Course Objectives
The purpose of this course is to deepen students’ understanding of global strategies and ultimately to study elements that Japanese and Asian companies should consider when they globalize. The course is also intended to deepen students’ understanding of differences among countries and stages in the industry lifecycle. We aim to describe how global strategies suited to Japanese and Asian companies should be based on their own identity and culture. The subject is a hot issue. Students will study 12 companies (cases) so that they can work through as many exercises as possible.
This course is designed for people currently involved in the globalization of their companies and people who would like to take part in such a role in the future. Those who aspire to manage regional or national operations in a global environment will find that this course has much to offer.
Course Details
Programs: Full-time MBA, Part-time MBA
Discipline: Global/Asia/Japan
Course Level: Specialized Course
Required/Elective Course: Elective Course
Number of Credits: 1.5
Report: Day 4
Hours Per Class: 3 hours
Class Capacity: 35 (Part-time MBA)
Recommended Preliminary Courses
－Critical Thinking
－Strategy
－Marketing I
－Accounting I
Click here to see a list of Preliminary Recommended Courses
Theme/Reading Materials
Day 1
Session A
| THEME |
Global Competition between Japanese Companies and U.S. Companies |
| CASE |
・Caterpillar Tractor Co. |
Session B
| THEME |
Global Competition between Japanese Companies and U.S. Companies (Continued) |
| CASE |
・Komatsu Limited |
Day 2
Session A
| THEME |
Competitive Advantage in Global Management |
| CASE |
・Samsung Electronics |
Session B
| THEME |
Competitive Advantage in Global Management (Continued) |
| CASE |
・Philips vs. Matsushita: The Competitive Battle Continues |
Day 3
Session A
| THEME |
Globalization in the Service Industry |
| CASE |
・Carrefour in Asia |
Session B
| THEME |
Globalization in the Service Industry (Continued) |
| CASE |
・MUJI: The Challenge of a Global Brand Originating in Japan (B) |
Day 4
Session A
| THEME |
Global strategy of emerging companies in the manufacturing industry |
| CASE |
・VIZIO, Inc. |
Session B
| THEME |
Global strategy of emerging companies in the service industry |
| CASE |
・GLOBIS
|
Day 5
Session A
| THEME |
Globalization Strategies in Developing Countries |
| CASE |
・Yataro Iwasaki: Founding Mitsubishi (A)
・Yataro Iwasaki: Founding Mitsubishi (B) |
Session B
| THEME |
Globalization Strategies in Developing Countries (Continued) |
| CASE |
・House of Tata: Acquiring a Global Footprint |
Day 6
Session A
| THEME |
Future Challenges in Globalization |
| CASE |
・Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the Rural Consumer |
Session B
| THEME |
Future Challenges in Globalization (Continued) |
| CASE |
・Toyota: The Accelerator Crisis |
