| 授業名 | New Business Development |
|---|---|
| Course Title | New Business Development |
| 担当教員 Instructor Name | 内古閑 宏（Hiroshi Uchikoga） |
| コード Couse Code | NUC426_N24A |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 専門教育科目 / Specialized Subject |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2024 UG Nisshin Term2 |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
This course perfectly aligns with NUCB's Mission Statement as it guides to nurturing leaders with Frontier spirits who can bridge cultural differences. It will provide students insights to confront situations where they require innovating thinking, innovating actions and innovative problem solving within an international context.
授業の目的（意義） / Importance of this course
The course encompasses case method discussions which provide insights in forming answers to questions such as; How do companies develop new businesses? What type of new businesses are they going after? How does it matter to the current business? What would you need in developing new businesses? What are the driving factors?
到達目標 / Achievement Goal
Through the case discussions, the class will co-create knowledge about developing new businesses from an organizational, technological and strategic point of view while searching into mindfulness and personal aspects which form the basis for developing new businesses.
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
受講後得られる具体的スキルや知識 Learning Outcomes
Participants will leave this program armed with the knowledge of how to influence corporate culture and alter the way their organization responds to the challenges of New Business Development.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 0 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 100 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Case Analysis Reports
- The course requires to write case analysis for one of the questions in each case.
- They will be collected before each day and the reports will consist 50% of the final grade.
Final Report
- The course requires you to read a short case and write a case analysis report on the final day of the
course.
Class Discussion
- Will be conducted in a Harvard Business School style. Active listening and quality contribution are required.
- The course requires to write case analysis for one of the questions in each case.
- They will be collected before each day and the reports will consist 50% of the final grade.
Final Report
- The course requires you to read a short case and write a case analysis report on the final day of the
course.
Class Discussion
- Will be conducted in a Harvard Business School style. Active listening and quality contribution are required.
授業スケジュール Course Schedule
第1日（Day1）
June 6Session #1
Session Focus :
Session Focus : New Business Development in a Mature Industry
Can a short-sleeved, sandal-wearing, college dropout create a company manifesting love, joy, and happiness? Chainsaw John Mackey did. This CEO took a five-month sabbatical to hike the Appalachian Trail. More credentials: Sales-per-square foot of $690 and rising. Hiring by means of teams and a vote requiring a two-thirds majority. A single store in Austin, Texas in 1980; 144 stores in 2004. A seven-year streak near the top of Fortune's list of best companies to work for in America. Team-based hiring with a two-thirds majority required. Incentives based on the bottom line. Morale surveys. No salary higher than eight times the average salary. So how did John Mackey come to be christened Chainsaw John Mackey?
●使用するケース
Whole Foods Market (HBS)Amazon Acquires Whole Foods (B) (HBS)
第2日（Day2）
June 13Session #2
Session Focus : Disruptive Innovation
Netflix Inc. (Netflix) had surpassed Blockbuster, the previous movie rental leader, before making the successful transition to digital delivery of video content. But despite Netflix's success, in 2017, numerous competitors, including both established, mainstream content producers and digital upstarts, were making it difficult for Netflix to recreate its earlier dominance. Critics pointed to Netflix's slowing acquisition of subscribers and accelerating debt levels. Netflix's chief executive officer was confronted with disruption from a variety of digital rivals. How should he respond? Should Netflix continue to try to be a content producer, competing with Hollywood's industry leaders? Should it form a partnership with other media companies to align everyone's incentives? Perhaps it could move into other media content areas outside of traditional entertainment. Further, there remained the question of how to treat its legacy DVD-by-mail business. As the incumbent firm, Netflix needed to respond to competitors and avoid a fate similar to that of Blockbuster.
