GLOBIS University English MBA Programs

GLOBIS University 1

GLOBIS University

English MBA ProgramsCourse HandbookAcademic Year 2019-2020

2

© Copyright: GLOBIS University, April 2020

This information is correct as of April 2020. Changes made after the above date are not

reflected in this material.

GLOBIS University 3

2019-2020 Curriculum Map

ORGANIZATIONAL BEHAVIOR AND HRM• Human Resource Management • Organizational Behavior

and Leadership

MARKETING AND STRATEGY• Essentials of Marketing and

Strategy• Marketing I• Strategy• Operation Strategy

ACCOUNTING AND FINANCE• Essentials of Accounting • Essentials of Finance • Accounting I (Financial Accounting)• Finance I (Corporate Finance)

CRITICAL AND ANALYTICAL SKILLS• Critical Thinking• Business Analytics• English Management Training

MANAGEMENT PHILOSOPHY• Leadership Development, Ethics

and Values

TECHNOVATE• Technovate Thinking

ORGANIZATIONAL BEHAVIOR AND HRM• Power and Influence

MARKETING AND STRATEGY• Customer Journey and Branding • Service Management

CRITICAL AND ANALYTICAL SKILLS• Business Presentation • Facilitation and Negotiation

MANAGEMENT PHILOSOPHY• Keiei Dojo• Entrepreneurial Leadership• Corporate Philosophy and Social

Values

TECHNOVATE• Technovate Strategy • Design Thinking and User Experience

ACCOUNTING AND FINANCE• Accounting II (Managerial Accounting) • Finance II (Valuation and M&A)• Finance III (Mergers and Acquisitions)

CREATION• Venture Business Planning• Venture Capital and Finance • Venture Management

INNOVATION• Business Transformation

through Innovation • Financial Reorganization • Strategic Reorganization

JAPAN / ASIA / GLOBAL• Cross Cultural Management • Global Perspectives • Globalization of Japanese and

Asian Companies• Japanese Management:

New Systems, Lasting Values

SPECIAL COURSES• CBS Visit Program • CEIBS Visit Program • Corporate Mentorship Program• Integrated Learning

Program-Internship• Japan MBA Experience Program • Research Project (part-time MBA)• Social Venture Management

TECHNOVATE SPECIAL COURSES• Creative Leadership• Digital Biotech Innovation • Digital Marketing Psychology• Emotion-Driven Innovation • Entrepreneurship Without Borders• Leading Big Data Strategy • Moonshot Transformation • Robotics and AI Business

Innovation

Popular courses Courses offered in the Pre-MBA Courses that can only be taken in the MBA

Chapter 01FUNDAMENTAL

Chapter 02APPLIEDP. 4 P. 20

Chapter 03SPECIALIZED P. 34

TECHNOVATE SPECIAL COURSE• Industry 4.0• Innovation through Virtual Teams

4

Chapter

01 FUNDAMENTAL

GLOBIS University 5

This course aims to equip students with the necessary frameworks and knowledge to effectively move members of an organization towards successfully achieving and implementing strategic goals. Students will learn the role of human resource management within an organization and improve their ability to use it as a tool to execute strategic actions to create a sustainable competitive advantage.

ORGANIZATIONAL BEHAVIOR AND HRM

Human Resource Management

SESSION ATHEME: How to implement motivation management in business (Evaluation & compensation system)CASE: Management by Objectives at Asahi Breweries, Ltd. (Abbreviated)

SESSION BTHEME: How to implement motivation management in business? (Evaluation & compensation system) (Continued)CASE: Management by Objectives at Asahi Breweries, Ltd. (Abbreviated)

SESSION ATHEME: How to make decisions on human resource management? (Executive perspective on human resource management)CASE: ARISE: A Destination-for-a-Day Spa

SESSION BTHEME: How to make decisions on human resource management? (Executive perspective on human resource management) (Continued)CASE: ARISE: A Destination-for-a-Day Spa

SESSION ATHEME: How to implement resource management in business? (Recruitment & deployment)CASE: Recruitment of a Star

SESSION BTHEME: How to implement resource management in business? (Recruitment & deployment) (Continued)CASE: New Graduate Hiring in Japan and Sumitomo Mitsui Banking Corporation

SESSION A & BTHEME: How to utilize HRM from a manager’s standpoint? Take advantage of diverse talents

CASE SESSIONS A&B: The PEARL Project: Work Patterns at Ditto (A) / Laura Barr: Work Patterns at Ditto (B) / Max Green: Work Patterns at Ditto (C) / Time Distribution and Interaction Pattern for PEARL Project Team: Work Patterns at Ditto (D)

CASE SESSION B: The Jobs We’ll Lose to Machines - and the Ones We Won’t

SESSION ATHEME: Why human resource management is necessary? (The framework of human resource management)CASE: CyberAgent

SESSION BTHEME: Why human resource management is necessary? (The framework of human resource management) (Continued)CASE: CyberAgent / CyberAgent 2017

SESSION ATHEME: The role of HRM in creating a sustainable competitive advantage (Corporate philosophy & human resource management)CASE: Navimap

SESSION BTHEME: The role of HRM in creating a sustainable competitive advantage (Corporate philosophy & human resource management) (Continued)CASE: Navimap

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3

No preliminary courses recommended

Required course

Available for Pre-MBA

1.5 credits

FUNDAMENTAL

6 FUNDAMENTAL

This course aims to train leaders to flexibly adapt to environmental changes through the acquisition of business frameworks and developing practical and autonomous ways of thinking. Students will be encouraged to enhance their leadership skills to be more effective in the practical business world with the analysis of operating conditions, business characteristics, and other factors related to management strategies.


Organizational Behavior and Leadership

SESSION ATHEME: Conflict and growth faced by middle managers during organizational changeCASE: Shohei Yamaguchi & Spark Corporation (A)

SESSION BTHEME: Conflict and growth faced by middle managers during organizational change (Continued)CASE: Shohei Yamaguchi & Spark Corporation (A) / Shohei Yamaguchi & Spark Corporation (B)

SESSION ATHEME: Managing organizational changeCASE: Unilever’s New Global Strategy: Competing through Sustainability

SESSION BTHEME: Managing organizational change (Continued)CASE: Unilever’s New Global Strategy: Competing through Sustainability

SESSION ATHEME: Corporate management and leadershipCASE: Starbucks Corporation (A)

SESSION BTHEME: Empowerment-based LeadershipCASE: Taro Foods

SESSION ATHEME: Innovation leadership and teamsCASE: Teaming at Disney Animation

SESSION BTHEME: Innovation leadership and teams (Continued)CASE: Teaming at Disney Animation

SESSION ATHEME: Group management and team buildingCASE: The Reform of Kirin Brewery: The V10 Project (A)

SESSION BTHEME: Group Management and Team Building (Continued)CASE: The Reform of Kirin Brewery: The V10 Project (A)

SESSION ATHEME: Innovation leadership and organizational changeCASE: HCL Technologies (A)

SESSION BTHEME: Innovation leadership and organizational change (Continued) CASE: HCL Technologies (A)

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required course


1.5 credits

GLOBIS University 7

In this course, students will develop an understanding of fundamental marketing and strategy frameworks and methodologies. Through practical application of short case studies covering a diverse range of businesses, students will enhance their ability to analyze, solve problems, and make decisions about marketing and strategy from a managerial perspective.

MARKETING AND STRATEGY

Essentials of Marketing and Strategy

SESSION ATHEME: Overview of strategy /Environment analysis for developing a business strategyCASE: Interactive Lecture: Strategy (2nd Edit.) / QB HOUSE

SESSION BTHEME: Environment analysis for developing a business strategy (Continued)CASE: Interactive Lecture: Strategy (2nd Edit.) / QB HOUSE

SESSION ATHEME: Overview of marketing: Analysis and planningCASE: Interactive Lecture: Marketing (2nd Edit.) / A Comeback for Fujifilm’s Cheki (A)

SESSION BTHEME: Overview of marketing: analysis and planning (Continued)CASE: Interactive Lecture: Marketing (2nd Edit.) / A Comeback for Fujifilm’s Cheki (A) / A Comeback for Fujifilm’s Cheki (B)

SESSION ATHEME: Establishing a competitive advantage in business strategyCASE: Interactive Lecture: Strategy (2nd Edit.): Unit 2-1–Unit 2-4 / Nitori & IKEA

SESSION BTHEME: Establishing a competitive advantage in business strategy (Continued)CASE: Interactive Lecture: Strategy (2nd Edit.) Unit 2-1–Unit 2-4 / Nitori and IKEA

SESSION A & BTHEME: Drafting measures in marketing strategy (Marketing mix (4Ps))

CASE SESSIONS A&B: Interactive Lecture: Marketing (2nd Edit.): Unit 1–Unit 4 / Vermicular Ricepot: Riding a Dream (A)

CASE SESSION B: Vermicular Ricepot: Riding a Dream (B)

SESSION A & BTHEME: Comprehensive exercises: Corporate strategy (business domains, resource allocation, business expansion and diversification, complementary management resources)

CASE SESSIONS A&B: Interactive Lecture: Strategy (2nd Edit.) / Reorganization of the Japanese Steel Industry (1999–) (A)

CASE SESSIONS B: Reorganization of the Japanese Steel Industry (2015)

SESSION ATHEME: Comprehensive exercises (case study analysis)CASE: Emirates Airline: Connecting the Unconnected / Emirates Airline: Additional Exhibits

SESSION BTHEME: Comprehensive exercises (case study analysis) (Continued)CASE: Emirates Airline: Connecting the Unconnected / Emirates Airline: Additional Exhibits

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

FUNDAMENTAL

8 FUNDAMENTAL

This marketing course is intended for students who wish to further improve their analytical and planning skills when developing marketing strategies to create competitive value while keeping customer needs in mind. The course deploys key marketing frameworks & analytical methods. These include market opportunity analysis, segmentation, positioning, and the marketing mix which encourage students to gain a deeper understanding of the discipline.


Marketing I

SESSION ATHEME: Role of marketing in market entryCASE: Suntory in Shanghai

SESSION BTHEME: Role of marketing in market entry (Continued)CASE: Suntory in Shanghai

SESSION ATHEME: Planning and implementing marketing strategyCASE: NASCAR: Leading a Marketing Transformation in a Time of Crisis

SESSION BTHEME: Planning and implementing marketing strategy (Continued)CASE: NASCAR: Leading a Marketing Transformation in a Time of Crisis

SESSION ATHEME: Marketing plans derived from market research under a competitive environmentCASE: Planters Nuts

SESSION BTHEME: Making decisions based on marketing mixCASE: Eco7: Launching a New Motor Oil

SESSION ATHEME: Digital media usage and brand strategyCASE: Dove: Evolution of a Brand

SESSION BTHEME: Digital media usage and brand strategy (Continued)CASE: Dove: Evolution of a Brand

SESSION ATHEME: Marketing strategies based on channel structuresCASE: Soren Chemical: Why Is the New Swimming Pool Product Sinking?

