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THE FORTRESS AND THE CLOUD:

THE FORTRESS AND THE CLOUD:. THE WISDOM WE CAN LEARN FROM Women Entrepreneurs IN JAPAN. Charla Griffy -Brown Professor, Information Systems and Technology Management Director, Center for Teaching and Learning Excellence Editor-in-Chief, Technology in Society Graziadio School of Business

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THE FORTRESS AND THE CLOUD:

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  1. THE FORTRESS AND THE CLOUD: THE WISDOM WE CAN LEARN FROM Women Entrepreneurs IN JAPAN CharlaGriffy-Brown Professor, Information Systems and Technology Management Director, Center for Teaching and Learning Excellence Editor-in-Chief, Technology in Society Graziadio School of Business Pepperdine University
  2. Is there a problem?Why are we worried about whether or not women start businesses?
  3. “Women are Japan’s most underutilized resource” Speech on Growth Strategy Prime Minister Shinzo Abe the Japan National Press Club, Friday, April 19, 2013 The gender gap is costly. Japan’s workforce is the fastest aging workforce in the world (IMF) TheIMF estimates that if Japan’s female labor participation rate climbed to the average of the Group of 7 industrial economies, Japan’s per-capita economic output would be 4 percentage points higher If employment rates for Japanese women were to reach parity with those for Japanese men, Goldman Sachs estimates Japan’s work force would gain eight million people and its gross domestic product would be 14 percent larger.
  4. EXIT IPO, M&A Few success stories Sluggish Stock Market Relaxation of pre-offering requirements Large enterprises offer better pay and benefits Financial system reform legislation Development of direct finance markets Development of M&A legislation (equity swaps etc) Talented individuals do not work at venture businesses Few lawyers and accountants providing services for start-up businesses Investment by venture capital over-emphasizing later stage (post-offering) Few entrepreneurs Small Cycle No Provision of risk money by institutional investors, etc. Myth of high risk remains Small Cycle Sluggish investment by venture capitalists Reduction of investment risk in ventures due to dispersed investment, attachment of conditions to preferred stock and other management /control conditions, etc. Growth of a variety of Professional start-up services Nurturing of business partners by large enterprises Support for venture business Establishment of stock option system Promotion of cooperation between industry and academe (TLOs) Judicial reform Banks require special security and personal guarantor Bankruptcy Japanese Entrepreneurial “Habitat”
  5. Women Start-ups in Japan 1979-2011 (In 10,000s) Source: MIC, Employment Status Survey
  6. The number of women owned businesses in Japan has increased by 550% in the past 25 years. Source: Teikoku Databank, 2007
  7. The Cloud Yumi Hirahara President, Palias Global Enterprises Sayuri Kosugi President, CoolgirlsJapan Mae Towada Managing Director, eSampo.com Noriko Teramoto CEO Digimom Hiromi Saito CEO, SOHO Inc. Tomoko Namba CEO DeNA Kumi Sato President, WomenJapan Fujiyo Ishiguro, President and COO Net Year Group Keiko Iida President, Photonet Japan
  8. Tomoko Namba CEO, DeNA Mobage – mobile game site for the phone (most visited site in Japan) Netted $65 of $286 million in revenue for last four quarters, up 167% and 110% Stock is up 75%
  9. How Mobage works… Mobage integrates elements of social networking, gaming and mobile blogging. MobaMingle adds another dimension…
  10. Keiko Iida President Photonet Japan Online photo server for cell phones Privately owned 25 employees Started 1996
  11. Noriko Teramoto CEO of Digimom Designs and creates websites and offers digital branding services Employs only moms Corporate clients - 60%, public organizations – 30%, individuals -10% Started 1999
  12. INSTITUTIONAL THEORY (North, 1990; Scott, 1995; Wright, Filatcheve, Hoskisson and Peng, 2005; Baughn, Chua and Neupert, 2006) “Rules of the Game”: Regulation formally encoded inlaw Defines Actors’ available modes of actions: Uncodified attitudes embedded in society that constrain or empower certain types of behavior LOGIC: Instrumental Compliance LOGIC: Appropriateness REGULATIVE PILLAR NORMATIVE PILLAR Theoretical Framework INDIVIDUAL INSTITUTIONAL Regulative Normative Logic
  13. Start-up Motives by Gender %
  14. WISDOM: What can we learn?
  15. Ask better questions and help each other find a path forward
  16. CharlaGriffy-Brown Professor, Information Systems and Technology Management Director, Center for Teaching and Learning Excellence Editor-in-Chief, Technology in Society Graziadio School of Business Pepperdine University
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