Teaching and Research Concern

Research & Teaching Concern

- Resume - Research concern (theoretical) - Research concern (common) - Teaching/research effective-efficiency - Course modules and outline (RHMMP-9) - Evaluation outline (tentative) - Concluding remarks - Name of Authors - Appendix 1-5

I have immense teaching and research concern on axiomatic concept

1 in business marketing

strategy innovation and entrepreneurial oriented managerial-leadership2 for exploring

3 and

exploiting4 sustainable customer advantage

5 in advanced experiential

6 and emerging

7 market

economy from content-context8 perspective for customer & brand equity development

9 and

social well-being10

through using lean11

resilience12

and intercultural communication13

means & ways

14 for value maximization

15 toward strategy leading business firm as dialectical being

16–a

sincerely faithful coherence for sustainable endurance on performance frontier.17

Note: 1. edge; tilt; simple and complementarity perspective 2. learning from eco-sporting spirit-a contingent source of entrepreneurial bricolage and its

ephemeral correlates-synchronization & improvisation. 3. efficacy = do the thing right. 4. efficiency = do the right thing. 5. comparative advantage; competitive advantage; customer advantage; quest for new source

of knowledge, value and meaning from complacency and incongruity of contemporary business clinch for opportunity maximization with learned optimism, maintaining optimized organizational slack resources and controlling organizational entropy.

6. VUCA: vulnerable, uncertain, complex, adaptive market domain (space-time). 7. BOP: Bottom of the pyramid (developing emergence economy). 8. particle-wave; eidos-(structure-system); tension-resolution-system; dissipative equilibrium;

endogenous innovation. 9. enhancement with organizational long-term health, wealth and happiness. 10. shared culture, values and responsibility for all stakeholders; co-creation value; business.

eco-system; value exchange to trust. 11. 6 sigma; kaizen; TPS (Toyota production system); entropy; learning effect. 12. mental trilogy: 3H (head, heart, hand); tacit-explicit knowledge; involvement and

responsibility. 13. network, interaction, relation, transcendence and includes. 14. operational process mix- linear and non-linear system; curvilinear matrix. 15. minimizing the cost of capital and risk; innovation for staying, strengthening and sustaining. 16. so-called ambivalence or super-positional organization-an effulgence ephemeral-epiphany

in specific space-time. 17. complementarities balance thinking in compliance with allurement, attainment and

attunement

Akbar Mohammad Ali 334-10St. Dennis Dr, North York, ON, CA, M3C 1E9 ▪ Tell: 647-894-7764 ▪ [email protected]

Academic Professional

An extroverted, confident and assertive professional with over five-year track record that has produced strong skill and significant result in the following key areas:

New market development Food system research Product entry mode strategy Functional food Research Sales and Marketing Training Translation (Japanese/English)

Career highlight Independent Researcher, Toronto, Canada 2009- present Research concern

Requisitely holistic marketing management paradigm Customer and brand equity development Capability building, value co creation Functional food and supplement research Strategy, innovation and systems thinking Supply chain, value chain and food chain Effectivefficient agriculture & food system research

IPSOS Direct, Toronto, Canada (Temporary position) 2008-2009 Research Interviewer

Conduct interview research Research House, Toronto, Canada (Temporary position) Research Interviewer 2007-2008

Conduct interview research

Sanwell Company Ltd., Tokyo, Japan 2005 – 2007

Business Development Consultant

Design marketing plan for Gingko biloba, Bilberry and Lutein

Trained sales staff for product promotion campaign

Technical product presentation at workshop and trade fair

Marine Bio Company Ltd., Tokyo, Japan 2003 – 2005 Consultant, Research & Development

Develop new market for coral calcium powder in Taiwan and Ukraine;

Conduct research on antioxidant, free radical and ORP concept Develop new product “Nonsulin” and “Aqua blue mineral water”

Solid business negotiation skill; acquired exclusive contract agreement

Satake Corporation, Hiroshima, Japan 2000 – 2001 Sales Development Associate

Involved in the promotion of Scan Master, Magic Sorter in international market

Proven effective in customer relationship management; received many commendation

Kanezaki Company Limited, Sendai, Japan 1999 – 2000 Sales Development Associate

Promote fish paste product at Japanese festival

Provide technical translation (Japanese to English)

Research achievement

Akbar M A & Hidemi M. (1999) “ Export potentiality of Aman rice by Bangladesh”, Journal of agricultural and fisheries economics , vol. (9), 29 http://home.hiroshima-u.ac.jp/shokuryo/journal.html

Akbar M A & Hidemi M. (1998) “Paddy processing system for food security and poverty alleviation in Bangladesh”, J. Fac. Appl. Sci.,37:23-38 Full Text: http://ir.lib.hiroshima-u.ac.jp/00024733

Akbar M A & Saito O. (1998) “A case study on estimation of gross sale, marketable surplus and marketed surplus of paddy for medium and large farms in Bangladesh”, J. Jpn. Soc. Agr. Tech. Man., Vol.(5), 32-43 http://www.ipc.shimane-u.ac.jp/food/croplabo/k5.htm

