• ＭＯＴの総仕上げであるグラデュエーションペーパーを書く。
• ゼミに配属され、研究計画書100 字を仕上げる。
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• Students write a graduation paper, which is the MOT's final project.
• Students are assigned to a seminar and complete a research proposal in 100 characters.

• 本科目は、演習科目であり、ディプロマ・ポリシーの1〜７の⼒をつける。
• 教育領域におけるCEO／COO、CFO、CTO、CMO、CIO／CDO、CHRO、起業家、その他CXO／ステークフォルダー的知見を身につける。
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• グラデュエ—ションペーパーは「技術経営論文」「ビジネス企画提案」の2種類とする。

【技術経営論文】

• 学生は論文作成を通じて調査・分析能⼒、問題発⾒能⼒、問題解決能⼒、構想⼒、プレゼンテーション能⼒、および表現能⼒を養成する。
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【ビジネス企画提案】

• 上記に準じるが、特に「ビジネス企画提案」に特徴的なのは、設定するイシューとして学生の勤務先などの企業に実際に該当するものを選び、それに対する具体的な問題解決を事業計画等の形にまとめて当該企業に提案する。
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• This course is an exercise course and will develop knowledge of Diploma Policy 1-7.
• Students are able to acquire the knowledge of CEO/COO, CFO, CTO, CMO, CIO/CDO, CHRO, Entrepreneur, and other CXO/stakeholder in the education area.
• There are two types of graduation papers: "Technology Management Paper" and "Business Proposal".
• Technology Management Thesis

Students will develop their ability to research and analyze, problem-solve, problem-solve, conceptualize, present, and express themselves through the writing of a thesis.

• Business Planning and Proposal

The "Business Proposal" is similar to the above but is particularly unique in that the student selects an issue that actually applies to a company, such as the company where the student works, and proposes a specific solution to that issue in the form of a business plan or other proposal to that company.

• グラデュエーションペーパー作成を通じ、ディプロマ・ポリシーの１〜７の力をつける。
• 技術経営論文では、評価の４つの観点（ロジック、専門性、独創性、示唆性）のうち、ロジック、専門性、独創性の３つを特に重視する。
• ビジネス企画提案では、評価の４つの観点（ロジック、専門性、独創性、示唆性）がいずれも重要となるが、中でも特に独創性、示唆性が重視される。ビジネス企画提案は、当該企業などに対して何らかの形で提案を行うことを前提とする。
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• Students are assigned to a seminar and complete a research proposal in 100 characters.
• For Technology Management Thesis, three of the four perspectives of evaluation (logic, expertise, originality, and suggestiveness) are particularly important: that is, logic, expertise, and originality.
• For Business Planning Proposals, all four evaluation criteria (logic, expertise, originality, and suggestiveness) are important, with particular emphasis placed on originality and suggestiveness. Business Planning Proposals are expected to make some form of proposal to the company or other entity concerned.

• 連携する科目であるゼミナール２の評価を受け、合否を決定する。
• Pass/fail is determined based on the evaluation of Seminar 2.

Ｙ　適宜指示する。

【授業の形態】

理論講義：ケース講義：グループディスカッション：ゲスト：校外学習＝0 : 0 : 40 : 60 : 0

【授業計画】

1．相互紹介、各⾃のテーマの説明、テーマ案のプレゼン
2. テーマ案のプレゼン
3. 調査分析⼿法のための簡単な演習
4. 論⽂や企画書のまとめ⽅など説明演習
5-7. 先⾏研究や⽂献調査の指導学⽣による発表と討論
8-9. 簡単な発表会と討論(100 字概要や⽬次)

Class style: theory 0%, case study 0%, group work 100%, guest lecture 0%, field work 0%

Class plan:

1.Mutual introductions, explanation of each individual's theme, presentation of proposed theme

2.Presentation of theme proposal

3. Brief exercises for research and analysis

4. Explanatory exercises on how to write a paper or a proposal 5-7.

5-7. Presentation and discussion of previous research and literature review by supervising student

8-9. Brief presentation and discussion (100 word summary and objectives)

小林憲司：EY新日本有限責任監査法人等で監査及び税務業務を経験した後、新日本アーンストアンドヤンググループで取締役パートナーとしてM&Aのデューデリジェンス、リストラクチャリング及びバリュエーション等を行った。また、建設不動産中心とした企業グループの代表として、海外M&Aの実行、国内外M&AのPMIなどを経験した。現在はM&Aのデューデリジェンス及びバリュエーション等を行う会社（ビバルコ・ジャパン）の共同代表を務めている。20年近くM&Aの仕事をしてきたので、その経験を伝えられたらと考えます。

Hiromichi Tamura: Prof. Tamura has been engaged in research work on risk assets, mainly equities, for the past 30 years. He teaches courses aimed at acquiring practical knowledge based on his wide range of practical experience. He was a Managing Director at Nomura Securities, where he served as Head of Quantitative Research, Chief Strategist, and Market Data Scientist, and was a visiting scholar at the UCLA Anderson School from 1999 to 2000. He was Head of Investment Research for Asia-Pacific at FTSE Russell. He has also been a member of the editorial board of the Securities Analysts Journal since 2020.

Kenji Kobayashi: After working in auditing and taxation at EY Ernst & Young ShinNihon LLC and other firms, Kobayashi became a director and partner at Ernst & Young ShinNihon Group, where he performed M&A due diligence, restructuring, and valuations. In addition, as a representative of a group of companies focusing on construction and real estate, he experienced execution of overseas M&A and PMI of domestic and overseas M&A. He has also worked on M&A due diligence, restructuring, and valuation. He is currently co-chairman of Vivalco Japan, a company that conducts M&A due diligence and valuations, etc. Having worked in M&A for nearly 20 years, he would like to share his experience with you.