LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Innovative Leadership (MBA)
LG7 Global Perspective (GLP)

第1日（Day1）

November 3: Tuesday

[Session 1, Day 1]
THEME: Business Plan Basics
ARTICLE: How to Write a Great Business Plan
OUTLINE: This first session is intended to establish core criteria of what is a business plan as well as the key criteria of how to successfully build up a new business model through the entrepreneurial management process.

[Session 2A, Day 1]
THEME: Business Plan Basics
ARTICLE: Updating a classic: How to Write a Great Business Plan
OUTLINE: This second session is intended to re-enforce core criteria of what is a business plan as well as the key criteria of how to successfully build up and implement a new business model through entrepreneurial management. Especially, a core course concept of “People/Opportunity/Context/Deal” as a business plan evaluation tool from the article “How to Write a Great Business Plan” will be introduced.
Session 2A highlights the comparative differences between three inter-related ventures that have different “business plans”, different business models, and different entrepreneurial management style. It is also a great session to understand the evolution of the entrepreneurial leadership of a CEO (Howard Schultz).
Session 2B highlights the importance of having all four elements of the “People/Opportunity/Context/Deal” framework aligned together and integrated. We will look generally at a new business start-up (Petrolink) and quickly try to asses about why if may be a good business start-up (or not). It is a great way to start!

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[Session 1, Day 1]
Case1: Collabrys Inc.: The Evolution of a Startup
Collabrys is a perfect place to start, as it seems that, for whatever reason, this company has not well thought through the business planning process. The CEO of this two-year-old start-up must decide whether to become a technology provider or a service agency. In a time of enormous uncertainty about the viability of various business models for Internet-delivered services and products, this case traces the company from its early days and its original value proposition to a point at which the two very different future strategies appear feasible. Funded by venture capital, the company has changed key personnel, experimented with different business models, developed some sophisticated intellectual property, and raised a second round of funding. In a focused new business start-up, the case the chance to think about this situation logically and critically, and try to understand what the real strategic issues are for all concerned stakeholders, and how to deal with them. The choice of a new strategy is not as clear as the CEO would like you to believe.
The case offers a key window into business startups and business plans, especially from the point of new business ideas, value propositions and structuring new business models, and the critical role of the people in new ventures. The case allows learning various management frameworks including “Where now, where to go, how to get there”, SWOT, vision/mission, stakeholders and strategic decisions.

[Session 2A, Day 1]
Case2A: "Starbucks Coffee, Tea and Spice" from 1971-1987
Case2B: “Il Giornale” from 1986-1987 (Schultz first startup)
Case2C: "Starbucks Coffee Corporation" from 1987-1992 (Schultz/CEO)
The three mini case studies examine the history of Starbucks from its beginning in 1971 in Seattle (Washington State, US) to the early 1990s, when Starbucks is mostly a USA/Canada focused firm. It examines two dramatically different stages in the company's history, as well as the coffee chain that Howard Schultz created (Il Giornale) when he quit Starbucks in 1986.
It explores how different business plans, business models, stakeholder priorities and leadership might make a very different outcome in terms of organizational focus and business success (however that is defined by the stakeholders). It also starts to examine how one entrepreneur helped make a mass market for specialty coffee during a moment of opportunity.
These Day 1 mini cases invite you to analyze the relationship between prioritizing and defining the mission and goals of a new business organization and how entrepreneurial opportunities can be shaped/exploited/implemented.

[Session 2B, Day 1]
Case3: Take the Money or run?
Petrolink is a European new venture start-up which is still in the planning stages, and still seeking funding to start the business. Petrolink's start-up business plan looks like a winner. At present, the only available pipeline for operators in the Baltic Sea's newly developed Helmark gas field is owned and operated by the Russian state controlled oil and gas company, Gazprom. Petrolink's founders believe the firm that opens a new pipeline should find ready customers among the field's independent producers. The Petrolink team has been talking with two potential VC investors in London and Poland. One of the start-up's main objectives has been to ensure that no one investor has too much control, but there's been a breach of trust by the Polish VC. Should they take the Polish VC firm's money or go elsewhere? Here we will mostly focus on the “merits” of this new start-up, not contract/legal issues.

