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主办中欧国际工商学院

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主办中欧国际工商学院主编王惟尊执行编辑刘慧芳中文编辑李蓓宫惠民英文编辑董嘉宝网站编辑陆蓉如需联系我们,敬请致电Published byChina Europe International Business SchoolChief EditorWilliam WangExecutive EditorCindy LiuChinese EditorsPhoebe Li, Gong HuiminEnglish EditorMichele TungOnline EditorMichele Lu1THE LINK媒体报道In the Media
中欧:从混乱中脱颖而出2-3中欧课堂In the Classroom中国增长最快的乳品企业蒙牛4-5Mengniu- Dairy Giant from the Grassland演讲撷萃Executive SpeechSix themes in advertisements to men 6-8校友故事Alumni Story客户的笑容是最灿烂的笑容9-10寻梦上海圆梦中欧11-12体会中欧The CEIBS Experience阿富汗的挑战13-16The Afghanistan ChallengeMBAs in Shanghai17聚焦中欧Events at CEIBS中欧成立校友创业俱乐部19-20CEIBS Establishes Alumni Entrepreneur Club浅谈创业与创业投资21-22Start-up and Venture CapitalMBA2004招生咨询会国内巡展圆满结束24Domestic Information Sessions for MBA 2004 Recruitment Wrap Up中欧新增182名EMBA新学员25CEIBS 2003 EMBA Beijing Class Announces Opening中欧推出模拟面试计划26CEIBS Introduces Simulated Interview Plan新闻简报Brief News27-30中欧参加首届华南教育培训展CEIBS Expanding Territory in South China为医院院长充电Programme for Hospital Presidents Opens课程介绍Programme InformationCEO课程31-32CEO Programme自我管理Managing Yourself 33-34Contents目录亚洲第一、世界一流、总部位于上海的中欧国际工商学院这样定位自己.因为在英国《金融时报》的全球排行榜上,中欧的MBA课程列全球第90名、亚洲第三名;EMBA全球排行榜第42名、亚洲第二名;高层经理培训全球排行榜综合实力第39名、亚洲第一名.如果你有钱,有经验、但又去不了哈佛、那就去中欧吧.一些国内商学院的同行说.这是对这家只有9年历史的商学院最好的褒扬,也证明了他们坚持的国际化道路的正确,但是这条道路并不完全平坦,尽管中欧有很好的出身.中欧国际工商学院的前身是中欧管理中心、它是欧共体和国家经贸委1984年于北京创办的,也是最早将工商管理硕士(MBA)课程引入中国的两个中外合作教育项目之一.1992年,当时在北京办学的中欧管理中心欧方负责人Jan Borgonjon(杨亨)先生南下上海,与上海交通大学和上海市人民政府进行了接触,提出了利用欧盟对华援助资金在尽可能短的时间内创办一所一流国际化商学院的构想.而在之前一年,国内的管理教育实践已经开始,国家教委在9所院校开始试点.经过两年筹备,1994年9月和10月,欧盟委员会副主席列昂・布里坦爵士和对外贸易经济合作部部长分别代表欧盟和中国政府签署了《中欧国际工商学院财务协议》.《财务协议》对中欧的法律地位
作了明确规定:中欧国际工商学院是一个
中欧:从混乱中脱颖而出经济观察报黄一琨具有有限责任的非盈利性教育机构,享有充分的法人资格,具有在学术,财务,人事,外事等方面的决策自主权、能够执行所有财务,行政和契约活动.因此,《财务协议》
在法律上赋予了中欧在国内任何一所商学院所没有的独立法人地位和高度办学自主权、使中欧成为了中国管理教育的一个特
区.而这是许多国立综合大学的商学院院长们一心向往但又力不能及的.来自中欧的一名学生说,其实中欧比较幸运,开始就努力以哈佛、沃顿,麻省等作为目标,引进了西方案例教学的精髓,加上中国学生的勤奋,数学好等优点、学生的悟性很强.更重要的是,中国的快速增长形成了最具规模的人才需求,使得高素质的管理人才能顺利找到工作.但是现实的图景对于中欧并不那么顺利.虽然《财务协议》明确提出、中欧国际工商学院要在5年内成为亚洲一流商学院,而且要在尽可能短的时间内成为世界一流商学院.但是商学院必须有一流师资,一流生源,一流课程,一流设施和一流品牌.要达到这一标准,中欧面临严峻挑战.首先,建设一流校园设施和一流长期教授队伍、需要巨额资金投入.即使学费收入能平衡运营支出、中欧国际工商学院在1994-1999年的建设资金也只有上海市和欧盟分别提供的1052万欧洲货币单位(包括土地作价480万美元)和1485万欧洲货币单位.中欧突破资源瓶颈的办法是在一流的长期教授队伍和一流的校园设施没有建立起来之前、从海外引进一流的客座教授和租借In the Media媒体报道上海交通大学闵行校区部分较好的设施并加以必要的改造来开展一流的教学,并通过一流的教学来打造一流的品牌.从海外引进的客座教授把国际一流商学院通过长期实践积累的宝贵经验带给中欧,使中欧实现互动性教学,重视课堂讨论和小组案例研讨,鼓励学员参与教学又与共享经验的国际惯例一致.由于海外商学院的暑假是聘请客座教授的大好时机、中欧为了能聘请到最好的客座教授而成了国内惟一一所没有暑假的院校.更大的挑战在于作为教育体系的局外人、同时又是管理教育国际化的先行者、中欧还面临着体制上的困局.尽管管理教育在中国受到了重视,但是其课程设置和招生与国外的MBA相比有很大差异.国内MBA课程的学员必须通过全国统一的研究生入学考试(1997年改为全国MBA联考)、学习全国统一的教学大纲设置的课目并撰写硕士学位论文,国内的MBA学位证书由国务院学位委员会统一印制和管理.但是和国外商学院的MBA以全日制课程为主相反、当时国内试点院校的MBA全部为在职课程.中欧的创始人认为其招收在职MBA的方式无异于缘木求鱼.因为科目繁多的笔试(包括政治,语文与逻辑,英语、管理学和高等数学)和以笔试成绩为主的录取标准与国际一流商学院的惯例大相径庭、实际上是向一批毕业时间最短、工作压力最轻的考试高手敞开大门,而把大部分的中国企业管理精英拒之门外.国内院校培THE LINK2养在职MBA的课程内容与国际一流商学院的MBA课程内容有相当大的差距、而且其撰写硕士学位论文的要求更是为绝大多数国际一流商学院所不取.坚持己见的中欧面临的选择是加入现有体系或是坚持自己的国际化道路,后者的风险在于中欧的学位证书无法获得国务院学位委员会的承认,这会对中欧的招生工作带来影响.但中欧依然还是选择了后者、他们相信,那些对知识而非学历更具敏感度的学生在面对中欧肤色各异的教授时会有实质的收获.一位不愿透露姓名的中欧学生说,中欧的教授40%非常优秀、30%优秀、其余的30%一般.这对于这个以租赁教授开始的年轻商学院来说已经是不低的评价了.中欧的教授分访问教授,核心教授,长期教授三种、一个长期教授的成本是访问教授的3倍左右.所以,中欧一度主要发展访问教授和核心教授,但即便是访问教授,每天的酬劳也在2000~3000美元以上.许多年轻的教授由于生活习惯的原因不愿长期留在中国,而更愿意做访问教授,所以访问教授占到了教授总数的一半或以上.这些访问教授的学历必须在博士学位以上,每年其中的25-30%会被淘汰.由于访问教授发表的学术论文不能算在中欧,影响了学校的学术研究水平,所以从2001年开始中欧有了长期教授,现在有14到15名、他们每年必须在中国呆满6个月,所以一般是60岁以上已经退休的资深教授,许多都曾是国外高级智囊团的人员,他们的课程最受学生受欢迎.这对于资金紧张,逐步发展的中欧来说并不是件很容易的事,但是他们认为自己已经大大领先于国内其他商学院.中欧EMBA课程主任梁能形容一些商学院的课程是这次约翰教授,下次琼斯博士.另一个贴上国际化标签的是案例教学.它对于管理学,就如同实验对于物理学一样.中欧的案例主要来自世界几大著名商学院案例库,如哈佛、Darden, 等.中欧花重金直接向各商学院购买案例,为每个学生注册版权、而不是从出版物上转引,从而保证了知识产权.每个哈佛案例是6美元、一个学生在整个学习期间要学200多个案例.在自建案例上,中欧有自己的案例中心、由一批海外教授领导,撰写中国的案例.特别是在描写跨国公司在中国的运作,中国的传统文化对商业的影响力、中国企业如何拓展海外市场等方面已经有部分成果在《哈佛商业评论》,《远期规划》,《国际市场营销》,《国际人力资源管理》和《加州管理评论》等著名学术刊物上发表.中欧的教务长白思拓(Alfredo Pastor)说,中欧的这些努力所传授的是一种通用语言、当一个职业经理人面临许多问题时,没有通用语言是难以想象的.除了中欧自己的努力、开放的中国逐步研读通用语言、这也改变了中欧的生存环境.2001年,管理教育在27省62所院校的试点结束,进入全面规范办学阶段.中欧的学位证书从2002年开始获得国务院学位委员会的认可,过去品牌与资金实力互为掣肘的困难局面也有所改观,但是各商学院打国际牌也对中欧造成了压力.中欧希望用自己富有先发优势的MBA,EMBA课程继续建设自己的影响力、用EMBA和高层经理培训的收入为商学院的未来注入动力.尤其是后者、《时代》和《国际先驱报》的专栏作家Joshua
Josmpol说:狂热的商业全球化步伐使高层经理培训市场成为商学院有利可图的课程项目.这对很多商学院意味着黄油和面