Akbar M A & Hidemi M. (1998) A study on seasonal paddy price variation in Bangladesh” Journal of agricultural and fisheries economics, vol.(8), 33-48

http://home.hiroshima-u.ac.jp/shokuryo/journal.html

Akbar M A & Keshav L. M. (1997) “ A study on paddy marketing functionaries in Bangladesh”, Journal of International Development and Cooperation,3(1): 115-136 http://digital.lib.hiroshima-u.ac.jp/kiyo/sid/61.html

Akbar M A & Saito O. (1996) “ Farmer’s disposal pattern of Aman paddy in a village of Mymensing district, Bangladesh”, J. Fac. Appl. Sci.,35:35-46 Full Text: http://ir.lib.hiroshima-u.ac.jp/00024704

Akbar M A & Saito O. (1996) “ Cost and returns of HYV Boro paddy with reference to resource use in Mymensing district in Bangladesh”, J. Fac. Appl. Sci., 35:221-234 Full Text: http://ir.lib.hiroshima-u.ac.jp/00024717

Akbar M A (2000) バングラデシュ：米生産における食料・環境問題（Bangladesh: rice

production and food & environmental problem）

Education

MBA International Business 2003 University of Luton, Bedfordshire, UK

Post-Doctoral Research 1999 Hiroshima University, Japan PhD in Ag. Marketing 1998 Hiroshima University, Japan

Msc in farm management 1995 Hiroshima University, Japan

BSc in Agriculture (Hons) 1992 Bangladesh Agricultural University, Bangladesh Know thyself-Socrates

Teaching concern

My interest in teaching is founded on requisitely holistic marketing oriented strategy innovation in dynamic equilibrium condition with perspective of goods and service dominant logic in chaotic business-marketing domain, VUCA (vulnerable, uncertain, complex adaptive) and emerging BOP (bottom of the pyramid) marketing economy (potential value space) for exploiting (share and application), exploring (creation and innovation) and co-creating (business-ecosystem) business-marketing potential for sustainable customer advantage through entrepreneurial oriented managerial-leadership in diversified strategic resource (including its causal ambiguity and paradoxical complexity) marketing oriented management and complex adaptive capability for win-win (common happiness) value proposition for all stakeholder in compliance with Aristotelian frame of reference (nous, episteme, sophie, techno and praxis) and mode of persuasion (empathy, sincerity and listening) with resilience of network, interaction, and relation toward an evolving coherent development and growth in specific space-time.

Knowledge-value system (KVS) emergence business-marketing-domain, VUCA and BOP and

its structure, conduct and performance, is prospecting range of my teaching concern. Its salient feature, core concept, idea, issue, theory, practice, strategy and spontaneity will discuss from marketing management paradigm as liberal-art to quest for new knowledge, value and meaning for thankfulness. Four teaching modules will be offered as follows: - Knowledge based marketing management - Value based marketing management - Relationship based marketing management - Strategy (Sustainability) based marketing management

Metaphor : persona- ( 人 )

Research concern (Theoretical)

My research interest is founded on dynamic, coherent balance (complementarity) thinking in complex adaptive marketing management paradigm as liberal-art where mode of persuasion in research enquiry is requisitely holistically focused on dispersed interface of structure, conduct and performance in business marketing domain for prospecting and understanding its crucial and critical business marketing issue of how business organization can learn about value activity, relationship with different stakeholder and external & internal dynamic capability with

coherent alignment of goods and service dominant logic (effective-efficiency) in observation, orientation, rapid strategic decision making and accelerating adaptation process for creating sustainable customer advantage in vulnerable, uncertain complex adaptive (VUCA) marketing domain and emerging potential BOP (bottom of the pyramid) market economy from classical perspective of following theory and concept:

- Theory of knowledge: Exploring tacit and explicit knowledge & learning prospect

Knowledge creation (SECI Model); K-chain; K-V chain; OODA (observation, orientation, decision and action) intervention loop; OADI (observation, assess, design and implementation) learning cycle; EDC (sensing, seizing and reconfiguring) capability loop; Learning loop (single, double and triple); ICTA (Info-communication-technology-access)

- Theory of value: Exploring extrinsic, intrinsic and emergent value prospect Value chain; Shared value chain; Value system; Value in exchange, use, context, experience and trust;

- Theory of Chaos: Exploring evolutionary and axiomatic prospect

Dynamic equilibrium condition; Adaptation; Endogenous innovation; Loosely couple system; Symmetry breaking point; Commitment; Tension-resolution system.

- Theory of complexity and emergence: Exploring structure, conduct and performance and externality prospect

Sense, response, control, learning and reconfiguring in VUCA and BOP market space; Externality; SDIC; Strange attractor; J-set .

- Theory of systems thinking: Exploring mechanism and understanding prospect CST; VSA; LST; DST; Entropy; Contingency; Synch; Improvisation; System 1-2

- Organizational theory: Exploring subject to divergence and convergence from theory: U; X; Y; Z; O; R-A; I-O; (H-V) prospect

Coo-petition; Competency; 30R; Drivers of brand & customer equity; MSR (Market, stakeholder and responsibility orientation); Goods and Service dominant logic; Choice; Rhetoric (analogy-metaphor); Learning and Innovation; Entrepreneurial bricolage; Slack resource; Nariyuki (spontaneity); 5.5 high road development; Privatization of governance.

