platforms
9.3.2. The Importance of Web Design: UX y UI 
9.3.3. Optimization of Online Space: Minimum Requirements 

9.4. Social Media and E-Influencer Marketing

9.4.1. Impact and Evolution of Network Marketing 
9.4.2. Persuasion, Keys to Content and Viral Actions
9.4.3. Planning Campaigns for Social Marketing and Influencer Marketing 

9.5. Mobile Marketing 

9.5.1. Mobile User 
9.5.2. Mobile Web and Apps 
9.5.3. Mobile Marketing Actions 

9.6. Advertising in Online Environments 

9.6.1. Advertising in RRSS and Objectives of the Social Ads 
9.6.2. The Conversion Funnel or Purchase Funnel: Categories 
9.6.3. Social Ads Platforms 

9.7. The Inbound Marketing Methodology

9.7.1. Social Selling, Key Pillars and Strategy 
9.7.2. The CRM Platform in a Digital Strategy 
9.7.3. Inbound Marketing or Attraction Marketing: Actions and SEO 

9.8. Automization of Marketing 

9.8.1. Email Marketing and Email Typology 
9.8.2. Email Marketing Automation, Applications, Platforms and Advantages
9.8.3. The Emergence of Bot & Chatbot Marketing: Typology and Platforms

9.9. Data Management Tools 

9.9.1. CRM in Digital Strategy, Typologies and Applications, Platforms and Trends
9.9.2. Big Data: Big Data, Business Analytics y Business Intelligence 
9.9.3. Big Data, Artificial Intelligence and Data Science

9.10. Measuring Profitability 

9.10.1. ROI: the Definition of Return on Investment and ROI vs. ROAS 
9.10.2. ROI Optimization 
9.10.3. Key Metrics 

Module 10. Entrepreneurship in the Creative Industries

10.1. The Entrepreneurial Project 

10.1.1. Entrepreneurship, Types and Life Cycle 
10.1.2. Entrepreneur Profile 
10.1.3. Topics of Interest for Entrepreneurship 

10.2. Personal Leadership

10.2.1. Self-knowledge 
10.2.2. Entrepreneurial Skills 
10.2.3. Development of Entrepreneurial Leadership Skills and Abilities 

10.3. Identification of Innovative and Entrepreneurial Opportunities 

10.3.1. Analysis of Megatrends and Competitive Forces 
10.3.2. Consumer Behavior and Demand Estimation 
10.3.3. Evaluation of Business Opportunities

10.4. Business Idea Generation in the Creative Industry

10.4.1. Tools for the Generation of Ideas: Brainstorming,Mind Maps, Drawstorming, etc
10.4.2. Value Proposition Design: Canvas, 5 W 
10.4.3. Development of the Value Proposition 

10.5. Prototyping and Validation 

10.5.1. Prototype Development 
10.5.2. Validation 
10.5.3. Prototyping Adjustments 

10.6. Business Model Design 

10.6.1. The Business Model 
10.6.2. Methodologies for the Creation of Business Models 
10.6.3. Business Model Design for Proposed Idea 

10.7. Team Leadership 

10.7.1. Team Profiles according to Temperaments and Personality 
10.7.2. Team Leadership Skills 
10.7.3. Teamwork Methods 

10.8. Cultural Markets 

10.8.1. Nature of Cultural Markets 
10.8.2. Types of Cultural Markets 
10.8.3. Identification of Local Cultural Markets

10.9. Marketing Plan and Personal Branding

10.9.1. Projection of the Personal and Entrepreneurial Project 
10.9.2. Short- and Medium-Term Strategic Plan 
10.9.3. Variables for Measuring Success 

10.10. Sales Pitch 

10.10.1. Project Presentation for Investors 
10.10.2. Development of Attractive Presentations 
10.10.3. Development of Effective Communication Skills

A unique, key, and decisive educational experience to boost your professional development and make the definitive leap"