包、因为它们的旗舰项目MBA仅仅做到盈亏平衡就已不易.最近的调查报告显示、全球高层经理培训市场价值达3500亿美
元.中欧估计中国的这个市场价值在2.5 亿美元、到2006年将会达到40亿美元.并且期待中国的商学院能和世界上的同行一样,使学院65-70%的收入来源于此.为此,中欧把自己负责这一项目的部门本身变成了公司、有自己的市场策划,营销、客户服务人员.此外,这家国际化的商学院每年都会在欧洲举行学生的毕业典礼,使他们能够有机会与王子,大使,企业领袖接触.学院的这种刻意安排使得学生感受到一种课堂上难以体会的氛围,这有助于学生们具备历史的深沉、哲学的透彻,数学的简洁.一位中欧的学生这样描述自己心目中中欧的未来,首先,必须有比较强烈的使命感.不是教授技术,而是培养领袖气质,拓宽视角,讲授商业传奇如何产生;其次,要有包容心.东方和美国的管理模式都有成功之处,不能因为今天美国经济发达,就学习美国,明天又学习日本,应该先兼容并蓄,然后再结合中国特殊的市场情况进行运用; 再次,商学院的运作模式也应当以商业方式运作.商学院就是一个企业,它的产品就是它的学生,招生过程就是打响品牌的过程,学生毕业后的分配就是营销过程.这可能是中欧世界一流梦想可持续的动力.3THE LINKIn the Classroom中欧课堂Dairy Giant from the Grassland蒙牛成立于1999年,主营业务是液态奶,奶粉和冰激凌.在1999年至2001年短短3年内蒙牛的业务奇迹般增长约19.5
倍、无可争议地成为中国发展最快的乳品企业.2002年,蒙牛销售增长1.5倍、达到20亿;今年,蒙牛销售预计达到40亿.因此,蒙牛被誉为中国乳业奇迹的创造者、它的成功可以归结为速度策略,营销创新和资源整合三方面.速度策略建立规模是乳品企业成功的保证、蒙牛超常规发展的策略指引企业迅速崛起,成为最受欢迎的乳品企业之一.当蒙牛刚成立的时候,公司缺乏足够资金建设工厂和开发市场.通常的选择是先建厂,后出产品、这会浪费一年时间,错过乳业发展的大好时机.蒙牛依据市场状况,果断决策,抓两头,放中间,产品自己开发,自己销售,生产则通过虚拟联合代加工完成.这一做法为蒙牛争取了时间,开拓了市场、赢得最终消费者.在蒙牛发展过程中、非常注重发展速度,从而取得竞争优势,这是高速发展市场中取得成功的关键.营销创新营销创新为蒙牛策略实施提供了强大的保证.蒙牛营销成功体现在多个方面,如包装、定价,促售,而品牌定位和渠道创新是成功的关键.请到我们草原来这一广告语、鲜明突出了蒙牛奶香奶浓的特点、而这一标语源自蒙牛第二草原品牌的定位.自称第二不是让第一品牌伊利占先了其实不然.蒙牛刚成立时,缺乏资金打广告,如何吸引消费者、建立独特卖点是当时的难题.蒙牛依据企业特点、通过宣传自己属于独特群体草原牛奶,建立了清晰的定位、同时借助伊利的影响力、中国增长最快的乳品企业-蒙牛Mengniu陈海文MBA2002提升了自己的品牌知名度.在销售过程中、蒙牛创新使用社区渠道.此前、长效牛奶(保质期在30天以上)都是通过零售渠道进行销售,通路投入大,销售回报低.蒙牛率先在社区销售长效奶,以高品质产品吸引消费者、以高毛利率吸引终端,以低投入获得高回报.通过营销创新,蒙牛用有限的投入,获得巨大市场份额、实现了高速成长.资源整合蒙牛在短短4年内实现50倍增长,除了有效利用企业自身资源,更借助社会各方面资源来进行发展,用全社会力量来发展.蒙牛运用双赢思想,使社会满意,合作伙伴满意,员工满意,股东满意.奶源收购是乳品企业保证质量的关键,因此国内大型乳品企业都自建奶站,向奶农收奶.奶站投入大,增值有限.蒙牛改变通常做法,根据奶源产地实情、提供合理利润给地方合作者、由合作者出资建奶站提供优质原奶.通过这种做法,蒙牛既保证产品质量,又有效利用社会资源.人才是企业发展的关键.蒙牛为企业员工提供良好的发展平台的,企业飞速发展为员工提供更多施展才能机会.在蒙牛、有德有才的员工都能找到适合自己的岗位、因此员工全身心投入工作,回报企业.蒙牛通过提供共赢平台,高效利用各种资源,实现了超常规发展.蒙牛的成功给我们带来很多启示.要在中国市场获得成功,结合企业自身特点、注重速度,创新与合作,借鉴国外先进经验.首先,国外市场成功的重要因素是创新与合作,而在迅速发展的市场、如中国乳品市场、发展速度尤其重要.蒙牛提供了一个如何通过创新与合作迅速占据市场的成功案例.其次,建立自己的策略,而非模仿他人的经验.例如,外资企业擅长经营高端产品获得超额利润,但中国企业模仿却很可能失败,因为你不可能在经营高端产品上比外资企业做得更出色.蒙牛根据企业自身状况制定策略,经营竞争对手不擅长的市场和渠道,因而取得成功.最后,本土化管理企业完全可能战胜采用西方管理经验的企业.蒙牛竞争对手上海光明乳业就采取了引进先进管理系统和外企人才的方法,取得了很大成功.但有市场调查表明,今年上半年,蒙牛利用自身优势,抢走了光明上海本地市场约20%的份额.综上可见、先进的知识模式很重要、本土企业成功经验同样可以借鉴.成功源于将理论与自身结合,与企业实际结合,这才是未来中国企业应该选择的道路,也是我们这些中国MBA应该关注的问题.
(在中欧学习过程中、经常会接触到国际著名公司的案例,MBA学生也因此能更好地将所学知识结合实践去深入思考.先进的国外管理思路如何应用于中国什么才是本土企业最适合的发展道路以上短文是我自身在工作和学习过程中的一点体会.如有不同看法,欢迎共同探讨.)THE LINK4Mengniu Dairy Co, Ltd. was estab-lished in 1999, mainly producing liquid andpowdered milk and ice cream. From 1999fold growth in its business . Its sales rev-enue in 2002 reached RMB2billion, one-and-a-half times greater than the previousyear. In 2003, its expected sales revenueare to reach RMB4billion. Its no surprisethat it has been widely recognised as thecreator of the Chinese dairy miracle. Howdid this company achieve by large investment but lowprofit on sales. When Mengniu entered themarket, it introduced the new concept ofcommunity marketing and tried to with high quality products. Inthis way, it achieved higher returns andmarket share based on limited investment.
Resource IntegrationIt was the effective use of its own re-sources and more importantly various so-cial resources that allowed Mengniu growth in of4years. Withawin-win mindsetas its core value, always tried its best tomake various stakeholders satisfied, includ-ing its shareholders, employees, and even the whole society. As thesource for raw milk was considered essen-tial to the quality control of dairy products,many large dairy companies in China usu-ally set up their own stations to collect milkfrom dairy farmers. Considering that invest-ment in milk collection stations was toohigh and generated little added value,Mengniu did not follow suit. Instead, it triedto find local partners, who were providedwith reasonable profit to collect raw milk forMengniu. In this way it not only made sureof the quality of its products, but also effec-tively leveraged social resources. Moreover,it also put much effort on human as it was aware that humancapital is the key to its growth. It showed career path, and the fastgrowth of its businesses also generatedlarge good opportunities for its employees.
In fact, every one in Mengniu could find aright position as long as he or she wascapable and hard working. Therefore, itwas through its win-win strategy and effi-cient use of various resources that an extraordinary growth.