- Theory of coherence: Exploring self, unity and persona prospect Dynamic coherent capability; SCA (sustainable comparative/competitive/customer advantage); PF (performance frontier or effective- efficiency); Strategic-dynamic-fit; ECO-PLC; PLC (product life cycle); Industry co-evolution

Prediction is difficult, especially of the future----Niels Bohr

Research concern (common) Prospect in effective-efficient agriculture and food system research

Concern to the role and process of integrated food industry cluster and the unification and

consistency of complex system itself, value chain relationship capability between upstream agricultural producer to food business entrepreneur and trader in downstream is continued to be substantial from the theory of everything (TOE), theory of requisitely holistic management (RHM), theory of organization (OL/OA), theory of industrial organization (O) and induced logic of rice crop morphology to explain the chain of causation and ambiguity from marketing, stakeholder and responsibility (MSR) perspective of chaotic marketing domain in advanced economy to explore its engraved research subject generated from the deepest of the deep relationship in the confluence of economic, social and environmental subtlety of business eco-system in value co-creation process expressed in behavioral and attitudinal norm and overall integrity of food industry cluster depending on the phenomenon of retrospective coherence (complex system) can be perceived through external dynamic synthesizing capability of OODA loop processing (observation, orientation, decision, action) and deep understanding of its generated value, intellectual property, employment, income and happiness with sustenance of interdependence for long-term development and growth in customer delight, common social well-being and learned optimism while endeavoring for extension of best practice and skill (know-how) to the emergence economy in developing country adapting through open local innovation under strategic managerial leadership at dynamic equilibrium condition as just it happen. I am interested in conducting extensive collaborative research on following research subjects

that can be classified in dialectical-action platform of intuition, innovation, strategy, operation, and sustainability at practice and perspective in agriculture and food system research toward evolving higher order business and consciousness or in other word, quest for true reflection of business reality as it is and Excellency. The advancement of these research subjects for solidarity purpose is highly desired with wide participation of special and general credence, skill and best practice both at local and global level in common identity (cultural orientation) and change.

(1) Agricultural commerce and industry solidarity (2) Industry-academic-government collaboration (3) General food industry cluster (4) New food product development and regional and corporate branding (5) Regional activation (6) Regional revitalization, range and individuation (7) Local product (8) Intellectual property (9) Value (10) Employment (11) Income structure process (12) Collaborative skill improvement in SC/VC/FC spatial integration and management restructuring (13) Formation of integrated production region & the role of agricultural cooperative and local government (14) Training marketing functionary (15) Intellectual property management (16) Sixth industry (extended value chain ) (17) Inter-cultural communication skill and way.

Note:

:TOE (Theory of everything) : RHM (Requisitely holistic marketing management) : OL (Organizational learning) : OA (Organizational ambidexterity) : O (Industrial organizational theory U and Z) : MSR (Marketing, stakeholder and responsibility orientation)

:Rice crop morphology perspective

:Theory of business; Theory of change; Theory of information : Goods and service dominant logic

Rainbow on the waterfall-William. James ------------------------------------------------------------------------------------------------------------------------------

Teaching effective-efficiency

Course syllabi and evaluation (tentative) outline

Philosophy Teaching is learning - quest for knowledge, value and meaning for thankfulness

Objective To build the understanding of what is dynamic coherent (complementarity) balance thinking in strategic and operational business marketing issue, theory and practice. To build the understanding of how to create a sustainable comparative, competitive, customer advantage through marketing oriented management of diversified resource and capability (including its causal ambiguity and paradoxical complexity) at dynamic equilibrium condition.

To build the understanding of why emergence value system activity, relationship with all stakeholder and external-internal dynamic capability (continuously sense, response, control, learning and reconfiguring in structure-conduct-performance interfaces) in vulnerable, uncertain, complex adaptive (VUCA) market domain and emergence (BOP) potential market economy is crucial and critical business marketing issues concern to the business performance frontier or effecitvefficiency.

Course module and outline Requisitely Holistic Marketing Management Paradigm (RHMMP-9)

KVS (knowledge-value system) emergence business marketing domain, VUCA (vulnerable,

uncertain complex adaptive) and BOP (bottom of the pyramid) and its structure, conduct and performance will discuss from textbook and research perspective with reference of Philip Kotler’s 14

th edition, marketing management textbook.

Knowledge- based- marketing management (Capability-oriented -perspective)

Textbook perspective: Understanding marketing management - Defining marketing for the 21

st century

- Why is marketing important - What is the scope of marketing - What are some basic marketing concepts - How has marketing management changed - What are the task necessary for successful marketing management

- Marketing in the knowledge age

- Identify the major forces shape the digital age (information/knowledge) - E-business strategy and benefit for buyer and seller - Describe four major e-commerce domains - E-commerce and value delivery to customer - Promise and challenge in e-commerce

Creating successful capability - Introducing new market offering - Understanding the challenges in new product/service development - Organizational arrangement (structure and process) - Managing in development process (idea generation; concept to strategy… ) -The consumer adaptation process (how consumer think; why consumer buy)

