シラバス Syllabus

授業名 Platform Strategy
Course Title Platform Strategy
担当教員 Instructor Name Hakeem Muhammad Mohsin
コード Couse Code NUC431_N21A
授業形態 Class Type 講義 Regular course
授業形式 Class Format Live Virtual
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 2021 UG Nisshin Term2

授業の概要 Course Overview

We will discuss the ethical responsibilities of platforms in different situations while reinforcing NUCB’s mission of educating innovative and ethical leaders.
Platform strategy is designed to explore and understand the rise of platforms and implications for traditional organizations. Today's gigantic and disruptive corporations such as Google, Apple, Microsoft, Amazon, and Facebook are based on such business and organizational models. Platform ecosystems are not limited to tech giants, they are changing the traditional industries and challenging their business models as well.

Platforms capture value by matching users and increase their market share through the network effect. In this course, we will explore how the network effect can help platforms in establishing and sustaining their model. We will also discuss how platforms can be developed by transforming traditional products and services and how they can compete with their traditional competitors.

Students will be exposed to real-life problems through case studies to discuss and solve issues related to network effects, pricing, regulations, intellectual property, and platform sustainability.
Students are expected to understand the dynamics of "platform business model" and build their own platforms in the future.

本授業の該当ラーニングゴール Learning Goals


LG1 Critical Thinking
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

1. To develop an understanding of platform business models.
2. To develop an awareness of network effects and challenges faced by platforms in attracting producers and consumers simultaneously.
3. To understand how platforms can outcompete traditional corporation with a fraction of resources.
4. To explore what it takes to compete in a winner takes all markets.
5. To tackle the issues and challenges in regulating platforms.

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 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

Course Approach
course contents will include lecture handouts, class presentations, case studies and other discussion materials provided beforehand or brought into the class by the instructor.

Readings (cases or discussion material) are provided beforehand and assigned for each class. Participants are required to prepare for at least three hours per case study in this course. The emphasis will be on student responsibility for learning through active application of course content in case studies, exercises, etc. and through active participation in class discussions. Active participation and preparation for the class are requirements for this course.

Evaluation and feedback on quizzes, assignments, and presentations will be provided by the instructor.

授業スケジュール Course Schedule


• Course Overview, Objectives and Expectations
• Introduction to Platform Business
• Understanding Platform Business Models
• Platform Thinking

LEGO Products: Building Customer Communities Through Technology


• Understanding Network Effects
• Introduction to Platform Powered Ecosystems
• Impact of Digital Technologies on Platform Market Drivers

Cloud Wars Go Global: How Amazon, Microsoft, Google and Alibaba Compete in Web Services


• Designing a Successful Platform
• Choosing the Market Side
• Establishing and Enforcing Ecosystem Rules

Airbnb, Etsy, Uber: Acquiring the First Thousand Customers


• Launch to Monetization
• Reaching the Critical Mass
• Value Creation and Value Capture

iStockphoto.com: Turning Community Into Commerce


• Build or Buy Strategy
• Innovation and Disruption
• Competing Against Platforms,

Circles.Life: Business Model Innovation and Digital Entrepreneurship in Telecommunications


• Platform Governance
• Mispricing and Mistrust Issues
• Patterns in Platform Failures

Uber and the Ethics of Sharing: Exploring the Societal Promises and Responsibilities of the Sharing Economy


• Transforming Traditional Industries
• Platforms Changing Competition
• The Future

Autonomous Vehicles: The Rubber Hits the Road...but When?

Disclaimer: The case list is subject to change.

成績評価方法 Evaluation Criteria

講師用内規準拠 Method of Assessment Weights
予習レポート Preparation Report 30 %
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 30 %
ケース試験 Case Exam 0 %
参加者による相互評価 Peer Assessment 0 %
シミュレーション成績 Simulation 0 %
小テスト Quizzes / Tests 10 %
最終レポート Final Report 30 %
期末試験 Final Exam 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

1. Attend all sessions and actively participate in each. (Missing sessions will reduce your participation grades).

2. Class participation is about "attitude, preparation, listening, participation frequency as well as relevance and impact". Better preparation can lead to good arguments and focused discussion. Try to spend more time on cases, look for additional information online before sessions.

