日本語 English
| 開講年度/ Academic YearAcademic Year |
20252025 |
| 科目設置学部/ CollegeCollege |
GLAP/GLAPGLAP |
| 科目コード等/ Course CodeCourse Code |
OW063/OW063OW063 |
| テーマ・サブタイトル等/ Theme・SubtitleTheme・Subtitle |
|
| 授業形態/ Class FormatClass Format |
対面（全回対面）/Face to face (all classes are face-to-face)Face to face (all classes are face-to-face) |
| 授業形態（補足事項）/ Class Format (Supplementary Items)Class Format (Supplementary Items) |
|
| 授業形式/ Class StyleCampus |
講義/LectureLecture |
| 校地/ CampusCampus |
池袋/IkebukuroIkebukuro |
| 学期/ SemesterSemester |
春学期/Spring SemesterSpring Semester |
| 曜日時限・教室/ DayPeriod・RoomDayPeriod・Room |
月4/Mon.4 Mon.4 , 金4/Fri.4, Fri.4 ログインして教室を表示する（Log in to view the classrooms.） |
| 単位/ CreditsCredits |
44 |
| 科目ナンバリング/ Course NumberCourse Number |
GLA2401 |
| 使用言語/ LanguageLanguage |
英語/EnglishEnglish |
| 履修登録方法/ Class Registration MethodClass Registration Method |
自動登録/Automatic RegistrationAutomatic Registration |
| 配当年次/ Assigned YearAssigned Year |
配当年次は開講学部のR Guideに掲載している科目表で確認してください。配当年次は開講学部のR Guideに掲載している科目表で確認してください。 |
| 先修規定/ Prerequisite RegulationsPrerequisite Regulations |
|
| 他学部履修可否/ Acceptance of Other CollegesAcceptance of Other Colleges |
履修登録システムの『他学部・他研究科履修不許可科目一覧』で確認してください。 |
| 履修中止可否/ Course CancellationCourse Cancellation |
×（履修中止不可/ Not eligible for cancellation） |
| オンライン授業60単位制限対象科目/ Online Classes Subject to 60-Credit Upper LimitOnline Classes Subject to 60-Credit Upper Limit |
|
| 学位授与方針との関連/ Relationship with Degree PolicyRelationship with Degree Policy |
各授業科目は、学部・研究科の定める学位授与方針（DP）や教育課程編成の方針（CP）に基づき、カリキュラム上に配置されています。詳細はカリキュラム・マップで確認することができます。 |
| 備考/ NotesNotes |
This course aims to provide an overview of international business, by linking contemporary marketing theories and business cases. The early part of this course will introduce the key concepts relevant to modern international business, and the latter part will provide an opportunity to apply analytical models to real case studies. This course will also improve your oral presentation and group work-related professional skills. During the case presentation, presenters will make strategic decisions as business consultants, and other students will critically asses their strategies as business owners.
This course will strongly encourage discussions for active learning and critical thinking. Try to apply the theories and concepts learned during the classes to the case studies from the course materials, and other actual cases around us.
This course introduces the real business cases to learn about the practices of international business, and offers a chance to students to become professional consultants with the actual business cases. In addition to learning basic concepts and trends of international business, students will be studying 10 business cases from Harvard Business School (HBS) and MIT Sloan School of Management. The cases will cover topics of international business such as but not limited to global entrepreneurship and strategy, market entry and positioning, leadership and entrepreneurship, technology and innovation, and sustainability.
Lesson 1-5: Lectures on international business
Lesson 6-9: Introduction to Case Studies (2 cases reviewed together)
Lesson 10-18: First group of cases (Zipcar, Formula 1, Playstation 3, First Solar)
Lesson 19-28: Second group of cases (DC Public Schools, NWSL, Nissan, Managed by Q)
Before class, students are expected to have read the assigned business case (and assigned chapter(s) from the textbook, as recommended reading). Please feel free to bring laptops for in class group work. For a high class participation grade, comments should reflect a strong understanding of the class material. This means that students should carefully read the cases, take notes as you read through, and prepare for some questions or discussion topics beforehand. The instructor will provide feedback to every comment or question raised by a student during the case discussion, and invite follow-up comments and questions from other students.