The success story of Mengniu teachesusalot about business operations. First, itdemonstrates thatacompany needs tofocus on speed, innovation and to benchmark againstleading foreign enterprises based on itsown if it wants to be thewinner in Chinese market. It is evident thatinnovation and cooperation are factors in both overseas and do-mestic market. However, how fast you cangrow is of greater importance toafastgrowing market like the Chinese dairymarket. In this regard, Mengniu representsa typical example of how to seize marketshare rapidly through innovation Second, it warns thatacom-pany needs to develop its strategy basedon its conditions instead of relying purely onimitations. For example, foreign enterprisesare adept at attaining extra profits withhigh-end products while local Chinese en-terprises often failed when doing so. Thereason is quite simple. They seldom canoutperform their foreign counterparts indealing with high-end products. job in this respect. It based on its own situation andtargeted market segments and channelswhere its competitors were not good at,and thus achieved great success. Last, itproves thatacompany based on is possible to with edge-cutting western manage-ment practice. Take Shanghai Bright Dairy,one of the major competitors of Mengniu,for example. Although it made great suc-cess through adopting advanced manage-ment system and seizing great talents fromforeign survey showedthat nearly 20% of its share in local Shang-hai market went to Mengniu in the first halfsuccessful experience of local enterprisesis as important as advanced western man-agement theory. We need to be aware thatsuccess comes from the integration oftheory with practice, which is the right busi-ness model that Chinese enterprises LINKDuring my study at ofcases about famous companies.
Now its my turn to writeashort article on thedevelopment of Mengniu Dairy. MengniuDary isagood company to look at becausewe can look at how we can apply management theories onto in China. We can also look at themost appropriate business models that should follow. Any comments onmy research would be greatly appreciated.
success inashort periodIbelieve thattheir success lies on its focus on innovation and that economy of scales is oneof the key success factors for Mengniu put much emphasison fast growth and became one of the mostfavoured dairy companies in China inaveryshort period. According to usually has to buildplants before making products. did not have enough money tobuild plants and develop market when itwas first established. Under it decided to develop and sell prod-ucts on its own while outsourcing the manu-facturing since it did not want to miss therapid growth of dairy industry at that pointin time. It was this decision that helpedMengniu seize the opportunity to win mar-ket share and consumer recognition.
Obviously, speed was the key word in itsdevelopment andasource of its competi-tive InnovationIt was evident that marketing another key role in its success, ascan be seen from its strategies in sales promotions, and especially inbrand positioning and channel innovation.
Its advertising slogan Product from theGrassland highlighted the distinct featureof its dairy products and was also consis-tent with its positioning as the seconddairy brand from the grassland. Althoughsome may worry that this sort of be taken advantage of by the Yilibrand, this was actually not the case.
Instead, the connotation of high quality inYili brand helped to enhance Mengniusbrand awareness, as they shared the sameorigin. With suchamarket positioning, itsuccessfully attracted consumers and cre-ated its unique selling point even when itdid not have enough money for advertising.
Traditionally, the milk period of over 30 dayswas sold through retail outlets, which wasOn July 3rd, Tom Doctoroff, Director ofNorth East Asia CEO Greater China,J.Walter ThompsonBridge came toCEIBS and speechon the advertisements to men. You canread the excerpts below while accessingthe complete transcription on our first one is the most obvious -project status. People have anxiety, so theyhave to, if they dont really have confidence,if they really are not sure of their socialstature of their prestige, they have to dis-play what they do have. They have to mag-nify what they do have and they have to feelbigger than perhaps they do inside. Nowlets claimafew ways that, this is again themost basic marketing rule in Chinese menmarketing - status. He has to be big, he hasto be bold, he has to be bald. Lets seesome public examples: first, Hai Wang JinZun. This is basically using all imperial im-agery as status, very average successful. The next is for YoungorSuits. Youngor Suits are just about lookingelegant and having class, and its on creating something called theYoungor Man. The final status commercialis for Virgin Airlines. What they are doing isa little bit more sophisticated but its They havealittle pricepremium, which was called aroma therapy.
I dont know what aroma therapy is-yousmell it; then you get better. This is ulti-mately about if you have enough status,then we will offer you personalised only for you.
No. 2: Give him tools. Ifaman is feelinga little bit helpless, he will need help, he willneed an external aid to help him grabsuccess, to extend his arm justalittle bit, sothat he can grab something that might be alittle bit higher than what he can normallyreach. One obvious way of doing this isconfidence from boss approval, which willbe an external aid. If the boss approves ofme,Ican go further,Ican leverage mybosss endorsement of me. Now this ofcourse can be true in any culture, but inChina the idea of pleasing the boss takeson presidence in advertising. Lets watchan example of this - Rejoice Shampoo.
Rejoice is all about confidence. Its aboutfemale confidence and its about But in this case, the mans softand shiny hair makes himabetter translator,and that makes him impress the boss withgreat hair - commercial ends withhandshake. We know that the guy with aSix themesin mensoft and shiny hair is destined Another tool is technology. Tech-nology in China is not just about isaweapon on the business battlefield, itisamilitary weapon and it helps you defeatenemies, and competitors. Technology isultimately about empowerment. Its Ive gotsomething you dont have, Ive got it done.
Another example: technology in Siemensmobile telephone commercial. This is justabout one case of GPRS
It enables you to get on the net, stay on thenet. And of course, he too, at the end of thecommercial, gets the girl.Theme No.3- releasing aggression.
Because society has regimentation, be-cause there are not enough outlets forsuccess, its ultimately about money andthe chances of getting there are not sure,man has repression. Chinese men tend tobealittle bit repressed, that is they dontexpress their desire so openly. Sometimesthey have to standalittle bit back andcontrol the expression how they feel in theirhearts, and control the power that theyknow they want. So whenaman in adver-tising succeeds, he doesnt mean to merelysucceed - he should succeed in romance,he should succeed vic-tory that is at times larger than life. There isBy Tom of North East Asia CEO Greater China,J.Walter LINK6Executive Speech演讲撷萃a difference between patriotism Patriotism isasimple love forcountry. Chinese of course are very patri-otic as are most other nations. bit more - lets say in more frustration with how the world seesyou. Nationalism is aboutacountrys role inthe world. China isarelatively Nationalism is particularly strongamong the younger generation, (from ages 18 to 34) in China.
Patriotism is strong everywhere - the taxidrivers, the grandfather, his 8-year-old kid.
But nationalism and as soon as you cross the35- year-old threshold, the tone of the dis-cussion changes. Why is this Why is theyounger generation more nationalistic whenthey have more , have more to begrateful to the country for opening them-selves up to the rest of the world Webelieve that its due toacertain type frustration with notbeing able to achieve what you want in theworld,arisk of not being able to quite getthere. Itsadisplaced repression towardthe national stage - thats why when wesay, China is great, thenImust be greattoo. Im Chinese. China is great, then Imgreat. This nationalism can be very effec-tively used in advertising in terms of show-ing the greatness of China relative to therest of the world. Nationalsim will not workon the older generation, but can be tar-geted exclusively to younger people.
Patriotism, on the other hand, works wellwith older people. Take for commercial where Li Tie, the soccerplayer, is onaworld tour, bringing Chinasglory think this com-mercial would have worked very well inAmerica, but it just goes to show how wehave our own American glory despite ourpatriotic American desire. This in the fullest sense of the word.
Lets look at Yao Ming,anational hero inChina Unicoms commercials. ChinaUnicom is the com-pany of the future. Were currently workingwith China Unicom to try and help themfigure out which is the most effective way touse Yao Ming asanational icon. are working and still have got alot of awareness since everybody knowsthat Yao Ming is associated with ChinaUnicom. You can recall the though he has no real the industry. Its an artificial nationalism can make it comes the No. 4:alittle bit for fun,help him pass the girl test. When we talkabout love in China, women expect onething, they want you to prove your love.
They will not believe words, thats why wevery rarely sayIlove you in China, eventhe younger generation. Men have to provetheir reliability. This is because the tradi-tional role of men is to beasupplier, to bea provider for the family. And women ex-pect that marriageis based on the materials - children not say romance in China isnot important, it is, but is less important,only part of the life, 33, or something likethat. Soaman is feeling under pressurefrom his girl, from his wife. It starts as earlyas 16 years old. So whatamarketer can dois help get the man back on top. Lets takea way of doing this, of getting the man incontrol of the situation with respect to thegirl. And this is what were ultimately talkingabout - taking the control away from the bit, giving him leverage over her.
The first commercial is Siemens. This is avery young persons commercial, in whichthe feature is justacamera and the camerahelps him impress the girl. The next com-mercial is for slightly older people. This isaboutaman andawoman. the womansays, Oh, the moon is so romantic! Andwhat does the man do He jumps into thewater and gets her the moon, and at thesame time comes out withadiamond ring- three months of the salary . yes, big onetoo, proving his love. Romance and mate-rialism fuse into one. Next is Deluxe. This istargeted to the American men, easy-wash paint. Basically,this is aboutahusband andason. Theyrebad when the wife is away. They spill thingsbut they findaway to get themselves out oftrouble and keep the woman is also to get him back on top,making him the master. At home, the manis at besta5050 partner. But outside thehome itsamans World. Women, outside7THE LINKin public places, tend to be much morefeminine. Another sub-theme in terms ofgetting the man back on top and having hisway with woman is using rules not muscles.
