ICS , Graduate School of International Corporate Strategy
[Term 3 & 4] Entrepreneurial Management (M. Korver) (2009/Term 3&4 (Spring&Summer))
This course covers the process of identifying and assessing entrepreneurial opportunities, then conceptualizing and planning an enterprise tasked to capitalize on such an opportunity. Students will work in teams to pick an attractive entrepreneurial opportunity (viz., a new technology, new business area, or innovation in an existing market) and develop a business plan, working through issues of opportunity identification and analysis, management team-building and organization, competitive strategy, marketing and sales, and identifying and obtaining necessary resources. We will introduce frameworks necessary to identify and analyze entrepreneurial opportunities and the elements of companies that can quickly define and dominate an existing or new category of business through innovative strategies or disruptive technology.
Course Structure
The course is designed to provide students with the opportunity to gain practical knowledge in how to identify entrepreneurial opportunities and, with limited resources, transform them into successful enterprises. This knowledge will be gained by:
(1) Studying cases of both successful and unsuccessful entrepreneurial ventures
(2) Learning about and applying analytical frameworks to issues commonly faced by entrepreneurs
(3) Examining in detail what a business plan is designed to do, what it contains, how it is developed and written, what are its uses, how to analyze and evaluate the business plan, and what investors look for in a business plan
(4) Providing an environment where students can collaborate to create their own winning business plans as members of entrepreneurial management teams
(5) Interacting with business plan contest judges and hands-on faculty who have deep and recent experience starting and building companies
Teaching Method
The course consists of two sections. Term 3 (Spring) will primarily cover the items (1) through (3) in the previous paragraph and will culminate in a mid-term examination. Term 4 (Summer) will primarily cover items (4) and (5) and will culminate in a business plan competition. Accordingly, the first section consists of regularly scheduled sessions with a mixture of case studies, lectures, and class discussion. Term 4 (Summer) consists of out-of-class collaboration by the team members on development of a business plan with periodic feedback from the faculty. In addition, guest lectures may be scheduled from time-to-time. The details of the business plan competition will be announced during the first class.
Tags: competition, contest, course, culminate, Entrepreneurial, Examination, experience, Graduate School of International Corporate Strategy, Hitotsubashi University, ICS, identification, Interacting, International, management, marketing, MBA, opportunity, plan, process, Structure, technology
Category : Graduate School of International Corporate Strategy
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Strategic Entrepreneurial Growth
International Business Management focuses on the strategic management of firms engaged The course explores the opportunities and challenges that are involved with entrepreneurial growth. It will provide students with a series of concepts, frameworks, and tools that can be used to manage starting and growing an entrepreneurial business and to anticipate and deal with the challenges that accompany those entrepreneurial activities. Topics include identifying opportunities, assembling resources, preparing the organization for growth, and formulating growth strategies. In this process, the course examines the various growth issues confronting new ventures over their life cycle as well as the challenges
ICS , Graduate School of International Corporate Strategy
[Term 3 & 4] Entrepreneurial Management (M. Korver) (2009/Term 3&4 (Spring&Summer))
This course covers the process of identifying and assessing entrepreneurial opportunities, then conceptualizing and planning an enterprise tasked to capitalize on such an opportunity. Students will work in teams to pick an attractive entrepreneurial opportunity (viz., a new technology, new business area, or innovation in an existing market) and develop a business plan, working through issues of opportunity identification and analysis, management team-building and organization, competitive strategy, marketing and sales, and identifying and obtaining necessary resources. We will introduce frameworks necessary to identify
ICS , Graduate School of International Corporate Strateg
The Graduate School of International Corporate Strategy (ICS) offers students the opportunity to earn an MBA degree in International Business Strategy at Hitotsubashi University. In order to meet the requirements of an MBA degree, students must take a minimum of 66 credits during the First Year. This requirement applies to students in both the One-Year Program and the Two-Year Program at Hitotsubashi ICS.
Course work in the MBA program consists of two-credit or four-credit courses. Individual classes are 120 minutes in duration. Therefore, typically, a two-credit course is a four-month-long course that meets once
The DBA Program
The Graduate School of International Corporate Strategy (ICS), Hitotsubashi University, began offering a doctoral degree program for business executives in October 2002. The Doctor of Business Administration (DBA) program, which is conducted in English and designed to provide business executives with doctoral-level education, is available at the university's campus in Chiyoda-ku, Tokyo.
Hitotsubashi ICS offers a DBA degree rather than a PhD (Doctor of Philosophy) degree, because a DBA program places more emphasis on business problem-solving and its practical implications, while a PhD degree is intended to provide the necessary theoretical and scientific foundation for an academic career.
The
ICS , Graduate School of International Corporate Strategy
[Term 4] Venture Capital (M. Korver) (2009/Term 3&4 (Spring&Summer))
The objective of this course is to provide an overview of entrepreneurial finance from the differing perspectives of institutional investors, venture capitalists, and entrepreneurs. By “entrepreneurial finance” (or venture capital), we mean the provision of growth capital in the form of an investment in the equity (stock) of privately-held companies at various stages of development. The term “entrepreneurial finance” is used in the course title to distinguish this course from “corporate finance.” Corporate finance is commonly taught with reference to the markets for publicly traded
ICS , Graduate School of International Corporate Strategy, Course ,MBA , Hitotsubashi University,
[Term 3] Execution Management (H. Kanno) (2009/Term 3&4 (Spring&Summer))
To deliver results, senior management needs to accomplish two things: (1) develop an effective strategy, and (2) execute the strategy effectively. The instructor, who worked as a management consultant for 17 years, has observed “execution failures” many times in a wide range of companies and industries —however right the strategy is, sometimes you fail to deliver the expected result because you fail to execute the strategy. Or, if the strategy is such that you cannot execute it effectively, is the
Entrepreneurship and New Business
An introduction to strategies for management of new business from an innovation viewpoint. Case studies in new business will be used to develop skills in proposing new ideas, screening, feasibility studies, and ultimately production of a complete business plan. The concept of entrepreneurship and practical skills for running a new business will be presented in this subject. Students will gain an understanding of the roles of entrepreneurial managers in developing new business opportunities and creating new management practices.