- Decision in global marketing - Deciding whether to go foreign market (factor of entry mode strategy)

- Deciding which foreign market to enter (entry strategy) - Deciding how to enter foreign market (entry mode) - Deciding on the foreign marketing program (IMP-integrated marketing plan) - Deciding on marketing organization (feedback system of managing, leading)

- Managing holistic marketing organization, behaviour and capability

- Trends in marketing practice in rapid changing environment - Effective internal marketing (brand/customer equity and business purpose issue) - Socially responsible marketing (social conscience perspective) - Marketing implementation, evaluation and control (5W1H method; type of control) - The future of marketing (marketing-3; excellent practice perspective)

Research perspective

- Organizational theory: Exploring subject to divergence and convergence from theory: U; X; Y; Z; O; R-A; I-O; (H-V) prospect

Coo-petition; Competency; 30R; Drivers of brand & customer equity; MSR (Market, stakeholder and responsibility orientation); Goods and Service dominant logic; Choice; Rhetoric (analogy-metaphor); Learning and Innovation; Entrepreneurial bricolage; Slack resource; Nariyuki (spontaneity or functionary)

- Theory of knowledge: Exploring tacit and explicit knowledge & learning prospect

Knowledge creation (SECI Model); K-chain; K-V chain; OODA (observation, orientation, decision and action) intervention loop; OADI (observation, assess, design and implementation) learning cycle; EDC (sensing, seizing and reconfiguring) capability loop; Learning loop (single, double and triple).

- Theory of systems thinking: Exploring mechanism and understanding prospect CST; VSA; LST; DST; Entropy; Contingency; Synch; Improvisation; System 1-2

Value- based- marketing management

(Opportunity- oriented- perspective)

Textbook perspective

Developing brand equity - Dealing with competition - How do marketer identify primary competitors - Competitor analysis (objective, strength, weakness, reactive and selection pattern) - Competitive strategy analysis (market leader, challenger, follower and nicher) - Understanding the balance of customer and competitor orientation

- Creating Brand equity

- What is a brand and how does branding work - What is brand equity - How is brand equity built, measured and managed - Major decision in developing branding strategy

Delivering value - Designing and managing integrated marketing channel - What is marketing channel system and value network - Understanding the role of marketing channel - Channel design decision (four major decision) - Channel management decision (ECR-efficient consumer response focus) - Channel dynamics (integrating channel and managing channel conflict)

- Managing retailing, wholesaling and SCM

- Defining major type and trend of marketing intermediary - Major marketing decisions in retailing, wholesaling and logistics

Communicating value - Designing and managing IMC

- Key role of marketing communication (communication mix) - Effective communication process model (macro and micro) - Deciding, designing, developing, managing and measuring IMC process

- Managing personal communication

- Deciding, designing, developing, managing and measuring an effective direct interactive marketing, personal selling and word of mouth (social network) activities/programs for customer advantage

- Managing mass communications

- Deciding, designing, developing, managing and measuring an effective advertising, sales promotion, event and experience and public relation activity/ program for customer advantage

Research perspective

- Theory of value: Exploring extrinsic, intrinsic and emergent value prospect Value chain, shared value chain; value system; Value in exchange, use, context, experience and trust.

- Theory of Chaos:

Exploring evolutionary and axiomatic prospect Dynamic equilibrium condition; Adaptation; Endogenous innovation; Loosely couple system; Symmetry breaking point; Commitment; Tension-resolution system.

- Theory of complexity and emergence: Exploring structure, conduct and performance and externality prospect Sense, response, control, learning and in VUCA and BOP market space; Externality; SDIC; J-set.

Relationship- based- marketing management

(Innovation–oriented- perspective)

Textbook perspective

Capturing marketing insights - The marketing environment - Micro-environment (value actor in value system) - Macro-environment (social force)

- Analyzing consumer market and behaviour - Define consumer market and model of buying behaviour - Major factors (characteristic) influencing on buying behaviour - Step of buying decision process and type of response - How do marketer analyze buyer response

- Analyzing business market and behaviour - Define business market and model of buying behaviour - Major factors influencing on buying behaviour - Step of buying decision process and type of response - How do marketer analyze buyer response

Connecting opportunity with innovation - Creating customer equity, satisfaction and loyalty - Developing customer value and satisfaction (HM perspective) - Cultivating customer relationship (customer equity perspective) - Maximize customer value (customer advantage perspective)

Research perspective

- Theory of coherence: Exploring self, unity and persona prospect

Dynamic coherent capability; SCA (sustainable comparative/competitive/customer advantage); PF (performance frontier or effectivefficiency); Strategic dynamic fit; ECO-PLC; PLC (product life cycle)

Strategy (spontaneity)- based- marketing management

(Fit-SCA-perspective)

Textbook perspective

Strategy and value proposition - Developing marketing oriented strategy and plan

- How strategic planning carried out corporate and division level - How is planning carried out at business level - How is planning carried out at product level - Major steps in marketing process and plan

- Identifying market segment and target - Define level, pattern and requirement of effective market segmentation - Understanding the criteria and pattern of target market selection

- Crafting brand positioning - Developing and communicating positioning strategy - Understanding the product and service differentiation strategy - Product life cycle, market evolution and adaptive marketing strategy