第2日（Day2）

November 4: Wednesday

[Session 3, Day 2]
THEME: Business model refinements and new value propositions
ARTICLE: Note on Business Model Analysis for the Entrepreneur (HBS)
OUTLINE:
Special attention will be paid to using the “People, Opportunity, Context, Deal” framework from the “How to Write a great Business Plan” article, using the case study as a point of analysis/reference. After this class, students will have a much idea of what to include in a business plan as well as what is important in a business plan.

[Session 4, Day 2]
THEME: Comparing – Business idea vs. business model vs.business plan
ARTICLE: Updating a Classic: Write a Great Business Plan
OUTLINE:
The case in Session 4 is an actual business plan, not like a "typical" case study, and a key learning point from the case will be to assess the match between the people and opportunity and the likelihood of the success of the venture. Again, especially, the case allows students to evaluate the quality of the business idea, the quality of the business model built around that idea, and the quality of the business plan built around that business model. Special attention will be paid to using the “People, Opportunity, Context, Deal” framework from the “How to Write a great Business Plan” article. After this class, students will have a much idea of what to include in a “real” business plan as well as (again) what is important in a business plan.

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[Session 3, Day 2]
Case4: Zipcar – Refining the business model
Zipcar is a Boston-based (Massachusetts, US) start-up organized around the idea of "sharing" car usage via a membership organization. This case describes several iterations of the Zipcar business model and financial plan. These iterations include a very early version and a version developed just prior to the launch of the business, as well as data from the first few months of operations.
Students can learn how to analyze the underlying economics and business model for the venture and to discover how these assumptions are holding up as the business is actually rolled out.
Especially, the case allows students to evaluate the quality of the business idea, the quality of the business model built around that idea, and the quality of the business plan built around that business model by the entrepreneurial team.
A key learning will be the in-class comparison assessment (and likely success or not) of Zipcar as a new venture (and its business plan) and earlier cases on Collabrys and Starbucks.

[Session 4, Day 2]
Case5: Business Plan for "Room for Dessert"
This case summarizes the business plan for a concept restaurant focused on late evening dessert service as well as its subsequent rollout plan. Some things to think about before you begin: This "case" is being used to give you a real understanding of what a "business plan" actually is, as the case study actually is not a case like you normally see, but it is a "real" business plan that was submitted in the annual business plan contest at Harvard Business School. Business Plan in this context means a document developed as an early articulation of the idea for a "yet-to-be-formed" business, the primary audience being potential investors, as well as other types of partners like key employees, suppliers, service providers, etc. This is a great chance too analyze all the pieces of a business plan and evaluate if it is a good plan and why?

第3日（Day3）

November 5: Thursday

[Session 5, Day 3]
[Session 6, Day 3]
THEME: What makes a great business plan?
ARTICLE: Why business models matter *Session 5
ARTICLE: A Business Plan? Or a journey to Plan B? *Session 6
OUTLINE:
The cases in Session 5 and Session 6 both focus on the search for opportunity, the generation and evaluation of business concepts, creation of a business plan, and the start-up process. After this case, students will have a better idea about how to explore and evaluate entrepreneurial ideas and examine ways of putting them in action. Students will also be able to develop skills related to crafting a business plan and presenting the ideas persuasively. A key learning point from the case will be to assess the likelihood of the success of the venture. Again, the case allows students to evaluate the quality of the business idea, the business model built around that idea, and the business plan built around that business model. Special attention will be paid to using the “People, Opportunity, Context, Deal” framework from “How to Write a great Business Plan” article.

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[Session 5, Day 3]
Case6: Extend Fertility
OUTLINE: This case focuses on the search for opportunity, the generation and evaluation of business concepts, creation of a business plan, and the start-up process. It follows the experienced entrepreneur Christy Jones as she combines her business skills and personal experience to generate new business concepts while an MBA student at HBS. Jones' assessment of the market opportunity for the egg harvesting and cryopreservation business was based on firsthand observations of the needs of young professional women and extensive field and scientific research. The plan, which won the annual HBS MBA business plan contest (For profit track), provides a good example of the form and substance of a well-crafted plan. It provides an opportunity to discuss the underlying social issues that make it attractive for young women to purchase "fertility insurance" while they pursue professional careers.