SESSION BTHEME: Value proposition and pricing strategyCASE: Atlantic Computer: A Bundle of Pricing Options

SESSION ATHEME: Marketing strategy in the digital ageCASE: Burberry’s New Challenges

SESSION BTHEME: Marketing strategy in the digital age (Continued)CASE: Burberry’s New Challenges

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3

Preliminary recommended courses

Required course


1.5 credits

GLOBIS University 9

This course aims to equip students with an understanding of basic procedures of analysis, problem identification, and solution planning in order to make an impact in their decision-making and positively affect their organization. Using real business cases, students will acquire the frameworks & analytical methods necessary to build strategic plans by understanding business attributes and economic viability, both in qualitative and quantitative terms.


Strategy

SESSION ATHEME: Fundamentals of management strategyCASE: Teva Pharmaceutical Industries, Ltd.

SESSION BTHEME: Fundamentals of management strategy (Continued)CASE: Teva Pharmaceutical Industries, Ltd.

SESSION ATHEME: Establishing competitive advantageCASE: Shimano’s Challenge

SESSION BTHEME: New business strategyCASE: Shimano’s Challenge

SESSION ATHEME: Understanding business characteristicsCASE: ZARA: Fast Fashion

SESSION BTHEME: Developing growth strategiesCASE: ZARA: Fast Fashion

SESSION ATHEME: Business developmentCASE: Toray’s Advanced Materials & Business Development / Reference Material for Teijin & Asahi Kasei Fibers Businesses

SESSION BTHEME: Business development (Continued)CASE: Toray’s Advanced Materials & Business Development

SESSION ATHEME: Sustainable growthCASE: Walmart: Navigating a Changing Retail Landscape / Appendix: Amazon.com

SESSION BTHEME: Digital strategyCASE: Walmart: Navigating a Changing Retail Landscape / Appendix: Amazon.com

SESSION ATHEME: Business models in the digital economyCASE: Will “LinkedIn Learning” Disrupt the Education Landscape?

SESSION BTHEME: Business models in the digital economy (Continued)CASE: Will “LinkedIn Learning” Disrupt the Education Landscape?

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required course


1.5 credits

FUNDAMENTAL

10 FUNDAMENTAL

This course gives an overall picture of how operations management and supply chain management can effectively be applied within an organization to create a competitive advantage. In the first half of the course, students will be introduced to theories of operational strategies such as bottleneck analysis and business process control. In the second half, they will analyze how superior operations can enhance a company’s competitiveness.


Operation Strategy

SESSION ATHEME: Business process, capacity and cost analysisCASE: Delwarca Software Remote Support Unit

SESSION BTHEME: Business process, capacity and cost analysis (Continued)CASE: Delwarca Software Remote Support Unit

SESSION ATHEME: Production, marketing and distributionCASE: Benetton (A)

SESSION BTHEME: Production, marketing and distribution (Continued)CASE: Benetton (A)

SESSION ATHEME: Bottleneck analysis and business process controlCASE: National Cranberry Cooperative, 1996

SESSION BTHEME: Bottleneck analysis and business process control (Continued)CASE: National Cranberry Cooperative, 1996

SESSION ATHEME: Supply chain managementCASE: Domino’s Pizza

SESSION BTHEME: Supply chain management (Continued)CASE: Domino’s Pizza

SESSION ATHEME: Operations in automobile productionCASE: Toyota Motor Manufacturing, U.S.A., Inc.

SESSION BTHEME: The mechanisms and thinking behind the Toyota production systemCASE: Itoki Corporation: Improvement in Production Line, Shiga Plant

SESSION ATHEME: Enhancement of competitiveness through supply chain managementCASE: Seven-Eleven Japan

SESSION BTHEME: Enhancement of competitiveness through supply chain management (Continued)CASE: Seven-Eleven Japan

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required course


1.5 credits

GLOBIS University 11

This course aims to highlight the role played by accounting in corporate management by providing the foundations of financial and management accounting. The basic concepts and analysis methods to solve management issues with financial data will be taught. Students will acquire an overall picture of accounting and the skills and knowledge necessary to utilize financial data in business.

ACCOUNTING AND FINANCE

Essentials of Accounting

SESSION ATHEME: Measuring business activities through financial figuresCASE: Interactive Lecture: Accounting -2nd Edition- Units 1&2

SESSION BTHEME: Measuring business activities through financial figures (Continued)CASE: Interactive Lecture: Accounting -2nd Edition- Unit 3

SESSION ATHEME: Understanding business structures (1): Break-even analysis (Interactive lecture)CASE: Interactive Lecture: Managerial Accounting -2nd Edition- Unit 1 and Units 2-1 to 2-2

SESSION BTHEME: Understanding business structures (2): Break-even analysis (Case exercises)CASE: Interactive Lecture: Managerial Accounting -2nd Edition- Units 2-3 to 2-5

SESSIONS A THEME: Business activities and relations with three financial statementsCASE: Interactive Lecture: Accounting -2nd Edition- Unit 4

SESSION BTHEME: Business activities and relations with three financial statements (Continued)CASE: Interactive Lecture: Accounting -2nd Edition- Unit 5

SESSION ATHEME: Financial projections (Case exercises)CASE: Outlook for Saizeriya’s Business / Interactive Lecture: Managerial Accounting -2nd Edition- Unit 3

SESSION BTHEME: Designing and implementing control systems (Interactive lecture)CASE: Interactive Lecture: Managerial Accounting -2nd Edition- Unit 4

SESSION ATHEME: Financial ratio analysis (Interactive lecture)CASE: Interactive Lecture: Accounting -2nd Edition- Unit 6

SESSION BTHEME: Financial ratio analysis (Case exercises)CASE: Financial Analysis of Saizeriya & Hiramatsu

SESSION ATHEME: Comprehensive exercises (Corporate strategies and financial planning)CASE: Healthy Life Group

SESSION BTHEME: Comprehensive exercises (Corporate strategies and financial planning) (Continued)CASE: Healthy Life Group

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

FUNDAMENTAL

12 FUNDAMENTAL

This course provides foundational skills in finance and gives students an overall understanding of the financial practices in corporate management. By the end of the course, students will be able to independently conduct basic financial analysis and interpret financial data on their own which will help advance their decision-making abilities.


Essentials of Finance

SESSION ATHEME: Purpose and overall picture of financeCASE: Interactive Lecture: Finance -2nd Edition- Unit 1: Basic Concepts of Finance

SESSION BTHEME: Cash flow and the time value of moneyCASE: Interactive Lecture: Finance -2nd Edition- Unit 1: Basic Concepts of Finance

SESSION ATHEME: Concept of investment risksCASE: Interactive Lecture: Finance -2nd Edition- Unit 4: Quantifying Risks & Discount Rates

SESSION BTHEME: Concept of investment risks (Continued)CASE: Interactive Lecture: Finance -2nd Edition- Unit 4: Quantifying Risks & Discount Rates

SESSION ATHEME: How to measure the value of business/project?CASE: Interactive Lecture: Finance -2nd Edition- Unit 2: Present Value of Cash Flow & Investment Decision / Lifestyle Laboratory

SESSION BTHEME: How to measure the value of business/project? (Continued)CASE: Interactive Lecture: Finance -2nd Edition- Unit 2: Present Value of Cash Flow & Investment Decision

SESSION ATHEME: How to enhance corporate valueCASE: Interactive Lecture: Finance -2nd Edition- Unit 5: Enterprise Value & Capital Structure

SESSION BTHEME: How to enhance corporate value (Continued)CASE: Interactive Lecture: Finance -2nd Edition- Unit 5: Enterprise Value & Capital Structure

SESSION ATHEME: Decision making of project investmentCASE: Pandora Cosmetics Co.: Profitability Analysis for the Internet Channel

SESSION BTHEME: Decision making of project investment (Continued)CASE: Interactive Lecture: Finance -2nd Edition- Unit 3: Business Valuation & the Cost of Capital

SESSION ATHEME: Other topics about enterprise valuationCASE: Interactive Lecture: Finance -2nd Edition- Unit 6: Other Topics about Enterprise Valuation / New Market Entry by Industry Plastics Ltd.

SESSION BTHEME: Investment evaluation comprehensive exercisesCASE: New Market Entry by Industry Plastics Ltd.

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits


This course is aimed at those who want to enhance their ability to use financial information. It requires a previously acquired basic understanding of accounting.At the end of this course, students will be able to understand a company’s strategy based on its financial statements, find management issues through them, and learn how to resolve these issues effectively.


Accounting I (Financial Accounting)

SESSION ATHEME: Financial ratios and business structure (Business characteristics and financial ratio analysis)CASE: The Financial Cockpit: Three Levers and One Flight Plan

SESSION BTHEME: Financial ratios and business structure (Business characteristics and financial ratio analysis) (Continued)CASE: BNL Stores

SESSION ATHEME: Business forecasting (Business strategies and their impacts on financial performance)CASE: The Boston Beer Company, Inc.

SESSION BTHEME: Business forecasting (Business strategies and their impacts on financial performance) (Continued)CASE: The Boston Beer Company, Inc.

SESSION A & BTHEME: Understanding business structure and quantifying strategy through financial forecasting

CASE SESSIONS A&B: Jones Electrical Distribution

CASE SESSION B: [Worksheet] Jones Electrical Distribution

SESSION ATHEME: Compliance and governance (Accounting fraud)CASE: Accounting Fraud at WorldCom

SESSION BTHEME: Compliance and governance (Accounting fraud) (Continued)CASE: Accounting Fraud at WorldCom

SESSION ATHEME: Financial ratios and business structure (Business strategies and financial statements)CASE: Play Time Toy Company / Play Time Toy Company: Worksheet

SESSION BTHEME: Financial ratio analysis and business structure (Impact of changes in business strategies on financial statements)CASE: Play Time Toy Company / Play Time Toy Company: Worksheet

SESSION ATHEME: Compliance and governance (Accounting policies and financial statements)CASE: Revenue & Expense Recognition at Salesforce.com

SESSION BTHEME: Compliance and governance (Accounting policies and financial statements) (Continued)CASE: Revenue & Expense Recognition at Salesforce.com

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required course


1.5 credits

FUNDAMENTAL

14 FUNDAMENTAL

This course builds on the “Essentials of Finance” and is designed to teach the basic principles of corporate finance. The objective of this course is to apply financial theories to decision making to produce successful results.Students will learn how to assess the impact of individual business strategies & activities by generating financial statements, and how to develop their own judgment in making investment decisions such as fundraising, M&A, etc.


Finance I (Corporate Finance)

SESSION ATHEME: Confirming basic financial framework and principlesCASE: N/A

SESSION BTHEME: Incremental analysis of cash flow and verification of investment economicCASE: Whirlpool Europe

SESSION ATHEME: Valuation and investment decisionCASE: American Chemical Corporation

SESSION BTHEME: Valuation and investment decision (Continued)CASE: American Chemical Corporation

SESSION ATHEME: Incremental analysis of cash flow and verification of investment economics (Continued)CASE: Stryker Corporation: In-sourcing PCBs

SESSION BTHEME: Incremental analysis of cash flow and verification of investment economics (Continued)CASE: Hon Hai’s Investment in Sharp

SESSION ATHEME: Capital cost and financial policyCASE: Midland Energy Resources, Inc.: Cost of Capital

SESSION BTHEME: Capital cost and financial policy (Continued)CASE: Midland Energy Resources, Inc.: Cost of Capital

SESSION ATHEME: The valuation techniques and financing optionsCASE: Industrial Accessories Ltd.