Case presentations: Each group needs to read and analyze the issues in their assigned case thoroughly and will be required to make a presentation (two group presentations in a semester, with different groups). Each team will create a 20-25 minutes’ presentation of their findings for the class. After the presentation, classmates will have an opportunity to ask questions for 15-20 minutes. Presenters will receive feedbacks on the contents and style of presentation from the instructor.
| 1 | Course Introduction (Chapter 1) ・Review of Marketing Strategies, Concepts of International Management ・Individual & group preparation for class |
| 2 | International Trade Theory & FDI (Chapter 2) ・Comparative advantage, Factors of production, Relative price, Heckscher-Ohlin theory, International investment |
| 3 | Foreign Exchange (Chapter 7) ・Currency, Foreign exchange, Global capital |
| 4 | Global Innovation (Chapter 13) ・R&D, IPR, Types of innovation |
| 5 | International Business Strategy (Chapter 10) & Introduction to Case Analysis ・Background of international business strategy ・What is a case? Guideline for the case discussion |
| 6 | Global Entrepreneurship & Strategy (Chapter 10) ・Explore how the local business and consumer environments affect the ability of a firm in a developing market to copy a western “best practice.” ・How to read a case study with in-class reading: E-commerce at Yunnan Lucky Air (MIT Sloan) |
| 7 | Global Entrepreneurship & Strategy ・Discussion: SWOT Analysis & Growth Options ・Group formation for group presentations 1-4 |
| 8 | Market Entry & Positioning in the International Market (Chapter 8) ・Explore strategic decisions under a fierce international competition ・How to read a case study with in-class reading: Airborne Express (HBS) |
| 9 | Market Entry & Positioning in the International Market ・Discussion: SWOT Analysis & Perceptual Mapping |
| 10 | Review of the 1st group of cases ・Discussion for group presentation |
| 11 | Entrepreneurship ・Highlight the challenges and trade-offs entrepreneurs face in launching new venture ・Discussion: “Robin Chase, Zipcar and an Inconvenient Discovery” (MIT Sloan) |
| 12 | Entrepreneurship: Student Presentation 1 ・Group presentation(s) on “Robin Chase, Zipcar and an Inconvenient Discovery” |
| 13 | Business Strategy for Entertainment Management ・Explore the sporting, commercial, and societal challenges facing a professional sports organization and how these challenges are interrelated ・Assess the strategies used to transform a sport into a global entertainment brand ・Discussion: “Formula 1: Unleashing the Greatest Spectacle on the Planet” (MIT Sloan) |
| 14 | Business Strategy for Entertainment Management: Student Presentation 2 ・Group presentation(s) on “Formula 1: Unleashing the Greatest Spectacle on the Planet” |
| 15 | Technology Strategy ・Illustrate how network externalities and complementary assets affect strategy and competition with the case of multimedia industry ・Discussion: “Sony's Battle for Video Game Supremacy” (MIT Sloan) |
| 16 | Technology Strategy: Student Presentation 3 ・Group presentation(s) on “Sony's Battle for Video Game Supremacy” |
| 17 | Sustainability and Innovation ・Determine competitive advantage by looking at costs and willingness to pay ・Understand substantial market shifts ・Illustrate the complexity of the energy industry, particularly PV solar power ・Discussion: “First Solar” (MIT Sloan) |
| 18 | Sustainability and Innovation: Student Presentation 4 ・Group presentation(s) on “First Solar” ・Group report 1 due |
| 19 | Preparation for the 2nd group of cases ・Group formation for group presentations 5-8 ・Review of key concepts of international business |
| 20 | Review of the 2nd group of cases ・Discussion for group presentation |
| 21 | Management in Public Administration ・Illustrate the utility of business practices in the society at large ・Explore the relation of management principles to nonbusiness goals ・Discussion: “Management Principles and the Washington, DC Public Schools” (MIT Sloan) |
| 22 | Management in Public Administration: Student Presentation 5 ・Group presentation(s) on “Management Principles and the Washington, DC Public Schools” |
| 23 | Leadership in the time of crisis ・Identify the leadership skills and strategies to turn a crisis situation into an opportunity for growth and innovation ・Assess the short- and long-term implications of the COVID-19 pandemic on a specific business. ・Discussion: “The National Women's Soccer League” (MIT Sloan) |
| 24 | Leadership in the time of crisis: Student Presentation 6 ・Group presentation(s) on “The National Women's Soccer League” |
| 25 | Supply chain management ・Identify how the company could recover from the disaster more rapidly ・Identify the factors behind rapid flexible supply allocation and production decisions ・Discussion: “Nissan Motor Company” (MIT Sloan) |
| 26 | Supply chain management: Student Presentation 7 ・Group presentation(s) on “Nissan Motor Company” |
| 27 | Service management ・Demonstrate how a start-up can disrupt an established service industry ・Discuss growth in the context of a young business that has a human-centered operations strategy ・Discussion: “Managed by Q” (MIT Sloan) |
| 28 | Service management: Student Presentation 8 ・Group presentation(s) on “Managed by Q” ・Group report 2 due |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
The assigned reading and preparation for in-class discussions must be done outside of class on an individual basis. Teams are required to arrange an office hour with the instructor before the group presentations and receive feedbacks.
