Global Emerging Markets MBA

ESEUNE TIANJIN!martes 21 de enero de 14

gemMBA PROGRAMmartes 21 de enero de 14

Internships

1IE

2IA

3IF

4ST

5CH

6EX

7MK

8HR

9NG

10IN

GAP

CH1

CH2

CH3

IND

RUS

INT

16 Courses64 Credits x 25 hours = 1.600 hours

1 Credit = 25 hours (15 classes hours + 10 asynchronous hours)

martes 21 de enero de 14

64Credits

8

9

3

4

20

Internships 20

1

2

2

3

2

2

3

2

12

3

3

10

2

2

1IE

2IA

3IF

4ST

5CH

6EX

7MK

8HR

9NG

10IN

GAP

CH1

CH2

CH3

IND

RUS

INT

1600 hours

200

225

75

25

50

50

75

50

50

75

50

2550

75

75

250

50

50

500

1 credit = 25 hours (15 classes hours + 10 asynchronous hours)

500

100

LEAN MANUF.

PROJECT M.

ENTREPREN.

COMMUNIC.

TQM

ELECTIVES (optinonal)


SCHEDULEmartes 21 de enero de 14

7. MARKETING

7. MARKETING

10. INNOVATION

10. INNOVATION

9. NEGOTIATION

4. STRATEGY

4. STRATEGY

5. SUPPLY CHAIN

5. SUPPLY CHAIN

2014-2015 Schedule

CH1 CH2 CH3

CH1 CH2 CH3

CH1 CH2 CH3

CH1 CH2 CH3

CH1 CH2 CH3

CH1 CH2 CH3

CH1 CH2 CH3


2. ACCOUNTING

2. ACCOUNTING

7. MARKETING

3. FINANCE

8. HHRR

8. HHRR

4. STRATEGY

4. STRATEGY

1. ECONOMICS

3. FINANCE6. EXPORT - IMP.

6. EXPORT - IMP.

ELV. LEAN MANUF.

ELV. LEAN MANUF. ELV. PROJECT M.

ELV. PROJECT M.

ELV. ENTREPREN.

ELV. ENTREPREN.

ELV. TQM

ELV. TQM

ELV. COMMUNIC.

16. RUSIA

16. RUSSIA

16. GAP 16. GAP

15. INDIA

15. INDIA

INTERNSHIPS INTERNSHIPS INTERNSHIPS16. GAP

LEAN MANUF.

PROJECT M.

ENTREPREN.

COMMUNIC.

TQM

ELECTIVES

Year two (Optional)Electives and Chinese Language

CH1 CH2 CH3

CH1 CH2 CH3

GAP

GAP

GAP INT

GAP INT

GAP INT

GAP INT

GAP INT

GAP INT


7. MARKETING- INDIVIDUAL WORK7. MARKETING

LECTURES

Montly ScheduleBeijing

14. CHINA III- CHINESE LANGUAGE

7. MARKETING- INDIVIDUAL WORK7. MARKETING

LECTURES14. CHINA III- CHINESE LANGUAGE




12. CHINA I- CULTURE, BEHAVIOR, MARKETING




10. INNOVATION - INDIVIDUAL WORK10. INNOVATION

LECTURES

10. INNOVATIONLECTURES

9. NEGOTIATION - INDIVIDUAL WORK9. NEGOTIATION

LECTURES

Montly ScheduleBeijing

10. INNOVATION - INDIVIDUAL WORK






13. CHINA II- SHANGHAI FIELD TRIP

13. CHINA II- SHANGHAI FIELD TRIP




Weekly Schedule


Monday Tuesday Wednesday Thursday Friday Saturday Sunday

8:00 -‐ 10:00 8:00 -‐ 10:00 8:00 -‐ 10:00 8:00 -‐ 10:00 8:00 -‐ 10:00

BREAK BREAK BREAK BREAK BREAK 10:00 -‐ 12:00

10:30 -‐ 12:00 10:30 -‐ 12:00 10:30 -‐ 12:00 10:30 -‐ 12:00 10:30 -‐ 12:00 BREAK

LUNCH LUNCH LUNCH LUNCH LUNCH 12:30-‐14:00 12:00 -‐ 14:00

14:00 -‐ 16:00 14:00 -‐ 16:00 14:00 -‐ 16:00 14:00 -‐ 16:00 14:00 -‐ 16:00 BREAK BREAK

BREAK BREAK BREAK BREAK BREAK 14:30-‐16:00 14:30-‐16:00

16:30 -‐ 18:30 16:30 -‐ 18:30 16:30 -‐ 18:30 16:30 -‐ 18:30 16:30 -‐ 18:30 16:00-‐17:30 BREAK

16:30-‐18:00

18:00 -‐ 19:30

CH2

Dayly ScheduleSaturday and Sunday, two weeks per month


SYLLABUSmartes 21 de enero de 14

All organisa+ons are impacted by the interna+onal environment in which they operate. An understanding of interna+onal trade and finance issues is crucial when business is conducted across na+onal borders. This first area of the Global Emerging Markets MBa (gemMBA) develops a framework for understanding these issues and applying them to develop sound business strategies for global expansion. By the end of the area you should be able to:

-‐ Interpret interna+onal trade/finance sta+s+cs.

-‐ Understand the determinants of trade.

-‐ Evaluate trade policy

-‐ Explain the mo+va+on for trade agreements

-‐ Understand the opera+on of foreign exchange markets and the interna+onal monetary system

-‐ Evaluate the risks of inves+ng in emerging economies.

The over-‐riding objec+ve of the area A (Global Business Management) is to use these skills to ar+culate comprehensive/cohesive global expansion strategies for any firm, and it is divides in four courses:

1. Interna+onal Economics

2. Interna+onal Accoun+ng

3. Interna+onal Finance, Banking and Law

4. Strategy in Emerging Economies

1IE

2IA

3IF

4ST


This course examines the theory of interna+onal trade and interna+onal monetary economics and emphasizes the applica+ons of these theories to public policy issues, par+cularly to corporate planning.

Topics include:

-‐ Gains from trade, compara+ve advantages, tariffs and other trade interven+ons.

-‐ Balance of payments, models of adjustment, flexible vs fixed exchange rates.

-‐ Trading blocs and WTO.

-‐ Free trade disputes.

-‐ And the role of ins+tu+ons such as GATT, the IMF, the World Bank and the role of central banks.

This course shows how we measure economic produc+on for en+re countries, what determines long-‐term growth of na+ons, and why money and the ins+tu+ons that manage it are important elements affec+ng economic behaviour.

1IE



The course is a general introduc+on to financial and managerial accoun+ng designed for interna+onal students with liWle or no accoun+ng background. Students will learn basic accoun+ng concepts and how managers use accoun+ng data to make decisions.