SESSION BTHEME: The valuation techniques and financing options (Continued)CASE: Industrial Accessories Ltd.

SESSION ATHEME: Comprehensive investment judgment and decisionCASE: Monmouth, Inc.

SESSION BTHEME: Comprehensive investment judgment and decision (Continued)CASE: Monmouth, Inc.

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required course


1.5 credits


This course aims to give students the ability to process information, evaluate ideas, and make decisions while capturing the complexity of the business environment and expectations of a wide range of stakeholders. Students will gain the ability to approach complex business problems and perform critical evaluations free from preconceptions and bias. Upon identifying new solutions, they will also learn how to persuasively communicate their conclusions in order to achieve the desired outcome on time.

CRITICAL AND ANALYTICAL SKILLS

Critical Thinking

SESSION ATHEME: Critical thinking CASE: Critical Thinking -4th Edition

SESSION BTHEME: Techniques for building logical argumentsCASE: Critical Thinking -4th Edition

SESSION ATHEME: Define and solve the problemCASE: Enjoy Glasses Co. Ltd.

SESSION BTHEME: Define and solve the problem (Second half)CASE: Enjoy Glasses Co. Ltd.

SESSION ATHEME: Formulating frameworksCASE: Critical Thinking -4th Edition

SESSION BTHEME: Formulating preliminary hypothesesCASE: Critical Thinking -4th Edition

SESSION ATHEME: Techniques for Obtaining SupportCASE: Critical Thinking -4th Edition

SESSION BTHEME: Identifying CausesCASE: Critical Thinking -4th Edition / Planet Consulting: Submission to the President

SESSION ATHEME: Testing and refining hypothesesCASE: Critical Thinking -4th Edition / Planet Consulting: Submission to the President

SESSION BTHEME: Testing and refining hypotheses and reaching conclusionsCASE: Critical Thinking -4th Edition

SESSION ATHEME: Techniques for gaining supportCASE: Critical Thinking -4th Edition

SESSION BTHEME: Techniques for gaining supporting / ReflectionCASE: Critical Thinking -4th Edition

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3

FUNDAMENTAL


Required elective course*


1.5 credits

* Students must either complete the Critical Thinking or Business Analytics class.

16 FUNDAMENTAL

The objective of this course is to introduce basic principles of quantitative analysis and their application to practical business situations to facilitate decision-making. Through different business cases, students will learn about the significance of quantitative analysis in business and get familiar with various concepts and methods that will allow them to process and interpret data, predict the future, and make data-driven decisions.


Business Analytics

SESSION ATHEME: An overview of the benefits of quantitative analysisCASE: Original Textbook / Blueberry Suppli

SESSION BTHEME: Collecting dataCASE: Original Textbook

SESSION ATHEME: Integrated exercise CASE: Colgate-Palmolive: Cleopatra

SESSION BTHEME: Integrated exercise (Continued)CASE: Colgate-Palmolive: Cleopatra

SESSION ATHEME: The process to quantitative analysis and analytical perspectivesCASE: Original Textbook / Baria Planning Solutions, Inc.: Fixing the Sales Process

SESSION BTHEME: Perspectives in analyzing output and analytical approachesCASE: Original Textbook

SESSION ATHEME: Making decisions under uncertainties (Visualizing)CASE: Original Textbook / Crithink Co., Ltd.

SESSION BTHEME: Making decisions under uncertainties (Selecting options)CASE: Original Textbook / Freemark Abbey Winery

SESSION ATHEME: Analyzing the output-input mechanism inductivelyCASE: Original Textbook

SESSION BTHEME: Analyzing the output-input mechanism deductivelyCASE: Original Textbook

SESSION ATHEME: Analyzing complex mechanisms (A hypothesis-based approach)CASE: Original Textbook / Delidish Co., Ltd.

SESSION BTHEME: Analyzing complex mechanisms (Search-based approach)CASE: Original Textbook / Delidish Co., Ltd.

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required elective course*


1.5 credits

* Students must either complete the Critical Thinking or Business Analytics class.


This course aims to develop non-native English speakers’ abilities to discuss business ideas using more complex and structured arguments in English. Students will learn problem-solving techniques and best practices to effectively communicate in cross-cultural environments. Throughout the course, they will practice presentations, discussions, and negotiation debates to enhance their business communication skills.


English Management Training

THEME: Structured communication

CASE: Cocktail Party / Experience in a Business Setting / Tourist Agency

THEME: Problem solving and communication

CASE: Presentation to the CEO of Company A / Problem Solving for Company A

THEME: Applying structure

CASE: New Recruits / New Flights / Smart Decision

THEME: Segmentation, problem solving

CASE: Dealership X / TV Station / Convenience Store

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit

FUNDAMENTAL

18 FUNDAMENTAL

This course explores the role and responsibilities of a company within society and how it can create business value through CSR activities and corporate governance. The importance of balancing business growth with ethics and social responsibilities will be covered in discussions and case studies. In parallel, through self-development methods, students are encouraged to analyze their current situation and identify what skills and mindset are necessary for them to become effective leaders.

MANAGEMENT PHILOSOPHY

Leadership Development, Ethics and Values

SESSION ATHEME: Leadership in creation and innovation (1)CASE: Satoru Kishida at Study Corporation (A)

SESSION BTHEME: Leadership in creation and innovation (1) (Continued)CASE: Satoru Kishida at Study Corporation (A) (B) (C)

SESSION ATHEME: Personal insight in developing leadership (1): Knowing your valuesCASE: Staffing Japan: Masuda’s Doubts

SESSION BTHEME: Personal insight in developing leadership (2): Knowing your valuesCASE: Wakatakedo: Shirakawa’s Decision

SESSION ATHEME: Leadership in creation and innovation (2) CASE: Satoru Kishida at Study Corporation (A) (B) (C)

SESSION BTHEME: Leadership in creation and innovation (2) (Continued)CASE: Tatsuo Nitta’s View of Satoru Kishida

SESSION ATHEME: Personal insight in developing leadership (2): Knowing your values (Continued)CASE: Heisei Homes: Kawamura’s Anguish

SESSION BTHEME: Personal insight in developing leadership (3): Knowing your values and moralsCASE: The Problem with CARE: An Issue with an Online Media / Iwaki Diecast: Making Dreams Come True (A) (B)

SESSION ATHEME: Identifying personal issues in leadership developmentCASE: Returning the Feedback Report on GLOBIS Leadership Behavior Survey

SESSION BTHEME: Personal insight in developing leadership (1): Knowing your valuesCASE: Taiyo Advertising: Ohno’s Career at a Crossroads

SESSION ATHEME: Creating your leadership development plan (Workshop)CASE: N/A

SESSION BTHEME: N/ACASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required course

Available for MBA only

1.5 credits


The objective of this course is to learn non-conventional problem-solving, essential in today’s era dominated by tech, by using programming exercises. This method is based on the division of roles where computers handle the repetitive processing of large volumes of data while humans manage the logical design.Throughout this course, students will be introduced to new evolving technologies and learn how to use them to conceive and execute business strategies.

TECHNOVATE

Technovate Thinking

SESSION ATHEME: Introduction to technovate thinkingCASE: In-class exercises

SESSION BTHEME: Basic algorithms ICASE: In-class exercises

SESSION ATHEME: Applying technovate thinking problem-solving process to real business situations ICASE: N/A

SESSION BTHEME: Applying technovate thinking problem-solving process to real business situations IICASE:N/A

SESSION ATHEME: State transition diagramCASE: In-class exercises

SESSION BTHEME: Basic algorithms IICASE: In-class exercises

SESSION ATHEME: Advanced methods for technovate thinking problem-solving ICASE: N/A

SESSION BTHEME: Advanced methods for technovate thinking problem-solving IICASE: N/A

SESSION ATHEME: Practicing the technovate thinking problem-solving process ICASE: In-class exercises

SESSION BTHEME: Practicing the technovate thinking problem-solving process IICASE: In-class exercises

SESSION ATHEME: Student presentationsCASE: N/A

SESSION BTHEME: Technovate thinking current and futureCASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3

FUNDAMENTAL


Elective course


1.5 credits

20

Chapter

02 APPLIED


In this course, students will gain an understanding of power and influence within an organization and how people from different backgrounds and departments can work together to achieve common goals. Students will specifically study sources of power so that they can gain the necessary ability to recognize and exercise the appropriate use of personal power and influence.


Power and Influence

SESSION ATHEME: What are power and influence? Basics and perspectivesCASE: Lisa Benton (A)

SESSION BTHEME: What are power and influence? Basics and perspectives (Continued)CASE: Lisa Benton (A) (B)

SESSION ATHEME: Making other organizations with a different culture actCASE: The HP-Cisco Alliance (A)

SESSION BTHEME: Making other organizations with a different culture act (Continued)CASE: The HP-Cisco Alliance (B)

SESSION ATHEME: Making subordinates actCASE: Houston, We Have a Problem: NASA & Open Innovation (A) (B)

SESSION BTHEME: Making bosses actCASE: Houston, We Have a Problem: NASA & Open Innovation (A) (B)

SESSION ATHEME: Making society actCASE: The “Tipping Point” & Green Dot Public Schools

SESSION BTHEME: Making society act (Continued)CASE: The “Tipping Point” & Green Dot Public Schools

SESSION ATHEME: Making members of other departments actCASE: Dr. Laura Esserman (A)

SESSION BTHEME: Managing impressionsCASE: N/A

SESSION ATHEME: Losing powerCASE: The Prince / Isao Nakauchi: The Founder of “Daiei”

SESSION BTHEME: Making ourselves actCASE: The Prince / Isao Nakauchi: The Founder of “Daiei”

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED

22

The objective of this course is to explore the customer journey map, which has become a standard tool for marketing management. Through case studies and fieldwork, students will explore how to build a brand and tie it into marketing practices.This course is intended for marketing managers, or those who want to find such a position.


Customer Journey and Branding

SESSION ATHEME: Understanding the concept of customer-centricityCASE: Japan Airlines - A Customer-centric Transformation

SESSION BTHEME: Understanding challenges and solutions in implementing customer-centric approachesCASE: Japan Airlines - A Customer-centric Transformation

SESSION ATHEME: Practicing the creation of personasCASE: AccorHotels & the Digital Transformation

SESSION BTHEME: Creating a customer journey as a marketing strategyCASE: AccorHotels & the Digital Transformation

SESSION ATHEME: Examining the challenges in the growth strategy of brand businesses CASE: Harley-Davidson: Rejuvenating an Iconic Brand

SESSION BTHEME: Understanding the process of rebuilding brand strategyCASE: Harley-Davidson: Rejuvenating an Iconic Brand

SESSION ATHEME: Extracting the strategic marketing challenges from the customer journeyCASE: AccorHotels & the Digital Transformation

SESSION BTHEME: Using a customer journey to build a marketing strategyCASE: AccorHotels & the Digital Transformation

SESSION ATHEME: Understanding the significance of customer journeys to the marketing strategyCASE: N/A

SESSION BTHEME: Understanding the concepts of personas and moments of truthCASE: N/A

SESSION ATHEME: Practicing marketing strategy planning using customer journeysCASE: N/A

SESSION BTHEME: Practicing marketing strategy planning using customer journeysCASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3

APPLIED


Elective course


1.5 credits


This course explores a wide range of services that go beyond the typical service industries in areas such as finance, IT, retail, transportation, and product maintenance. Students will be able to design a strategic vision that supports their company’s growth through the understanding of appropriate management approaches under different business environments.Various service management theories will be introduced enabling students to analyze service management from multiple perspectives.