●使用するケース
Netflix Inc.: The Disruptor Faces Disruption (HBS)第3日（Day3）
July 20Session #3
Session Focus: Founders of a Startup
Steve Jobs and Steve Wozniak are best friends who enjoy pulling pranks together and talking about electronics. After several small collaborations, Jobs pitches Wozniak on starting a company together to sell computers based on Wozniak's design for a personal computer. Wozniak faces decisions about whether to quit the job he loves at Hewlett-Packard to join Apple Computer, how to define his role within Apple, whether to take on Jobs as his co-founder, whether to accept a third co-founder proposed by Jobs, and how to split equity with his co-founders. Early on, they add an outside investor who changes the company's trajectory and who brings in a new chief executive. Later, tensions rise between the two founders as their strategic visions diverge and as the company grows. Wozniak has now learned some disturbing news about his co-founder and has to decide whether that news will affect his continuing collaboration with Jobs.
●使用するケース
Apple's Core (Graphic Novel Version) (HBS)第4日（Day4）
June 27Session #4
Session Focus : Innovation and Product Strategy
After a decade as CEO, Tim Cook is facing one of his biggest strategic transitions of his tenure. While Apple had performed spectacularly well under Cook, Apple's core business was maturing. Sales of iPhones, iPads, and Macs were flat or down. However, Apple's new hardware-Apple Watch and Airpods-as well as services were growing rapidly. We will explore Apple's history and Cook's strategic options for driving new hardware and services into Apple's mainstream in the next decade.
●使用するケース
Apple Inc. in 2020 (HBS)第5日（Day5）
July 4Session #5
Session Focus - Innovation and Product Launch
The Sony AIBO is the world's first "entertainment" robot. Positioned as a household "companion," the $1,500 AIBO has become a smash hit in Japan, appealing to both the young and the old, including those with little technical expertise. In the United States, the AIBO is in hot demand among "techies" infatuated with high-tech gadgets; however, it has yet to catch on with the mainstream. The task for Takeshi Yazawa, VP and general manager of Sony Entertainment Robot America, is to figure out how to market the AIBO to the American masses. Includes color exhibits.
●使用するケース
Sony AIBO: The World's First Entertainment Robot (HBS)第6日（Day6）
July 11Session #6
Session Focus : New Business Development and Mindfulness
Iconoclasts with strongly held beliefs and a willingness to buck orthodoxy, Apple's Steve Jobs and the Chicago Bulls' Phil Jackson shared similarities in character, leadership style, and life experience that extended beyond the extraordinary successes they achieved in their chosen fields. Both came of age in the United States of the mid-20th century, a time and place characterized by Americans' growing interest in philosophical traditions outside of the Western mainstream. In their teens and twenties, both men became interested in Eastern religious practices. As young men, Jobs (who would as a teenager travel to India to study Buddhism) and Jackson (whose interest in Eastern practices earned him the nickname "The Zen Master") developed a particular affinity for the Zen tradition of Buddhism, which had a lasting influence on each man's worldview. Although Jackson and Jobs were very different leaders operating in remarkably different industries, both men's rise to the top of intensively competitive fields were influenced by their commitment to three Zen principles: nondualism, practical wisdom, and inherent enlightenment. This note gives a brief overview of the history of Zen and the philosophical framework that underpins it, then describes the potential that these three tenets hold for unlocking strategic insights.
●使用するケース
Zen Strategy (in the cases of Steve Jobs and Phil Jackson) (Darden School)Reference: "Zen MInd, Beginner's Mind" by Shunryu Suzuki
第7日（Day7）
July 18Session #7
Final Report
Session #8
New Business Development Pitch Session
●使用するケース
The short case for the Final Report to be distributed in class成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 10 % |
| 授業内での挙手発言 Class Contribution | 40 % |
| クラス貢献度合計 Class Contribution Total | 50 % |
| 予習レポート Preparation Report | 40 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 10 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
教科書 Textbook
- Clayton Christensen, Scott Anthony, Erik Roth「Seeing What's Next: Using the Theories of Innovation to Predict Industry Change」Harvard Business Review Press（2004）B004OC06ZO
- Peter Thiel「Zero to One: Notes on Start Ups, or How to Build the Future」Virgin Books（2015）978-0753555194
- Chade-Meng-Tan「Search Inside Yourself」Harper One（2014）78006211693-2
参考文献・資料 Additional Readings and Resource
・Zen Mind Beginner's MInd - Shunryu Suzuki
・No Rules Rules : Netflix and the Culture of Reinvention - Reed Hastings / Erin Meyer
・No Rules Rules : Netflix and the Culture of Reinvention - Reed Hastings / Erin Meyer
授業調査に対するコメント Comment on Course Evaluation
This is my fifth year taking charge of this course. Below are some comments from the 2023 class.
