MBA Online

Graduate School of Business Sciences at University of Tsukuba
Operations Management (OM)

By using quantitative analysis techniques such as statistical analysis and optimization, this program seeks to nurture professionals capable to conduct the evaluation, analysis, and decision-making processes which are necessary for business or the implementation of business operations management. Quantitative analysis techniques include theories such as data collection and analysis, evaluation, prediction, decision-making, and model analysis, as well as methods for applying these theories and techniques to problem solving. For business operations, students can learn management theories and practices in several business areas, such as production management, logistics, quality management, and risk management. By either focusing on one of these two subjects or balancing both (depending on their research or interests), students can systematically understand comprehensive business processes from planning to implementation.
[Example Research Subjects]
Econometric Analytic Analysis Approach to the Correlation Between Management and IT
Inference Concerning Missing Items from Panel Data Using Covariance Structure Analysis
Research on Multipurpose Network Planning Problems with Different Types of Objective Functions
Research on an Intellectual Property (IP) Valuation Model in the Semiconductor Industry
Development of a Project Valuation Method for Pharmaceutical R&D
Research on Urban Infrastructure Improvements Using the TIF
Research on a Shopping Center Launch Plan from the Developer’s Perspective
Building a Continuous Connection Internet Service Provider Migration Model
Application of the Systems Approach to IT System Security Management
Proposal of Measures for Improving the Organizational Capacity to Address Medical Risks

Marketing Research
Systematic planning, implementation and analysis of market research surveys will be presented in this course, which will include training in market testing, sales projections, evaluation of promotional campaigns, etc.

ICS , Graduate School of International Corporate Strategy

[Term 4] Brand Management (S. Akutsu) (2009/Term 3&4 (Spring&Summer))

This is an advanced marketing elective course that focuses on the development and implementation of brand management. Managers in charge of a brand(s) face many challenges, such as (1) developing brand strategies that synthesize internal resources and competitive strategy, (2) clarifying brand philosophies, (3) generating and motivating brand identities, (4) understanding the brand images of key customers in depth, (5) communicating brand identities effectively with customers, (6) designing a comprehensive brand architecture, (7) developing and implementing brand building programs, (8) evaluating brand’s value conceptually and quantitatively, and (9) managing brands over time and across cultures.

The goal of this course is to provide students with concepts, theories, models, and methods that will help resolve these challenges. It is complementary to the database-marketing elective as it places more emphasis on concepts and theories, while the database-marketing course stresses empirical methods and quantitative data analysis.
Course Structure

In the first class, the course overview is provided. Fundamental questions concerning brand are discussed such as (1) what is brand, (2) why it is important, (3) to whom it is important, (4) when it is important, (5) where it is important, how to build it, and who should be in charge. Guidelines for the group project are also provided.

Thereafter, the course is structured in three modules. The first module introduces key concepts and models of brand management. In particular, it closely examines different conceptualizations of brand equity and brand identity. Insights and implications each conceptualization conveys, as well as other related concepts, are discussed. A variety of measurement models and scales of brand equity are also introduced.

The second module covers the basic models of brand strategy and branding, as well as their relationships with organizational capabilities and market opportunities. Organizational capabilities of brand building are identified and their roles are discussed. Akutsu and Ishida’s Context Branding Model is introduced as a frame of branding that has been developed and proven in the Japanese and other overseas markets.

The third module covers brand portfolio strategy and other advanced topics of brand strategy and branding. David A. Aaker’s Brand Portfolio Model is introduced and its relation to Context Branding Model is discussed. Other topics include branding nations and branding in Asia.
Teaching Method

While this course consists primarily of case discussions, lectures, videos, and guest speaker sessions are combined to effectively teach both theory and practice. Due to the nature of this advanced elective course, students are expected to enthusiastically prepare for and participate in the class. Students have an opportunity to present the outcome of their group project in a later session.

ICS , Graduate School of International Corporate Strategy

[Term 2] Organizational Capability (K. Kusunoki) (2008/Term 1&2 (Fall&Winter))

Organizational Capability is positioned as an extension of the Competitive Strategy course with an aim to provide students with an integrative understanding of how to gain and sustain competitive advantage. Organizational Capability is well paired with Competitive Strategy as they are two sides of the same coin. Both courses are concerned with gaining and sustaining competitive advantage. The two courses, however, differ in perspective. Competitive Strategy is fundamentally a matter of effective positioning that differentiates a firm from competitors, and is based on a sophisticated understanding of external factors, such as industrial structure.

