＜概要/Course Content Summary＞
In the process of developing an optimal innovation strategy in the advanced technology industry, the possibility of acquiring a market is uncertain, and the core technology of the company and the technology required for the target market have low affinity and the R & D period is low. Learn and study how to manage open innovation strategies that are applied when the long-term concern is high and the likelihood of successful development is low, in terms of the amount and quality of risk and return. As for how to proceed with the class, learn the process of selecting each method based on the technology development analysis and the market acquisition process.
＜到達目標/Goals,Aims＞
After fully understanding the characteristics of various methods for building and executing an open innovation strategy, it will be possible to guide appropriate options depending on the situation and purpose. Understand the risks to be aware of when building external partnerships, and be able to manage the level of practical implementation process that can be run smoothly. In addition to the ability to respond to individual projects, it will be possible to manage the risk of the entire business portfolio by executing the open innovation strategy.
＜授業計画/Schedule＞
（実施回/
Week）
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（内容/
Contents）
|
（授業時間外の学習/
Assignments）
|
|
（実施回/ Week）
1
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（内容/ Contents）
(Course introduction)
Research and learn methods other than voluntary development and voluntary market creation in an innovation strategy centered on new business creation, and at the same time understand the process of each method, build a strategy which enable to reach a practicable level
|
（授業時間外の学習/ Assignments）
|
|
（実施回/ Week）
2
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（内容/ Contents）
Characteristics of using an industry-academia-government collaboration network
The importance of reconciling mutual development objectives. Minimize gaps in academia's basic research, aim and practicality that put priority on writing papers, and corporate strategy to create market expansion
|
（授業時間外の学習/ Assignments）
Kotler & Bes (2010) Ch.1,2
Hamel & Prahalad (1994) Ch.7
|
|
（実施回/ Week）
3
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（内容/ Contents）
(Case study)
Evaluation of industry-academia-government collaboration for companies
Joint development and business alliance with NEDO, RIKEN and university laboratories
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（授業時間外の学習/ Assignments）
Case Study Preparation
|
|
（実施回/ Week）
4
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（内容/ Contents）
Open innovation strategy through capital participation with startups and venture companies, and other business alliances
Verification and analysis of business plans, views on markets and technology value
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（授業時間外の学習/ Assignments）
Hamel & Prahalad (1994) Ch.4,10
Porter (1980) Ch.10,16
|
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（実施回/ Week）
5
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（内容/ Contents）
(Case study)
In-house venture capital investment program
Judgment items and analysis items required for judging investment projects
|
（授業時間外の学習/ Assignments）
Case Study Preparation
Report Submission
|
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（実施回/ Week）
6
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（内容/ Contents）
Investing in startups and venture companies, tracing after business alliance, and risk management
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（授業時間外の学習/ Assignments）
Hamel & Prahalad (1994) Ch.7,11
|
|
（実施回/ Week）
7
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（内容/ Contents）
(Case study)
SCREEN's approach items and results of investment
For 3 companies
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（授業時間外の学習/ Assignments）
Case Study Preparation
|
|
（実施回/ Week）
8
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（内容/ Contents）
Participation in consortiums across corporate and industry boundaries, large-scale joint investment
Minimize the interest gap between co-participants (intellectual property ownership, etc.)
Consensus formation when considering rescue programs for worsening business and financial conditions
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（授業時間外の学習/ Assignments）
Porter (1980) Ch.5
Porter (1985) Ch.7
|
|
（実施回/ Week）
9
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（内容/ Contents）
(Case study)
"IMEC" research for the development of cutting-edge semiconductor technology
Why joint development with customers and competitors works?
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（授業時間外の学習/ Assignments）
Case Study Preparation
Report Submission
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（実施回/ Week）
10
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（内容/ Contents）
Realize an open innovation strategy utilizing M & A. Target company selection process. Necessary functions / organizations for acquisition, points to note in acquisition negotiations (due diligence, litigation investigation, antitrust law, etc.), closing
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（授業時間外の学習/ Assignments）
Hamel & Prahalad (1994) Ch.8
Porter (1980) Ch.13
|
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（実施回/ Week）
11
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（内容/ Contents）
(Case study)
AMAT & TEL
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（授業時間外の学習/ Assignments）
Case Study Preparation
|
|
（実施回/ Week）
12
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（内容/ Contents）
What to do after M & A is completed.
Business plan formulation, review of financing methods (optimization of Equity and Debt ratios), amortization of goodwill, organizational integration (HR policy, development organization reorganization, indirect department integration, IT integration)
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（授業時間外の学習/ Assignments）
Material Preparation
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（実施回/ Week）
13
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（内容/ Contents）
(Case study)
Lam & Novellus
Why did it work?
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（授業時間外の学習/ Assignments）
Case Study Preparation
Porter (1980) Ch.8
Porter (1985) Ch.15
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（実施回/ Week）
14
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（内容/ Contents）
Risk appraisal of investments and business alliances by open innovation strategy. Management of financial risks, verification of technology level, ability to respond to market changes
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（授業時間外の学習/ Assignments）
Material Preparation
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（実施回/ Week）
15
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（内容/ Contents）
(Case study group work)
Formulation of open innovation strategy for SCREEN Group
Presentation and report submission as group work
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（授業時間外の学習/ Assignments）
Case Study Preparation
Group Report Submission
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Regarding R & D management and innovation management on a completely white background, we are currently considering the possibility of having people involved in this business (including executive level) participate in the class.
Literature and texts required for classes are subject to change.
＜成績評価基準/Evaluation Criteria＞
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Normal points (attendance, class participation, group work results, etc.)
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10%
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Absence, late arrival, early leaving are subject to deduction
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Small report
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20%
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10% weight per Report
|
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End-of-term report exams / papers
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30%
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Group report
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Presentation in class
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20%
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Contribution of remarks in lectures
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Contribution to class
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20%
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Contribution in presentation round
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Contribution based on quality of remarks at lectures, contribution based on quality of remarks at presentation committee
Understanding of the rationale of the text described in the case study report and the degree of creativity, application, and contribution to group work from the viewpoint of practical use
＜テキスト/Textbook＞
|
Michael E. Porter
, Competitive Strategy
.
(The Free Press, 1980)
.
|
| |
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Michael E. Porter
, Competitive Advantage
.
(The Free Press, 1985)
.
|
| |
|
Gary Hamel, C. K. Prahalad
, Competing for the Future
.
(Harvard Business School Press, 1994)
.
|
| |
|
Philip Kotler, Fernand Trias de Bes
, Wining at Innovation
:
A-to-F Model
.
(Owls Agency Inc., 2010)
.
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