I will continue my efforts in enhancing the learning process.
- The teacher held us accountable and had high expectations
- I really like this class especially when we are preparing for Nucb business plan contest. It helps us to generate a lot of knowledge and new ideas to our plan. Thank you Professor Uchikoga.
- I liked the use of videos to underline the content of the cases. It helped me very much for understanding the cases deeper. I think the professor has a great mindset when it comes to challenging the students to perform their best.
- I believe the contents I learned in this class are closely related to real life practical situations. I learned a lot in the jam sessions of ideas.
- I enjoyed this class. It was positive, it focused on fantastic aspects of life that I love to see incorporated into business (zen, following your bliss) in a really practical way. I feel like this course contributed a lot to my belief in myself and what I can do. I loved the class method and the way that we were encouraged to answer. I learned to keep answers short and concise.
I will continue my efforts in enhancing the learning process.
- The teacher held us accountable and had high expectations
- I really like this class especially when we are preparing for Nucb business plan contest. It helps us to generate a lot of knowledge and new ideas to our plan. Thank you Professor Uchikoga.
- I liked the use of videos to underline the content of the cases. It helped me very much for understanding the cases deeper. I think the professor has a great mindset when it comes to challenging the students to perform their best.
- I believe the contents I learned in this class are closely related to real life practical situations. I learned a lot in the jam sessions of ideas.
- I enjoyed this class. It was positive, it focused on fantastic aspects of life that I love to see incorporated into business (zen, following your bliss) in a really practical way. I feel like this course contributed a lot to my belief in myself and what I can do. I loved the class method and the way that we were encouraged to answer. I learned to keep answers short and concise.
担当教員のプロフィール About the Instructor
1998年慶應義塾大学理工学部修士課程修了。（株）東芝入社、世界初のノートパソコンを設計したハードウェア設計部に所属。1994年ハーバード・ビジネス・スクール経営大学院修士課程修了（MBA）後、東芝本社パソコン商品企画部にて新型ノートパソコンの企画、インターネット・サービスの立ち上げ、ネット接続型次世代DVD規格の策定に従事。1997年ソフトバンク（株）入社、企業投資室にてスカパーの立ち上げ、インターネット企業投資を実施。ソフトバンクと米国ジオシティーズの合弁会社、ジオシティーズ・ジャパン（株）の設立、事業立上げを指揮。2000年ヴィジョネア（株）を創業、DVDとインターネットの連動技術で事業構築、特許権利化後にライセンスビジネスにピボットし現在に至る。2012年米国シリコンバレーに移り住みYouTuber向けアプリ開発のVeamInc.設立・創業、現在に至る。帰国後アフリカにおける世銀のプロジェクト、ブロックチェーンのビジネス・プロデュースに関与。
Education
Masters Degree in Business Administration, Harvard Business School
Master of Engineering in Mechanical Engineering, Keio University
Bachelor of Engineering in Mechanical Engineering, Keio University
After joining Toshiba's Computer Division in 1988 where he was involved in designing the world's first notebook PC, Hiroshi Uchikoga went to Harvard Business School MBA program. After graduation, he returned to Toshiba Headquarters Product Planning division in 1994, where he engaged in; planning advanced notebook PCs, launching Toshiba's first internet service, and standardizing a new generation video disc format.
When he met Mr. Son of Softbank, Hiroshi decided to work as a manager in the investment division, then led the joint venture between GeoCities (US) and Softbank. In 2000, Hiroshi founded Visionare Corporation, a software development company in Japan which eventually pivoted to a license company after acquiring eight patents, and he moved to Sunnyvale, California in 2012 to start up Veam Inc. - both of which are currently working on a path to successful exits. Returning to Japan in 2017, he acted as Business Producer at World Bank's project in Africa and blockchain related businesses.