Service Management

SESSION ATHEME: Fundamentals of service managementCASE: N/A

SESSION BTHEME: Customer loyalty managementCASE: Agero: Enhancing Capabilities for Customers

SESSION ATHEME: High-touch service managementCASE: The Ritz-Carlton Hotel Company

SESSION BTHEME: Service growth strategyCASE: The Ritz-Carlton Hotel Company

SESSION ATHEME: Employee loyalty and serviceCASE: Calveta Dining Services, Inc.: A Recipe for Growth?

SESSION BTHEME: Loyalty management in platform businessesCASE: Will Uber Change the World?

SESSION ATHEME: Service marketingCASE: Southwest Airlines (A) (B) (D)

SESSION BTHEME: Redevelopment of service vision CASE: Southwest Airlines 2002: An Industry Under Siege

SESSION ATHEME: Service operationCASE: N/A

SESSION BTHEME: Service operation (Continued)CASE: Sunset Grill at Blue

SESSION ATHEME: Transformation of organization in a service companyCASE: Positive Dream Persons: Aiming to Become a Company that Continues for Two Centuries

SESSION BTHEME: Overseas expansion of service industryCASE: Positive Dream Persons: Aiming to Become a Company that Continues for Two Centuries

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED

24

This course introduces the basic concepts and frameworks of managerial accounting which includes organizational control, cost control, and strategic planning. It delves into the relationship existing among managerial accounting, performance management, and incentive systems within an organization. Students will learn how to design and manage a series of processes consisting of planning, implementation, and feedback, and how to use various accounting methods to effectively control and support strategies.


Accounting II (Managerial Accounting)

SESSION ATHEME: Understanding business structuresCASE: Shimaden Industries

SESSION BTHEME: Understanding business structures (Continued)CASE: Arkansas Egg Company: Cracks in the Specialty Egg Market

SESSION ATHEME: Business management and accountingCASE: Kyocera Corporation: The Amoeba Management System

SESSION BTHEME: Business management and accounting (Continued)CASE: Kyocera Corporation: The Amoeba Management System

SESSION ATHEME: Grasping the profitability of each management unit: ABC (activity-based costing)CASE: Analysis of Profitability by Customer

SESSION BTHEME: Grasping the profitability of each management unit: Handling indirect costsCASE: RegionFly: Cutting Costs in the Airline Industry

SESSION ATHEME: Managing complex businessesCASE: Romanza Electric

SESSION BTHEME: Managing complex businesses (Continued)CASE: Finning International Inc.: Management Systems in 2009

SESSION ATHEME: Analyzing variance from budget and how to handle indirect costs (ABC)CASE: The Toliza Museum of Art

SESSION BTHEME: Analyzing variance from budgetCASE: Danshui Plant No. 2

SESSION ATHEME: Strategy implementation and transformation of corporate culture: Using the balanced score card (BSC)CASE: N/A

SESSION BTHEME: Strategy implementation and transformation of corporate culture: Using the balanced score card (BSC) (Continued)CASE: Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required course


1.5 credits

APPLIED


This course provides an understanding of finance from a managerial perspective and is designed for students who have already acquired a basic knowledge of financial statements, business value assessments, and the impact of financial decisions on business strategies. During the course, students will acquire a deeper understanding of management choices and policy decisions made on financial data, tackling more advanced topics such as capital structure, merger/acquisition strategy, initial public offering, etc.


Finance II (Valuation and M&A)

SESSION ATHEME: Analysis process design / Investment decision and fund procurementCASE: Business Risk & β Value: Cost of Capital / Flash Memory, Inc.

SESSION BTHEME: Investment decision and fund procurement (Continued)CASE: Flash Memory, Inc.

SESSION ATHEME: Comprehensive case analysis CASE: Buffett’s Bid for Media General’s Newspapers

SESSION BTHEME: Comprehensive case analysis (Continued)CASE: Buffett’s Bid for Media General’s Newspapers

SESSION ATHEME: Debt and optimal capital structureCASE: Debt & Optimal Capital Structure / A New Financial Policy at Swedish Match

SESSION BTHEME: Business characteristics and financial policy (Optimal capital structure) (Continued)CASE: A New Financial Policy at Swedish Match

SESSION ATHEME: Risk and uncertaintyCASE: Risk and Uncertainty – Valuation Approach under Uncertainties / Netscape’s Initial Public Offering

SESSION BTHEME: Valuation under uncertainties (IPO of emerging company) (Continued)CASE: Netscape’s Initial Public Offering

SESSION ATHEME: Valuation approachesCASE: Enterprise Valuation Methods /Health Care Manufacturing Inc.

SESSION BTHEME: Business and financial strategy in M&A (Continued)CASE: Health Care Manufacturing

SESSION ATHEME: LBO (leveraged buy-out) and APV and WACC methods of valuationCASE: LBO (Leveraged Buy-out) and APV and WACC Methods of Valuation

SESSION BTHEME: Comprehensive exercise (M&A utilizing debts (IBO)) (Continued)CASE: Valuation of AirThread Connections

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED

26

This advanced course aims to deepen students’ understanding of areas such as real options, project finance, mergers and acquisitions, and internal spin-offs by reading various business cases.Students will gain a comprehensive perspective on how to respond to an acquisition proposal, how to improve corporate value through the acquisition of another company, and the implications of separating business divisions.


Finance III (Mergers and Acquisitions)

SESSION ATHEME: Real optionCASE: Aqua Bounty

SESSION BTHEME: Real option (Continued)CASE: Aqua Bounty

SESSION ATHEME: Mergers and acquisitionsCASE: Canadian Pacific’s Bid for Norfolk Southern

SESSION BTHEME: Mergers and acquisitions (Continued)CASE: Canadian Pacific’s Bid for Norfolk Southern

SESSION ATHEME: Project financeCASE: BP Amoco (B): Financing Development of the Caspian Oil Fields

SESSION BTHEME: Project finance (Continued)CASE: BP Amoco (B): Financing Development of the Caspian Oil Fields

SESSION ATHEME: Internal spin-offsCASE: Amtelecom Group Inc.

SESSION BTHEME: Internal spin-offs (Continued)CASE: Amtelecom Group Inc.

SESSIONS A&B

THEME: Acquisitions and corporate valuation

CASE SESSIONS A&B: Kraft Foods Inc. and Cadbury PLC - Part A: A Nutritious Association? / Kraft Foods Inc. and Cadbury PLC - Part B: A Sweet Divorce?

SESSION ATHEME: Mergers and acquisitionsCASE: Crown Cork & Seal /CarnaudMetalbox

SESSION BTHEME: Mergers and acquisitions (Continued)CASE: Crown Cork & Seal /CarnaudMetalbox

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED


This course teaches essential skills in public speaking that any future leaders need to possess. Building on the thinking process learned during Critical Thinking, this course will help students to express ideas logically to attract and convince audiences. The effective use of body language, hand gestures, eye contact, voice control, and slide-creation techniques will be covered along the way.


Business Presentation

SESSION ATHEME: Presentation overviewCASE: Business Presentation

SESSION BTHEME: Creating a message, establishing logic to support your message, and points for successful presentationsCASE: Business Presentation

SESSION ATHEME: Structuring your presentation case: Pizza Hut, Inc.CASE: Business Presentation / Pizza Hut, Inc.

SESSION BTHEME: Structuring your presentation case: Pizza Hut, Inc.(Continued)CASE: Business Presentation / Pizza Hut, Inc.

SESSION ATHEME: Understanding your listeners and establishing a storyline (1)CASE: Business Presentation

SESSION BTHEME: Understanding your listeners and establishing a storyline (1) (Continued)CASE: Business Presentation

SESSION ATHEME: Developing presentation materialsCASE: Business Presentation

SESSION BTHEME: Delivering your presentationCASE: Business Presentation

SESSION ATHEME: Understanding your listeners and establishing a storyline (2)CASE: Business Presentation

SESSION BTHEME: Understanding your listeners and establishing a storyline (2) (Continued)CASE: Business Presentation

SESSION ATHEME: Comprehensive exercise case: Nagahori ElectricCASE: Nagahori Electric

SESSION BTHEME: Comprehensive exercise case: Nagahori Electric (Continued)CASE: Nagahori Electric

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED

28

This course brings to light techniques and skills helpful for successful negotiations. Whether it is to convince new contractors or negotiate a new salary, students will learn techniques to effectively identify the core issues, structure discussions, minimize diversions, and build consensus. They will also explore how to resolve conflicting interests between parties and move the negotiation process forward.


Facilitation and Negotiation

SESSION ATHEME: An overview of facilitationCASE: Original Textbook

SESSION BTHEME: An overview of facilitation (Continued)CASE: Original Textbook

SESSION ATHEME: Comprehensive exercise for facilitation and management of conflictsCASE: Original Textbook

SESSION BTHEME: Overall image and basic concepts of negotiation (Single-issue negotiation between two parties)CASE: Original Textbook

SESSION ATHEME: Preparation for facilitationCASE: Original Textbook

SESSION BTHEME: Preparation for facilitation (Continued)CASE: Original Textbook

SESSION ATHEME: Value creation in negotiations and styles of negotiatingCASE: Original Textbook / Riggs-Vericomp Negotiation (A) or (B)

SESSION BTHEME: Value creation in negotiations and styles of negotiating (Continued)CASE: Original Textbook / Riggs-Vericomp Negotiation (A) or (B)

SESSION ATHEME: Ways to handle meetingsCASE: Original Textbook

SESSION BTHEME: Practicing preparations and handling meetings, with points to keep in mindCASE: Original Textbook

SESSION ATHEME: Impediments to negotiations and ways to overcome impedimentsCASE: Original Textbook / Negotiating on Thin Ice The 2004-2005 NHL Dispute (A)

SESSION BTHEME: Impediments to negotiations and ways to overcome impediments (Continued)CASE: Original Textbook / Negotiating on Thin Ice The 2004-2005 NHL Dispute (A) (B)

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED


Keiei Dojo (in English: Leadership Training Camp) is a course that aims to help students cultivate their resolve and belief and broaden their perspective as leaders through the reading of fundamental books on classical eastern philosophies, history, and religion. After individual reading and written reviews, students are encouraged to discuss and exchange different perspectives to develop deeper thinking in regard to their role and aspirations in life.


