BSc

Dual Award · Conferred with University of London (Worldwide)

BSc International Business & Digital Economy (Dual Award)

Dual British & Global Bachelor's Degree — Conferred jointly with FollowLap University (FollowLap) & University of London Worldwide Network (UK)

Joint Awarding Institution2 Diplomas

University of London (Worldwide) (United Kingdom)

Credit Allocation65% FollowLap / 35% Univ of London

Online only

36 months360 creditsEnglish

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BSc International Business & Digital Economy (Dual Award)

Overview

Equipping ambitious global scholars with expertise in cross-border digital finance, e-commerce platforms, venture creation, and multinational corporate strategy. Students earn 2 independent accredited diplomas with a 65% / 35% international credit split.

How you can study

Digital only

Study online

100% tuition-free online

Every programme can be completed fully online with zero tuition fees — study from anywhere in the world.

✦ Tuition: £0 / $0
✦ Course exams from $0 — 95% sponsorship rate
✦ Learn from anywhere · Live online seminars

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What You Will Learn

Two official Bachelor of Science diplomas upon completion
Curriculum designed against world-class British and global business benchmarks
Global cohort networking across 6 world regions
Fast-track direct admission to Dual Master's degree tracks

Curriculum

Year 1 — Core Host Foundations (120 Credits)

Code	Course	Credits
BSC-101	Strategy for a real organisation Strategy for a real organisation (BSC-101) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy for a real organisation as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Strategy for a real organisation A financial result and the operational cause — Strategy for a real organisation The decision, the team, resistance, and the plan — Strategy for a real organisation Stakeholders and what they can block — Strategy for a real organisation Ethics and the limit of the recommendation — Strategy for a real organisation A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation	20
BSC-102	Money and operations Money and operations (BSC-102) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Money and operations as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Order, nodes, delay, and a flow map — Money and operations Demand, capacity, stock, and stock-out — Money and operations A break in the chain and the response — Money and operations Cost, time, and who pays for the buffer — Money and operations One lane, site, or corridor — Money and operations A change recommendation with cost and risk — Money and operations	20
BSC-103	People and change People and change (BSC-103) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — People and change A financial result and the operational cause — People and change The decision, the team, resistance, and the plan — People and change Stakeholders and what they can block — People and change Ethics and the limit of the recommendation — People and change A consulting brief: problem, evidence, recommendation, defence — People and change	20
BSC-104	Capstone brief Capstone brief (BSC-104) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone brief as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Capstone brief A financial result and the operational cause — Capstone brief The decision, the team, resistance, and the plan — Capstone brief Stakeholders and what they can block — Capstone brief Ethics and the limit of the recommendation — Capstone brief A consulting brief: problem, evidence, recommendation, defence — Capstone brief	20
BSC-105	Strategy for a real organisation (BSC-105) Strategy for a real organisation (BSC-105) (BSC-105) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy for a real organisation (BSC-105) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Strategy for a real organisation (BSC-105) A financial result and the operational cause — Strategy for a real organisation (BSC-105) The decision, the team, resistance, and the plan — Strategy for a real organisation (BSC-105) Stakeholders and what they can block — Strategy for a real organisation (BSC-105) Ethics and the limit of the recommendation — Strategy for a real organisation (BSC-105) A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation (BSC-105)	20
BSC-106	Money and operations (BSC-106) Money and operations (BSC-106) (BSC-106) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Money and operations (BSC-106) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Order, nodes, delay, and a flow map — Money and operations (BSC-106) Demand, capacity, stock, and stock-out — Money and operations (BSC-106) A break in the chain and the response — Money and operations (BSC-106) Cost, time, and who pays for the buffer — Money and operations (BSC-106) One lane, site, or corridor — Money and operations (BSC-106) A change recommendation with cost and risk — Money and operations (BSC-106)	20

Year 2 — Intermediate Specialisation & Applied Methods (120 Credits)

Code	Course	Credits
BSC-201	People and change (BSC-201) People and change (BSC-201) (BSC-201) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change (BSC-201) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — People and change (BSC-201) A financial result and the operational cause — People and change (BSC-201) The decision, the team, resistance, and the plan — People and change (BSC-201) Stakeholders and what they can block — People and change (BSC-201) Ethics and the limit of the recommendation — People and change (BSC-201) A consulting brief: problem, evidence, recommendation, defence — People and change (BSC-201)	20
BSC-202	Capstone brief (BSC-202) Capstone brief (BSC-202) (BSC-202) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone brief (BSC-202) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Capstone brief (BSC-202) A financial result and the operational cause — Capstone brief (BSC-202) The decision, the team, resistance, and the plan — Capstone brief (BSC-202) Stakeholders and what they can block — Capstone brief (BSC-202) Ethics and the limit of the recommendation — Capstone brief (BSC-202) A consulting brief: problem, evidence, recommendation, defence — Capstone brief (BSC-202)	20
BSC-203	Strategy for a real organisation (BSC-203) Strategy for a real organisation (BSC-203) (BSC-203) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy for a real organisation (BSC-203) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Strategy for a real organisation (BSC-203) A financial result and the operational cause — Strategy for a real organisation (BSC-203) The decision, the team, resistance, and the plan — Strategy for a real organisation (BSC-203) Stakeholders and what they can block — Strategy for a real organisation (BSC-203) Ethics and the limit of the recommendation — Strategy for a real organisation (BSC-203) A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation (BSC-203)	20
BSC-204	Money and operations (BSC-204) Money and operations (BSC-204) (BSC-204) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Money and operations (BSC-204) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Order, nodes, delay, and a flow map — Money and operations (BSC-204) Demand, capacity, stock, and stock-out — Money and operations (BSC-204) A break in the chain and the response — Money and operations (BSC-204) Cost, time, and who pays for the buffer — Money and operations (BSC-204) One lane, site, or corridor — Money and operations (BSC-204) A change recommendation with cost and risk — Money and operations (BSC-204)	20
BSC-205	People and change (BSC-205) People and change (BSC-205) (BSC-205) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change (BSC-205) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — People and change (BSC-205) A financial result and the operational cause — People and change (BSC-205) The decision, the team, resistance, and the plan — People and change (BSC-205) Stakeholders and what they can block — People and change (BSC-205) Ethics and the limit of the recommendation — People and change (BSC-205) A consulting brief: problem, evidence, recommendation, defence — People and change (BSC-205)	20
BSC-206	Capstone brief (BSC-206) Capstone brief (BSC-206) (BSC-206) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone brief (BSC-206) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Capstone brief (BSC-206) A financial result and the operational cause — Capstone brief (BSC-206) The decision, the team, resistance, and the plan — Capstone brief (BSC-206) Stakeholders and what they can block — Capstone brief (BSC-206) Ethics and the limit of the recommendation — Capstone brief (BSC-206) A consulting brief: problem, evidence, recommendation, defence — Capstone brief (BSC-206)	20