In China, the body is not nearly as sexy asa sexy mind, since in China, because this that has barriers that need tobe woven round, not barriers that need tobe crashed, ruined. In China, the mind wins.
So anything we can do to make the manseem smarter will be an attractive thing forhis girl. The third sub - theme here is to savehis face with humour. If the man has atough time pleasing the girl, if the girl or wifeis giving himalot of pressure, if he is goingto feel justalittle bit degraded, save his facewith humour. He is not very successful withwomen, but he is able to, on the otherhand, always happy,tongue in cheek, 5th theme is to leverage friendship.
Now in China there2types of friendship.
One is the friendship that goes backalongtime, friendship for trust, for retreating it totrust. You can always trust that. are friends of hearts and there isan everlasting bond. And when time getstough, the man is getting confused with allthe changes that are going on around him,he knows he can depend on the friends the classmates, the mates. Anybody that comes af-terwards is not going to be the quite thesame type of friends. This basically as-sumes that ifIhavent known you trust youahundred percent.
ButIneed to be able to trust you, so that wecan both move forward, so that we canboth benefit. Beers primary role, as youcan see , is social lubrication, which meansmaking friends - normal English. But ulti-mately its about which isnotahundred percent trustworthy into onethat is trustworthy. And this is an opportu-nity waiting to happen - that the beer or thealcohol that recognizes the dynamics ofcontemporary friendship amongst men thatdont go way back can makealot of money.
And finally, the 6th - making him an expert.
As we have seen there is anxiety. There is alittle bit of nervousness, again, its not fear,only anxiety. So if he cannot be sure that hecan succeed in business; if he cannot be100% certain that his career will besuccessful, making him command, makinghim in command of non-business situations,so that in some areas of his life, he can say,I am the best after all. This will explain, inmy view, the Shanghai men in the kitchen.
I wondered how can historical Confucian culture ever ac-cept men cooking in the kitchen and womennot doing anything. The answer is becausehe is in command. He has his own domain.
He is sharpening his expertise. We actuallydid focus groups on this very matter, so wegetalittle bit insight into how interpret control inadifferent way.
And the most interesting response that wefound was,Imay not feel in charge in theliving room, but in the kitchen, its mine. Orit can be sports - golf, golf asacommandof the self . ability just as in the past,control of the mind. This is about control ofones own body in focusing concentration.
And it is that reason why they are so addic-tive and it is that reason why they are spread-ing so quickly in China and not just amongstthe money class. And of course, goingback to the very beginning, culture is still avibrant cultural value,avibrant value oflearned Chinese people and people thatdesire to haveamodern life style. Socommand of culture can also work. Weknow SUNTORY beer - command of ofasport. Its this big man.
Were reaching our conclusion page. Whatweve basically hypothesised is that theChinese man today isalittle bit torn be-tween conflicts. Inside springs from conflict.
On one hand, he he has opportunities that hehas never had before and they represent ahistoric, heroic, bold breakthrough as wemarch into the 21st century. But on theother hand, the world is not as sure as it isbefore, the result isalingering - not fear, notpassivity - butalingering anxiety,alack ofcomplete certainty that he has what it takesto make it, because for the first time apioneering spirit, an ability to seize that passing in front of themis the hallmark of what So marketers have an opportunity torelieve that tension. Weve given you sixways.One is the most basic - project status,make the man feel bigger than what heactually is by making status. Second, give him tools, enablehim to extend his reachalittle bit beyondwhat he might normally be able to do all byhimself, give him an external aid. Third,release his aggression. Inasociety with anarrow definition of success, there is repression. So, let it allout. Let him not just haveavictory, but lethim and heroic victory.
Next, help him pass the girl test.Aman The responsibility ofaman isto provide for the entire family - the ex-tended family, and as we saw - deadancestors; the woman expectsalot, sogive him some control with respect to thewoman, help him feel that it which sometimes he mightnot feel. Then, the 5th, the leverage offriendship. If there is not certainty in outside world, help him re-treat into the comforts of friendship andhave your product associated with this se-curity of friendship. The right type offriendship, because there is another type offriendship. And that is friendship that isutilitarian, that is useful. And in this case,the dynamic is takealittle bit of lackatrustand make it 100% trustworthy. And finally,make him an expert. If he cant necessarilywin all his dreams inside his career, helphim becomeamaster of that outside it.
THE LINK8喜之郎果冻,三金牌西瓜霜含片,光明牛奶,金龙鱼油、农夫山泉.关注中央电视台的人对这几个品牌应该一点都不陌生,在天气预报和焦点访谈之间14秒的广告位上,可以经常看到它们的身影,听到它们的声音.能够挤进这个黄金时段,品牌的实力不可小觑,它们广告代理的策略却也不可忽略.如何能在激烈的竞争中脱颖而出、如何以最经济的成本保证入围以客户为中心、想客户所想,专客户所不专,这就是我们的策略,这几个大品牌共同的代理商三人行广告有限公司总经理,中欧国际工商学院EMBA2001级北京班学员胡栋龙这样回答.客户希望达到什么样的效果客户能够承受的最大成本是多少在胡栋龙的心里、这是每天考虑最多的问题.天气预报与焦点访谈之间的14秒15条广告,是历年中标额度最高的时段.为了抢占这一块位置,企业每年都要争得头破血流、出高了怕不划算,出低了又怕入不了围.所以我们在投标之前连续几天都和客户在一起开会,考虑如何解决这个问题,一直到投标前一个晚上才算有了答案.胡栋龙所说的这个答案后来被媒体称为算计中央电视台的行为.当时三人行所代理的喜之郎,桂林三金,光明乳业,金龙鱼,农夫山泉、养生堂预先估算好一个大致最低的入围价,然后在此基础上依次以一万元递增.不仅如此,在明标竞投时,也不相互加价.2001年央视黄金段广告招标中代理金额就名列榜首的三人行因此以超过6亿人民币的代理额第二次成为央视的黄金代理商,高出第二名广东长安广告2亿多元.这并不是算计央视,央视仍然是最大的赢家;只不过为我的客户企业减少一点投入,胡栋龙说,这是一次典型的三赢行动,创建于1997年的三人行因此在广告业界小有名气、越来越多的人开始关注这个从江西走出来的广告人胡栋龙.1986年,毕业于江西一所普通高校中文系的胡栋龙被分配到一个中学教书,送走一届学生之后,他考取了华中师范大学,攻读教育学硕士.最不喜欢当老师,却恰恰当了老师;最不喜欢的专业是中文,却偏偏读了中文系.对商科和工商管理有极大兴趣的他硕士毕业以后,远离家乡,在广州市教委下属的教育科学研究中心从事教育研究.太枯燥无味了,今日的胡总提起当年的生活仍然无奈地摇头.然而正是这个他不喜欢的专业和工作,却成了他日后进入广告界的桥梁.1995年,因工作的枯燥和清闲,经朋友介绍、胡栋龙到一家广告公司做兼职文案,这一做从此成就了他的广告生涯.纯属偶然,胡栋龙说道,但是否以广告为终身职业,曾有过多次动摇.广告业比较辛苦,劳心劳力;可如果毫无建树就放弃、似乎于心不忍.不过整个道路还算顺利,曲折式上升吧,胡栋龙接着说,这也和来自我们客户的帮助分不开.三人行是一家综合代理型广告公司、品牌管理,创意制作,媒介发布、视觉规划,公关促销、都是三人行多年来一直在努力打造的专业范畴.除了在中央电视台的代理优势,我们的另外一个强项是创意设计.总经理胡栋龙解释.三人行、顾名思义、三个朋友共同创办.每人出资约五
千元、拿着这15000元、三个人开始了他们的第一次正式投标.第一个客户是广州的一个房地产项目,之前对客户很少了解,也没有熟人可以从中帮忙,对手却都是广州一些身负盛名的大公司.然而一轮一轮的比稿,结果让人出人意料,初出茅庐的三人行以自己优秀的创意拿到了最后的生意.这个单子,为三人行赚到了10多万,这让胡栋龙三人信心倍长,从此开始全心全意地投入到广告事业中来.应该感谢他们,感谢这些客户,胡栋龙认为正是客户的成长促进了广告公司的成长;通过服务客户,通过客户成长来达成客户对三人行没有客户的成长,就没有广告公司的成长空间9THE LINKAlumni Story校友故事客户的笑容是最灿烂的笑容的认知,认同、是三人行公司运营的出发点.1998年三人行建立北京联络处,2002年随着与光明乳业的签约,三人行上海联络处也开始运行、照常理胡栋龙可以指派其他人员来处理这些业务了,但客户的每一次会议,胡栋龙都争取亲自参加,他要站在与客户接触的最前沿,了解客户的真正需求.笔者想约他做个简单的采访,他却总是在打电话、在出差,无奈只得在他周末来上海出席光明客户会的时候见缝插针.说起客户,胡栋龙很认真地讲,我们一直奉行促进长期的销售的经营哲学.没有帮助客户完成销售目标,没有利润,那还谈什么企业经营我们广告公司也就没有存在的必要了.从教师到广告人、从文案做到总经理,从内陆的江西来到这个改革开放的前沿城市,胡栋龙在广州这块土地上一笔一划,踏踏实实地追求着自己的梦想.广州在胡总的眼中是个务实,平和、勤劳的城市,很有生活魄力.以广州为中心的珠江三角洲地区汇集了一大批最具影响力的本土品牌、再加上广州广告人的执著努力、这个作为中国本土广告业发展较早的城市,已经出现了一大批十分优秀的本土广告公司、例如广东省广,平成,白马,叶茂中等等.想请他讲讲中国本土广告公司和国外广告公司的优势和弱势以及如何在本土广告公司中突围,胡总却避过话头说,了解中国市场、帮助客户取得更多的市场成功,这是广告公司恒久的重点.
