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 NUC441_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


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 their 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 increasing 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

*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)

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.

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

授業スケジュール Course Schedule

第1日(Day1)

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

●使用するケース
1. Humans on Demand: Coople's Staffing Platform at a Crossroads

第2日(Day2)

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

●使用するケース
2. Fasten: Challenging Uber and Lyft with a New Business Model

第3日(Day3)

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

●使用するケース
3. Ant Financials (A)

第4日(Day4)

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

●使用するケース
4. X Fire Paintball & Airsoft: is Amazon a Friend or Foe? (A)

第5日(Day5)

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

●使用するケース
5. Apple Pay and Mobile Payments in Australia (A)

第6日(Day6)

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

●使用するケース
6. Qihoo

第7日(Day7)

• Transforming Traditional Industries
• Platforms Changing Competition
• The Future and role of Platforms


●使用するケース
7. Facebook - Can Ethics Scale in the Digital Age?

Disclaimer: The case list is subject to change.

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 0 %
授業内での挙手発言 Class Contribution 30 %
クラス貢献度合計 Class Contribution Total 30 %
予習レポート Preparation Report 30 %
小テスト Quizzes / Tests 10 %
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 30 %
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

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

    ケースは使用しません。

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.

Journals/Magazines

○ 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

Students indicated great value of course materials and case studies used in "Platform Strategy" last year.

担当教員のプロフィール About the Instructor 


Dr. Hakeem is an associate professor at NUCB Business School, Nagoya University of Commerce and Business. He earned his doctorate and master degrees from the Graduate School of Economics and Management, Tohoku University, Japan, and attended Harvard Business School (HBS), Harvard University for executive education. He worked as an adjunct professor in renowned institutions including, Burgundy School of Business, France, Department of Global and Interdisciplinary Studies (GIS), Hosei University, Japan, and the Graduate School, Tohoku University of Community Service and Science, Japan. He received various awards and scholarships during his academic career, including the Japanese Government Scholarship (MEXT) and JSPS Fellowship at Tohoku University. 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, Regional Sustainability, Strategic Management, and Network Science.

(実務経験 Work experience)


Dr. Hakeem's professional experience includes work in Investment Management, Financial Consultancy, Education, Training, and Career Counselling in different organizations.

Refereed Articles

  • (2022) Application of learning organization 2.0: a case study of Ricoh Ena Forest Japan. The Learning Organization
  • (2022) Linking Past with the Future: The Case of Toyota Woven City. NUCB insight 11
  • (2022) Bridging Academics’ Roles in Knowledge Diffusion in Sustainability‐Driven Public–Private Partnerships: A Case Study of the SDGs Workshop in Central Japan. Sustainability 14(4): 2071-1050
  • (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

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






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