Shaping the market offering - Setting product strategy - Define product level (customer value hierarchy) and classification - Identifying major differentiating feature, attribute and benefit - Define product hierarchy, system (mix) and price (mix) - Understanding the product -brand relationship

- Developing pricing strategy - Consumer pricing process and evaluation method - Company price setting process for product and service - Major price adaptation strategies in changing environment

- Designing and managing service & experience strategy - Define the nature of service (feature, attribute and benefit) - Understanding of service marketing strategy - Managing service quality (SERVQUAL) and brand - Product-support service for customer advantage - CEM (customer experience management

Research perspective

- Theory of business

- Dynamic view of strategy

- Toward a general theory of strategy formation

- Strategic thinking and scenario planning

- TQM (total quality management)

- Qualitative complexity

- Ecology as strategy

- Kaizen (effectivefficiency)

Metaphor: Bicycle-自転車

Evaluation (tentative) outline (Self-organization perspective)

For evaluating the performance of student’s understanding and accumulation level of tacit-explicit knowledge, strategic learning capability and consistency of responsibility in planning, organizing, leading, coordinating, marketing and managing, individual and group task (academic presentation, assignment writing and small-project implementation) will put forward for practice as deliberately emergent implementation process with upholding principle (norm and rule of conduct) of right intention (axiom), attention (necessity), debate (fact) and dialogue (inversion). Student’s logic absorptive and synthesizing capacity, internal/external dynamic capability, innovative and analytical thinking (linear and non-linear) ability and strategy making deliberately emergent process integrity, value activity and responsibility (attitudinal-behavioural) trait will be observed (level of self motivated endeavour & endurance and its reflection on organization, group and individual level) for inductive understanding of task progression. Eventual outcome will be deduced for appraisal (intent, lead and lag pattern recognition from SWOT perspective) on the basis of following logic, concept, model and feedback (modification or revised) for conformance to the requirement of strategic dynamic fit with new capability (higher level of complexity) in realizing opportunity and value maximization through external adaptation yet internal integration in marketing management paradigm as liberal-art while dialectical human being. - 5W-4H approach (strategy and inquiry); Fish bone analysis (chain of causation) - DIA (Deductive, inductive and abduct) logic - MQ-MI (Multiple intelligence and Marketing intelligence) - EDC (External dynamic capability for sensing, seizing and reconfiguring) - OODA (Observation, orientation, decision and action) intervention loop - OADI/1-2-3 (Observation, assess, design and implementation) learning capability loop - MBO-MBE Dynamic coherent (complementarity) balance thinking ability - ESL (Empathy, sincerity and listening) capability - Maslow and Eric motivational (level of awareness) hierarchy perspective - 5 S model (Self management) and effective -efficient communication model - L-System and fractal thinking (Development as an event/ideal in space-time) - ECR (Efficient consumer response) skills - NIR (Network, interaction and relation) resilience capability

Effectivefficiency --------------------------------------------------------------------------------------------------------------------------------------------------

Learning motto: Self-driving -Self-control- Self-reliance-Self-reflection-Self-development (I’m beautiful)

Common trust: Tacit-explicit knowledge is indivisible whole (I’m art-science-craft); Marketing -management as liberal-art

Business mind-set: Business of business is business; External adaptation yet internal integration. What is measurable that is

manageable; The only constant is change; Structure follows value; Knowledge follows responsibility.

Metaphor: Japanese rice ballお握り

; Pine-maple ; Kite凧

-fly

Concluding (結) note

Since March 2009 to present, I am pursuing (independent, full-time and self-financed) study and research from broad perspective of American Marketing Association offered formal definition of marketing and marketing management for deeply understanding its strength, weakness and opportunity from theory of everything (dynamic coherence). I had reviewed academic resources (published book from library; research article from internet) of enlisted authors from Toronto public library. I immensely acknowledged their relevant research works for selecting the word to compose my proposed research, teaching and course syllabi. However, I sincerely perceived, there is still remaining some extent weakness of my ability to appropriate grammatical expression in description for better understanding. In this regard, your justified kind perusal is highly appreciated in advance.

Thank you.

Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.

--AMA official definition of marketing

Marketing management as the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering and communicating superior customer value

---AMA official definition of marketing management Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of value with others

----Philip Kotler-social definition of marketing

固 主 全

Individual Group All

Wonderful gift what a life is !

Name of the author Michael E porter; Nirmalya kumar ; O. C. Ferrell ; George S Day ; C. K. Phrchalad- ; Malcom McDonald ; Graeme Drummond ; Peter Doyle ; Michael Robe ; Michael J Baker ; Zerald Zaltman ; Ulrike Schaede; M. Mitchell Waldrop; Neil Johnson ; Shona L Brown ; G J Hooley ; Robert M Grant ; Ross Brennan; John Spence; Don tapscott; Bernd H Schmitt; Gary Hamel; Kevin Lane Keller; Banwari Mittal; Jean Jacques Lambin; Joel M stern ; Anthony G Bennett ; Fredrick E Webster; Eric D-Robust ; Wiillie pictersen ; Robert p burrows; Roman G H ; David A Aaker; Gary Armstrong; P Kotler ; Sun Tzu; Nicolai J Foss; Jay B Barrney ; Colin gilligans; Henry Mintzberg; Marcus Buckingham Malcolm McDonald; Gary Armstrong; Crane/Kerin; Richard L Sandusen; Constantinos C. M; Sumatra ghoshal; Tony proctor; Leonard M Lodish; Roman G Hiebing; Henry Chesbrough; John Berry; Marcos Fava Neves; Michael Best; Bertil Hulten ; Gerald Zaltman; Fons Trompenaars; Ezra F Vogel; Jean Jacque Rousseau; Geoffrey A Moore; Eric Lowitt; Clayton M Christensen; Marc H

