シラバス Syllabus

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 NUC436_N23A
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 2023 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


LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Business Perspectives (BSc)
LG6 Managerial Perspectives (BBA)
LG7 International Perspectives (BA)

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, alter the way their organization responds to the challenges of New Business Development. The case discussion learning experience will deliver multi-faceted insights which help leaders to:
- prepare themselves for initiating new business development
- understand how technologies, organizations and markets evolve and how they are linked

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.

授業スケジュール Course Schedule


June 8
Session #1
Session Focus : Organizational Evolution and New Business Development
The case focuses on whether world-renowned product design firm IDEO's new customer service fits with the firm's strategic position and organization capabilities. Over the course of IDEO's 13-year history, an increasing share of revenues are a result of "Phase Zero" projects--preliminary strategic explorations of future product possibilities for various client firms. Describes a specific Phase Zero project in order to explore the challenge of managing these strategic, intangible services in the context of IDEO's successful history of generating award-winning tangible product designs. A team at IDEO's Boston office worked with mattress manufacturer Simmons to discover unmet customer needs and identify new product line opportunities. Describes the challenges and questions facing the Simmons project team as well as critical and operational questions facing IDEO. Examines these issues through the eyes of the head of the Boston office, who wonders how to evaluate Phase Zero projects.

Phase Zero : Introducing New Services at IDEO (A) and (B) (HBS)


June 15
Session #2
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?

Whole Foods Market (HBS)
Amazon Acquires Whole Foods (B) (HBS)


June 22
Session #3
Session Focus : Founders of a New Business
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.

Apple's Core (HBS)


June 24
Session #4
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.

Netflix Inc.: The Disruptor Faces Disruption (HBS)


July 6
Session #5
Session Focus : New Business Development in a Large Corporation
A middle-level division manager must decide whether he should support an investment request for a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product--a computer privacy screen--after years of problems and continuing losses, and its absolute faith in the project. Also presents the division manager's concerns about the need for discipline and control, setting up a tension that is focused on the launch decision.

3M Optical Systems: Managing Corporate Entrepreneurship (HBS)


July 13
Session #6
Session Focus : Developing New Business abroad
Just weeks into her new job, Mia Foster, a first time CEO with no international management experience, is faced with a major challenge at Levendary Café, a $10 billion US-based fast food chain. Strategically, many of her corporate staff have become concerned that the company's major expansion into China is moving too far from Levendary's well-defined concepts of store design and menu. Organizationally, Foster has been frustrated by the apparent unwillingness of Louis Chen, president of Levendary China, to conform to the company's planning and reporting processes. Meanwhile, financial evidence shows that Chen's efforts have produced strong results and suggests that he knows China far better than U.S headquarters does. The entrepreneurial Chen has resisted attempts by Foster and others to discuss corporate plans for China. As Foster flies to China to meet with Chen she faces a decision that will determine the future of Levendary China and perhaps the entire globalization effort: can she manage Chen at all, and if so, how?

Levendary Cafe: The China Challenge (HBS)


July 20
Session #7
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.

Session #8
New Business Development Pitch Session

Zen for Strategy (in the cases of Steve Jobs and Phil Jackson) (Darden School)

Reference: "Zen MInd, Beginner's Mind" by Shunryu Suzuki

成績評価方法 Evaluation Criteria

講師用内規準拠 Method of Assessment Weights
コールドコール Cold Call 5 %
授業内での挙手発言 Class Contribution 45 %
クラス貢献度合計 Class Contribution Total 50 %
予習レポート Preparation Report 50 %
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 0 %
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

使用ケース一覧 List of Cases


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

参考文献・資料 Additional Readings and Resource

・Zero To One - Peter Thiel
・Zen Mind Beginner's MInd - Shunryu Suzuki
・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 fourth year to facilitate this course. Below are some comments from the 2022 class. ( course evaluation average point 4.62 )
I will continue my effort in enhancing the learning process.

- Very well structured course, good time-management, professor encouraged participation from everyone, inclusion of videos / activities in the class
- Prof. was really enthusiastic in the case discussions. Everyone prepared well for the class and the preparation helped everyone to be on the same page .
- Professor asked good questions to boost in-class discussion.
- Preparation reports improved the class discussion
- Interesting cases and the teacher helped students

担当教員のプロフィール About the Instructor 


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.