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Class participation (40%) Case study presentation 1 (20%) Case study presentation 2 (20%) Group report 1 (10%) Group report 2 (10%) |
| 備考 (Notes) | ||
| Class participation: Number of comments & questions asked by each student will be counted from Session 6 Case study presentation: Each group will spend around 20-minute for presentation, followed by 20-minute Q&A session (may change depending on the class size) Group reports: Choose another group's case, and write a detailed examination of it followed by your group's own solution for the case (max. 2-page of texts, 6-page of exhibits) | ||
| No | 著者名 (Author/Editor) | 書籍名 (Title) | 出版社 (Publisher) | 出版年 (Date) | ISBN/ISSN |
|---|---|---|---|---|---|
| 1 | Mason A Carpenter, Sanjyot P Dunung | International Business | Saylor Foundation | 2011 | 9781453312995 |
| その他 (Others) | |||||
| This book is an open textbook (for free), and available at: https:// open.umn.edu/opentextbooks/textbooks/international business Lecture slides and cases (from HBS, MIT Sloan) will be uploaded on the course website. Please read the cases BEFORE you come to the classes. | |||||
Please refer to the Student Handbook (GLAP Course Guidebook) as to what qualifies as an acceptable excuse according to the university.
This course aims to provide an overview of international business, by linking contemporary marketing theories and business cases. The early part of this course will introduce the key concepts relevant to modern international business, and the latter part will provide an opportunity to apply analytical models to real case studies. This course will also improve your oral presentation and group work-related professional skills. During the case presentation, presenters will make strategic decisions as business consultants, and other students will critically asses their strategies as business owners.
This course will strongly encourage discussions for active learning and critical thinking. Try to apply the theories and concepts learned during the classes to the case studies from the course materials, and other actual cases around us.
This course introduces the real business cases to learn about the practices of international business, and offers a chance to students to become professional consultants with the actual business cases. In addition to learning basic concepts and trends of international business, students will be studying 10 business cases from Harvard Business School (HBS) and MIT Sloan School of Management. The cases will cover topics of international business such as but not limited to global entrepreneurship and strategy, market entry and positioning, leadership and entrepreneurship, technology and innovation, and sustainability.
Lesson 1-5: Lectures on international business
Lesson 6-9: Introduction to Case Studies (2 cases reviewed together)
Lesson 10-18: First group of cases (Zipcar, Formula 1, Playstation 3, First Solar)
Lesson 19-28: Second group of cases (DC Public Schools, NWSL, Nissan, Managed by Q)
Before class, students are expected to have read the assigned business case (and assigned chapter(s) from the textbook, as recommended reading). Please feel free to bring laptops for in class group work. For a high class participation grade, comments should reflect a strong understanding of the class material. This means that students should carefully read the cases, take notes as you read through, and prepare for some questions or discussion topics beforehand. The instructor will provide feedback to every comment or question raised by a student during the case discussion, and invite follow-up comments and questions from other students.
Case presentations: Each group needs to read and analyze the issues in their assigned case thoroughly and will be required to make a presentation (two group presentations in a semester, with different groups). Each team will create a 20-25 minutes’ presentation of their findings for the class. After the presentation, classmates will have an opportunity to ask questions for 15-20 minutes. Presenters will receive feedbacks on the contents and style of presentation from the instructor.
| 1 | Course Introduction (Chapter 1) ・Review of Marketing Strategies, Concepts of International Management ・Individual & group preparation for class |
| 2 | International Trade Theory & FDI (Chapter 2) ・Comparative advantage, Factors of production, Relative price, Heckscher-Ohlin theory, International investment |
| 3 | Foreign Exchange (Chapter 7) ・Currency, Foreign exchange, Global capital |
| 4 | Global Innovation (Chapter 13) ・R&D, IPR, Types of innovation |
| 5 | International Business Strategy (Chapter 10) & Introduction to Case Analysis ・Background of international business strategy ・What is a case? Guideline for the case discussion |
| 6 | Global Entrepreneurship & Strategy (Chapter 10) ・Explore how the local business and consumer environments affect the ability of a firm in a developing market to copy a western “best practice.” ・How to read a case study with in-class reading: E-commerce at Yunnan Lucky Air (MIT Sloan) |
| 7 | Global Entrepreneurship & Strategy ・Discussion: SWOT Analysis & Growth Options ・Group formation for group presentations 1-4 |