Keiei Dojo

SESSION ATHEME: High output managementCASE: High Output Management

SESSION BTHEME: High output management (Continued)CASE: High Output Management

SESSION ATHEME: YoumeigakuCASE: An Authentic Introduction to Youmei-gaku the Philosophy of Wang Yangming (Kindle Edition)

SESSION BTHEME: YoumeigakuCASE: An Authentic Introduction to Youmei-gaku the Philosophy of Wang Yangming (Kindle Edition)

SESSION ATHEME: How to win friends and influence peopleCASE: How to Win Friends and Influence People

SESSION BTHEME: How to win friends and influence people (Continued)CASE: How to Win Friends and Influence People

SESSION ATHEME: Emotional intelligenceCASE: Emotional Intelligence: Why It Can Matter More Than IQ Parts 1 & 2

SESSION BTHEME: Emotional intelligence (Continued)CASE: Emotional Intelligence: Why It Can Matter More Than IQ Parts 1 & 2

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit

APPLIED

30

The primary objective of this course is to provide opportunities to stimulate how students think and act in response to the need for creation and innovation, by learning from examples of representative entrepreneurs and business leaders from Japan and around the world. The final class of the course requires students to declare their personal mission (Kokorozashi), as the starting point for them to actually realize it in life.


Entrepreneurial Leadership

SESSION ATHEME: Leadership from good to greatCASE: Collins, J., 2001. Good to Great: Why Some Companies Make the Leap… And Others Don’t. Harper Business.

SESSION BTHEME: Leadership in crisisCASE: Leadership in Crisis: Ernest Shackleton & the Epic Voyage of the Endurance

SESSION ATHEME: The Japanese spiritCASE: Representative Men of Japan

SESSION BTHEME: The Japanese spirit (Continued)CASE: Bushido

SESSION ATHEME: Leadership in a state of national changeCASE: Mandela’s Way: Lessons on Life

SESSION BTHEME: Leadership in a state of national change (Continued)CASE: Invictus (DVD)

SESSION ATHEME: Leadership toward creation and innovationCASE: Video of Yoshito Hori’s Speech / My Personal Mission Statement

SESSION BTHEME: Leadership toward creation and innovation (Continued)CASE: Sadako Ogata: Leadership Facing Global Challenges - Spirit of Realism & Compassion

SESSION ATHEME: The entrepreneur’s vision and management philosophyCASE: Matsushita Leadership

SESSION BTHEME: The entrepreneur’s vision and management philosophy (Continued)CASE: Matsushita Leadership

SESSION ATHEME: Presentation session: “My personal mission statement”CASE: N/A

SESSION BTHEME: Presentation session: “My personal mission statement”CASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Required course


1.5 credits

APPLIED


In this course, students will learn the roles and responsibilities corporations have toward society and how these are related to their management philosophy and strategy. Furthermore, through group discussions, individual research and case readings, students will explore what corporate actions are necessary to create social value, the meaning of their actions within the company, and the impact of their strategies on a broader scope.


Corporate Philosophy and Social Values

SESSION ATHEME: Social values of a corporationCASE: Nestle: Agricultural Material Sourcing Within the Concept of Creating Shared Value (CSV)

SESSION BTHEME: Social values of a corporation (Continued)CASE: Merck & Co., Inc. (A) (B) (C) (D)

SESSION ATHEME: Field study and presentation on social valuesCASE: N/A

SESSION BTHEME: N/ACASE: N/A

SESSION ATHEME: Social values through long-term existenceCASE: Okaya & Co., Ltd. - A Perennial Business

SESSION BTHEME: Social values through innovation and scaleCASE: Toyota Motor Corporation: Launching Prius / Tesla’s Mission Is to Accelerate the World’s Transition to Sustainable Energy / The Secret Tesla Motors Master Plan ( Just Between You And Me)

SESSION ATHEME: Social values and corporate philosophyCASE: IKK’s Management Philosophy (A) (B)

SESSION BTHEME: Social values and corporate philosophy (Continued)CASE: Transformation of Matsushita Electric Industrial Co., Ltd. 2005 (A) (B) (C)

SESSION ATHEME: Risk of damaging social valuesCASE: Sears Auto Centers (A)

SESSION BTHEME: Risk of damaging social values (Continued)CASE: Sears Auto Centers (B) (C)

SESSION ATHEME: Business model for creating social valuesCASE: Honey Care Africa (A) / Honey Care Africa (B)

SESSION BTHEME: Business model for creating social values (Continued)CASE: Honey Care Africa (C)

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED

32

By analyzing business cases focused on some of today’s largest tech companies, students will examine the new economic principle arising from the dramatic progress of Information & Communications Technology and how the corporate strategy has been re-defined by it. Furthermore, this course will introduce how AI and IoT leverage data and how to integrate them into a company’s strategy to create digital transformation and keep pace with a rapidly changing world.

TECHNOVATE

Technovate Strategy

SESSION ATHEME: Introduction to technovate strategyCASE: Nokia & Apple

SESSION BTHEME: Forecast of industrial structural change in the technovate eraCASE: N/A

SESSION ATHEME: Business model and strategy: Platform strategy (1)CASE: Park24

SESSION BTHEME: Business model and strategy: Platform strategy (2)CASE: Park24

SESSION ATHEME: Presentation of individual assignmentCASE: N/A

SESSION BTHEME: Competition and collaboration: Types of industrial changes and corporate strategyCASE: Google Car

SESSION ATHEME: Digital transformation and organizational designCASE: Parco Web Strategy

SESSION BTHEME: Presentation of individual assignmentCASE: N/A

SESSION ATHEME: Business model and strategy: Redefinition of value and emergent strategyCASE: Netflix

SESSION BTHEME: Presentation of individual assignmentCASE: N/A

SESSION ATHEME: Technovate companies and governmentCASE: Private Lodging Services & Regulatory Reform in Japan

SESSION BTHEME: Final presentation of individual assignmentCASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED


This course explores the iterative process of design thinking and how its customer-centered approach can be beneficial for any business when applied to strategy and innovation. Using a “backward workflow” as designers do, students will learn the phases of design thinking and how to apply them to elaborate on creative solutions that deeply resonate with customers’ needs.

TECHNOVATE

Design Thinking and User Experience

SESSION ATHEME: Design thinking that leads to innovationCASE: Design Thinking & Innovation at Apple

SESSION BTHEME: The Design Thinking process (Information gathering / Interviews)CASE: N/A

SESSION ATHEME: Designing user experienceCASE: N/A

SESSION BTHEME: The design thinking processCASE: Group Project

SESSION ATHEME: The big picture of design thinkingCASE: IDEO: Human-Centered Service Design

SESSION BTHEME: The design thinking process (Structuring information)CASE: Group Project

SESSION ATHEME: The design thinking process (Storytelling)CASE: N/A

SESSION BTHEME: Design thinking and communicationCASE: Group Project

SESSION ATHEME: Ideation methodsCASE: N/A

SESSION BTHEME: The Design Thinking process (Ideation)CASE: Group Project

SESSION ATHEME: Group project presentations CASE: N/A

SESSION BTHEME: Group project presentationsCASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

APPLIED

34

Chapter

03 SPECIALIZED


This course is based on the process of formulating specific strategies to create new venture companies and startup businesses. Through group work and simulations, students will learn how to identify entrepreneurial opportunities and develop growth strategies according to different situations and business areas.

CREATION

Venture Business Planning

SESSION ATHEME: Seizing an entrepreneurial opportunityCASE: EndoNav

SESSION BTHEME: Group work: Choosing a business idea and forming a groupCASE: N/A

SESSION ATHEME: Group work: Creating the framework for your business modelCASE: N/A

SESSION BTHEME: Group work: Creating the framework for your business modelCASE: N/A

SESSION ATHEME: Designing a business modelCASE: N/A

SESSION BTHEME: Group work: Developing your business ideaCASE: N/A

SESSION ATHEME: Setting strategic vision & forming business modelCASE: Li & Fung: Beyond “Filling in the Mosaic,” 1995-1998

SESSION BTHEME: Presenting your business model and the framework of a planCASE: N/A

SESSION ATHEME: Defining a marketCASE: GO Corporation

SESSION BTHEME: Group work: Gathering information and giving shape to your business ideaCASE: N/A

SESSION ATHEME: Group presentations on business plan for new businessCASE: N/A

SESSION BTHEME: Group presentations on business plan for new businessCASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

SPECIALIZED

36 SPECIALIZED

Within the context of entrepreneurship, this course deepens the process of formulating specific strategies to create new venture companies and startup businesses under the specific angle of finance. Students will explore all the financial aspects essential for entrepreneurs to make investment decisions.

CREATION

Venture Capital and Finance

SESSION ATHEME: Finance in an entrepreneurial contextCASE: Ehon Navi’s Financial Strategy (A) (B) (C)

SESSION BTHEME: Understanding investor’s logic and economicsCASE: The Venture Capital Method- Valuation Problem Set and its Solutions / A Method for Valuing High-Risk, Long-Term Investments: The “Venture Capital Method”

SESSION ATHEME: Deal structures and term sheetsCASE: Term Sheet Negotiations for Trendsetter, Inc.

SESSION BTHEME: Deal structures and term sheets (Continued)CASE: Walnut Venture Associates (D): RBS Deal Terms

SESSION ATHEME: Building financial projection and fundraising strategyCASE: Asia Renal Care / Asia Renal Care, Spreadsheet / Capitalization Table of Asia Renal Care, Spreadsheet

SESSION BTHEME: Building fundraising planCASE: Asia Renal Care / Asia Renal Care, Spreadsheet

SESSION ATHEME: Deal structure and IPO exitCASE: GREE, Inc. (A) / GREE, Inc. (B)

SESSION BTHEME: Deal structuring for carve-out and IPOCASE: N/A

SESSION ATHEME: Financing from venture capitalists and due diligenceCASE: Walnut Venture Associates (A): RBS Group Investment Memorandum

SESSION BTHEME: Financing from venture capitalists and due diligence (Continued)CASE: Walnut Venture Associates (B): RBS Due Diligence - Customers / Walnut Venture Associates (C): RBS Due Diligence - Market Size

SESSION ATHEME: Business planning presentations by studentsCASE: N/A

SESSION BTHEME: Business planning presentations by studentsCASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits


Designed for students with a strong interest and/or aspiration in entrepreneurship, this course will examine the entire process of a venture company development. Students will acquire a global understanding of practical management know-how in order to become proficient in practical business management of entrepreneurial ventures and grow a successful start-up company.

CREATION

Venture Management

SESSION ATHEME: Entrepreneurial thinking and behaviorCASE: MyDrug (A) (B)

SESSION BTHEME: Dilemmas when foundingCASE: MyDrug (C) (D)

SESSION ATHEME: Evaluating a venture in its growth stageCASE: SCORE! Educational Centers (A)

SESSION BTHEME: The development of an operation systemCASE: SCORE! Educational Centers (A) (B) (C) (D)

SESSION ATHEME: The evaluation of an entrepreneurial business opportunityCASE: QuickMedx Inc.