Meyer; David Meerman；Greg Verdino; Fred Crawford; Bryan Pearson; Jeffrey E Garten; Ezra F

Vogel; Mark Albion; BenJamin Schneider ; Frederick F; Jim Joseph; B Joseph Pine; BenJamin Schneider; Robert East; Robert C Blattberg; Bradley T Gale; Neal Strauss-Value creation; Andrew black; William A Band; Colin Shaw; Colling Shaw; Martin Heidegger; Matthew E May; Peter Franz ; Marc Gobe-BrandJam; Carliss Y Baldwin; Roger Martin; Richard Norman; Robert Kaplan; Thomas Lockwood; James P Womack; Stefan Lindegaard; S Tamel Cavusgil; Robert B Miller; Theodore levitt; John R Holland; Michael Shermer; Peter senge; Jim Collins ; Nelson L ; Michael dell; Michael Bergdahl; Warren G Bennis; Mihaly C ; Stephen covey; John P kotter; Jeffrey pfeffer; Jim Collins; W Chan Kim; Gerad J Tellis; Chris Zook; Daniel H Pink; Scott W Vontrella; Martin Seligman; Robert Kegan; Jonathan Haidt; Nick Powdthavee; Dawn I ; Adris A Zoltner; Mackenzie; Adris A Zoltner; Valariea Zeithaml; Leonard L Berry; Lawrence G.F; Raymond Yeh; Robert robin; Keith M. Eades; Tony Allessandra; Frances Frei; Chip Conley; Sunil Gupta; Doanld R H; V-Kumar ; Stan Davis; Joseph Jaworski; David Lewis; Francis Buttle; Bill-Stinneett; Benson P Shapiro; John J Sviokla; James L Heskett; Frederick F; Robert East; Martin Evans; Richard gibbs; Yves L DOz; Tony Schwartz; M Loehr ; Robert S Kaplan; Adam Werbach; Michaell G ; Peter bolstorf; Charles C ; Edward HF ;Ed Rhodes; David F R; Ananth Iyer; Chi Kin; Robert P ; Hugos Michale; Boirier Charles; Mentzer ; Ayer James; Simchi Levi; Hughes Joh; Hndfield R; Halone Robert; Paul Myerson; Martin Christophe; Douglass C. North; Charles Heckscher; Ken Wilber ; Ying Lun So; Min Chen ; Kenchi Ohmae; Adam M Braden Burger ; Christian De Duve ; Richard J. Schonberger; Stanley M Davis; James Gilmore ; Hirotaka takeuchi; Rowan Gibson; John dalla costa; Kenichi Miyashita; Regis McKenna; Michael L George; Medan Birla; Dan Steinbock; C Otto Scharmer; J.C Lareche; George S Day; Marco Iansity; Daryl R Conner ; Tom Chappell; Andrew Black; Arie de Geus; Stan Davis; Mark albion; Emi Osono; .K. Liker; Charles M; Richard M Steers; Tom Morris; William H M; Karl and Kathleen; Taichi Ohno; Mark Morgan; Takeshi Yuzawa; Yoshi Tsurumi; M.Y Yoshino; Arthur M Whitehill; Robert A Burgelman; Pankaj G; Richard M Steers; Lora M Cecere; J Paul Dittmann; Marty Parker; Chris Argyris; Noah Lemos; Duncan Pritchard; Daniel J Siegel; Ean shinoda Bolen; Ikujiro Nonaka; Glen B; Mike Bara ; Frank J Owners; Dana Zohar; Joseph LeDoux; Daniel Goleman; Philip B Crosby; David A Garvin; Christian de Duve; Bruce lipton; Frank leistner; Jean Shinoda; M Mitchell W; Gerald M Edelman; Gerald M EdelmanGerald M Edelman; Leonard peikoff; C. G Jung; Michael polnyi; Jeremy Rifkin; John smith; Addy pross; Ilya Prigogine; Richard Mckeon; Robert Fritz; Jeremy Campbell; John smith; Daral Morey; Arieh Ben Naim; Norbert wiener; James lovelock; Fritjof capra; Deepak chopra; Martin buber; Tom morris; Joon Chang lee; Edward De Bono; Howard Gardner; Ann C Baker; Candace B Pert; Thomas H Davenprt; Steve fuller; Alistair Mutch; Peter Atkin; Srinivasan S P; Chirstopher Peterson; Stephen Blundell; Richard T Pascale; Arnoldo C Hax l; Albert S ; M Rothschilg; John Russon; Harld F; Dalailama; Werner Heisenberg; Ayn Rand; Allen W Wood; Christopher Want; Jonathan C; Descartes; Jonathan Dancy; John russon; Noah Lemon; Dermont Moran; Martin Heidegger; Edmond Husserl; R grossman; Roalyn D- Merleau ponty; Deborah K W; Martin H; Stephen Eversoh; Charles T; Thomas R F; Wilson; Harvey Leibenstein; George J S; John R; Stephen G Haines; William J Byrnes; Tom Devenport; Stephen Harding; Mitchell J N; James Borg;