[Session 6, Day 3]
Case7: Revolut 2020 - A Revolut-ion?
OUTLINE: In 2020, a few days after the launch of its banking application in the United States, Nikolay Storonsky, CEO of Revolut, is forced to think more seriously about the future direction to take in order to secure the future of his new- born company. Indeed, despite having once again successfully raised $500 million early 2020, thus becoming the most valuable fintech company in the UK, profits are struggling to come in while year-over-year, net loss is only increasing. In the case discussions, we will go back and look at the start of Revolut’s life in 2015, and why the business model chosen was disruptive in this space. We will also take a look at the business plan implemented and whether it was the right way to proceed forward in this situation.

第4日（Day4）

November 6: Friday

[Session 7A and 7B, Day 4]
THEME: Disruptive business models and shaping new opportunities for growth
CASE:
OUTLINE: The Session 7 cases study allows students to review the beginning of a new business start-up, especially thinking about the quality of the business idea, the quality of the business model built around that idea, and the quality of the business plan built around that business model. Special attention will be paid to using the “People, Opportunity, Context, Deal” framework from the “How to Write a great Business Plan” article. The session is really about putting everything together, but focuses on an interesting start-up case in Kenya, with both profit and non-profit social tracks, with the profit track supporting the non-profit track

[Session 8, Day 4]
THEME: Business Plan Group Project output discussion
CASE: NONE
OUTLINE: TEAM PROJECT:
Build a business plan “outline” based on your “own” ideas!
Key points –
Using all the things we have learned, especially the things that were good/bad about the business plans we reviewed, you or your team build a simple business plan on any idea you want to chose.
-The plan can be Japan-based, Europe, USA, global, whatever
-The idea can be a new idea or existing idea reverse engineered
-The structure/contents of the business plan decided by teams
-The teams can decide any appropriate plan structure/outline
-The financial numbers can be “simplified” and not too detailed
The plan outputted by the team and then peer/instructor discussion/evaluation

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[Session 7A, Day 4]
Case8: Sanergy – Tackling sanitation in Kenya’s slums
OUTLINE:
This case centers on Sanergy, a hybrid organization that has become a high-profile, high- growth social enterprise known initially for its Fresh Life toilets deployed in Nairobi’s Mukuru and Mathare slums in Kenya (Africa). In 2011, Sanergy’s founders launched their social startup out of the MIT $100K business plan challenge prize money and quickly received national attention in the press. The team had begun its operations in Kenya to more rapidly build-out both sides of its business –
1. The “nonprofit” area provides the support services for the toilets operating in difficult conditions to stay clean, safe, and open. This also includes the marketing, branding, training, and community and government relation functions.
2. The “for-profit” focus is on the larger infrastructure needed to be able to have a holistic sanitation system. This includes everything from manufacturing quality toilets to waste management services, like dump trucks and treatment centers, and the conversion of waste into fertilizer, which drives the viability of the business.

[Session 7B, Day 4]
Case9: Virgin Galactic 2020 *Time permitting
OUTLINE:
The case study analyses the situation of Virgin Galactic in 2020. After two decades of developing spaceplanes for commercial space tourism, the company has turned into a $3 billion-dollar company. While the company has unique advantages with its strong technological capabilities and brand recognition, Sir Richard Branson must figure out: What is next for Virgin Galactic?
Here we will just have a short general discussion about this company’s origins and the business model and business plan that Richard Branson developed at the beginning, and whether it really was/is sustainable. Also, we talk about how building this kind of business in totally unknown space (literally) leads to great uncertainty, and that is why there is a need for disruptive business models and constantly innovating/adjusting the business plan needed.

[Session 8, Day 4]
Case - NONE

第5日（Day5）

第6日（Day6）

第7日（Day7）

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