Programme Co-Director

Other professors：

Professor BAI, GUO

Professor Tsai,Terence

Professor Cheng, Lin

Professor Guo Wei

Professor Liang, Neng

Professor Ghorbani, Majid

Professor Ramasamy Bala

Professor Rui, Oliver

Professor Schuh, Sebastian

Professor Wang, Yajin

Professor Yu, Tieying

Professor Zhang, Hua

Professor Zhang, Lingling

Professor Zhang, Wenqing

Professor Zhao, Hao

Professor Zhao, Xinge

Professor Zhu, Tian

Programme Objective

As with the evolution of civilization, management education has evolved from management tools to management systems and management philosophy. There are many management-oriented analytical tools, approaches and techniques; management systems include governance and organisational structure, and business processes; management philosophy involves the values and beliefs enshrined in strategic management tasks, such as leadership, corporate culture and company transition.

The AMP aims to provide participants with a strategic pattern of thinking, systematic theoretical frameworks and hands-on management tools. Participants will gain deep insights into Chinese management practice that will help them to meet the management challenges of a complex business environment. The 9 core modules will enable participants to: 

• Draw up business strategies more effectively;
• Mobilize people and resources more efficiently with a deeper understanding of each functional department, and formulate business plans, systems and processes in a more integrated way;
• Gain deeper insights into the relationships between business processes and strategic objectives, and align these processes with the company’s growth and profit objectives;
• Develop an organisational capability based on a thorough understanding of operations and personnel motivation to implement strategies efficiently;
• Learn to think through data implications and apply decision-making tools and frameworks in consumers and business decisions;
• Gain deeper insights into risk management and learn the principles of internal control design in order to cope with uncertainties in the complex market;
• Acquire analytical tools for investing and financing decisions, improve capital operation capacity, and identify the most appropriate capital operation strategy for the company;
• Interact with highly-competent general managers from various industries to share the best operations and management practices.

Programme Benefits

Participants will:

• Acquire knowledge about general management, including macroeconomics, leadership, marketing, finance and accounting, business negotiation, strategy formulation and implementation, risk control, business decisions and capital operation.,>
• Acquire advanced and practical management tools, establish their own theoretical framework for management, and develop an effective strategic pattern of thinking.,>
• Gain deep insights into the role of general managers and learn how to deal with supervisors, subordinates, team members and external stakeholders.,>
• Develop a capability for sustainable self-development required for a general manager.,>
• Seize opportunities in the capital market and leverage financial resources to serve corporate strategies.,>
• Develop a system of thinking that can effectively deal with decision-making problems in times of uncertainties and strengthen the capacity for deconstructing, pondering and analysing complicated decision-making problems.,>
• Be granted membership in the CEIBS Alumni Association and be able to join the dynamic AMP Club.,>

Programme Content

The Programme includes 9 modules: (The order of the modules may be subject to change.)

Myths about Strategies in the New Economy Era

• Essence of Strategy
• External Environment: Industrial Analysis and Consistency between Internal and External Environment
• Competitive Advantage: Resources and Consistency between Internal and External Environment
• Blue Ocean Strategy
• Strategic Leadership
• Strategic Thinking
• Strategic Competitiveness
• Corporate Culture, Values and Ethics
• Challenges for Companies in the Internet Age

Insights into Digital Business I: Macroeconomics & Corporate Finance

• Macroeconomic data
• Short-Term and Long-Term Macroeconomic Models
• Keynesian Model and Fiscal Policy
• Monetary Supply and Banking System
• Open Economy and Exchange Rate System
• Monetary Policy and The Impossible Trinity
• Financial Statement Analysis
• From Public to Private Source: Interpretation of Accounting Information
• Financial and Strategic Analysis

Insights into Digital Business II: Chinese Macroeconomics & Managerial Accounting

• Cost Terms
• Job-Order Costing
• Activity-Based Costing (ABC)
• Cost Allocation
• Cost-Volume-Profit (CVP) Analysis
• Decision and Relevant Information
• Pricing Decision

Leadership Development in Times of Change

• Features of Leadership
• Development of Leadership: Self-Cognition
• Group Management Coaching
• Leaders’ Thinking and Skills
• Leading Changes
• Leadership in the Times of Change
• Leadership and Organisational Development

Changes in Marketing Models in the Times of Connectivity

• A Framework for Marketing Strategies
• A Framework for Marketing Theories
• Learning from Failure
• Value, Positioning and Market Selection
• Value Creation and Market Selection
• Design of Online and Offline Channels
• B2B Marketing
• Symbiotic B2B Relationships
• Key Account Management
• Digital Marketing
  • Conflicts between Online and Offline Channels
  • Ecological Landscape
  • Content Community Marketing
• Real Economy and Internet +
  • Common Problems of Traditional Industries in Adopting the Internet + Business Model
  • Consumer Decision Journey and 6m Theory
  • Membership System Design and Omni-channel Marketing