Alan Watkin; Andrew Miller; John Robert; John Mackey; Adrian Furnham; David B Wolf; Linda A Hill; Nick Wilkinson; Joseph A M; Raj Jag wolf; Peter F Drucker; Craig L; William A Cohen; Michael G Silverman; Richard L Hudges; Bruce M; David Teece; Heinz Otto Peitgen; Geoffrey A Moore; Rich Teerlink; Tasaka; David dune; S Moothy; Michael Treacy; Michael Tasner; Stuart L Hurt; Cynthia H ; Russell W Belk ; Erick Du Plessis ; Edgar H Schein ; David A Nadler ; Phil Barden ; David Soberman ; Sridhar Moorthy ; Pankaj A ; J Nicholas de Bonis ; David Livermore ; Linsu Kim ; Michio Morishima ; Steven N Durlauf ; Danny M.; John Weiser; Michael Vaugan; Manfred Kets de Vries; Michael L George; Alphevs Bingham; Larry Keely; Philip Marksberry.; Naomi ; Jamshid Gharajedagi ; John Hagel-III; Minet S; David gebler; David K Hurst; Jay R G; Chirstopher Martin; Parvaiz K and Rafiq; Ryszard P; Richard foster; Sara Kaplan; Russell L Ackoff; Manfred FR Kets de Vries; Edward de bono; James Mapes; Ira A.; J.M. Juran; Bob Williams; Diana Whitney; Dvc Smith; Freddie Barrand; Evert Gummsson; Florian Kohlbacher; Robert H Buckman; Christopher A Bartleff; James J stapleton; Nancy M Dixion; Charles Heckscher; Harry Macdivitt; Kenchi Ohmae; Werner R L; James Heskett; Venkat Ramaswamy; Pedro Pablo Ramos; Matjaz Mulez; Goran Svensson; Roy Chan; Laura Maruster; Rene Brohma; Karen Yuan wang; G Thomas M Hult; Dawa Iacobucci; Tim brown; Hames G March; O.C. Ferrell; Robert J Duesing; M Hult; Shelly D Hunt; George A Akerlof; Erik M Raajj; George Avlonities; Pandelica Amalia; Rod B McNaughton; B Lopez; Jaqorski; Kohli ; Narver Slater; Stanley Slaten; Rohit D; Himatsu; Antonio Argandona; George Leonard ; Michael Jay; Jagdish N Sheth; Jasper H; Robert F Lusch; NikoLay; Janifer; Stephen L Vargo; Vargo Lusch; David Ballantyne; Roger A Layton; Meade W; Ravi ; Eric H Shaw; SL wilkie; Richard Bagochi; Barile S; Golinell; David (otago NW); Terry Beckman; Paul Maglio; ED Blair ; Christian K; Stefen M ; David Ballantyne; Norah Cambell; Morris B Holbrook; Cynthia /snowden; Hug Courtney; Lowell Bryan; Paul Schoemaker; David Gavin ; Louis Vandor; Ufz Schaffer; Thomas chermack; Tomas JM; Dana ; Thomas JC; Bernard Burnes; Francis H; Francis Heylinghen; Frans M; Ralph D Stacey; Hirotaka Takeuchi; Ikujiro Nonaka; Constantin; Chun wei Choo ; Ken ; Spender; Douglas Orlon; WC Ouchi; Michael Beer; Marity/Nigel; Michel AD; Haridimos Tsukas; Stephen Gourlay; Haslinda A; Richard LD; Mark Dodgson; Kramer; Domen Bajde; Cristina H; Charla M; Sara S; Jagodish NS; Zhilan Yang; Nasreen K; LI; Peter C; Berru; Christopher Meyer ; Christian Gronroos; Ravald Annika; Rafael R; Peter JB; Joseph P ; Tim A; Timber; David B; Nancy Dixon; Kurt Lewin; James Sinkula; Charles David Wilson; Eric NG; Shelby Hunt; David Wilson; Charles ; Adam lindgreen; Andrei Maxim; W sauag; Hui Kc; Evert G; Paul Wilson; Gettery M; Petet Reid Dicson; Bieger W; Casten; Fazla Mohiuddin; Geffrey MH; Geoffrey MH; G Nwokah; Nagashima; Matti Joakola; Robert MG; Michael OK; Musa obala; Sean Valentine; Ghensy A; Patricia E; Staves I; Peter Lewin; Nicolai JF; Jay Barney; Richard NL; Thomas C powel; George Stalk ; Robert M grant; Shu hui ; Rodolphe D; Argyris; Hendry; Powel; Marc B; Gene M; M Jasimuddin; Karel; Mikel E; Dave V; W Jack; Nana J; Ann Kristia; Takahashi; Shelby DH; Alanson; Richard Reed Jennifer; Michael Hill ; Lippman; Wagner;Veronique An; Marh Cason; David K; Jared M H; James M ; Michael ryall ; Andrew king; Cohen; Ann Kristin; Moorman; Michael Zack; Choi; Clyde; Andrew G; Landy; Shu Liao; James sinkula; Daniel Kim; Cristiane Mooreman; Cristiane Homburg; Rohit; Nush Faith; Eligabeth; Peter V; Cristin Hombur; David Levi; Edgar S; Soregne; Peter Dickson; Silvia; Miles; Mooorman; Pavel; Carlos M; Shona B Kath; Marry Jo; Robert; Marco; M Hanna; Christine Moorman; Michel Tushman; David Bastin; Tim OS; Clayton; Jeane Ledka; Eton Lawrance; Jeanne ML; Paula J; Paul; Esteban M; Wendy B ; Robert B- Inter organizational ecology of strategy; James moore- p; Sebastian; Charles O ralley ;Bobek; Avinaryo ; David walter; Burgeios ; Kevin clark; Charles R ; Ellen; Said Elbana; John Payne; Herbert;Edgar E Peter; Brain Nattrass; Justine G Williams; Hiroaki Miyoshi; Dietmar Saupe; Daniel JW; Richard A Bettis; Bernard Girard; Alfred D Chandler Jr; Tagore; Linda Gorchels; Robert J Benson; Rabindranath Tagore; Kazi Nazrul Islam; Capwell; Abul Hasnat Chouwdhury; Soren Lyngso; Richard A Bettis: Alice Albinia