This course also introduces students to the basic accoun+ng statements and their use in managerial decision making, introducing emergent thinking about the interfaces between financial and business performance with a focus on adding value to the business, rather than emphasising financial control. The link between strategy and resource management is highlighted, in focusing on the effec+ve use of an organisa+on’s financial and other resources in crea+ng value for customers and shareholders. The course aims to introduce strategic financial management as an integrated way of thinking about the key drivers of value in organisa+ons.

AYer successfully comple+ng this class you will have the skills to:

-‐ Analyze and interpret financial statements.

-‐ Define various cost terms, concepts, and classifica+ons.

-‐ Understand how costs are gathered and assigned to products and projects.

-‐ Predict cost behavior.

-‐ Integrate concepts of segment repor+ng, profitability analysis, and decentraliza+on.

-‐ Choose between mul+ple investment op+ons using Net Present Value (NPV) analysis.

AYer this sec+on managers will be able to understand financial sheets, and take the most out of accountancy and tax management interna+onal strategies.

2IA

2 credits = 50 hours (30 classes hours + 20 asynchronous hours)


This course is a survey introduc+on to the principles, laws, conven+ons, and organiza+ons that encompass the environment of interna+onal business. This will include how the risks of doing business interna+onally differs from doing business domes+cally and will train managers with the founda+ons to find the right strategy for financing projects on global markets and management of risk. This program also gives an in-‐depth understanding of the legal problems that arise in the conduct of business across na+onal fron+ers, and of the characteris+c types of legal solu+ons adopte.

3IF

This course is a survey introduc+on to the principles, laws, conven+ons, and organiza+ons that encompass the environment of interna+onal business. This will include how the risks of doing business interna+onally differs from doing business domes+cally and will train managers with the founda+ons to find the right strategy for financing projects on global markets and management of risk. This program also gives an in-‐depth understanding of the legal problems that arise in the conduct of business across na+onal fron+ers, and of the characteris+c types of legal solu+ons adopte.

The program provides the tools to address two of the key issues in interna+onal finance: the risks and opportuni+es created by changes in exchange rates and the use of interna+onal markets as sources of financing.

AYer successfully comple+ng this course you will have the knowledge and skills to:

-‐ Analyze both theore+cally and empirically the determina+on of spot and forward exchange rates

-‐ Assess how arbitrage and specula+on interact to determine spot and forward exchange rates and interest rate rela+onships-‐ Understand the basics of contracts law, the Conven+on on Contracts for the Interna+onal Sale of Goods-‐ Analyze the legal and ethical problems mul+na+onals face when opera+ng in advanced and emerging countries. -‐ Convert currencies using spot, future, and cross rates and iden+fy arbitrage opportuni+es-‐ Forecast exchange rates based on the rela+onships or parity condi+ons that should apply between spot rates, forward rates, infla+on rates, and interest rates-‐ Translate foreign currency denominated items on financial statements to their home currency values-‐ Use forward contracts, futures, op+ons, money market hedges, and other techniques to reduce transac+on exposure-‐ Iden+fy and manage economic exposure and construct an integrated exchange risk program-‐ Understand the opera+on of interna+onal capital markets and the characteris+cs of alterna+ve sources of medium-‐ and long-‐term financing

This course includes a survey of interna+onal organiza+ons such as the European Union, NAFTA, GATT, WTO and others.



The course helps you to understand the structure of the industries and markets and the general government and business context that your organisa+on operates in. We will teach you how to analyse rela+onships with suppliers, customers, compe+tors and collaborators. You will be helped to iden+fy and evaluate your organisa+on’s resources and capabili+es, including financial resources, human resources, physical resources (such as control over buildings, equipment or transporta+on networks) and intangible resources (such as brands, knowledge or informal networks with collabora+ve partners).

Strategy is oYen seen as one of the key tasks of managers, and this course will contribute to your prac+cal development as a manager by providing insights into the theory and prac+ce of managing the process of strategic decision-‐making and strategy implementa+on in organisa+ons.

Strategies can affect whether an organisa+on survives, prospers or dies. Survival and prosperity depend on the solu+ons to ques+ons such as:

-‐ Which products or services to offer.

-‐ Whether to pursue single or mul+ple lines of business.

-‐ Which markets or clients to aim for.

-‐ Whether to limit ac+vi+es to local markets or expand interna+onally.

-‐ How to acquire appropriate technologies, knowledge, finance and human resources.

-‐ And which skills and capabili+es to develop that will be relevant to your compe++ve strengths now and in the future.

4ST



The course promotes the skill of strategic thinking by supplemen+ng your prac+cal experience with appropriate theories, frameworks and concepts that aid understanding of strategic issues.

Topics covered are:

-‐ Analysis of the environment.

-‐ Strategies for compe++ve advantage.

-‐ The evolu+on of compe++ve advantage.

-‐ Ver+cal links and moves.

-‐ Horizontal links and moves.

-‐ Making the moves.

4ST



5CH

6EX

7MK

8HR

This area focuses on how enterprises plan, design, and execute their global opera+ons in industries—such as consumer products, high tech, biotech, and retail —in both, developed economies (European Union, North America, Japan…) and emerging markets (China, India, BRazil…) where firms must rely on the integra+on of a network of suppliers, manufacturers, distributors, and retailers to provide products and services.

The area is divided in four courses:

5. Global Supply Chain Management

6. Export/Import Management

7. Global Marke+ng Strategy

8. Strategic Human Resources


5CH

This course focuses on how compenies design their global supply chain opera+ons. Outsourcing and off-‐shoring, automa+on, centraliza+on, complexity, and risk—all key aspects in global supply chain management (GSCM) today—require new management prac+ces, tools, and concepts to succeed. This course addresses this new approach with a study of expert knowledge, cases, and analysis that covers purchasing, manufacturing, logis+cs, inventory management, technology, global trade, network design, and best prac+ces in various industries.

In class, you will discuss the advanced prac+ces, technology, and tools used in GSCM that create a compe++ve advantage for both customer and economic value crea+on.

Par+cipants will demonstrate the ability to apply GSCM concepts in real-‐world applica+ons, including globaliza+on and automa+on of the supply chain, as well as the management capability to create long-‐range strategy, medium-‐term design, and real-‐+me execu+on plans in an environment of highly demanding service and minimum cost requirements. Finally, you will understand the opportuni+es for performance improvement and sustainability in GSCM. Learning objec+ves include:

-‐ Understand the components and competencies of GSCM.

-‐ Plan for the required GSCM support of the compe++ve strategy.

-‐ Comprehend purchasing and strategic sourcing methods.

-‐ Iden+fy correct produc+on designs to deliver the GSCM strategies.