3. Active participation in the small group discussions before each session as well as in-class activities is compulsory to get good participation marks. (Joining class after small group discussion, not contributing in group discussion or activities, or taking a break during group discussion will impact participation grade).

4. The final report is all about your research and writing skills. Final reports with a logical structure, flow, and in-depth analysis receive good grades. Use of course or other basic frameworks can explain your understanding of the subject. Presentation of facts is important as well, a report using stats, graphs, diagrams, and figures is easy to read and understand compared to a text-only report. Formatting instruction like headings and proper referencing must be considered to obtain a high score.

使用ケース一覧 List of Cases


教科書 Textbook

  • .「A textbook is not necessary for this course」.(.)

参考文献・資料 Additional Readings and Resource

a. Reillier, Laure Claire, and Benoit Reillier. Platform strategy: How to unlock the power of communities and networks to grow your business. Taylor & Francis, 2017.

b. Sundararajan, Arun. The sharing economy: The end of employment and the rise of crowd-based capitalism. Mit Press, 2017.

c. Parker, Geoffrey G., Marshall W. Van Alstyne, and Sangeet Paul Choudary. Platform revolution: How networked markets are transforming the economy and how to make them work for you. WW Norton & Company, 2016.

d. Tiwana, Amrit. Platform ecosystems: Aligning architecture, governance, and strategy. Newnes, 2013.

e. Gawer, Annabelle, ed. Platforms, markets and innovation. Edward Elgar Publishing, 2011.


○ Management Science (Journal)
○ Strategic Management Journal
○ The Economist
○ Harvard Business Review
○ MIT Sloan Management Review
○ Business Week, Fortune, Forbes, and the Wall Street Journal

授業調査に対するコメント Comment on Course Evaluation

Teaching this course for the first time

担当教員のプロフィール About the Instructor 

Dr. Hakeem earned his Doctor of Philosophy in Management from Graduate School of Economics and Management, Tohoku University, Japan. His master degree was also received from Tohoku University, and his MBA and BBA (Hons.) from COMSATS University. While at Tohoku University he was awarded various scholarships including Japanese Government Scholarship (MEXT) for Masters and PhD. He worked as JSPS fellow at Tohoku University before joining NUCB Business School. He was part-time lecturer at The Department of Global and Interdisciplinary Studies (GIS), Hosei University, and Graduate School, Tohoku University of Community Service and Science. His professional experience includes work in Investment Management, Financial Consultancy, Education, Training and Career Counselling in different organizations. He has published a number of articles and participated in a series of conferences. His research interests include but are not limited to International Business, Strategic Management and Network Science.

Refereed Articles

  • (2021) EFFECTS OF REMITTANCES ON ECONOMIC ACTIVITIES OF DEVELOPING COUNTRIES. Oeconomia Copernicana 12(4): 2083-1277, 2353-1827
  • (2021) Economic and financial impact of the COVID-19 pandemic in South Asia. Environmental Science and Pollution Research 1614-7499, 0944-1344
  • (2020) Equity Markets and Investment Patterns: The Network Perspective. International Journal of Monetary Economics and Finance 13(3): 1752-0487
  • (2019) Redefining Business Education in the Artificial Intelligence Era. NUCB insight 8
  • (2019) Innovative solutions to tap “Micro, Small and Medium Enterprises” (MSME) market: A way forward for Islamic banks. Islamic Economic Studies 27(1): 1319-1616

Refereed Proceedings

  • (2019). Equity Markets, Economic Indicators and Investment Patterns: The Network Perspective. Society of Interdisciplinary Business Research (SIBR) 2019 Conference Proceedings ."The Interdisciplinary Approach to Research, Innovation and Practice" SIBR 2019 Conference. 1. 2. Osaka, Japan
  • (2018). Asia Pacific, TPP (Trans Pacific Partnership) and US; The Network Perspective. SIBR Conference on Interdisciplinary Business & Economics Research .SIBR Conference on Interdisciplinary Business & Economics Research. 1. 2. Osaka, Japan
  • (2016). International Conference on Business, Economics, Management and Marketing. FOREIGN PORTFOLIO INVESTMENT AND ECONOMY: THE NETWORK PERSPECTIVE .International Conference on Business, Economic, Management and Marketing. 1. 2. University of Oxford, UK