SESSION BTHEME: Strategic options for entrepreneurial managersCASE: QuickMedx Inc.

SESSION ATHEME: Designing and gaining free acceptance of management systemsCASE: Uzabase (A)

SESSION BTHEME: Management systems for expanding organizationsCASE: Uzabase (B)

SESSION ATHEME: Analyzing the competitive environment of entrepreneurial venturesCASE: CaSy and Taskaji (A)

SESSION BTHEME: Competitive strategies of entrepreneurial venturesCASE: CaSy and Taskaji (B)

SESSION ATHEME: Managing corporate culture and establishing a sustained competitive advantageCASE: Works Applications (A) (B) (C) / Zappos.com 2009: Clothing, Customer Service, and Company Culture

SESSION BTHEME: Overview of organizational development and determining a management philosophyCASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

SPECIALIZED

38 SPECIALIZED

This course is designed for those interested in developing new businesses and/or innovating in the enterprise they work for. While confronting the inertia of existing organizations and markets, students will explore ways to change the business structure through innovation. To achieve innovation among existing companies, students will apply their learning in management strategies, but they will also be introduced to new theories through practical case studies such as organizational development and management methods.

INNOVATION

Business Transformation through Innovation

SESSION ATHEME: Overview of business structure transformation through innovationCASE: Emerging Business Opportunities at IBM (A)

SESSION BTHEME: Challenges in new business development and ways to overcome those challengesCASE: Emerging Business Opportunities at IBM (A) (B) / Emerging Business Opportunities at IBM (C): Pervasive Computing

SESSION ATHEME: Business model innovationCASE: Innovation and Renovation: The Nespresso Story

SESSION BTHEME: Requirements for intrapreneursCASE: Innovation and Renovation: The Nespresso Story / Nespresso: Embracing Further Challenges

SESSION ATHEME: Market creation for innovative productsCASE: iRobot’s Roomba: Bringing Robots into Homes

SESSION BTHEME: Challenges to the dilemmas of innovationCASE: Pitney Bowes Inc.

SESSION ATHEME: New trends in innovation: (1) Open innovationCASE: Webasto: Co-Creating Innovation with Lead Users

SESSION BTHEME: New trends in innovation: (2) Responding to social issuesCASE: Accenture Development Partnership (A) (B)

SESSION ATHEME: Leadership in business transformationCASE: The Weather Company

SESSION BTHEME: Portfolio management for innovationCASE: Organizing for Innovation at Glenmark (A) (B)

SESSION ATHEME: Implant innovation DNA into an existing organizationCASE: Brother Industries (A) (B)

SESSION BTHEME: Application to one’s own company/oneselfCASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits


This course aims to develop students’ practical understanding and insight into large-scale corporate transformation projects, through the analysis of their balance sheets. By selecting case examples of M&As, private equity buy-outs, spin-offs, bankruptcy reorganizations, and so forth, students will get familiar with the processes involved in these activities from a managerial viewpoint.

INNOVATION

Financial Reorganization

SESSION ATHEME: Financial reconstruction for assets - Large-scale M&ACASE: The Birth of New Nippon Steel

SESSION BTHEME: Financial reconstruction for assets - Large-scale M&A (Continued)CASE: The Birth of New Nippon Steel

SESSION ATHEME: Reexamining business models and financial reconstructionCASE: NEC’s Semiconductor Business Reorganization in 1999

SESSION BTHEME: Reexamining business models and financial reconstruction (Continued)CASE: NEC’s Semiconductor Business Reorganization in 1999

SESSION ATHEME: Reconstructing corporate governance - A dialog with the market (Funds)CASE: FANUC Corporation: Reassessing the Firm’s Governance & Financial Policies Session B

SESSION BTHEME: Reconstructing corporate governance - A dialog with the market (Funds) (Continued)CASE: Who Does the Company Belong to? Hanshin Electric Railway Co. vs. Murakami Fund

SESSION ATHEME: Bankruptcy reorganization processCASE: Adelphia Communications Corp.’s Bankruptcy

SESSION BTHEME: Bankruptcy reorganization process (Continued)CASE: Adelphia Communications Corp.’s Bankruptcy

SESSION ATHEME: Financial reconstruction of equity - Targeted (Tracking) stock CASE: USX Corporation

SESSION BTHEME: Financial reconstruction of equity - Targeted (Tracking) stock (Continued)CASE: USX Corporation

SESSION ATHEME: Financial restructuring of debt - Restructuring of debt and equity for company survivalCASE: The Japan Airlines Bankruptcy & the Development Bank of Japan Session B

SESSION BTHEME: Financial restructuring of debt - Restructuring of debt and equity for company survival (Continued)CASE: The Japan Airlines Bankruptcy & the Development Bank of Japan

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

SPECIALIZED

40 SPECIALIZED

This course aims to develop students’ ability to adapt to a constantly changing environment. Internal and external factors require future leaders to be agile in order to strategically reorganize an organization to stay competitive and profitable. Students will develop their analytical skills and knowledge regarding revival strategies and crisis management to determine the direction of a corporate reorganization in terms of planning, executing, and risk assessment.

INNOVATION

Strategic Reorganization

SESSION ATHEME: Dealing with a market that is expected to disappearCASE: Fujifilm & the Digital Revolution / Kodak & the Digital Revolution (A)

SESSION BTHEME: Dealing with a market that is expected to disappear (Continued)CASE: Fujifilm & the Digital Revolution / Kodak & the Digital Revolution (A)

SESSION ATHEME: Revival strategies in a crisis situationCASE: Suntech Power Holdings: How to Avoid Bankruptcy?

SESSION BTHEME: Revival strategies from unexpected situationsCASE: The Volkswagen Emissions Scandal

SESSION ATHEME: Long-term revival strategiesCASE: General Electric in 2017: Naming & Claiming the Industrial Internet / Leading Transformation - How I Remade GE

SESSION BTHEME: Long-term revival strategies (Continued)CASE: General Electric in 2017: Naming & Claiming the Industrial Internet / Leading Transformation - How I Remade GE

SESSION ATHEME: Revival strategy and response to scandals CASE: Mcdonald’s Japan (A): The Shanghai Husi Debacle / Mcdonald’s Japan (B): A Crisis Of Trust

SESSION BTHEME: Revival strategy and response to scandals (Continued)CASE: Mcdonald’s Japan (A): The Shanghai Husi Debacle / Mcdonald’s Japan (B): A Crisis Of Trust

SESSION A & BTHEME SESSION A: Identifying business conditions and challenges

THEME SESSION B: Planning and executing a corporate revival strategy

CASE SESSIONS A&B: Thomas Cook Group on the Brink (A) / Thomas Cook Group on the Brink (B): Transformation Year 1 Results / Thomas Cook Group on the Brink (C): Transformation Year 2 Results

SESSION ATHEME: Overcoming repeated crisesCASE: Saga-Hirakawaya (A) (B) / Interview with Hirokazu Hirakawa (Saga-Hirakawaya)

SESSION BTHEME: Overcoming repeated crises (Continued)CASE: Saga-Hirakawaya (A) (B) / Interview with Hirokazu Hirakawa (Saga-Hirakawaya)

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits


The objective of this course is to help students formulate cross-cultural approaches that focus on inclusivity and aim to harmonize different corporate cultures, work styles, and individual differences to create value and make a difference in today’s global market.Through business cases, students will have the chance to practice and improve their leadership skills by facing challenging situations, such as dealing with gender and ethnic stereotypes, and conflicts among different divisions and functions.

JAPAN / ASIA / GLOBAL

Cross Cultural Management

SESSION ATHEME: Overview of cross cultural management CASE: Leadership Crisis at Steelworks’ Xiamen Plant

SESSION BTHEME: Overview of cross cultural management (Continued)CASE: Leadership Crisis at Steelworks’ Xiamen Plant

SESSION ATHEME: Strategic challenges and cross-cultural managementCASE: Hailing a New Era: Haier in Japan (A) (B)

SESSION BTHEME: Strategic challenges and cross-cultural managementCASE: Hailing a New Era: Haier in Japan (A) (B)

SESSION ATHEME: Developing sensitivity to differences in cross-cultural environmentsCASE: Silvio Napoli at Schindler India (A) (B)

SESSION BTHEME: Developing sensitivity to differences in cross-cultural environments (Continued)CASE: Ellen Moore (A): Living & Working in Korea / Ellen Moore (B): Living & Working in Korea

SESSION ATHEME: Corporate culture and cross-cultural managementCASE: IKEA in Saudi Arabia (A)

SESSION BTHEME: Corporate culture and cross-cultural management (Continued)CASE: IKEA in Saudi Arabia (A) (B) (C)

SESSION ATHEME: Stereotypes and cross-cultural managementCASE: (Re)Building a Global Team: Tariq Khan at Tek

SESSION BTHEME: Prejudice and self-image a cross-culturesCASE: Managing a Public Image: Sophie Chen / Managing a Public Image: Kevin Knight

SESSION ATHEME: Business sustainability and cross-cultural leadershipCASE: Global Diversity and Inclusion at Royal Dutch Shell (A)

SESSION BTHEME: Management sustainability and cross-cultural leadershipCASE: Global Diversity and Inclusion at Royal Dutch Shell (A) / Global Diversity and Inclusion at Royal Dutch Shell (B): The Impact of Restructuring

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

SPECIALIZED

42 SPECIALIZED

This course introduces the fundamentals of macroeconomics and environmental analysis frameworks necessary for leaders to formulate and execute strategies at a global level. Through the analysis of macro-environmental aspects such as international politics, economics, and society, students will acquire the skills to understand and capture the main information required to make strategic decisions when expanding a business globally.


Global Perspectives

SESSION ATHEME: Framework for environmental analysisCASE: Singapore’s “Midlife Crisis”?

SESSION BTHEME: Technology and national regulationCASE: Uber 21st Century Technology Confronts 20th Century Regulation

SESSION ATHEME: Regional economic blocs and national strategy of a developing countryCASE: Brazil: Embracing Globalization?

SESSION BTHEME: Regional economic blocsCASE: Europe: An Ever Closer Union?

SESSION ATHEME: The fundamental structure of a stateCASE: Constructing a Nation: The US and Their Construction, 1763-1792

SESSION BTHEME: The fundamental structure of a nation (Continued)CASE: Russia: The End of a Time of Troubles?

SESSION ATHEME: Challenges facing the Middle East and AfricaCASE: Saudi Arabia: Getting the House in Order

SESSION BTHEME: Challenges facing the Middle East and Africa (Continued)CASE: Foreign Direct Investment & South Africa (A)

SESSION ATHEME: Growth strategies of developing countriesCASE: China: Facing the 21st Century

SESSION BTHEME: Growth strategies of developing countries (Continued)CASE: India on the Move

SESSION ATHEME: Japan: A forerunner facing emerging global problemsCASE: Japan 2010: The Lost Years

SESSION BTHEME: Global challenge CASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits


This course analyses the factors that Japanese and Asian companies should take into consideration when choosing a globalization strategy. Through different case studies, students will get a global vision of differences that could occur between countries, cultures, and industrial cycles.