回顾多年的广告经历,胡栋龙体验最深的是:客户是真正的上帝.服务好客户,首先必须全面而细致地了解客户,掌握企业运营的基本规律.否则,怎么能成为客户长期的合作伙伴呢因此胡栋龙义无反顾地走进了中欧国际工商学院,坐进了EMBA北京班的课堂.报考中欧,是希望能积累更多的企业运营知识.
这里的每一门课程都很重要、希望能从不同的角度来透视企业经营的基本规律.
在广州胡栋龙的办公室里、靠墙摆放着一整排的书架,中欧每一门课程的教材和他从世界各地收集来的可口可乐罐一样,码放得整整齐齐.没事我还经常翻一翻.其实客户选择一家适合自己的广告代理商,是一件非常困难的事情.要立足眼前效益,着眼长期合作,共同成长显得非常重要.通过我们的努力促进客户利润的增长;通过服务客户提高我们本身的素质.我们的客户只有个,但我们仅仅是在中央电视台,就代理了八到九个亿的资产,我们的品牌在各个行业,也都是响当当的品牌.胡栋龙说起公司来,谦逊的语气掩盖不住内心的骄傲.毕竟这是一个只有六岁的年轻公司.从短期目标而言、三人行着力于成为一家最能促进本土客户成长,最有效率的综合代理型广告公司、因为效率是最好的检验标准.当笔者问起明年的具体目标时,他笑了笑,翻一倍吧.自信而不夸张.
没有客户的成长,就没有广告公司的成长空间,客户的笑容才是最灿烂的笑容.采访结束,胡栋龙仍然在重复这句话.THE LINK10胡栋龙(左)正筹划与日本和香港的广告商进行合作退学三剑客喂,我说赵发财,人家盖茨可是世界首富啦!戴尔卖电脑也搞大了.八十年代的退学三剑客,可就剩下您一个苦孩子了.老朋友们见了面总是拿盖茨和戴尔来刺激我.其实,1986年3月,我从清华大学退学,准备来上海淘金时,并不知道比尔・盖茨和戴尔也从另外的两所世界名牌大学退学了.也不知道三个人同时怀着发财的梦想.更不知道十几年后我们的命运有了天壤之别.
在清华大学,我曾写过一幅对联:饥餐方便面,渴饮赖氨酸.当时报上介绍、吃了赖氨酸可以长得更高.我就鼓动同学们吃馒头的时候蘸上一点象白粉一样的赖氨酸、喝水的时候用赖氨酸代替茶叶.而方便面在八十年代可是个时髦的东西,每卖一袋可以赚二分钱.其实赖氨酸是隔壁的同学在卖,我只卖方便面,但我的对联把方便面和赖氨酸连在了一起,颇有点战略同盟的味道.后来,我和同伴又从生产直八直升机的兵工厂赊来一批计算器,每天中午卖一个钟头,赚一百二十元、两个同学一人一半.那时在清华一个月的伙食费只要三十块.按当时的标准,卖计算器也算得上发财了.但我觉得如此小打小闹毕竟难成气候,还不如早点反了吧.1986年的中国,要放弃清华大学的金字招牌、是需要些勇气的,为了自己的发财梦想,也就义无返顾地退了学.几个月后我就来到了上海,梦想中那个十里洋场、遍地黄金的地方.尽管我一直在努力、尽管我还赚了一个赵发财的雅号,但今天拿自己的公司和微软,戴尔一比、确实难免让人耿耿于怀.不过,我在中欧我怕谁呀想想自己占据着天时,地利,我还是有些庆幸.比尔・盖茨和戴尔还不是看着上海的一天一个样,三天大变样眼馋嘿!三十年河东三十年河西.说不定再过三十年,咱京华创业集团也不比微软差.仰仗中欧的强大背景,有时候我也敢在老友面前说几句大话.初来上海现在我早以老上海自居了.1986年,当我坐着慢车,长途跋涉来到这座江南名城时感到的却是沉甸甸的历史.那时,一・二八纪念路破旧不堪,谢晋元烈士孤军苦守的四行仓库还矗立在苏州河北岸、冲洗掉四・一二血腥的宝山路路面竟比路边的民房地面要高出好几尺、坐在18路车上,我总是担心、天下大雨时,路边的人家进了水怎么办.那时,革命家李白烈士(中李侠的原型)的夫人还住在虹口公园旁、每次在等9路电车时都想抽时间去拜访一下革命老前辈.日子匆匆地过了,直到老人家仙逝、也没能去还这个愿,只能留下百年的遗憾在心头.那时,同志主政上海,正在为上海的大发展执着地探索.那时,我和上海的老市民一样承受着物质生活的困乏和精神生活上的焦虑.走在二、三十年代修筑的马路上,常常怀着上海从冠军宝座滑下的失落感.那时,真的不明白,这就是曾经的上海么晚报上经常说苏州河黑臭期超过三百天了,太阳神从广东升起来了,大批的上海青年到日本去了.不过还好,运转了八十年的上海老北站,那座见证了宋教仁遇刺案的老北站终于在1987年退休了.那时,上海新客站给生活在八十年代困境中的新,老上海人带来了一丝安慰,一丝希望.许多单位组织职工去参观新客站,就象现在参观磁悬浮一样.据说,市委还开会研究过,年轻人不乘火车而专门跑到候车室里谈恋爱怎么办据说,解决的办法是,站台票还是要收的.融入上海为了和上海打成一片,也为了深入了解百姓饥苦,我也
曾刻苦地练习上海方言:同姬,闹格调兔子把阿拉哭哭.搞了半天,售货员才知道我要买裤子,而不是哭兔子.八十年代在北京要是说谁的打扮很港,就是说他挺时髦,有海外华人的派头.初来上海偶尔听到有人说侬哪能介港,心里还美滋滋的.现在,习惯了上海的气候,水土和人文环境、并为自己能扎根上海而庆幸.赵增川EMBA01-2寻梦上海圆梦中欧11THE LINK年轻时的赵增川中欧毕业时的赵增川感谢上海我常说自己来上海是来对了,要是盖茨和戴尔早十年来上海发展,也许微软的财富都超过俄罗斯了.确实,我这十六年在上海没有白过.上证指数99点的底部让我炒到了,第一批股票认购证也让我赶上了.1997年从上海财经大学辞职后,先是和好友张耀华创办了东明进修学校,我们自封为校长和副校长,还像模像样地招生,开课呢.学生和家长竟也满意.东明学校开设的会计电算化课程在浦东金桥地区小有名气、主要原因是上海大批的年轻人有业余充电的愿望、要不然这个皮包学校也只能永远是皮包.1998年京华顾问获得了全国首批专业证券投资咨询资格,是上海仅有的十家公司之一、我,张耀华和另外三个同事获得了个人资格,也是上海仅有的几十个人中的幸运者.从此,在人民日报,中央电视台,上海电视台,东方电视台,上海有线台,上海人民广播电台,和讯网等近百家媒体频频露面,京华公司和几位骨干迅速窜红.公司发展十分顺利.我们大家常
挂在嘴边的一句话是:谢谢上海.