-‐ Demonstrate capability in logis+cs management of transporta+on and warehousing.

-‐ Design technology, people, and facility networks.



5CH

-‐ Understand interna+onal trade opera+ons, INCO terms, currency, and regula+ons.

-‐ Analyze landed costs and strategic profit margins.

-‐ Jointly consider risk, security, cost, and service issues.

-‐ Deal with third par+es such as freight forwards, 3PL, trade associa+ons and customs brokers.

-‐ Deploy best prac+ces and future sustainable methods.

-‐ Upon comple+ng this course you should be able to.

-‐ Design GSCM competence that is appropriate to support compe++ve strategy.

-‐ Manage supply chain process execu+on effec+vely and efficiently.

-‐ Deploy GSCM systems and technology to increase produc+vity.

-‐ Analyze the economics of GSCM for performance improvement programs.

-‐ Deal with the unique requirements in the globaliza+on of supply chains.

-‐ Deploy best prac+ces of world-‐class opera+ons, and prepare for future challenges such as sustainability and professional development.



6EX

This course gives aWen+on to the knowledge, skills and insight needed to manage imports and exports either in a comprehensive trading company or in a department of a company that depends on sourcing or expor+ng to achieve its strategic objec+ves. The course will show a review of very important issues on global trade that will make the purchasing of interna+onal services brought to a boWom line of compe++ve pricing and advanced comprehensive services. On comple+on of the course students are able to formulate procedures for interna+onal trade and ul+mately manage this func+on on behalf of a company.

Students will learn key trigger points to gain compe++ve advantage in import and export opera+ons:

-‐ Overview of the Risks of Interna+onal Trade.

-‐ Import/Export Compliance & Audit Management.

-‐ Custom House Warehouses & Free Trade Zones.

-‐ Gemng Paid: Foreign Receivable Management.

-‐ Interna+onal Insurance Concerns: Exposures & Solu+ons.

-‐ Third Party Logis+cs: An Op+on Worth Studying?

-‐ Designing the Perfect Import/Export Opera+on.

-‐ Managing Carriers, Freight Forwarders and Customhouse Brokers.

-‐ U+liza+on of Interna+onal Web Sites and Resource Development.

-‐ Establishing SOP's in Import/Export Opera+ons.



This course is designed to provide students with a fundamental understanding of the globaliza+on of marke+ng ac+vi+es. Students will develop a solid working knowledge of the 4 P's of marke+ng—product, price, plance and promo+on—along with concepts such as target markets, demographics/psychographics, posi+oning, product life cycle, adop+on curve, and the other fundamental components.

We will explore a variety of marke+ng issues (branding, segmen+ng, product posi+oning, pricing, distribu+on, adver+sing, market analysis, messaging, integrated marke+ng communica+ons, etc.) from cross-‐na+onal and cross-‐cultural perspec+ves, and students will learn how to assess appropriate global opportuni+es (in the Emerging Global Markets Area we will examine in-‐depth the intricacies of marke+ng in emerging markets, and there will be a focus especially on growing markets as China, India, Russia and Brazil). Special emphasis will be placed on the development and delivery of global launches and campaigns.

The basic objec+ve of the course is to provide the students with a broad introduc+on to marke+ng concepts, how these concepts fit within the overall strategy of the firm, and how they influence management and decision making.

The prac+ce of marke+ng is both strategic and tac+cal:

-‐ Marke+ng strategy involves high-‐level decision making regarding products and services, target markets, compe++on, and expansion or growth.

-‐ Marke+ng tac+cs seek to effec+vely implement these strategies to a profitable conclusion. It is with the seamless transi+on from strategy to tac+cs that gives the firm a higher probability of success.

7MK



7MK

The Moduel addresses the skills necessary for evalua+ng, developing, and delivering marke+ng programs for a global and mul+cultural audience.

By the Module's end, you will be able to:

-‐ Understand how to evaluate and apply global market dynamics and trends

-‐ Develop a global strategy and launch plan to ensure successful execu+on worldwide

-‐ Recognize global and local marke+ng prac+ces and apply protocol to various intercultural situa+ons

-‐ Evaluate cultural value systems, behavior standards, communica+on techniques, and issues of diversity to be used as guidelines for working with local markets

-‐ Learn how to develop and apply communica+on strategies, tools, and technologies that enable interna+onal customer success

-‐ Understand how to organize opera+ons and manage teams for successful global program execu+on

The Module includes interac+ve discussions among the students, case studies, and marke+ng projects formulated by teams of students.



Human resources represent among the firm’s most vital, irreplaceable, and difficult to manage resource. In fact, some authors have argued that effec+ve management of human resources is one of the few ways in which firms can gain long-‐term, sustainable compe++ve advantage.

This course examines how managers can develop and implement effec+ve and efficient human resource prac+ces that support the strategic objec+ves of their firms. The course focuses on everyday human resource decisions made by all managers (eg., selec+on, evalua+on, compensa+on, termina+on).

The outline content of the course is as follows:

-‐ An Introduc+on to the Theory and Prac+ce of Strategic Human Resource Management

-‐ The Design of Organisa+onal Forms

-‐ Managing with and without a Specialist HR Func+on

-‐ Building Employee Engagement

-‐ Shaping Organisa+onal Culture

-‐ Performance Management

-‐ Building Capability

-‐ Evalua+ng HR policies and Prac+ces.

8HR



By the end of the course you will:

-‐ Know about the relevant and appropriate concepts, theories and frameworks appropriate to this prac+ce área. Understand the nature and importance of human resource management decisions

-‐ Be able to make effec+ve contribu+ons to the design and implementa+on of policy in a range of organisa+onal semngs; be able to describe and explain the essen+al idea of what it means to take a strategic human resource management approach; be able to explain the key areas of SHRM including, for example, commitment and engagement; organisa+onal design; performance management; learning and development, interna+onal HR prac+ces; organisa+onal culture

-‐ Be able to build and cri+cally assess knowledge related to aspects of SHRM; be able to find, review and evaluate a variety of informa+on relevant to topics in SHRM; be able to compile reports that are robust in both intellect and prac+ce-‐relevant terms; be able to make appropriate use of ICT.

-‐ Be able to work collabora+vely with others; be able to create alignment between human resource and business strategies.

8HR



9NG

10IN

The area will cover theories of leadership as well as group dynamics within a mul+-‐cultural context. It also incorporates a strong prac+cal and experien+al component based on the recogni+on that leadership quali+es and skills are linked to self-‐awareness, the ability to manage oneself in different situa+ons, and a high level of interpersonal skills. In this context, par+cipants will have the opportunity to assess and explore their leadership experiences and styles of communica+on, with the aim to define areas of strength as well as areas that need further development.