The best way to predict future is to create it – Peter F. Drucker

Appendix-1

Dialectical-action platform model Research on requisitely holistic marketing management paradigm, Rh marketing & consulting (in

construction), Toronto, ON, Canada, 2016.

Appendix-2 Research project ideas

1. Interactive green-park: an unique source for co-creating knowledge and value （教育

）

Concept “inside-out and outside-in” to connect and/or activate the dot Business eco-system Network; interaction; relation External dynamic capability Entrepreneurial bricolage

2. Future true prospect of rice industry: science and technological potential of global rice straw, husk and bran utilization and feasible cooperation in developing

countries （米食料産業

） Total value of rice was estimated US$203 billion per year (estimated 2013) Where production:

Global rice straw (725MT); Husk (200MT); Bran (30MT); Milled rice (500MT); Broken rice (37MT); International rice trade (50MT); Global rice consumption (500 MT) Potential value of global rice-food value chain considering best practice/ technology?

3. Deliman alidas : other than other = sameness (異文化コミュニケーション)

“If there is a symmetrical balance between task capability (efficiency) and stakeholder relationship & responsibility capacity (efficacy) then there will be an emergence of higher conscious info-realm as just it happens.”

Duty = Beauty Where

：fit with inter-cultural, functional and personal trait

：fit with MBO-MBE

：fit with CAS

Emergence of higher conscious info-realm (魅力の輪)

4. Decreasing of entropy in rare case where (-S = I) （健康の元

）

Learning effect at dynamic equilibrium condition Plausible condition : sustenance of feeble vitality status : vicarious learning endeavor : individuation & coherence

5. Self-employed and living (自給自食)

Synergy through paddy and legume crop production in Asia and Africa : Exploring mutual cooperation

: Double edge trade/investment effect : Open innovative for local adaptation : Community reactivation and happiness

6. Beautiful mind: value activity of rice trader and entrepreneur （商社・起業・尋問

）

Concept based on the study of higher level sphere of mind science to explore the influencing forces behind the effective-efficiency of value added activity and business performance in second largest paddy and rice processing center at Gagati, Kushtia, Bangladesh.

7. Small farmers association: integration with downstream value chain （農協・生協）

Concept based on the role of agricultural cooperative in paddy/rice production, marketing and distribution arrangement with government, trader, entrepreneur and consumer association for efficient downstream value chain integration. Integration of VC/SP/FC in specific space-time Learning from Nokyo and Seikyo in Japan

8. Free-standing company: SWOT perspective of foreign market entry decision

continuum of Japanese MNCs. （個体間関係論）

Domestic and international perspective

Highlight on

FAO strategic objective Four:

Enable inclusive and efficient agriculture and food system

ADB projected two immediate need: “Need a serious new research program”

“Need serious new confidence building measure”

IRRI/IFPRI six main rice production systems Food security and poverty reduction

UNESCO world intangible heritage

(Agriculture & food system research)

(VUCA and BOP)

SCP model

(KVS)

The best way to predict future is to create it- Peter F. Drucker

Appendix-3

Akbar M Ali: A study on paddy commercialization and marketing system in Bangladesh, PhD thesis, Hiroshima University, Japan, 1998

Apppendix-4

Akbar M Ali: Factors influencing on foreign market entry strategy of Japanese MNCs, MBA thesis、 University of Luton, UK, 2002

Appendix-5

A view of faithful dynamic coherence from science, art and craft, research on requisitely holistic marketing management paradigm, Rh marketing & consulting , Toronto, ON, Canada. 2016.