Insights into Future Business: Innovation and Internal Startup

• Essence of Innovation
• Types of Innovative Thinking
• Factors of Innovation
• Internet-Based Innovative Thinking
• Internal Startup Model
• Internal Incubation Projects
• Consistency between New Projects and Corporate Strategies
• Formulation of Critical Performance Indicators

General Managers: Making Wise Decisions

• Capital Market, Investment Decision-making and Financial Reporting
• Fraudulent Practices, Internal Control and Risk Management
• Corporate Culture and Related Development & Performance Orientations
• Principles for Internal Control Design
• Internal Control Functions
• Value Creation and Corporate Development
• Thinking through Data Implications
• Architecture Selection
• Decision-making Psychology
• Comprehensive Description and Analysis of Decision-making Problems
• Risks and Selection of Decision Alternatives
• Identifying the Variable with the Greatest Influence on Decision-making and pulling together to Enhance the Quality of decision-making
• Multi-objective Decision-making
• Improving Decision-making with Game Theory
• Improving Decision-making with Decision-making Software
• Recognising Psychological Biases and Avoiding Hidden Traps in Decision Making

Corporate Investing and Financing Approaches

• Corporate Growth Management
• Investment Decision-making and Capital Cost Analysis
• Financing Decision-making and Capital Structure Analysis
• Private Placement, Bond, IPO and Seasoned Equity Offering
• A Financial Innovation Tool: Asset Securitisation
• Emerging Trends in Capital Market and Corporate Development Strategies in the New Era
• Major Features of the “New Normal”
• Wealth Management Trends
• Asset Classes and Diversification
• Asset Allocation and Business Cycle
• Life Cycle and Wealth Management
• Wealth Succession
• Three Pillars of Sustainable Businesses

Business Simulation and Behaviour Rethinking

• Competitive Strategy Simulation
• Strategy Formulation and Effective Implementation
• Environmental Analysis and Strategic Thinking
• Executive Teamwork
• Team Effectiveness Management
• Behaviour Rethinking and Sustained Leadership Enhancement

We have designed a series of academic events to help participants put what they have learnt in the  classroom into practice.

• Learning through Reflection

Reflection can drive the learning outcomes when people find what they have learnt in class runs counter to their own experience. Reflection does not mean aimless memorisation, but an effort to break away from one’s stereotypes by doubting, questioning, analysing, discussing and sharing. Apart from the core modules, the Programme will provide a platform for participants to express their own ideas. At the beginning of each module, the instructor will guide participants to spend 90 minutes sharing what they have leant from the previous module in order to help them shed their own biases and blind spots.

Requirements for participants: Willingness to speak your mind and share with others.

• Mutual Visit

When the third module ends, the participants will pair up and each will visit the other’s company. Generally, it is required that each participant visit a company different from their own in location and industry. Afterwards, the visitor will write a report based on the discussion with the host. The host will also prepare a report after reviewing the visitor.

Requirements for participants: Being modest and willing to accept constructive advice.

• Learning Log

At the end of each course, participants will be required to spend 10 minutes recording what they have learnt and thought about in order to help develop their critical and systematic thinking. They will need to put theory into practice to draw inspiration for their future actions.

Requirements for participants: Listening earnestly and thinking diligently.

• Reflection Report

At the end of the seventh module, participants will be required to write a reflection report. After reviewing the course materials (e.g., reading materials, handouts and notes) from all modules, participants will need to apply classroom learning to company management.

Requirements for participants: Commitment to exploring innovation and making bold efforts.

Trend Micro Inc.

Teaching Language

Partly Chinese, partly English with sequential Chinese interpretation

Admissions Procedures

Applications are requested at least 30 days before the programme start date. Applications are reviewed as they arrive and admissions are subject to the final confirmation of CEIBS. Any applications received after that date will be considered on the basis of space availability. For more information, please contact our Customer Service Team in Shanghai, Beijing or Shenzhen.

Cancellations

Any cancellation made 30 days or more prior to the programme start date is eligible for a full refund of programme fees paid. However, the expenses arising therefrom shall be for the account of the applicant or his/her employer. Any cancellation made less than 30 days prior to the programme start date shall be subject to a fee of 20 percent of the total programme fee. After the programme starts, no fees shall be refunded for participants who withdraw from the programme for any reason.

Notification

To ensure the continuity of your learning, you are required to make proper arrangements according to the course schedule after receiving your letter of enrollment. We will neither make up lessons for you nor confer you with the certificate of completion if you are absent from the course for personal reasons. CEIBS reserves the right to amend information on this programme including price, discount, date, location, faculty, daily schedule and other details.