The area is structured in 2 courses:

9. Global Business Nego+a+on

10. Innova+on and Disrup+ve Change


9NG

The central aspect of global business involves nego+a+on: the establishment of the terms under which a business transac+on will take place.

Nego+a+on involves techniques, procedural steps, tac+cs and strategy. You must have an understanding of the role of authority, power and influence in nego+a+on. I

nterna+onal nego+a+on involves a further factor: the role of culture. Culture has an impact on how nego+a+ons are conducted and what behaviors are and are/not acceptable and effec+ve.

In this course, interna+onal business students will acquire an understanding of the nego+a+on process and develop their personal and cultural approach to being a successful nego+ator. This course presents a prac+cal and posi+ve approach to effec+vely nego+ate all kinds of real-‐life situa+ons. The course contains an introduc+on to the process of business nego+a+ons of reaching an agreement with a party whose interests, cultural norms, communica+on styles and business expecta+ons may differ significantly from one’s own. Recent nego+a+on theory will be used to analyze the par+culars of interna+onal business nego+a+ons.Upon comple+on of this course you should be able to:

-‐ Understand the role of nego+a+on in interna+onal business prac+ce

-‐ Recognize how different interna+onal cultures impact nego+a+ons

-‐ Appreciate the difference between win-‐win and win-‐lose nego+a+on posi+ons

-‐ Analyze your best personal and cultural nego+a+on style through self-‐assessment

-‐ Develop and revise a nego+a+on plan in light of changing business reali+es

-‐ Understand the difference between buyer and seller strategies

-‐ Apply a variety of nego+a+on strategies and tac+cs

-‐ Summarize your experience in a variety of nego+a+on simula+ons

-‐ Conduct nego+a+ons with a higher level of self-‐confidence



10IN

Disrup+ve innova+on and change are no longer the excep+ons, they’re the norm. If we’re not proac+vely forging novel paths that change the game, someone else will—and then we’ll be forced to adapt to their new rules. Many leaders are not formally prepared with the for+tude required to lead through the deep uncertainty that characterizes periods of disrup+ve change.

No one can ignore the changes around us, society, economy, business ... everything has changed in the last twenty years because of the spectacular development of technology. And this has only just begun. We have moved from the Century of Manufacturing to the Century Innova+on. This means that tradi+onal management tools, designed for organiza+ons of the second industrial revolu+on, no longer apply. Must be replaced with new ones to reflect upon in this course.

This Module provides the students with understanding of what is innova+on and why it is so necessary today.How can leaders cause more innova+on to happen? What are the effec+ve levers to turn interes+ng inven+ons into prac+cal innova+ons?

Leaders are eagerly searching for solu+ons. Policymakers around the world seek to grow economies faster. Corporate execu+ves seek to design and build new products that disrupt markets, drive revenues, and promote social well-‐being. Entrepreneurs and scien+sts seek to commercialize new technologies in new markets. Investors are hun+ng for world-‐changing opportuni+es, wherever in the world they may be.

Emerging markets are the future of the world economy. As Fareed Zakaria writes, “We are now living through the third great power shiY of the modern era. It could be called ‘the rise of the rest.’” The ten fastest growing economies over the next 40 years and almost all of the world's booming mega-‐ci+es will be in emerging markets. Execu+ves, entrepreneurs, investors, and firms who ignore the development of new markets for innova+on do so at their own peril. All sectors — from informa+on technology and healthcare to energy, agriculture, and water — will be affected.



10IN

This Module will discover how leaders oYen ignore the very thing that could lead them to game changers—the power of surprise. Based upon Professor´s research and work with business execu+ves in mul+ple sectors, this program will explore:

• Leadership dynamics that drive success or result in failure• Competencies essen+al for driving disrup+ve innova+on• How to leverage uncertainty to find strategic direc+on• How to create a culture that supports disrup+ve thinking and innova+on• Crea+ng an Organiza+on in Which Innova+on is the Norm, Not the Excep+on

Every innovator should have a fair chance to pursue a dream, wherever he or she happens to live. Topics cover:

1. What is (and not) innova+on?a. Innova+on versus crea+vityb. Innova+on versus marke+ngc. Why innova+on is necessary?

2. Innova+on Leadership3. Innova+on methods4. All about the value5. Where good ideas come from?



This course is designed to implement all the knowledge acquired in the gemMBA through an Entrepreneurship Project. Students carry out projects for companies engaged in the prac+ce.

The course will provide the methodology and monitoring necessary for the development. These projects are presented and defended to a panel of industry professionals at the end of the program.

GAP

4 credits = 100 hours (100 asynchronous hours)


CH1

CH2

CH3

IND

RUS

This Area provides future business leaders with the opportunity to not only get a taste for the intricacies of such a culture, which is a vital pre-‐requisite for the success of any business rela+onship, but also to forge strong business networks in emerging markets, mainly China.

The value gained from this Area (including flied trips to Shanghai, Hong Kong, Bangalore, Moscow and Rio de Janeiro) will give students a substan+al compe++ve edge in future employment opportuni+es with corpora+ons that do business in emerging markets. Furthermore, it will provide the unique opportunity to have open discussions with managers from both the government and business sectors..

The interac+on between European and American businesses and China based businesses is consistently increasing. As such, it has become cri+cal for the managers of global businesses to develop the necessary skills and knowledge to effec+vely conduct business ac+vi+es in the complex, dynamic and highly diverse China markets.

This area has five field study-‐based courses that allows students to apply skills they have developed in the core courses of the gemMBA:

12. China I: Culture, Buyer Behavior and Marke+ng

13. China II: Chinese Market and Export/Import Opera+ons

14. China III: Chinese Language

15. India Market Approaching

16. Russia Market Aproaching


CH1

One basic rule to understand and be able to get succeed in Chinese market is to know their culture, their tradi+ons and values, their way of life and thinking. For that, students will aWend several courses that will provide them the basic knowledge to understand China. Lectures and historical visit will create the adequate environment so that students get the essence of Chinese culture and people’s behavior.


• Chinese Society:

o China is the most populated country in the world with more than 1.3 bill. habitants. For most foreigners China is a mysterious and exo+c world where everybody looks the same, they wear very tradi+onal clothes, live in hutongs, etc. This module aims to demys+fy these ideas about China. China has 56 minori+es, with different tradi+ons, with different style-‐life and rights, from living in small villages to skyscrapers. As developing country, and due to his large number of popula+on, Chinese Government it has being struggled to solve issues like improving the health system, popula+on, mobility, employment, social changes, etc. The ferrous control has got some success and nowadays is focused to improve Chinese welfare to western standards. This module will teach students how China, star+ng from the opposite point of view, is achieving its goals without missing its core values or trying not to.