曾有这样一个故事:一个复旦大学毕业生去荷兰留学.导师派他到希腊出差,他住在宾馆里、打开电视看到德国的电视台正在播放他的老同学,京华少帅张耀华的故事.是京华吸引了全世界的眼球吗还是张耀华光芒四射都不是.是因为京华沾了祖国的
光、上海的光、浦东的光.这不是京华到德国去打广告,而是德国采访开放的中国,日新月异的上海,热得发烫的浦东,而找到了证券大厦,找到了京华.在祖国的版图上,京华还很渺小.在世界面前、京华很牛、因为京华背靠着强大的祖国,京华背靠着全世界发展最快的热土.同事们常说,京华公司能有今天,是沾了上海的光、沾了浦东的光、沾了中欧的光.永远的中欧我们EMBA01-2班同学毕业前把大家认缴的班费拿出来成立了一个从事咨询管理的班级公司.据我知道,这是人类5000年教育史上第一个全班同学共同发起设立的公司、孔夫子有300072门人也没有能够成立起一家象模象样的公司来.当今全世界所有的商学院中也没有一个比我们还早成立的班级公司.所以这个公司很有可能载入吉尼斯世界纪录.赵发财深受大家喜爱,被抬举为这个公司的董事长兼首席执行官.这是我做过的最小的执行官,但我有很强的信心、很高的荣誉感.虽然我们公司股本很小,只有三十几万,但我们的股东很强大,因为我们都在中欧学了本领.6月16日,新民晚报发表文章《马家军名将今安在》,给大家讲述了昔日的巾帼英雄们如今窘迫的生活状况,8月,赵增川邀请吕亿(1992世界青年田径锦标赛800米冠军)作客京华,希望能助她一臂之力.THE LINK12今年春季,在中欧国际工商学院的MBA课程之外,我又额外增加了一项独特的活动,作
为我的实习任务:我加入了CHF(合作人居基金会),这是一个总部设在美国的国际发展咨询机构.
我被派往阿富汗,并在阿富汗首都喀布尔呆了6 个星期.世界银行、联合国以及其它跨国机构在此提供了一些金融服务和建设项目合同、而我的任务就是对这些项目进行投标.这项任务令我有机会将自己在中欧的宏观经济学,金融银行学和战略学课程中学到的知识付诸实践,在饱览阿富汗令人叹为观止的自然景观之时,还与一群朝气蓬勃的阿富汗专业人员并肩合作.
处于发展十字路口的阿富汗阿富汗地形崎岖,是地区和国际性争端以及经济困境的发源地之一.该国的人均国内生产总值为186美元;识字率低于30.阿富汗的边境是世界上最密集的雷区之一、甚至首都喀布尔也未能幸免、自1978年以来,这里有大片的街区被夷为平地,成为.大多数的建筑物上都遍布着AK-47和火箭榴弹留下的创痕.在地方派系争斗的硝烟和日益增加的鸦片生产中、这个国家的状况在过去的两年中略有改善.我遇见的阿富汗人都认为今年的情况要好于去年.的确,该国的GDP在2001年至2002年之间增长了50%以上.总统哈米德・卡尔扎伊(Hamid Karzai)继续大力推动经济增长,并希望由此促进政治上的稳定.从理论上来说,随着就业率的上升,地区争端和鸦片种植也将随之减少.
有一件事是肯定的:阿富汗将继续得到国际社会的关注.2002年1月在东京召开的一次会议上,阿富汗获得了超过45亿美元的援助承诺、该援助是由一个多元化的国际机构提供的,援助国包括中国,欧盟,美国和沙特等.2003年,阿富汗将接受近10亿美元的援助,用于改善金融、银行和法律体系,发展进出口业务联系,修建新的公路,灌溉系统,医疗保健和教育设施,并保持经济的持续发展.兴都库什地区的商业发展
阿富汗的挑战:By Timothy Prewitt (USA) MBA 2002The CEIBS Experience体会中欧13THE LINK
Back to school: Female literacy, currently at about 20,isapolicy concern of the Government of Afghanistan在阿富汗,只有约20%的妇女能接受教育援助事业CHF国际组织是与世界银行、联合国以及其它国际多边机构合作的几家项目承包机构之一.在阿富汗以及从墨西哥到蒙古的其它22个国家,CHF都在提供金融和商业服务,建设基础设施,应对紧急情况及缓解自然灾害.CHF所经手的大多数项目都处于高风险市场和发展中国家,而它提供的解决方案具有优质,技术运用得当和本地化程度较高的特点.CHF在工作创新性方面曾获得无数奖项、其中包括著名的联合国人居荣誉名册奖( of Honour).我于6月6日抵达喀布尔、距离CHF开始其阿富汗重建工作已将近18个月.一到阿富汗,我就马不停蹄地赶赴中部高地的Ghazni省和Bamyan省、考察竣工的基建项目.我的感触是,不懂的东西实在太
多,当地的工作人员做出了莫大的贡献:CHF的土木工程师Sahab和Mahmood不厌其烦地回答我一连串的询问.在访问了3个省份的6个村庄后,我对于CHF在没有电力供应或基本建筑材料的地区能够完成道路,桥梁、学校,水渠等的建造工作,油然而生赞叹和敬佩之情.当地壮美的自然风光也令我叹为观
止:放眼望去,远处山峰重峦叠嶂,呈现出片片赭红.开阔的平原上,土砖屋一直绵延至天际.Bandi Aamir 河水蔚蓝清澈.几个世纪以来,这里险峻的地势和部落种族体系阻碍了商业的发展.村民们就是这样默默地耕耘着土地,幽闲地放牧,闲淡地度过一生.当兴都库什山上的积雪融化,淹没了田地和交通道路,谁又能想到,过去3年这里曾饱受干旱肆虐,农业生产受到严重威胁虽然水源似乎到处可见、但由于没有永久性的灌溉渠道,也没有修建这些渠道的材料,这片土地忍受旱灾之苦已达9个月之久.显然,这里也不缺活干.根据现有的合同、CHF要在冬天到来之前完成建筑施工.在两个偏远的山区营地里、CHF的土木工程师和建筑经理们与携手共商灌溉渠,次干道,学校和医疗诊所等的建造大计.为了促进货物流通,CHF还重建了两个主要的贸易市场、并提供基本的技能培训.当我返回喀布尔设计和准备新的项目时,整个工程的进度令我倍受鼓舞.为了使CHF的工程项目赶在阿富汗发展计划日程的前面完成,我们位于喀布尔的商业发展小组对项目结构进行了重新
定位:不再接手基建项目,而注重更长期的金融和商业服务项目.我在任务执行期间将留守喀布尔、项目经理Ralph Kilian和阿富汗土木工程师Sahab和Mahmood将在中部高地负责运作.而Cerece Rennie则在美国负责对我们所有新的投标项目办理证明和审批工作.根据阿富汗政府和联合国的要求设计新项目是一大挑战,但同时也令人兴奋不已,跃跃欲试.比如,我们设立了一个由世界银行支持的小企业贷款基金,主要用于资助Bamyan省企业家的创业活动.从2001年起,在缺乏基本银行服务的情况下,阿富汗的地区贸易仍然取得了飞速发展.许多企业迫切需要贷款以实现进一步的增长.对于我们来说,一项主要的任务就是设计出一种贷款产品、满足这些需求.此项基金最终将向该地区的数百个贸易商和农产品加工商提供贷款.我们还与总部设在纽约的地毯出口商Chuk Palu公司建立了合作关系,利用阿富汗在地毯和奇勒姆(Kilim)织物方面丰富的编织工艺.根据协议,CHF将在Bamyan建立一个纺纱,设计和编织中心、而ChukPalu则提供市场流行的设计款式,并直接向编织工人购买地毯出口美国.编织工人将获得世界银行基金提供的贷款购买原材料.CHF在基建项目上则采取不同的策略.一些劳动密集型的工程,如学校,诊所和道路都是与当地的建筑公司合作设计.为此,我们要与当地政府部门,联合国国际劳工组织和其它相关部门接洽,参与建筑和培训项目投标.我们的三项产品都在
市场上牢牢站稳了脚跟:在我7月份离开喀布尔的时候,CHF的阿富汗项目小组已经成功实现了向长期经济发展合同的转型.我的同事和同学得知我在阿富汗工作后,大多表示出无比震惊.安全问题的确需要注意,我不得不反复解释.但是这和所有需要冒险的行业一样,比如做警察,救火员,或从事建筑,医疗行业等、总有一些成熟的经验和措施,帮助我们极大地提高职业的安全性.CHF同样也认真遵循了这样的措施.毋庸置疑,此行阿富汗虽然风险重重、但却是十分值得的.这项任务让我有机会将中欧课堂上所学的知识运用于实践,意义深远.同时,我对这个迷人的国度有了更多的了解,对它2001年以来可喜的经济发展倍感振奋.随着与周边国家贸易的增长,农产品收入的增加,以及多边组织的重建资助,阿富汗的持续发展前景是相当美好的.当然,它现在也还面临着一些不利因素,如地区主义、重要省份的权力真空等、这些都威胁着社会的稳定.但是,面对诸多不确定因素,我新结识的这些阿富汗同事和朋友们都表现出乐观积极和从容应对的态度.回首往事,我觉得与一群有胆有识的阿富汗专业人员并肩奋斗实在是我的幸运.我不但运用了课堂上所学到的商业发展工具,还学到了他们不畏艰险的崇高精神.CEIBS MBA candidate Timothy Prewitt with Colleague in AfghanistanTHE LINK14MBA学员Timothy Prewitt与同事在阿富汗This spring sawaunique addition to myCEIBS MBA international de-velopment consultancy, for an assignmentin almost six weeks inthe capital city bidding for financial servicesand construction contracts from the WorldBank, the UN, and other The assignment was more thanan opportunity to apply knowledge gainedfrom CEIBS banking,and strategy courses;Iwas also fortunateto discover Afghanistans breathtaking land-scape and work alongside spirited THE is home to rugged and international conflict, and eco-nomic hardship. Per capita GDP stands atAfghanistans boarders are among the mostheavily mined areas in the world. Even inKabul, the capital city, entire districts havelaid in ruin since the 1978 coup. Pock marksfrom AK-47s and grenadesmar most bitter regional factions and in-creased opium production, conditions im-proved modestly in the past two years.