Globalization of Japanese and Asian Companies

SESSION ATHEME: Global competition between Japanese companies and U.S. companies (Continued)CASE: Caterpillar Tractor Co.

SESSION BTHEME: Global competition between Japanese companies and U.S. companies (Continued)CASE: Komatsu: The Rise of a Service-Dominant Logic

SESSION ATHEME: Globalization strategy for start-upsCASE: Huawei, A Silent Chinese Telecom Multinational / Huawei: How Can We Lead the Way?

SESSION BTHEME: Globalization strategy for start-ups (Continued)CASE: Huawei, A Silent Chinese Telecom Multinational / Huawei: How Can We Lead the Way?

SESSION ATHEME: Competitive advantage in global managementCASE: Philips vs. Matsushita: The Competitive Battle Continues

SESSION BTHEME: Competitive advantage in global management (Continued)CASE: Samsung Electronics

SESSION ATHEME: Globalization strategy in times of change or the early days of a nation or industryCASE: Yataro Iwasaki: Founding Mitsubishi (A) (B)

SESSION BTHEME: Globalization strategy in times of change or the early days of a nation or industry (Continued)CASE: Tencent

SESSION ATHEME: Globalization in the service industryCASE: Ryohin Keikaku

SESSION BTHEME: Globalization in the service industry (Continued)CASE: Uber vs. Didi: The Race for China’s Ride-hailing Market

SESSION ATHEME: Future challenges in globalizationCASE: Tolaram: Innovating in Africa

SESSION BTHEME: Future challenges in globalization (Continued)CASE: Toyota: The Accelerator Crisis

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

SPECIALIZED

44 SPECIALIZED

The purpose of this course is to analyze the mechanisms underlying Japanese management from a historical and cultural perspective. Through the exploration of various Japanese business cases, students will explore how environmental changes have affected Japanese management over time, and will be encouraged to formulate possible scenarios for future evolution.


Japanese Management: New Systems, Lasting Values

SESSION ATHEME: The uniqueness of Japanese managementCASE: N/A

SESSION BTHEME: The uniqueness of Japanese management (Continued)CASE: Trusco Nakayama Corporation

SESSION ATHEME: The competition between Japanese and East Asian industry structureCASE: Sharp Corporation: Technology Strategy / Be Sharp! Sharp’s Innovation in the Lcd Industry

SESSION BTHEME: The competition between Japanese and East Asian industry structure (Continued)CASE: Sharp in 2018

SESSION ATHEME: The characteristics, strengths, and challenges of Japanese managementCASE: Knowledge Management Practices at Toyota Motors

SESSION BTHEME: The characteristics, strengths, and challenges of Japanese management (Continued)CASE: Toyota Motor Corporation’s Strategy (A) (B)

SESSION ATHEME: The overseas development of the Japanese manufacturing industryCASE: Globalization at Komatsu

SESSION BTHEME: The overseas development of the Japanese manufacturing industry (Continued)CASE: Nippon Steel Corporation

SESSION ATHEME: Human resource management in Japanese managementCASE: Ina Food Industry: A Company that Makes Employees Happy

SESSION BTHEME: The strengths and weaknesses of Japanese companiesCASE: Human Resource Management in Japanese Companies

SESSION ATHEME: Strategies to survive global competitionCASE: Knowledge Creation at Eisai Co., Ltd.

SESSION BTHEME: Overseas development in the service industryCASE: Kumon Hong Kong (A) (B) (C)

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits


Thailand has one of the most advanced social innovation scenes in Asia. Through this 3-day collaboration program with Chulalongkorn Business School (CBS), Thailand’s leading business school, students will have the opportunity to deepen their knowledge in social innovation through case studies and field visits. They will be guided by CBS professors and representatives of cooperating organizations to learn more about the Thai approach of social value creation and sustainability.

SPECIAL COURSES

CBS Visit Program


Elective course


1.0 credit

SPECIALIZED

GLOBIS University offers an immersive 3-day exchange program that takes place in Shanghai, in collaboration with China Europe International Business School (CEIBS), China’s leading business school. Students will participate in active discussions with CEIBS faculty members, and representatives of cooperating companies to deepen their understanding of Chinese entrepreneurship, business, and innovation through real business cases and company visits.

SPECIAL COURSES

CEIBS Visit Program

Prerequisite courses required

Elective course


1.0 credit

The Corporate Mentorship Program gives students an opportunity to closely work with an innovative Japanese company on a challenging project that the company is tackling. Acting as “external consultants”, students will work in groups and apply their strategic planning skills and knowledge across business disciplines to explore some solutions that could be presented to the company at the end of the program.

SPECIAL COURSES

Corporate Mentorship Program

Prerequisite courses required

Elective course


1.0 credit

46 SPECIALIZED

By the end of the program, Full-time MBA students have the opportunity to apply their skills and knowledge in a real corporate environment. During this 12-week internship, students will be supported by their sponsored company for an immersive experience where they are expected to enhance their communication & management skills to accomplish the defined outcomes that are requested from them.

SPECIAL COURSES

Integrated Learning Program-Internship (Full-time MBA)


Elective course


3.0 credits

The Japan MBA Experience (JMEx) is an intensive 3-day program in Tokyo. Overseas students as well as those who are not living in Tokyo area come together and immerse themselves in a tailored program to gain unique insights on Japanese management and culture.JMEx is designed to familiarize students with Japan’s unique culture, business environment and innovations. The program includes special lectures, as well as cultural tours and company visits.

SPECIAL COURSES

Japan MBA Experience Program (JMEx)


Elective course


1.0 credit

The objective of this project is for students to combine their learning outcomes from the curriculum. Students are required to choose themes, set their assignments, consider procedures for solutions, conduct fieldwork, and output documentation. Through this process, students are expected to review and enhance skills such as hypothesis thinking, research, and analysis, the ability to create documentation, creative power, the ability to manage projects and leadership.

SPECIAL COURSES

Research Project (Part-time MBA)


Elective course


3.0 credits

GLOBIS University 47SPECIALIZED

This course aims to analyze the world of social ventures. As the world is facing a growing number of social issues, students need to understand how they can maximize social impact during the growth stage of a start-up while ensuring financial sustainability.Through studying cases of entrepreneurs from Japan and around the world, students will familiarize themselves with various social business models and new types of solutions for today’s social issues.

SPECIAL COURSES

Social Venture Management

SESSION ATHEME: Introduction of social venture managementCASE: Muhammad Yunus & Grameen

SESSION BTHEME: Introduction of social venture management (Continued)CASE: Muhammad Yunus & Grameen (Continued)

SESSION ATHEME: Supporting growthCASE: Acumen Fund: Measurement in Impact Investing(A) (B)

SESSION BTHEME: Supporting growth (Continued)CASE: Playgrounds & Performance: Results Management at KaBOOM! (A) (B) (C)

SESSION ATHEME: Cause-analysis and concept building in its seed to early stage CASE: Hiroki Iwasa & GRA (General Reconstruction Association)

SESSION BTHEME: Cause-analysis and concept building in its seed to early stage (Continued)CASE: Mobile Banking for the Unbanked

SESSION ATHEME: Maximizing social impactsCASE: NPO Florence (2010)

SESSION BTHEME: Maximizing social impacts (Continued)CASE: NPO Katariba: Autonomy, Diversification, Cooperation, and Challenges

SESSION A & BTHEME: Business model development in its early to growth stage

CASE SESSIONS A: Eiju Hangai‘s Calling - Life as a Business-development Professional (Abridged) / Eiju Hangai’s Calling—Life as a Business Development Professional (H)

CASE SESSION B: Table For Two International

SESSION ATHEME: Overall review and exerciseCASE: How to Change the World: Social Entrepreneurs & the Power of New Ideas

SESSION BTHEME: Overall review and exercise (Continued)CASE: Commitment Sheet

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

48 SPECIALIZED

This course examines creativity from the lenses of strategy and leadership.Students will learn how to improve creativity on an individual level, bring out the creativity of their teams as leaders, build a design-driven organization, and critically appreciate how design can impact the world.

TECHNOVATE SPECIAL COURSES

Creative Leadership

SESSION ATHEME: Capacity building - Change agent & creativityCASE: Case Flash Forward: Disney-Pixar

SESSION BTHEME: Capacity building - Change agent & creativityCASE: Case Flash Forward: Disney-Pixar

SESSION ATHEME: Movement building - Creative collective and impactCASE: N/A

SESSION BTHEME: Movement building - Creative collective and impactCASE: N/A

SESSION ATHEME: Team building - Creative team and co-creationCASE: Creativity in Design: Experimenting and Innovating at TeamLab Japan

SESSION BTHEME: Team building - Creative team and co-creationCASE: Creativity in Design: Experimenting and Innovating at TeamLab Japan

SESSION ATHEME: Community building - Creative collaboration and cultureCASE: WeWork

SESSION BTHEME: Community building - Creative collaboration and cultureCASE: WeWork

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit


This course aims to provide students with a solid understanding of the biotech industry. Designed for those who are interested in the biotech field, students will learn to examine the market challenges that both startups and established companies face, mainly in the healthcare and pharmatech industries, and be able to identify new opportunities to strategically drive innovation in these areas.


Digital Biotech Innovation

SESSION ATHEME: Introduction to the biotech and healthcare industriesCASE: Neurotrack & the Alzheimer’s Puzzle

SESSION BTHEME: Introduction to the biotech and healthcare industriesCASE: Neurotrack & the Alzheimer’s Puzzle

SESSION Atheme: Presentation and macro-environment (government, politics and laws) in biotech managementCASE: Healthcare.gov: The Crash & the Fix

SESSION BTHEME: Presentation and macro-environment (government, politics and laws) in biotech managementCASE: Healthcare.gov: The Crash & the Fix

SESSION ATHEME: Innovation in biotech startupsCASE: Resilience at Intermune: A Journey Through the Valley of the Shadow of Death

SESSION BTHEME: Innovation in biotech startupsCASE: Resilience at Intermune: A Journey Through the Valley of the Shadow of Death

SESSION ATHEME: Innovation in established biotech companiesCASE: Amgen: Pursuing Innovation & Imitation?

SESSION BTHEME: Innovation in established biotech companiesCASE: Amgen: Pursuing Innovation & Imitation?

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit

50 SPECIALIZED

This course introduces students to the current cutting-edge marketing psychology and its application in real-world digital campaigns.At the end of the course, students will be able to understand the role of emotional memory and social motivations in brand awareness & recall, as well as the importance of value co-creation in marketing planning, design, and execution.