• Chinese History:

o It has more than 9,600 years History. Most of it is unknown for westerners, but here in China, it’s the roots of today’s society. The aim is to provide students with the most important aspects of one civiliza+on that have survived for several millenniums and that s+ll you can embrace in your daily life.

• Poli+c System:

o The first word that comes to our minds when we talk about Chinese Poli+c System is Communism. But, how the party members are elected? How many people conforms Chinese Government? Which is the rela+on of the Three Estates? The course provides the students with understanding of why China has its structure, government today.



CH1

• Business Protocol:

o Different countries have different ways to handle a mee+ng and a nego+a+on. In China is really important the forms on these kind of situa+ons. Only a mistake can throw away the chance of gemng to an agreement, even to do business with companies. AYer the module, students will be able to maintain a business mee+ng or a nego+a+on with Chinese Managers, deal with all the diplomacy needed to get succeed.

• Marke+ng in China

o China has 1,3 million poten+ally consumers. But which are their buying habits?, what aWracts Chinese aWen+on and make them choose one product or another? How foreign companies have to approach Chinese market? These issues will be answered by teachers and professional with a vast experience in the Chinese market.

By the end of the course you will:

-‐ Be able to understand what’s really going on in China

-‐ Be able to understand the way they do things

-‐ Conduct nego+a+ons and be able to succeed in a business mee+ng with Chinese Managers

-‐ Understand the key points to aWract Chinese consumers and the best Marke+ng channels

-‐ Recognize the main social issues China faces nowadays

-‐ Understand Chinese society

-‐ Be able to comprehend Chinese values

-‐ Be able to sustain a business mee+ng

-‐ Avoid protocol uncomfortable issues

-‐ Understand customers habits

-‐ Recognize marke+ng targets in China

-‐ Branding in China

-‐ Make decisions about Marke+ng plans in China



CH2Most of companies get wrong when they decide to come to China with the target of 1,3 million people. Even though is the World’s Second Economy, China is s+ll a developing country which has a lot of dispari+es depending the city you go.

Doing business in China has its own par+culari+es regarding their rules, environment, procedures, distribu+on, regula+ons, etc. This module will analyze these features so that students will be able to recognize in their future careers.


• Economic Situa+on:

o This course examines the prac+cal applica+on of the theory learned in previous modules of interna+onal trade and interna+onal monetary economics to China and emphasizes the applica+ons of these theories to public policy issues, par+cularly to corporate planning. Topics included such as:

China Economic Framework.

Regula+onsChina’s Future Overlook

• Investment in China:o It was Deng Xiaoping who in 1978 promoted in China the idea of Investment. Firstly it was only absorp+on of foreign capital but, nowadays, because of the world financial crisis, this paWern is not the only one. More and more Chinese investors look abroad for new investments opportuni+es. Being an intervened economy, Investment must follow some regula+ons aimed by Government. You have to bear in mind the importance of Poli+cs; even when inves+ng in private Chinese companies you need to take poli+cs into account. This module focuses in

FDI (Foreign direct investment)Government policiesInvestment TendenciesStart-‐up a company in ChinaChinese Business LawKey s to Import & export Opera+ons



• Chinese Business Law. Start-‐Up a company in China

o Every country has its own regula+ons. China is not an excep+on. Over the last decade, China has intensified legisla+ve ac+on on enac+ng and revising laws and regula+ons in accordance with its having become in late 2001 a member of the WTO. Up to the end of 2003, around 440 laws and law-‐related decisions enacted by the Na+onal People's Congress and its Standing CommiWee, more than 1,000 administra+ve regula+ons enacted by the State Council and 10,000 local ordinances were formulated. Those laws, regula+ons and rules applying to a wide range of areas have helped to establish a rela+vely complete system of law in China. This module is focused on Business Law. The reason of this course is to give to students the tools to manage Chinese regula+ons when they do business in China. Some of the Topics will be discussed: China Business Regula+on, Taxa+oN, Procedure to register a company in China

• Keys to Export/Import Opera+ons

o Chinas has become in one of the World’s Markets. There’re few countries, if it’s none, that don’t make Trade Transac+on with the “Asian Dragon”. It supplies the whole world with an uncountable number of products. But, what not everybody realizes is that China needs some material raw, Hi-‐tech, etc. This module aim to give a wide insight of the Interna+onal Commerce in China, its tools, procedures, problems that might imply making trade in the Asian Giant. Topics included such as: Regula+ons, Useful Tools to Manage Trade, Produc+on Focus, Problems Casuis+c

Upon comple+on of this course you should be able to:

-‐ Analyze the pros and cons of establishing in China; decide what kind of company is suitable for your interest.

-‐ Iden+fy the steps and requirements to start up a company; iden+fy the main areas where a product is manufactured; calculate the costs of a trading opera+on.

-‐ Recognize the documents needed for an import/export.

CH2



CH3

For foreigners, the language barrier is the biggest trouble in China. Even ask for a boWle of water might be a nightmare to people. Living in China implies that you need to learn to manage yourself in Chinese, which means that you have to study this language. It’s an arduous task, but achieving it worth it. Study Chinese requires a lot of effort, +me, hard-‐working and a lot of pa+ence.

The goal of this module is to provide students with the basic skills to manage themselves in the daily life, so that they can survive in China without be overwhelmed with the language barrier.

Upon comple+on of this course you should be able to:

-‐ Manage in daily basic situa+ons

-‐ Maintain a basic conversa+on with Chinese people

-‐ A survival Chinese for mee+ngs

10 credits = 250 hours (250 classes hours)


IND


The economic potential of Brazil, Russia, India and China is such that they could become among the four most dominant economies by the year 2050. These countries encompass over 25% of the world's land coverage and 40% of the world's population and hold a combined GDP (PPP) of 18.486 trillion dollars. These four countries are among the biggest and fastest growing emerging markets.

The Economy of India is the tenth largest in the world by nominal GDP and the fourth largest by purchasing power parity (PPP). Following strong economic reforms from the post-independence socialist economy, the country's economic growth progressed at a rapid pace


http://en.wikipedia.org/wiki/Economy_of_Brazil

http://en.wikipedia.org/wiki/Economy_of_Brazil

http://en.wikipedia.org/wiki/Economy_of_Russia

http://en.wikipedia.org/wiki/Economy_of_Russia

http://en.wikipedia.org/wiki/Economy_of_India

http://en.wikipedia.org/wiki/Economy_of_India

http://en.wikipedia.org/wiki/Economy_of_the_People%27s_Republic_of_China

http://en.wikipedia.org/wiki/Economy_of_the_People%27s_Republic_of_China

http://en.wikipedia.org/wiki/Gross_domestic_product


http://en.wikipedia.org/wiki/Emerging_market

http://en.wikipedia.org/wiki/Emerging_market

http://en.wikipedia.org/wiki/List_of_countries_by_GDP_(nominal)




http://en.wikipedia.org/wiki/List_of_countrie

http://en.wikipedia.org/wiki/List_of_countrie

http://en.wikipedia.org/wiki/List_of_countries_by_GDP_(PPP)


RUS


Russia has an abundance of natural gas, oil, coal, and precious metals. It is also rich in agriculture. Russia has undergone significant changes since the collapse of the Soviet Union, moving from a centrally planned economy to a more market-‐based and globally integrated economy. The economy has not been as seriously affected by the global financial crisis compared to much of Europe, largely because of the integra+on of short-‐term macroeconomic policies that helped the economy survive.

