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 NUC438_N22A
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 2022 UG Nisshin Term2

授業の概要 Course Overview


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.
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?
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
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


Through case method discussion and with your active involvement, the course is designed to hand over 'thinking tools' when developing new businesses. The course intends you to be ready for shaping strategies that answer basic questions of why, what and how - Why do we need to move on to a new business? What do we need to do? and How are we going to make it happen?
A set of insights which you take away from the classroom, we hope, becomes an armor of thoughts in constructing coherent narratives for new business development - narratives of which will be shared among your colleagues and team members.

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

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. This intensive 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
( The course does not hesitate to discuss technology matters when necessary. )

Case Analysis Reports
The course requires to write ( minimum 900 words ) 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

第1日(Day1)

June 7
Session #1
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 14
Session #2
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.

●使用するケース
Phase Zero : Introducing New Services at IDEO (A) and (B) (HBS)

第3日(Day3)

June 21
Session #3
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.

●使用するケース
3M Optical Systems: Managing Corporate Entrepreneurship (HBS)

第4日(Day4)

June 28
Session #4
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.

●使用するケース
Apple's Core (HBS)

第5日(Day5)

July 5
Session #5
Session Focus : New Business Development and Business Model
Zipcar is a 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 are called on 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.

●使用するケース
Zip Car: Refining the Business Model (HBS)

第6日(Day6)

July 12
Session #6
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7日(Day7)

July 19
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.

●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

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。
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

    ケースは使用しません。

教科書 Textbook

  • Peter Thiel 「Zero to One: Notes on Start Ups, or How to Build the Future」Virgin Books(2015)978-0753555194

参考文献・資料 Additional Readings and Resource

・Zen Mind Beginner's MInd - Shunryu Suzuki
・Seeing What's Next: Using the Theories of Innovation to Predict Industry Change - Clayton Christensen, Scott Anthony, Erik Roth
・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

Below are comments from the 2021 course. The instructor will continue his effort to improve the learning process. ( Course evaluation average point 4.7 )

-It was my favorite course ever, nothing negative to say, we did a lot of little project in group, the teacher was so motivating and nice, it was a real pleasure.
-Motivated professor with a clear passion for teaching
-The professor encouraged everyone to talk during the class, he tried to help us to understand the course with many videos
-It was not my first choice to take this class, but it was the best choice, I am really happy with the classes, the professor was really kind and it was really interesting

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.







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