News & Highlights

  • March 2016
  • MBA CURRICULUM

IFC 2016: What 37 HBS Students Learned From Entrepreneurs in Tohoku

The Japan IFC (Immersive Field Course, formerly known as the Japan IXP), an HBS MBA elective course taught by Professor Hiro Takeuchi, was completed with another huge success this January. Since the program started as a response to the Great East Japan Earthquake on March 11 2011, it has become one of the most popular elective courses. In fact, the Japan IFC is the longest running course of its kind, with 2016 marking its 5th consecutive year. This year's theme was "Tohoku: The world's test Market for Authentic Entrepreneurship" and the program was held in Tokyo and Tohoku for 12 days. 37 scond-year students from all over the world - US, Israel, Benin, Ghana, China, Czech Republic, Greece, Turkey, Korea, Egypt, UAE, Canada, France, Germany, Argentina, Singapore, Dominica, and Japan - Participated in the program. During their stay in Japan, students were involved in three types of activities: 1) team-based consulting for eight companies in Tohoku; 2) full-group activities to learn and contribute to disaster-affected areas; 3) immersion in modern and traditional Japan through unique cultural activities.
  • March 2016
  • Alumni News

Drawing Connections Between Business and Art

Consultancy shows Japanese companies the benefits of appreciating and investing in contemporary art. In 2007, Tetsuji Shibayama (MBA 1990) founded AG Holdings, a consultancy with a special focus on art and culture programs.

New Research on the Region

  • January 2017 (Revised January 2017)
  • Case

Godiva Japan: Think Local, Scale Global

By: Rohit Deshpandé, Esel Cekin and Akiko Kanno

This case tracks Jerome Chouchan’s strategies and execution for a successful turnaround of Godiva Japan’s operations which was experiencing a decline in sales when he became the managing director of the company in 2010. Through various initiatives and innovations, Godiva Japan had targeted a variety of demographic segments in different sales points, acquired new customers and created a moment of luxurious consumption for all ages. Accordingly, within Godiva’s global enterprise, Godiva Japan had become number two in terms of worldwide sales and number one in terms of profits. It exported made-in-Japan products and concepts to Godiva’s other markets. How could Chouchan keep the momentum and sustain Godiva Japan’s top-line and bottom-line growth going forward? Would he be able to keep the balance between aspirational and accessible? How much of the success in Japan might contribute to the growth of Godiva's global sales?

  • December 2016
  • Case

Rice in Japan

By: Forest Reinhardt, Gunnar Trumbull, Naoko Jinjo and Mayuka Yamazaki

  • October 2016 (Revised January 2017)
  • Case

Misaki Capital and Sangetsu Corporation

By: Ian Gow, Charles C.Y. Wang, Naoko Jinjo and Nobuo Sato

Japan’s corporate culture has traditionally prioritized the interests of stakeholders such as employees and suppliers over those of shareholders. After a decades-long economic slump, Japan’s government has begun efforts to improve corporate governance and firms' incentives to engage with shareholders. Misaki Capital was founded in 2013 with a strategy of constructively engaging with portfolio firms, providing operational and financial advice to management in order to improve shareholder value. This case asks students to consider the attractiveness of Japanese equities given recent reforms and to evaluate the investment approach of Misaki Capital.

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Tokyo Staff

Nobuo Sato
Executive Director
Akiko Kanno
Senior Researcher
Yukari Takizawa
Staff Assistant
Naoko Jinjo
Senior Researcher