Moscow is the capital, the most populous city, and the most populous federal subject of Russia. The city is a major poli+cal, economic, cultural, scien+fic, religious, financial, educa+onal, and transporta+on centre of Russia and the con+nent. Moscow is the most northern city on Earth with a popula+on above 10,000,000, the most populous city on the con+nent of Europe, and the sixth largest city proper in the world


http://en.wikipedia.org/wiki/Soviet_Union

http://en.wikipedia.org/wiki/Soviet_Union

http://en.wikipedia.org/wiki/Planned_economy

http://en.wikipedia.org/wiki/Planned_economy

http://en.wikipedia.org/wiki/Market_economy

http://en.wikipedia.org/wiki/Market_economy

http://en.wikipedia.org/wiki/Globalization

http://en.wikipedia.org/wiki/Globalization

http://en.wikipedia.org/wiki/Global_financial_crisis

http://en.wikipedia.org/wiki/Global_financial_crisis

Internships

INTChina is a fascina+ng place in which to work and live, culturally, linguis+cally, and socially. As a Beijing intern you’ll have the opportunity to immerse yourself in every aspect of this wonderful country.

The wealth of skills and knowledge you will gain during your China internship will greatly increase your future employability, and it goes without saying that overseas work experience will enrich your CV or resume and give you the edge you may need to land your dream job. Most of gemMBA studenys also oYen remain in China aYer their internship to seek out jobs in China.

China has opened a gateway to a whole new world of revolu+onized products and services, making it one of the most frequently visited countries for student and graduate internships. Jobs in China have skyrocketed recently due to the expansion in various industries which welcome students from abroad who are willing to share their knowledge and skills. Working as an intern is certainly an eye-‐opener and a stepping stone towards working responsibly and independently in your preferred career path.

Interns should be keen to take on challenges and responsibili+es, and should be able to use their ini+a+ve to work independently within their companies.

As a gemMBA student interning in Beijing, you will be given varied tasks within your industry sector through which you can prove your skills, determina+on and commitment to your professional development.

20 credits = 500 hours


OPTIONALYear Two


2. ACCOUNTING

2. ACCOUNTING 7. MARKETING

3. FINANCE

8. HHRR

8. HHRR

4. STRATEGY

4. STRATEGY

1. ECONOMICS

3. FINANCE6. EXPORT - IMP.

6. EXPORT - IMP.

ELV. LEAN MANUF.

ELV. LEAN MANUF. ELV. PROJECT M.

ELV. PROJECT M.

ELV. ENTREPREN.

ELV. ENTREPREN.

ELV. TQM

ELV. TQM

ELV. COMMUNIC.

16. RUSIA

16. RUSSIA

16. GAP 16. GAP

15. INDIA

15. INDIA

INTERNSHIPS INTERNSHIPS INTERNSHIPS16. GAP

LEAN MANUF.

PROJECT M.

ENTREPREN.

COMMUNIC.

TQM

ELECTIVES

Year two (Optional)Electives and Chinese Language


Lean%Manufacturing%%The%aim%is%to%appreciate%the%students%with%the%background,%applica:ons%and%current%status%of%lean%manufacturing%and%to%make%them%understand%the%relevant%basic%principles%in%this%field.%At%the%end%of%this%course%the%students%are%expected%to%understand%the%general%issues%rela:ng%to%lean%manufacturing:%%A%The%mass%produc:on%system%A%Origin%of%lean%produc:on%system%%A%Systems%and%systems%thinking%%A%Standards%in%the%lean%system%A%5S%system%A%Total%Produc:ve%Maintenance%A%Standardized%work%%A%Overall%efficiency%A%Standardized%work%and%Kaizen%A%Principles%of%JIT%A%Kanban%rules%A%Expanded%role%of%conveyance%A%Produc:on%leveling%A%Pull%systems%A%Value%stream%mapping.%A%Jidoka%concept%A%PokaAYoke%(mistake%proofing)%systems%A%Inspec:on%systems%and%zone%control%–%%A%Ac:vi:es%to%support%involvement%%A%Quality%circle%ac:vity%%A%Hoshin%Planning%System%(systema:c%planning%methodology)%%

LEAN MANUF.


Project(Management(((This(course(introduces(the(tasks(and(challenges(fundamental(to(project(management,(the(vital(func:on(of(managing(complex(projects(across(mul:ple(func:ons.(Successful(project(managers(possess(the(skills(necessary(to(manage(their(teams,(schedules,(risks,(and(resources(to(produce(a(desired(outcome.(Students(learn(the(skills(and(tools(of(project(management(with(a(prac:cal,(hands@on(approach.(((A(key(and(oBen(overlooked(challenge(for(project(managers(is(the(ability(to(manage(without(influence—to(gain(the(support(of(stakeholders(and(access(to(resources(not(directly(under(their(management(control.(This(course(guides(students(through(many(of(the(fundamental(project(management(tools(and(behavioral(skills(required(in(profit(and(nonprofit(organiza:ons.(There(is(a(special(emphasis(on(causes(of(project(failure(and(how(to(mi:gate(these(issues(through(proper(planning(in(the(early(phases(of(a(new(ini:a:ve.((This(course(focuses(on(project(management(methodology(that(will(increase(your(ability(to(ini:ate(and(manage(projects(more(efficiently(and(effec:vely.(Par:cipants(will(learn(key(project(management(phases(through(an(innova:ve(model,(and(will(have(the(opportunity(to(apply(these(phases(to(a(case(study(and(a(final(project.((Upon(comple:on(of(the(course,(par:cipants(should(be(able(to:((•(Understand(and(employ(project(management(strategy(design,(development,(and(deployment(•(U:lize(project(management(tools,(techniques,(and(skills(•(Align(cri:cal(resources(for(effec:ve(project(implementa:on(•(Understand(the(implica:ons,(challenges,(and(opportuni:es(of(organiza:onal(dynamics(in(project(management(•(Iden:fy(and(u:lize(key(performance(metrics(for(project(success(•(Improve(cost,(quality,(and(delivery(with(efficient(and(effec:ve(project(management(processes(•(Deploy(and(lead(high(performance(project(management(teams(in(your(organiza:on(•(Impart(project(management(knowledge,(tools,(and(processes(to(your(colleagues(•(Create(Project(Management(Office((PMO)(architecture(in(your(organiza:on(•(Recognize(and(mi:gate(the(early(seeds(of(failure(in(the(project(life(cycle(

PROJECT M.