| 8 | Market Entry & Positioning in the International Market (Chapter 8) ・Explore strategic decisions under a fierce international competition ・How to read a case study with in-class reading: Airborne Express (HBS) |
| 9 | Market Entry & Positioning in the International Market ・Discussion: SWOT Analysis & Perceptual Mapping |
| 10 | Review of the 1st group of cases ・Discussion for group presentation |
| 11 | Entrepreneurship ・Highlight the challenges and trade-offs entrepreneurs face in launching new venture ・Discussion: “Robin Chase, Zipcar and an Inconvenient Discovery” (MIT Sloan) |
| 12 | Entrepreneurship: Student Presentation 1 ・Group presentation(s) on “Robin Chase, Zipcar and an Inconvenient Discovery” |
| 13 | Business Strategy for Entertainment Management ・Explore the sporting, commercial, and societal challenges facing a professional sports organization and how these challenges are interrelated ・Assess the strategies used to transform a sport into a global entertainment brand ・Discussion: “Formula 1: Unleashing the Greatest Spectacle on the Planet” (MIT Sloan) |
| 14 | Business Strategy for Entertainment Management: Student Presentation 2 ・Group presentation(s) on “Formula 1: Unleashing the Greatest Spectacle on the Planet” |
| 15 | Technology Strategy ・Illustrate how network externalities and complementary assets affect strategy and competition with the case of multimedia industry ・Discussion: “Sony's Battle for Video Game Supremacy” (MIT Sloan) |
| 16 | Technology Strategy: Student Presentation 3 ・Group presentation(s) on “Sony's Battle for Video Game Supremacy” |
| 17 | Sustainability and Innovation ・Determine competitive advantage by looking at costs and willingness to pay ・Understand substantial market shifts ・Illustrate the complexity of the energy industry, particularly PV solar power ・Discussion: “First Solar” (MIT Sloan) |
| 18 | Sustainability and Innovation: Student Presentation 4 ・Group presentation(s) on “First Solar” ・Group report 1 due |
| 19 | Preparation for the 2nd group of cases ・Group formation for group presentations 5-8 ・Review of key concepts of international business |
| 20 | Review of the 2nd group of cases ・Discussion for group presentation |
| 21 | Management in Public Administration ・Illustrate the utility of business practices in the society at large ・Explore the relation of management principles to nonbusiness goals ・Discussion: “Management Principles and the Washington, DC Public Schools” (MIT Sloan) |
| 22 | Management in Public Administration: Student Presentation 5 ・Group presentation(s) on “Management Principles and the Washington, DC Public Schools” |
| 23 | Leadership in the time of crisis ・Identify the leadership skills and strategies to turn a crisis situation into an opportunity for growth and innovation ・Assess the short- and long-term implications of the COVID-19 pandemic on a specific business. ・Discussion: “The National Women's Soccer League” (MIT Sloan) |
| 24 | Leadership in the time of crisis: Student Presentation 6 ・Group presentation(s) on “The National Women's Soccer League” |
| 25 | Supply chain management ・Identify how the company could recover from the disaster more rapidly ・Identify the factors behind rapid flexible supply allocation and production decisions ・Discussion: “Nissan Motor Company” (MIT Sloan) |
| 26 | Supply chain management: Student Presentation 7 ・Group presentation(s) on “Nissan Motor Company” |
| 27 | Service management ・Demonstrate how a start-up can disrupt an established service industry ・Discuss growth in the context of a young business that has a human-centered operations strategy ・Discussion: “Managed by Q” (MIT Sloan) |
| 28 | Service management: Student Presentation 8 ・Group presentation(s) on “Managed by Q” ・Group report 2 due |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
The assigned reading and preparation for in-class discussions must be done outside of class on an individual basis. Teams are required to arrange an office hour with the instructor before the group presentations and receive feedbacks.
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Class participation (40%) Case study presentation 1 (20%) Case study presentation 2 (20%) Group report 1 (10%) Group report 2 (10%) |
| 備考 (Notes) | ||
| Class participation: Number of comments & questions asked by each student will be counted from Session 6 Case study presentation: Each group will spend around 20-minute for presentation, followed by 20-minute Q&A session (may change depending on the class size) Group reports: Choose another group's case, and write a detailed examination of it followed by your group's own solution for the case (max. 2-page of texts, 6-page of exhibits) | ||
| No | 著者名 (Author/Editor) | 書籍名 (Title) | 出版社 (Publisher) | 出版年 (Date) | ISBN/ISSN |
|---|---|---|---|---|---|
| 1 | Mason A Carpenter, Sanjyot P Dunung | International Business | Saylor Foundation | 2011 | 9781453312995 |
| その他 (Others) | |||||
| This book is an open textbook (for free), and available at: https:// open.umn.edu/opentextbooks/textbooks/international business Lecture slides and cases (from HBS, MIT Sloan) will be uploaded on the course website. Please read the cases BEFORE you come to the classes. | |||||
Please refer to the Student Handbook (GLAP Course Guidebook) as to what qualifies as an acceptable excuse according to the university.