Course Objectives
The technology-oriented companies are facing particular difficulties in the environment they operate in and this situation is well illustrated by phrases such as “destructive technology” and “inconsistent technology changes.” As a result, Japanese companies have failed to profit from their technology development despite being called “miracles of the 20th century” and Japan as a country being named “technology-oriented nation.”
This course takes a holistic approach (entire process from value creation up until value capturing from the newly developed technology) aiming to teach students about the framework behind technology management and the skills required for planning behind strategic technologies that are seen as a business core. The course has an emphasis on the understanding of technology management, whose importance has become more recognized together with the widely spread MOT concept, rather than the understanding of specific technologies, in order to serve the needs of technology-company management.
This course is suited for people who choose to work for any company where technologies play a key role in certain change and innovation, as well as for those engaged in a business supporting such companies.
Course Details
Programs: Full-time MBA, Part-time MBA
Discipline: Marketing and Strategy
Course Level: Applied 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
- Marketing I
- Strategy
Click here to see a list of Preliminary Recommended Courses
Theme/Reading Materials
Day 1
Session A
| THEME |
Corporate Strategies Centered on Technologies |
| CASE |
・ Nichia in 2006: A Breakthrough with White LEDs |
Session B
| THEME |
Corporate Strategies Centered on Technologies (Continued) |
| CASE |
・ Nichia in 2010: Hard Pressed by Emerging Economies |
Day 2
Session A
| THEME |
Diversification Strategies Centered on Technologies |
| CASE |
・ Structural Changes at JSR: Entering the Photoresist Business |
Session B
| THEME |
Diversification Strategies Centered on Technologies (Continued) |
| CASE |
・ Structural Changes at JSR: Entering the Photoresist Business |
Day 3
Session A
| THEME |
Process from Research and Development to Commercialization |
| CASE |
・ Le Petit Chef |
Session B
| THEME |
Process from Research and Development to Commercialization (Continued) |
| CASE |
・ Emotiv Systems Inc.: It's the Thoughts that Count |
Day 4
Session A
| THEME |
Management and Organization of Technology-Driven Businesses |
| CASE |
・ Kao: R&D and the “Success Step Color” |
Session B
| THEME |
Management and Organization of Technology-Driven Businesses (Continued) |
| CASE |
・ Millennium Pharmaceuticals, Inc. (A)
・ Millennium Pharmaceuticals, Inc. (B) (to be distributed in class)
|
Day 5
Session A
| THEME |
Intellectual Property Strategy and Innovation |
| CASE |
・ ttools (A): The Value of a Patent to the Entrepreneur
・ ttools (B): The Value of a Patent to the Entrepreneur (to be distributed in class) |
Session B
| THEME |
Intellectual Property Strategy and Innovation (Continued) |
| CASE |
・ Intel 2006:Rising to the Graphics Challenge |
Day 6
Session A
| THEME |
Future of Strategies of Technology-Driven Businesses |
| CASE |
・ Intel Labs (A): Photolithography Strategy in Crisis |
Session B
| THEME |
Future of Strategies of Technology-Driven Businesses (Continued) |
| CASE |
・ Intel Labs (A): Photolithography Strategy in Crisis
・ Intel Labs (B): A New Business Model for Commercializing Research in Photolithography (to be distributed in class) |