ICS , Graduate School of International Corporate Strategy
[Term 1] Marketing (Y. Fujikawa) (2008/Term 1&2 (Fall&Winter))
“Because the purpose of business is to create a customer, the business enterprise has two – and only two – basic functions: marketing and innovation. Everything else is an expense.” (Drucker 1954)
“Marketing is much too important to leave to the marketing department ...In a truly great marketing organization, you can't tell who’s in the marketing department. Everyone in the organization has to make decisions based on the impact on the customer.” (David Packard, in Kotler 2003)
Marketing, which takes customers’ perspectives to heart, is so fundamental to
Private Equity & Venture Capital
Anywhere in the world, mobility of people, technology, and money are behind the creation of new entrepreneurial firms. Venture capitalists are more and more willing to pick-up these opportunities locally, with their strategic decisions on industry sectors and geographic focus shaping the venture business of the next five-ten year. The Asia-Pacific region, with its fastest growing economies, buoyant stock-markets and huge market-places, could be find itself at the centre of a new wave of venture-funding.
�gPrivate Equity & Venture Capital�h course aims at addressing the fundamentals underlying this phenomena, analysing the industry from an Asia-Pacific region
Hong Kong University of Science and Technology (HKUST)
In 1998 two of the world’s leading universities united with a common goal: to foster a new network of leaders with global insights and local sensitivities.
The Kellogg–HKUST Executive MBA program is the result of this joint venture.
From the beginning, strict parameters were established to assure the success of the program. Students are required to be mature senior executives able to demonstrate academic and real world business achievement.
Faculty is handpicked for their ability to constantly stimulate, inspire and challenge their sophisticated students.
The program was designed to take the students out of their comfort zones
Introduction
Founded by the Li Kashing Foundation, the Cheung Kong GSB MBA Program is committed to providing a high quality business education to future business leaders both in the Greater China region and around the world.
We pride ourselves on our diverse and highly qualified student body. Admission is highly competitive.
A typical Cheung Kong MBA student is an ethical, intellectually curious, creative individual with leadership potential, management talent and professional expertise. Our graduates are committed to making a significant contribution to society.
In specific, we aim to develop graduates with:
Innovative and entrepreneurial spirits
Leadership and integrity
Global perspective and China knowledge
A high sense of social
Courses
For IMBA program, functional subjects are available for selection. Please note: the exact list of courses may be different than the courses listed below. However, this list should provide a good indication to the type of courses offered in the IMBA program each academic year.
Management Teamwork and Communication (2008 Fall)
Management Literature Reading and Presentation (2008 Fall)
International Human Resources Management (2008 Fall)
Financial Accounting (2008 Fall)
Managerial Economics (2008 Fall)
Operation Management (2008 Fall)
International Marketing (2008 Fall)
Entrepreneurial Management (2008 Spring)
Macroeconomics and Public Policy (2008 Spring)
Information Technology (2008 Spring)
Data Model and DecisionMaking (2008 Spring)
Managerial Accounting (2008 Spring)
Corporate Finance (2008 Spring)
Multinational Strategic Management (2008 Spring)
Project Management
The Executive MBA Program School Algerian affairs is aimed at executives with high growth potential and entrepreneurs. It provides a relevant answer to the training needs of Algerian enterprises in the context of globalization of trade. Organized as a 3-day seminars held every 3 weeks, it is perfectly balanced and suited to the pursuit of an occupation.
Implementation of the program
This program takes place over a total period of 18 months, in line with international standards. It includes:
480 hours of instruction in four core competencies
A study tour of 10 days in France (Marseille and Paris)
A project consultant, developed throughout the school
FB2801 Experiencing Hong Kong
Course Aims & Objectives:
The aims of this course are to enhance students understanding of the formation of cultures and subcultures; awareness of the formation of Hong Kong culture and it's subcultures. Upon completion of the course, students should have gained:
First hand experiences of different aspects of Hong Kong culture
Insights on the development of Hong Kong's many subcultures, and how they affect the livelihood of Hong Kong people
Perception of the cultural development of Hong Kong in the future
Units: 1
Level: A/B
Keyword Syllabus:
Concepts and definitions of culture and the making of Hong Kong culture. The power of media in the
ICS , Graduate School of International Corporate Strategy
[Term 3] Service Management (Y. Fujikawa) (2009/Term 3&4 (Spring&Summer))
This course is designed for future business leaders who seek opportunities in the fastest-growing sector in the world economies. Today, the service sector accounts for 60-80% of the GDP among many developed countries, and services’ role is ever growing in many of the emerging economies in Asia and beyond. This global trend toward a service economy is driven not only by the growth of the service industries (including, but not limited to, education, entertainment, finance, health care, hospitality, IT-based, and retail) but also the expansion