AfghansImet believe this year was betterthan last, and indeed GDP increased byPresident Hamid Karzai continues to pro-mote economic growth asapath to politi-cal stability. As employment rises, so thetheory goes, regional animosity and will decrease.One thing is certain: Afghanistan willcontinue to receive international attention.
AtaTokyo conference in January 2002,more than US 4.5 billion was international body the EU, the US, and Saudi Arabia. In
2003 Afghanistan will receive almost one billion USD to improve financial, banking,and legal systems; develop ; build new roads, irrigation, healthand education facilities; and continue de-veloping BUSINESS OF HELPINGCHF International is one of several con-tractors working with the World Bank, theUN, and other agencies. In Afghanistanand 22 other countries - from Mexico toMongolia - CHF provides financial and busi-ness services, builds re-sponds to emergencies, and mitigates natu-ral disasters. CHF solutions are high appropriate, and locally-based, with most projects found in high riskmarkets and developing economies. For itsinnovative work CHF has been recognizedwith countless awards including the presti-gious UN-Habitat Scroll of Honour.
The CHF Afghanistan office accom-plished much since opening in late 2001.
Upon my to the of Ghazni and Bamyan to in-spect completed infrastructure projects. Thelearning curve was steep and local staff
were invaluable: CHF civil engineers Sahaband Mahmoud patiently answered mycountless inquiries. After visiting six villagesin three provinces,Iwas amazed at CHFsability to construct roads, bridges, schools,and aqueducts in areas without electricityor the basic elements of concrete.
I was also amazed by Afghanistans natu-
ral landscape: layer upon layer of rust col-ored mountains, open plains with mud brickdwellings on the horizon, and the waters of lake Bandi Aamir. Forcenturies the rugged land and tribal DEVELOPMENT IN THE HINDU KUSHTHE AFGHANISTAN through the Central Highlands15THE LINKA school constructed by CHFin Bamyan ProvinceMuch of rural Afghanistan is accessible onlyon mule or horsebackCHF 援建的一个学校阿富汗许多农村地区的交通只能依靠骡子和马匹穿越中央高地prohibited the flow of commerce. Villagerswe passed quietly toiled in the fields orlistlessly herded livestock.I quickly learned irrigation was critical torural Afghans. As melting snow on the HinduKush mountain tops flooded fields andtransport routes, it was hard to believe thata drought had threatened agricultural pro-duction for the past three years. Water wasseemingly everywhere. With neither per-manent irrigation channels nor the materi-als to construct them, the land remains aridfor nine months of the year.For CHF, severed transport routes andlong winters present huge Existing contracts on CHF construction to be com-pleted before October. From two remotemountain camps, CHF civil engineers managers worked with villageleaders to build irrigation channels, sec-ondary access roads, schools, and healthclinics. To encourage the flow of goods,CHF also reconstructed two major tradingmarkets and provided basic skills training. Ireturned to Kabul to design and pitch newprojects, deeply inspired by progress DEVELOPMENTIN THE HINDU KUSHTo keep CHF ahead of agenda, our business devel-opment team launched an institutional re-positioning strategy from Kabul: away frombasic infrastructure construction and to-ward longer term financial and remain in Kabulfor the duration of the assignment, withmanager Ralph Kilian and Afghan civil engi-neers Sahab and Mahmoud operating fromthe Central Highlands. US-based CereceRennie provided certifications and approv-als on all new bids.Designing new projects in accordancewith the government of Afghanistan andthe UN was an exciting challenge. Forexample, we Bank-supported small business loan fund forBamyan entrepreneurs. Sincre-gional trade grew rapidly in spite of anabsence of basic banking services, andloans were sorely needed for For our team,acritical task was todesignaloan product meeting the needs ofthis emerging group. The fund will loans to hundreds of traders processors in the region.
We also withNew York-based carpet exporter Chuk PaluInc. to tap Afghanistans rich heritage ofcarpet and kilim weaving. Under theagreement, CHF will and weaving center in Bamyan, whileChuk Palu will provide marketable designsand purchase carpets directly from weav-ers for export to the US. Loans for rawmaterial purchase will be provided to car-pet weavers through the World Bank fund.
CHF infrastructure contracts tookadif-
ferent tact: labor intensive school, clinic,and road works designed in locally-based construction firms. Tothat end, we approached the UN International UNDP, and others with con-struction and training bids. The goal for Afghanistans construc-tion sector.Our strategy proved successful. The loanfund, carpet weaving, and new construc-tion contracts will take CHF into 2004, build-ing on in the By the timeIdeparted Kabul inJuly, the Afghanistan office had begun theshift to long-term economic RISK, HIGH RETURNMost colleagues and classmates areshocked upon inAfghanistan. Security wasaconcern, Irepeatedly explain. But like all at-risk careers,such as police work and or medicine, there are provenmeasures which greatly increase safety -measures which CHF diligently follows.
Needless to say, traveling to Afghanistanwas well worth the risk. The opportunity to apply knowl-edge gained in the CEIBS classroom.
I also learned coun-try and left encouraged by the modest eco-nomic progress. Growth will prompted by increasing trade countries, gains in and restructuring support fromthe international community. Other forcesthreaten instability, such as arms trade, of power. My newfound Afghanfriends showed remarkable resilience in theface of uncertainty. AsIlook backIrealiseI was fortunate to work side by side withtalented Afghan professionals, to both ap-ply the tools of development and share intheir indefatigable spirit.THE LINK16Mudbrick dwellings in the Hindu KushHindu Kush地区的砖土住房WithaGDP of 10 trillion Yuan and for-eign direct investment inflow of US 50billion in 2002 it is little wonder that so manypeople are so interested in China. It is onething to read about Chinas developmentand its remarkable numbers, but to actuallive in it isacompletely different experience.
Many exchange students from aroundthe world are coming to explore and expe-rience China in their own unique ways -either through toughing the terrain bybackpack, studying the language, learningthe cultural arts, or just studying. For my-self Im doing an internship in for one year, away from my MBAprogramme back home in Canada. For myclosest friends thatIhave made here, theyare either international or exchange gradu-ate business school students from placeslike Israel, London, Spain, France, and Japan, that are tak-ing classes at the China Europe Interna-tional Business School (CEIBS).
Im always so curious to ask them whythey came to China to do their MBA andwhy they chose CEIBS rather than any ofthe other business schools. After doing identify three for choosing China and CEIBS:The first perspective being the As explained by Edward Luo,mean studying in China - all my friends think itsa really great idea, they never really thought ofit.Iget to network with so many of the students- CEIBS is the oldest graduate business schoolin China, so the alumni network is really strongand really good.Iget to establish myself, buildthe networks, and meet reallysmart people as Kook from South Korea, hap-pily explained withalittle bit ofaday dream look inhis eye.CEIBS offers countless unique it is the first graduate business school inChina to offer an MBA, Executive MBA, andExecutive Education Programme. It was es-tablished in 1994 by the European Union andthe Chinese government. CEIBS probably hasone of the largest and strongest groups ofalumni in the business arena. Since being inShanghai and doing my internship at CEIBS Ihave had the opportunity to meet many highprofile individuals. For example, earlier this yearthe Queen of Spain came to visit the campusbecause of the strong Spanish ties the schoolhas with the Spanish government didnt get to meet her but how often canyou tell your friend, Hey, guess whoIsaw atwork today There are also so many execu-tive forums that are held by the school opportunity for individuals tomeet and talk to top executives from bothmajor international and local companies in ad-dition to all the top government officials thatsometimes visit the school asaresult of itsunique relationship and establishment by theChinese and European Union government. TheCEIBS experience is trulyaunique experiencethat cannot be found anywhere else. For localstudents its like doing an MBA abroad, withouthaving to make the sacrifices and expenses ofgoing abroad for an extended period of time.