On the other hand, the perspective of Organizational Capability focuses on internal contexts of competitive advantage. Effective positioning alone is not sufficient to gain and sustain competitive advantage. There are two main routes to competitive advantage: SP (Strategic Positioning) and OC (Organizational Capability), and this course focuses on the latter route.

With these issues in mind, the course will push you to understand how a firm can fully exploit the potential advantage of differentiated strategic positioning. Theoretical aspects of the course are based on recent developments in the capability- (or resource)-based view of the firm. Since knowledge is the crucial ingredient for firm-specific, costly-to-imitate organizational capabilities, the course has substantial linkage to Knowledge Management.

Students who will take this elective course should recognize that this course is not about specific skills and tools for strategy formulation and implementation, but about a perspective to deepen understanding of strategy and competitive advantage. The capability side of competitive strategy is a new and emerging arena of strategy thinking, relative to the positioning-based strategy taught in Competitive Strategy. Different from positioning-based strategy, there are no common, well-developed concepts and frameworks for analyzing organizational capability like Five Force, Value Chain, and so forth. Furthermore, the idea of organizational capability mainly focuses on intangible aspects of competitive advantage, which are difficult to express as fully explicit knowledge. Nevertheless, I believe that Organizational Capability will provide tangible power as a useful heuristic to cultivate more comprehensive understanding of how and why a company can gain and sustain competitive advantage.
Teaching Method

The sessions are primarily case-based. Some cases will be discussed in the traditional manner of case discussion. Given the emerging nature of capability-based strategy, however, some sessions will use cases as supplements or illustrations for interactive lectures. The course will include one presentation session from groups of students.

Since there are no “standard” textbooks on capability-based strategy, this course will not use a particular textbook. Instead, the course uses some chapters from the following book as reading materials:

Saloner, G., Shepard A., & Podolny, J. (2001). Strategic management. New York: John Wiley
& Sons.

Since the course will directly touch only some chapters from the book, copies of the selected chapters to be used in the class will be included in the course binder. However, I strongly recommend that students buy this book because it is very good at creating a bridge between the capability view and positioning view of strategy. In addition, I will deliver some readings in the classroom that will be helpful as supplements to the topics and issues covered in this course.

MFIN7009
Financial Engineering
7
Zhang, Jin
General Information
Financial engineering is the design, development, and implementation of innovative financial products and of financial processes in the major market segments of currency, interest rates, equities, and commodities, for trading, investment, hedging, and risk management, using methods developed in finance, economics, mathematics, physics, and computational science. Potential topics include, but are not limited to, credit risk derivatives, insurance derivatives, exotic derivatives, volatility calibration, implementation of trading systems using Reuters, and advanced term structural models.
Extra Information
Prerequisite:

Mathematical Techniques of Finance I

Industry Analysis (EKM 3410)

This course is designed to sharpen students’ capability to analysis the industry as a basis of strategy formulation. The aim of the course is to enhance students’ understanding of the industry structure and characteristics, the key success factors and driving forces in the evolution of the industry, and the analysis of their impacts on strategy formulation and implementation.

Human Resource Management (EKM 2410)

This course discusses all aspects of managing human resource as a primary source of sustainable competitive advantage. It provides an understanding of HRM concepts, methods, and techniques with particular focus on HRM functions as business partners in strategic decision-making process and its implementation. All functions of HRM such as planning, recruitment and selection, training and development, career management, performance appraisal, compensation management, HR audit are discussed from strategic and technical perspectives. Two primary learning objectives of this course are: (1) to provide participants with an in-depth knowledge of effective HRM concepts, methods, and techniques, and (2) to give an appreciation of learning the role of HRM in developing sustainable competitive advantage, especially in executing strategies and facilitating the process of change or organization transformation.

Systems Analysis And Design Methods (EKA 4404)

This course covers the practical aspects of the development of information systems, including fundamentals of system development, system planning and analysis, system design, system implementation, and system support and related activities. Among the materials covered are the concept and implementation of system design and analysis for business organization, and aims to provide the necessary knowledge for developing business applications.