!!Total!Quality!Management!(TQM)!!This!course!includes!the!introductory!aspects!of!quality,!cost!of!quality,!techniques!of!!quality!measurement,!principles!of!TQM,!techniques!of!quality!improvement,!sta<s<cal!tools!of!quality!control,!tools!of!TQM,!quality!systems,!and!different!aspects!of!Six!Sigma:!!A!To!understand!the!Total!Quality!Management!concept!and!principles!and!the!various!tools!available!to!achieve!Total!Quality!Management.!A!To!understand!the!sta<s<cal!approach!for!quality!control.!A!To!create!an!awareness!about!the!ISO!and!QS!cer<fica<on!process!and!its!need!for!the!industries.!!Course!Contents:!!Defini<on!of!Quality,!Dimensions!of!Quality,!Quality!Planning,!Quality!costs!A!Analysis,!Techniques!for!Quality!Costs,!Basic!concepts!of!Total!Quality!Management,!Principles!of!TQM,!Leadership!–!Concepts,!Role!of!Senior!Management,!Quality!Council,!Quality!Statements,!Strategic!Planning,!Deming!Philosophy,!Barriers!to!TQM!Implementa<on,!Pareto!Diagrams,!CauseAEffect!Diagrams,!ScaQer!Diagrams,!Run!Charts,!Cause!and!Effect!Diagrams,!etc.!

TQM


Today's working environment, interpersonal and communication skills are just as important as technical abilities in achieving success. This module presents communication as integral to management strategy and as a critical component for success in the workplace. !!By becoming aware of our own and other people’s interpersonal skills, students will be able to develop a better rapport with colleagues and build trust within all working relationships. This Module will help improve communication skills. !!Upon successful completion of this module, students will be able to:!!•  Apply verbal and non-verbal techniques to build shared understanding!•  Strategically apply a communication system to enhance relationships and achieve performance goals !!•  Improve interpersonal skills by understanding different personalities and their preferred communication styles.!•  Develop active listening skills that promote better work relationships!•  Use influencing skills to complete projects faster and grow your reputation!•  Improve business communication skills for better personal and team performance!•  Be able to productively manage conflicts!•  Turn potential conflict situations into interactions where mutually agreeable outcomes can be achieved!•  Employ principles of effective group communication to cultivate trust and understanding, increase open participation, and strengthen decision making in work groups and

teams. !•  Employ principles of effective group communication to cultivate trust and understanding, increase open participation, and strengthen decision making in work groups and

teams. !•  Design and deliver a persuasive presentation that convinces the audience of the topic’s relevance and overcomes resistance, using appropriate visual support and adhering

to a specified time limit.!!

COMMUNIC.


Op)onal: Brazil Market Aproaching

The economy of Brazil is the world's seventh largest by nominal GDP and eighth largest by purchasing power parity. Brazil has moderately free markets and an inward-‐oriented economy. Its economy is the largest in La+n American na+ons and the second largest in the western hemisphere. Brazil is one of the fastest-‐growing major economies in the world with an average annual GDP growth rate of over 5 percent. The Brazilian economy has been predicted to become one of the five largest economies in the world in the decades to come According to the World Economic Forum, Brazil was the top country in upward evolu+on of compe++veness in 2009, gaining eight posi+ons among other countries, overcoming Russia for the first +me, and par+ally closing the compe++veness gap with India and China among the BRIC economies. The owner of a sophis+cated technological sector, Brazil develops projects that range from submarines to aircraYs and is involved in space research: the country possesses a satellite launching center and was the only country in the Southern Hemisphere to integrate the team responsible for the construc+on of the Interna+onal Space Sta+on (ISS). It is also a pioneer in many fields, including ethanol produc+on. Brazil, together with Mexico, has been at the forefront of the La+n American mul+na+onals phenomenon by which, thanks to superior technology and organiza+on, local companies have successfully turned global. These mul+na+onals have made this transi+on notably by inves+ng massively abroad, in the region and beyond, and thus realizing an increasing por+on of their revenues interna+onally.

The two weeks program will be in Rio de Janeiro. Rio became an aWrac+ve place for companies to locate when it was the capital of Brazil, as important sectors of society and of the government were present in the city. The city was chosen as headquarters for state-‐owned companies such as Petrobras, Eletrobrás, Caixa Econômica Federal and Vale (which was priva+zed in the 1990s). The city's industries produce processed foods, chemicals, petroleum products, pharmaceu+cals, metal products, ships, tex+les, clothing, and furniture. The service sector dominates the economy, however, and includes banking and the second most ac+ve stock market in Brazil, the Bolsa da Valores do Brasil. Tourism and entertainment are other key aspects of the city's economic life and the city is the na+on's top tourist aWrac+on for both Brazilians and foreigners. Because it was once the na+onal capital, Rio de Janeiro was chosen as the site for the headquarters of many private, na+onal, mul+na+onal, and state corpora+ons, even when their factories were located in other ci+es or states.

BRA

Optional After gemMBA








http://en.wikipedia.org/wiki/Purchasing_power_parity

http://en.wikipedia.org/wiki/Purchasing_power_parity

http://en.wikipedia.org/wiki/Brazil




http://en.wikipedia.org/wiki/Free_market

http://en.wikipedia.org/wiki/Free_market

http://en.wikip

http://en.wikip

http://en.wikipedia.org/wiki/Economic_growth

http://en.wikipedia.org/wiki/Economic_growth

http://en.wikipedia.org/wiki/World_Economic_Forum

http://en.wikipedia.org/wiki/World_Economic_Forum

http://en.wikipedia.org/wiki/Competitiveness

http://en.wikipedia.org/wiki/Competitiveness

http://en.wikipedia.org/wiki/BRIC

http://en.wikipedia.org/wiki/BRIC

http://en.wikipedia.org/wiki/Subma

http://en.wikipedia.org/wiki/Subma

http://en.wikipedia.org/wiki/Aircraft

http://en.wikipedia.org/wiki/Aircraft

http://en.wikipedia.org/wiki/Centro_de_Lan%25C3%25A7amento_de_Alc%25C3%25A2ntara




http://en.wikipedia.org/wiki/Southern_Hemisphere

http://en.wikipedia.org/wiki/Southern_Hemisphere

http://en.wikipedia.org/wiki/International_Space_Statio




http://en.wikipedia.org/wiki/Ethanol




http://en.wikipedia.org/wiki/Mexico

http://en.wikipedia.org/wiki/Mexico

http://en.wikipedia.org/wiki/Multinational_corporation

http://en.wikipedia.org/wiki/Multinational_corporation

http://en.wikipedia.org/wiki/Public_property

http://en.wikipedia.org/wiki/Public_property

http://en.wikipedia.org/wiki/Petrobras

http://en.wikipedia.org/wiki/Petrobras

http://en.wikipedia.org/wiki/Eletrobr%25C3%25A1s

http://en.wikipedia.org/wiki/Eletrobr%25C3%25A1s

http://en.wikipedia.org/wiki/Caixa_Econ%25C3%25B4mica_Federal




http://en.wikipedia.org/wiki/Vale_(mining_company)