Year 3 — Partner Moderated Honours & Capstone (120 Credits)

Code	Course	Credits
BSC-301	Strategy for a real organisation (BSC-301) Strategy for a real organisation (BSC-301) (BSC-301) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy for a real organisation (BSC-301) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Strategy for a real organisation (BSC-301) A financial result and the operational cause — Strategy for a real organisation (BSC-301) The decision, the team, resistance, and the plan — Strategy for a real organisation (BSC-301) Stakeholders and what they can block — Strategy for a real organisation (BSC-301) Ethics and the limit of the recommendation — Strategy for a real organisation (BSC-301) A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation (BSC-301)	20
BSC-302	Money and operations (BSC-302) Money and operations (BSC-302) (BSC-302) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Money and operations (BSC-302) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Order, nodes, delay, and a flow map — Money and operations (BSC-302) Demand, capacity, stock, and stock-out — Money and operations (BSC-302) A break in the chain and the response — Money and operations (BSC-302) Cost, time, and who pays for the buffer — Money and operations (BSC-302) One lane, site, or corridor — Money and operations (BSC-302) A change recommendation with cost and risk — Money and operations (BSC-302)	20
BSC-303	People and change (BSC-303) People and change (BSC-303) (BSC-303) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change (BSC-303) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — People and change (BSC-303) A financial result and the operational cause — People and change (BSC-303) The decision, the team, resistance, and the plan — People and change (BSC-303) Stakeholders and what they can block — People and change (BSC-303) Ethics and the limit of the recommendation — People and change (BSC-303) A consulting brief: problem, evidence, recommendation, defence — People and change (BSC-303)	20
BSC-304	Capstone brief (BSC-304) Capstone brief (BSC-304) (BSC-304) is a 20-credit course on BSc International Business & Digital Economy (Dual Award), with 200 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone brief (BSC-304) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Capstone brief (BSC-304) A financial result and the operational cause — Capstone brief (BSC-304) The decision, the team, resistance, and the plan — Capstone brief (BSC-304) Stakeholders and what they can block — Capstone brief (BSC-304) Ethics and the limit of the recommendation — Capstone brief (BSC-304) A consulting brief: problem, evidence, recommendation, defence — Capstone brief (BSC-304)	20
BSC-305	Strategy for a real organisation (BSC-305) Strategy for a real organisation (BSC-305) (BSC-305) is a 40-credit course on BSc International Business & Digital Economy (Dual Award), with 400 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy for a real organisation (BSC-305) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. Position, rivals, and the choice in front of the organisation — Strategy for a real organisation (BSC-305) A financial result and the operational cause — Strategy for a real organisation (BSC-305) The decision, the team, resistance, and the plan — Strategy for a real organisation (BSC-305) Stakeholders and what they can block — Strategy for a real organisation (BSC-305) Ethics and the limit of the recommendation — Strategy for a real organisation (BSC-305) A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation (BSC-305)	40

Career Paths

International Business Strategist
Fintech & Digital Asset Analyst
Global Operations Manager
Management Consulting Analyst

Programme Highlights

2 Accredited Diplomas
65% / 35% International Credit Split
Awarded by: FollowLap University (FollowLap) & University of London Worldwide Network (UK)
Delivery: 100% Online

Assessment

Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.

Admission requirements

Academic entry

Bachelor's degree from an accredited institution (minimum 2:2 or GPA 2.5/4.0)

English language

English proficiency: IELTS 5.5, TOEFL 46, or equivalent (waived for prior English-medium study)

Documents

Statement of Purpose (500 words minimum) outlining your goals and fit for the programme
Two academic or professional references with contact details
CV or résumé documenting relevant education and professional experience

Programme questions

How long is the BSc International Business & Digital Economy (Dual Award)?

The published duration is 36 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.

Can I study this from my country?

This is a fully online award. You study from your country. No student visa and no campus relocation are required.

What does it cost?

Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.

What are the entry requirements?

Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.

How is the programme assessed?

Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.

Will this award be recognised where I live?

Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. FollowLap University publishes verification pages for certificates. We do not claim automatic equivalence in every country.

How do I apply?

Start an application on this website. Progress is saved from the first step. Admissions: admissions@followlap.com.

Recognised & Accredited

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