Lead your video game company from a creative, innovative and international perspective, and improve your results and public favor"

The video game industry, as a creative sector, has been acquiring a great weight in society. More and more people enjoy this leisure option and are attentive to get the latest news, since it is so important worldwide that it generates millions as an economic sector, reaching thousands of homes every day. Its exponential growth, which is expected to continue to increase, makes it one of the most prosperous sectors. This makes it necessary for professionals to specialize not only in matters of creativity, innovation and new tools applied to video game design, but it is essential to achieve that much-needed education in business material. 

Therefore, professionals who wish to start their own business or directly manage one of the main companies in the sector, such as Sony, Nintendo or Ubisoft, will find in this Advanced master’s degree a unique opportunity to learn how to manage this type of companies, acquiring specialized knowledge in Business Administration and creative industries that will be essential for their professional growth. In this sense, aspects such as Executive Management, logistics or personnel management, commercial and Marketing management or information systems are joined in this very complete syllabus to the most creative aspects, such as Branding, Futures Thinking methodologies, new products and creative companies or entrepreneurship in the sector. 

This makes this program one of the most important in the current academic panorama. A unique educational 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, being able to comfortably consolidate the theoretical concepts. In addition, they will be more qualified to be able to apply everything they have learned in their daily practice, achieving a comprehensive management of video game companies that will be very useful to achieve their goals and position them as industry benchmarks. In addition, one of the main advantages of this program is that it will be studied 100% online, without the need for transfers or specific schedules, so that the students can self-manage their study, planning their schedule and pace of learning, which will be very useful to be able to balance it with the rest of their daily obligations.

The increased competitiveness in the video game industry is forcing professionals to improve their business skills in order to increase their profits"

This Advanced master’s degree in Senior Management of Creative Industries contains the most complete and up-to-date program on the market. Its most notable features are: 

• The development of case studies presented by experts in creative companies and video games
• The graphic, schematic and practical contents of the book contain theoretical and practical information on those disciplines that are essential for professional practice
• Practical exercises where self-assessment can be used to improve learning
• Its 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 

This program is the perfect combination of business management and creative industries education, which will allow you to gain a deep understanding of the market and achieve maximum profits for your company"

Its teaching staff includes professionals from the video game sector, who bring their work experience to this program, as well as renowned 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 prepare 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 throughout the program. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts. 

Large video game companies rely on business professionals to manage their accounts. You could carry out the entire creative process and, in addition, control the business management"

You could carry out the entire creative process and, in addition, control the management of the business"

Video games are one of the most creative industries in existence. They are so important today that they have managed to carve out a niche in the international economic market. This is why more and more people want to specialize in the top management of these companies, to be able to manage all the intrinsic aspects of the business that will give them a competitive advantage and place them among the companies with the highest annual profits. This syllabus aims to provide video game specialists with all the necessary knowledge to lead teams and manage each of the departments of a company of this type. 

An innovative content with which to make a successful academic journey through the concepts and strategies of the top management of creative companies"

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 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. The 2030 Agenda and the 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 Management and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organisational analysis
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 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: Methodologies Strategy
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. Supervision and Strategic Alignment
2.6.3. Continuous Improvement Approach

2.7. Executive Management

2.7.1. Integrating Functional Strategies into the Global Business Strategies
2.7.2. ExecutiveManagement and Process Development 
2.7.3. Knowledge Management

2.8. Analysis and Resolution of 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. Job Design, Recruitment, and Selection
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 Skills 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. Performance 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. Performance Analysis
3.6.2. Leading Change. Resistance to Change
3.6.3. Managing Change Processes
3.6.4. Managing Multicultural Teams

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. Executive 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 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 Case-Country Approach

4.5. Corporate Control Systems

4.5.1. Types of Control 
4.5.2. 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. Variable Income Market 
4.11.3. Valuation of Companies 

4.12. Analysis and Resolution of 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. Stock 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 & 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 IntelligenceProject 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 Communication 

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. Sources of Innovation
7.3.2. Current Trends in Marketing 
7.3.3. Marketing Tools 
7.3.4. 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. Sales and Communication Strategy

7.5.1. Positioning and Promotion  
7.5.2. Public Relations   
7.5.3. Sales and Communication Strategy 

7.6.    Corporate Communication 

7.6.1. Internal and External Communication  
7.6.2. Communication Departments  
7.6.3. Communication Managers: Managerial Skills and Responsibilities 

7.7.    Corporate Communication Strategy 

7.7.1. Corporate Communication Strategy    
7.7.2. Communication Plan  
7.7.3.    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 Implementation 
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, Archaeological 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. Current 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. Concentric Circles Cascade Model
9.10.2. Creative, Production and Knowledge Spillovers
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

10.1.1. Intellectual Property
10.1.2. Industrial Property
10.1.3. Advertising Law

10.2. Intellectual Property I

10.2.1. Applicable Regulations
10.2.2. Relevant Aspects and Issues
10.2.3. Case Studies

10.3. Intellectual Property II

10.3.1. Intellectual Property Registration
10.3.2. Reservation of Rights Symbols and Other Means of Protection
10.3.3. Licenses for Content Dissemination

10.4. Intellectual Property III

10.4.1. Management Entities
10.4.2. The Intellectual Property Commission
10.4.3. Relevant Organizations

10.5. Industrial Property I: Branding.

10.5.1. Applicable Regulations
10.5.2. Relevant Aspects and Issues
10.5.3. Real Applications

10.6. Industrial Property II: Industrial Designs

10.6.1. Applicable Regulations
10.6.2. Relevant Aspects and Issues
10.6.3. Legal practice

10.7. Industrial Property III: Patents and Utility Models

10.7.1. Applicable Regulations
10.7.2. Relevant Aspects and Issues
10.7.3. Study Cases

10.8. Intellectual and Industrial Property: Practice

10.8.1. Intellectual Property vs. Industrial Property (Comparative Law)
10.8.2. Practical Issues in Conflict Resolution
10.8.3. Case Study: Steps to Follow

10.9. Advertising Law I

10.9.1. Applicable Regulations
10.9.2. Relevant Aspects and Issues
10.9.3. Jurisprudence in Advertising Matters

10.10. Advertising Law II

10.10.1. Advertising Self-Regulation
10.10.2. Self-Control
10.10.3. Advertising Jury

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 of 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. ODS. 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. Data Science

13.6. Design Thinking

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

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

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. Briefing
14.9.2. Tactics
14.9.3. Production plan

14.10. Assessment

14.10.1. What to Evaluate?
14.10.2. How to Evaluate (Measurement Tools)
14.10.3. Results Reports

Module 15. Leadership and Innovation in 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 Creative Industries

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 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. IA 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 Creative Industry 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 Star-up Innovation Strategy
16.10.3. Agile Innovation Strategy

Module 17. New Digital Marketing Strategies

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 Costumer Profile (ICP) and the Buyer Persona

17.2. Digital Analytics for Diagnostics

17.2.1. Analytics prior to the Digital Strategy
17.2.2. Moment 0
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 Social Marketing and Influencer Marketing Campaigns

17.5. Mobile Marketing

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

17.6. Advertising in Online Environments

17.6.1. Advertising in Social Networks 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. Automization of Marketing

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: Big Data, Business Analytics y 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,Mind Mapping, Drawstorming, etc
18.4.2. Value Proposition Design: CANVAS, 5 w
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 and Personal Branding Plan

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

A unique, key and decisive training experience to boost your professional development"