http://en.wikipedia.org/wiki/Vale_(mining_company)

http://en.wikipedia.org/wiki/Tertiary_sector_of_the_economy

http://en.wikipedia.org/wiki/Tertiary_sector_of_the_economy

FACULTYmartes 21 de enero de 14





























Dr. Tao Xiaobo graduated from School of Business, Renmin University of China, and awarded Ph.D. in Marketing Management. He now works in the Department of Management, College of Economics and Management, North China University of Technology. He is also the director of China Marketing Association of University (CAMU)

Assistant professor.Department of Management, College of Economics and Management, North China University of Technology(NCUT).

1] Tao Xiaobo. A Strategy for Dealing with Internet Negative Word of Mouth Communication [M]. Beijing: Knowledge Rights Press, 2011, (8).[2] Jiang Jing, Tao Xiaobo. How Do Figures of Speech, Cue Relatedness, and Message Involvement Affect Consumer Attitude Persistence?[J]. Social Behavior and Personality: an international journal, 2012, 40(2):201-203.[3] Jiang Jing, Tao Xiaobo. Using Corporate Ads as a Prime: Effects? Process? and Effectiveness[C]. The 2010 conference "Matters of Communication: Political? Cultural and Technological Challenges."?Singapore?2010?(5).[4] Jiang Jing, Tao Xiaobo. Responses of Chinese Consumers to Corporate Advertising Themes: Cue Applicability and Contextual Priming Effects[J]. Asian Journal of Marketing,2011,5(1):1-16.[5] Jiang Jing, Chou Tingjui, and Tao xiaobo. The Impact of Price Discount, Product Complementarity and Relational Investment on Customer Loyalty: Empirical Evidence from China Telecommunications Industry[J]. Asian Journal of Marketing,2011,5(1):17-30.[6] Tao Xiaobo. The Impact of Cue Relatedness on Attitude Persistence[C]. The 2nd Workshop on Strategy and Marketing (2009) (WSM2009)?Beijing, 2009?(12): 30-33. IDS?BOK20.[7] Tao Xiaobo. Perceived Credibility of Negative E-WOM: How Do WOM Type and WOM Order work? [C]. The Conference on Engineering and Business Management (EBM) ?Chengdu, 2010, (3):2305-2308. IDS?BOB05.[8] Tao Xiaobo. Negative E-WOM, Perceived Credibility and Purchase Intention: Moderating Effect of Information Interference [C]. Proceedings of 2009 International Conference on Management Science and Engineering, Beijing, 2009, (11):833-837. IDS?BOD35.[9] Zhang Xinrui, Tao Xiaobo. Communication mode? E-WOM Order? and Consumer Behaviors: An Experimental Study[C]. Summit International Marketing Science and Management Technology Conference?Beijing, 2009?(12):30-34. IDS?BOC44.[10] Zhang Xinrui, Tao Xiaobo. Cue Relatedness? Involvement and Attitude Persistence: An Empirical Study Based on Elaboration Likelihood Model[C]. The Conference on Engineering and Business Management (EBM 2010)? Chengdu, 2010?(3):30-33. IDS?BOB05.

TAO XIAOBO


BAI XIAWEI

Dr. Bai Xiaowei has a Master Degree and a Ph.D. in International Economics and Trade from University of International Business and Economics. Since 2003, she works for North China University of Technology (NCUT) developing and teaching Multi-national Corporation Management, International Investment, International Business Negotiation. She is also visiting scholar in Southern Polytechnic State University (Gorgia, US ) and East Tennessee State University (Tennessee, US)Lecturer, School of Economics and Management, North China University of Technology

Books:The Practice of Small and Medium-Sized Enterprises’ Investment Abroad, China Economic Publishing House, Beijing, 2004International Trade Practice, Economic Science Press, Beijing, 2006International Trade of Technology, University of International Business and Economics Press, Beijing, 2007Transnational Corporation and Transnational Management, Publishing House of Electronics Industry, Beijing, 2008International Trade Negotiation Simulation Tutorial, TsingHua University Press and Beijing Jiaotong University Press, Beijing, 2010Foreign Trade Correspondence in English, Publishing House of Electronics Industry, Beijing, 2010

Papers: Empirical Analysis of the Relationship between the Economy Growth and Export and Domestic Demand of Textiles, Academic Research, 2006(7)The Influence of FDI on Beijing Cultural Industry, Collected by the 7th WTO International Academic Conference, University of International Business and Economics Press, 2009The Study on Beijing Foreign Trade Complexity, Modern Business, 2009(2)Empirical Analysis of the Influence of FDI on Beijing Export Structure, Heilongjiang Foreign Trade, 2009(12)The Location Strategy of Chinese Oil Corporation’s Oversea M&A under the Financial Crisis, Modern Business, 2011(5)Evolutionary Game Analysis of Chinese and Foreign Rare-Earth Price Negotiation, Collected by the 13th Chinese Annual Conference on Management Science, 2011The Location Strategy of Chinese Steel Corporation’s Oversea M&A under the Financial Crisis, Heilongjiang Foreign Trade, 2011(6)A Review of the Theories for International Trade Negotiation Experiment Teaching, Collected by 2011 International Conference on Physical Education and Society Management, 2011Research on Price Negotiation Strategies of EPC Turnkey Contract under the Financial Crisis, Collected by 2012 International Conference on Physical Education and Society Management, 2012Contractor’s Risks and Countermeasure of Price Negotiation under the FIDIC Turnkey Contract, Collected by 2012 International Conference In Humanities, Social Sciences and Global Business Management, 2012Translations ( from English to Chinese): Breaking the Code of Change, China Machine Press, Beijing, 2004New Zealand, SDX Joint Publishing Company, Beijing, 2009 Mid-Europe, SDX Joint Publishing Company, Beijing, 2011 Change the Culture, Change the Game, Zhejiang University Press, Hangzhou, 2012


Documents

Global Emerging Markets MBA