In contrast to the slump in the electronics industry, Japanese electronic parts industry shows positive business performance. However, its profitability differs widely according to the type of supplier. In comparison with a generalized supplier, a specialized supplier tends to realize higher profitability. Why a specialized supplier is securing competitive advantages than a generalized supplier with synergy effects? To this question, this paper considers the fit between architecture strategy and product development system of a specialized supplier. Then, through in depth case study of Iriso Electronics, this paper demonstrates that competitiveness and profitability of a specialized supplier is not necessarily attributed to only one architecture strategy, which means that a specialized supplier develops multiple architecture strategies and establishes product development system and process that fit to these strategies.

As a success factor of Harley-Davidson Japan (hereinafter referred to as HDJ), other motorcycle manufacturers point out there were regulated distribution networks without resales and parallel imports, and customer community activities by HDJ and its dealers. However, HDJ does not possess any directly operated dealers under its command and has promoted distribution system integration by the authorized dealer system by all others capital, and has built a sales network. Even though these dealers are in proxy relationship with HDJ, not only are they still in a relationship of trading. Most of dealers do family business seeking current sales rather than future profits and they do not take actions without logical and emotional consent. To such dealers, it was not easy for HDJ to be deeply committed in the management and sales process, and it was necessary to take a corresponding process. In terms of institutional factors (front management) and human factors (back management), this paper explains the background in the distribution system integration which made HDJ's sales network agile by HDJ being deeply committed in dealers who are other capital.

Entrepreneurship Education in Gothenburg of Sweden has produced many academic spinoffs since it started 20 years ago. The number of high performers reaching exits is more than ten. And the incubation program accommodates about 100 startups. The success of Gothenburg is known as the number one entrepreneurship education city in Nordic Countries. The supply of technology seeds, investment, and management support is well provided in the region (enlarged city) where there are 900,000 people living. We want to introduce the overview of our fieldwork, which we have conducted since 2011. The essential elements of entrepreneurship are opportunity recognition and team building. We show how students can learn two elements in the course work and proceed toward commercialization after their graduation.