Digital Marketing Psychology

SESSIONS A&BTHEME: Introduction to marketing psychology CASE: Consumerology: The Market Research Myth, The Truth About Consumers, and The Psychology of Shopping / The Dark Knight ARG Launch Campaign

SESSIONS A&BTHEME: Purchasing, brand loyalty and build habitsCASE: Consumerology: The Market Research Myth, the Truth About Consumers, and the Psychology of Shopping / How Customers Get Hooked on Products / Predictably Irrational - basic human motivations

SESSIONS A&BTHEME: Neuromarketing - Inside the mind of the consumerCASE: Understanding the Psychology of Twitter / Neuromarketing: Inside the Mind of the Consumer / Thinking, Fast and Slow

SESSIONS A&BTHEME: Identity, society and the digital-tribe mentality in marketingCASE: Consumer Culture and Postmodernism / How Games Move Us: Emotion by Design

SESSIONS A&BTHEME: Improving brand recognition and recallCASE: Something in the Air / The Man Your Man Could Smell Like / Is There a Buy Button Inside the Brain

SESSIONS A&BTHEME: Group presentation and the psychology of artificial intelligence in marketing CASE: Designing with the Mind in Mind / Big Data: A revolution that will transform

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits


This course introduces the new wave of innovation that characterizes today’s business world and the interdependency of innovation and emotional intelligence.Through the learning and application of specific methodologies, students will understand how innovation is constantly evolving, how to embrace uncertainty to enhance their emotional intelligence, and how the increasing role of emotional engagement with customers obliges leaders to redefine the way they deliver innovation.


Emotion-Driven Innovation

SESSION ATHEME: Innovation today CASE: Corporate Innovation in the Fifth Era / One quarter of GDP is persuasion

SESSION BTHEME: The role of emotions and emotional intelligence on innovationCASE: The Significance of Emotional Intelligence on the Innovative Work Behavior of Managers as Strategic Decision Makers

SESSION ATHEME: The lean comfort zone scale (LCZ) & emotional intelligence at workCASE: Emotional Intelligence at Work

SESSION BTHEME: The Avanti caseCASE: Multi-Cultural Leadership Workshop: The Avanti Case

SESSION ATHEME: The five elements of emotional intelligence: Self-awareness & self-regulationCASE: Self-Awareness, Influence, and Partnerships / What Does Self-Regulation Have to Do with Emotional Intelligence

SESSION BTHEME: The five elements of emotional intelligence: EmpathyCASE: Most Leaders Don’t Even Know the Game They Are in

SESSION ATHEME: The role of big data & new technologies driving EI in innovationCASE: Corporate Innovation in the Fifth Era

SESSION BTHEME: The LCZ scale & applied innovationCASE: Corporate Innovation in the Fifth Era

SESSION ATHEME: The role of social skills in emotional intelligence and the emotional distanceCASE: Interpersonal Skills in the Workplace

SESSION BTHEME: The role of motivation in EICASE: Intrinsic Motivation - A Case Study in Nursery

SESSION ATHEME: Group presentationCASE: N/A

SESSION BTHEME: Group presentation (Continued)CASE: N/A

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

52 SPECIALIZED

This course is designed to equip students with global perspectives towards entrepreneurship, analyzing how different social norms, government regulations, economic environment, corporate cultures, and personal behaviors affect entrepreneurship. Students will learn how to identify venture investment sources and processes in different regions and consequently formulate adequate strategies in their local markets.


Entrepreneurship Without Borders

SESSION ATHEME: Global entrepreneurship - New opportunities, new challengesCASE: The Global Entrepreneur /Entrepreneurship Goes Global

SESSION BTHEME: The “human side” of entrepreneurship CASE: Apple’s Core

SESSION ATHEME: Cross-border business plan presentationCASE: N/A

SESSION BTHEME: Cross-border business plan presentationCASE: N/A

SESSION ATHEME: From an idea in Europe to an IPO in the USCASE: Zipcar: Refining the Business Model / How Fast Can This Thing Go, Anyway?

SESSION BTHEME: Developing a winning global business modelCASE: Uber and Stakeholders: Managing a New Way of Riding / Where Uber Is Winning the World, and Where It Has Lost

SESSION ATHEME: Innovations from ChinaCASE: Xiaomi: Designing an Ecosystem for the “Internet of Things” / Mindsets For Thinking about Innovation in - And Competition from - China

SESSION BTHEME: Going global - Challenges and opportunities in practiceCASE: Xiaomi: Entering International Markets / The Chinese Phone Giant that Beat Apple to Africa

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit


This course approaches the main strategic elements and best practices to understand the paradigm shift driven by the Internet of Things (IoT) toward the Fourth Industrial Revolution and the development of Industry 4.0 strategies.Students will be guided through the process of analysis, planning, and implementation of innovative digital business and operation strategies from a practical business point of view.


Industry 4.0

SESSION ATHEME: Introduction to IoT, industry 4.0CASE: Welcome to The Fourth Industrial Revolution

SESSION BTHEME: Introduction to IoT, industry 4.0CASE: Welcome to The Fourth Industrial Revolution

SESSION ATHEME: Group presentationCASE: N/A

SESSION BTHEME: Group presentationCASE: N/A

SESSIONS A&BTHEME: Digital business transformation, strategic choices: Digital enterprise, smart factory, intelligent robots, etc.

CASE: Building the Digital Manufacturing Enterprise of the Future at Siemens

SESSION ATHEME: Supply chain management 4.0CASE: The Predominant Role of it as a Competitive Global Scm Strategy for Roland Dg Corporation, a Japanese Manufacturing Company

SESSION BTHEME: Supply chain management 4.0CASE: The Predominant Role of it as a Competitive Global Scm Strategy for Roland Dg Corporation, a Japanese Manufacturing Company

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit

54 SPECIALIZED

This course introduces the concept of global virtual teams and how to communicate and collaborate effectively in a virtual workspace while leveraging the latest technology to drive innovation.Students will explore the different social dynamics of remote work. By the end of the course, participants will have gained the knowledge and skills required to work effectively with their colleagues from around the world.


Innovation through Virtual Teams

SESSION ATHEME: Get virtual teams right - Human factors and technologyCASE: Virtual Teams at Ivey

SESSION BTHEME: Get virtual teams right - Human factors and technologyCASE: Getting Virtual Teams Right / What Managers Need to Know About Social Tools?

SESSION ATHEME: Group presentation and the future of workCASE: N/A

SESSION BTHEME: Group presentation and the future of workCASE: The Third Wave of Virtual Work

SESSION ATHEME: Virtual collaboration and communicationCASE: Tip of the Iceberg

SESSION BTHEME: Virtual collaboration and communicationCASE: How to Collaborate Effectively If Your Team Is Remote? / How to Give a Webinar Presentation?

SESSION ATHEME: Driving innovation projects on global virtual teamsCASE: Innovation through Collaborative Partnerships: Creating The MSN News For iPad App at VanceInfo Technologies

SESSION BTHEME: Driving innovation projects on global virtual teamsCASE: How to Build Trust on Your Cross-Cultural Team?

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit


In this course, students learn how leaders can empower their teams to make analytics-based business decisions with real-time, actionable insights, and lead the digital transformation in their organizations. By the end of the course, students will be able to identify problems worth solving with data, gain leadership support and team buy-in, and work with external experts to achieve business objectives.


Leading Big Data Strategy

SESSION ATHEME: The strategic technology industry environmentCASE: Alibaba Group: Technology, Strategy, and Sustainability

SESSION BTHEME: The strategic technology industry environment (Continued)CASE: Alibaba Group: Technology, Strategy, and Sustainability

SESSION ATHEME: The project management execution excellenceCASE: Building IBM Watson: Not So Elementary, My Dear! (Abridged)

SESSION BTHEME: Group presentationCASE: N/A

SESSION ATHEME: The big data organizational transformationCASE: Digitalization at Siemens

SESSION BTHEME: The big data organizational transformation (Continued)CASE: Digitalization at Siemens

SESSION ATHEME: The team leadership challengesCASE: Belk: Towards Exceptional Scheduling

SESSION BTHEME: The team leadership challenges (Continued)CASE: Belk: Towards Exceptional Scheduling

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit

56 SPECIALIZED

This course aims to help students think and act differently to achieve game-changing transformations in their organizations through the analysis of the success stories of tech giants such as Google, Amazon, Uniqlo, Softbank, etc.By the end of the course, students will acquire the mindset, leadership, tools, technologies, and strategies required to achieve radical transformation.


Moonshot Transformation

SESSION ATHEME: Moonshot thinking, mindset & leadershipCASE: Goodbye Linear Thinking. Hello Exponential!

SESSION BTHEME: Moonshot thinking, mindset & leadershipCASE: Goodbye Linear Thinking. Hello Exponential!

SESSION ATHEME: Final group presentation: Take off your moonshot transformation planCASE: N/A

SESSION BTHEME: Final group presentation: Take off your moonshot transformation planCASE: N/A

SESSION ATHEME: Exponential organizationCASE: Hyperloop One

SESSION BTHEME: Exponential organizationCASE: Hyperloop One

SESSION ATHEME: Execution of moonshot transformation strategiesCASE: High-tech Start-ups in Japan

SESSION BTHEME: Execution of moonshot transformation strategiesCASE: High-tech Start-ups in Japan

Day 2 Day 1

Day 4

Day 3


Elective course


1.0 credit


This course introduces students to the essence and most important applications of robotics and artificial intelligence in business through the industrial, mobility, and consumer areas. Students will learn how to integrate robotics and AI technology into business models, design new products or services, and transform processes to achieve greater efficiency, better customer experiences, and social prosperity.


Robotics and AI Business Innovation

SESSION ATHEME: IntroductionCASE: Collaboration, from the Wright Brothers to Robots

SESSION BTHEME: Industrial robotics (Past and current uses of robotics)CASE: KUKA AG: Planning for the Future of Automation

SESSIONS A&BTHEME: Mobility robotics (Optimization/disruption of value chain and business models through robotics)

CASE SESSION A: Reinventing E-Commerce: Amazon’s Bet on Unmanned Vehicle Delivery

CASE SESSION B: Hard Questions on Our Transition to Driverless Cars

SESSION ATHEME: Introduction to artificial intelligenceCASE: What is Neural Network / Three reasons to go deep in Deep learning / Deep Learning Matters for One Simple Reason / Software 2.0

SESSION BTHEME: Introduction to artificial intelligenceCASE: Future-Proof Your Startup /How to Build an AI Moat

SESSION ATHEME: Consumer robotics (Changing people’s lives through robotics)CASE: Sony AIBO: The World’s First Entertainment Robot

SESSION BTHEME: Consumer robotics (changing people’s lives through robotics)CASE: Smarter, Smaller, Safer Robots

SESSIONS A&BTHEME: Applications of artificial intelligenceCASE: Artificial Intelligence & the Machine Learning Revolution in Finance: Cogent Labs & the Google Cloud Platform (GCP)

SESSION ATHEME: Group presentation and 3D printing (New form of manufacturing through robotics)CASE: Formlabs: Selling a New 3D Printer

SESSION BTHEME: Group presentation and 3D printing (New form of manufacturing through robotics) CASE: Future-Proofing Your Job From Robots: Technology & Employment

Day 2 Day 1

Day 4 Day 5 Day 6

Day 3


Elective course


1.5 credits

58 SPECIALIZED

Sumitomo Fudosan Kojimachi Bldg.,5-1 Niban-cho, Chiyoda-ku,Tokyo, Japan 102-0084

[email protected] +81 3 5275 3850

www.globis.ac.jp

GLOBIS University English MBA Programs

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