For exchange students, its working and study-ing with Chinas best students and understand-ing the differences in cultural dimensions. Andfinally, for international students, its an opportu-nity for them to establish themselves and getentrance into the complex web of networkingthat is required in Chinas business the oldest graduate business in China.
SHANGHAIBy Michele Tung, SFU MBA Candidate (Canada)who is now currently at Kenan - School at the University of NorthCarolina doing his exchange to develop my career inChina in the long run so in China gives meadeeper in-sight into the Chinese Economic and Com-mercial environment. In addition, the pow-erful business network among CEIBS alumniis truly valuable especially inaculture are emphasized so much. TheCEIBS MBA programme provides me aunique global business perspective as nearly40% of my MBA education time is spentoverseas (7 months out of 17 months) inthe form of internships and The second that of the international views that, We chose CEIBSbecause its in Shanghai, the city with themost development in the world in terms ofits financial and economic market. taking courses at CEIBS arereally no different than taking courses atany other international business school.
but the difference is you get to study withChinas best students explained BrianKane, from Copenhagen Business School.
We get to compare our classmates athome with the classmates here at CEIBS -you know, you read about the butIcant explain it in words -you really have to be here and live it to knowthe differences in theattitudes, behaviours,and methods of do-ing things, the differ-ent strengths and ap-proaches of doingthings here. Its justso different, addedThomas Klyvov, alsoan exchange studentfrom School. Andthe last foreign Isnt it anovel idea Wow. IMBAS in ShanghaiBrian Kane Thomas Klyvov Michele Tung17THE LINKTHE LINK18I came to China at the beginning ofMay of 2003, arriving in Shanghai inthe midst of SARS paranoia. Of course,I was leaving Toronto, which had aSARS situation of its own to deal with.
I havealot of descriptive words for mytime at CEIBS - hectic, exciting, hot, But in the end,Ifeel that itwasavery rewarding experience forme thatIwill cherish foralong time tocome.Why did you come to ChinaI came to China foranumber ofreasons, both personal On the surface,Icame toChina to fulfil the requirements of myMBA programme from York Universityin to meet my exitMandarin language requirement as wellas get job experience in China in orderto personal level, Ive for the past few years- What would it be like to live and workin China in Chinaearly to try to find an internship posi-tion as well as to continue my Manda-rin education.Is China what you expectedTo answer that,Ineed to talk firstabout my expectations travelled to Asiaanum-ber of times now, and have lived inTaipei China to bebusy, hectic, and growth and constant change. Iexpected the people to be somewhatmoney whatIhad expected
to see: people shoving into you in thesubways, constant construction, andlots of noise. It was honestly left withsomewhat feeling.
As time has passed, Ive come to adifferent that whenyou live in Shanghai, you learn to wear
two faces: your outside face, and yourfriendly face. The person that elbowspast you in the Metro is just trying toget away from the hustle and bustle alittle faster. Ive learned that the con-cept of space in Shanghai is ex-tremely precious.Did CEIBS meet your expectationMy main goal at CEIBS was to meeta lot of people and make contacts. Inthis regard,Ithink the environment atCEIBS is very conducive to friends. My personal belief thatcontacts are just as important as theknowledge learned at MBA school.
Academically thatthe academic staff at CEIBS was gen-erally excellent.If you hadachoice would you stillchoose CEIBSI would choose to stay at CEIBSagain inasecond. In my school, therewasalot of competition to go to CEIBS.
I feel lucky to have been selected tocome to CEIBS, my school and myself well dur-ing my time here.What has impressed you the mostabout CEIBSThe people have been the mostimpressive aspect of CEIBS. The staff were really helpful andfriendly throughout my stay, and thecalibre of the students at CEIBS wascertainly impressive.And the leastThe least impressive thing aboutCEIBS has been. the food and theexercise facilities. The most about school are nutrition and exercise.
Healthier (less oily) and more varied(more food wouldhave been good, while having an in-door exercise facility (the summer inShanghai was hot) would have keptme in better shape. However, theseproblems are bound to be worked outsooner rather than later.Would you suggest the programmeto anyone elseIn summary, my time at CEIBS wasfantastic andIwould highly recom-mend it. Itll be really exciting to seehow the school develops over the nextfew years. Even more exciting will behearing the of CEIBSalumni, and the role they will play inChinas emergence in the comingyears.An Interview with Richard Sung from CanadaStudying in CEIBS is one of the Ive ever had! Here, Ive metgreat people from different horizons, withvarious backgrounds. It was very enrich-ing to study, to share. to live with them!
Of course,Ihad the chance to China, but CEIBS is muchmore thanaChinese experience, it is aworldwide Huynh (France)My CEIBS Experience中欧要成为一流的商学院,不只希望校友们成为白领,更成为21世纪具有国际竞争力的企业家.2003年7月18日,执行院长刘吉在中欧校友创业俱乐部上对100多位校友和学友提出了他的殷殷期许.俱乐部筹委会之前的一个调查表明,70%以上的校友希望通过俱乐部和校友与同行进行交流、75%以上的校友希望得到资深校友和同类企业主的指点、70%以上的校友希望能够和大家分享管理事务和管理思想.因此隶属于中欧国际工商学院校友会的创业俱乐部把沟通,支持和分享定为自己的三大使命,立志把自己发展成为一个聚会交流、分享合作的组织,通过主题、案例分析,项目推介等多种活动方式,在创业者和对创业计划有兴趣的校友中、力促新的创业机会与合作项目的诞生.既然能帮别人做得很好,为什么不帮自己做呢曾经留学日本,现任日资上海胜代机械有限公司的总经理洪峰是中欧成立校友创业俱乐部CEIBS Establishes Support and SharingIn order to beafirst-class CEIBS alumni must not only be topexecutives, but also competi-tive entrepreneurs in the 21st century, ex-pressed Liu Ji, Executive President of CEIBS,to more than 100 alumni and students at theopening ceremony of the CEIBS Entrepre-neur Club.A survey conducted by the Steering Com-mittee of the Club showed that over 70% ofthe alumni club members hoped they couldexchange ideas, get directions, and philosophy and ideas with oneanother. Asaresult of the feedback from theClubs questionnaire, the CEIBS Alumni As-沟通支持分享Events at CEIBS聚焦中欧2003级EMBA的学员,他说,给人打工这么多年,也该为自己做点事情、但打工的钱毕竟不是很多,我们不得不谨慎从事.如何选择一个恰当的行业作为进入的门槛非常重要、所以我很愿意来听听创业前辈们的想法.此前、EMBA2001-2班的全体同学在毕业之际每人拿出5000元、发起成立了一个从事咨询管理的班级公司、作为他们友谊的纽带,互助的桥梁和实践的基地.股东同学来自不同的地区和领域,拥有30多万资金,实际掌管资产超过1000亿人民
币.这是一个互相交流协作的机会.作为俱乐部的一员,EMBA校友,京华创业集团董事长赵增川被推举为这个公司的董事长,他很骄傲的告诉我们,中欧校友里、来自各行各业的人都有、每个环节都有人在做,所以我们创业的成功率比较高.据身兼两职的赵董事长介绍、创办至今,公司曾经参与投资上海郊区的一个园林公司、组织公司成员到皖南,内蒙洽谈有关自来水厂等合作项目.一旦工作正式开始,将会有校友全身心投入或者另外聘请专业人士来进行管理.在已经注册的俱乐部会员中、MBA仅占22 .我们的难处更大一点、尤其是在资金方面,MBA2000的杨文艳说.曾在罗门哈斯从事市场营销的杨文艳去年辞去工作,拿出自己的10万元家当,开始在上海做软件代理,起步时候的艰辛很难想象,一家一家地给人做演示、做服务,却不知道结果怎样.希望俱乐部以后能为项目和资金牵线搭桥,让更多有志于创业的校友至少能够有一个开始.此前对于60多名会员的调查表明,有53%的人手上有项目希望找到资金,43%的人有资金却苦于无项目.我们也希望能找到有潜力的可以合作的项目,赵增川代表他的两个公司表态.据悉、西班牙政府最近正式承诺支持中国国际工商学院建立西班牙创业中心、这一馈赠也将使中欧的学员有机会来探索和增加自己在创新和创业方面的专业知识.sociation has strengthened its three mis-sions of communication, support and shar-ing to and for all CEIBS Alumni. Throughvarious activities, such as key-note forums,case analysis, and project introductions, theclub fosters opportunities andcooperative projects among its alumni whoare interested in corporate venturing.
Now that we can help others achievegreater success, why dont we do it forourselves said Mr. Hong Feng, one of theEMBA 2003 students and General Managerof the Shanghai Co, Ltd, after so many yearsof working for others, its time to do some-thing for ourselves. However, the money weearn as employees is limited, so we have tobe cautious. Its very important to choose aproper industry to step in, so we are verywilling to hear ideas from our to this, each member of the setting upaconsulting andmanagement company created by alumni from and fields to serve asabase forthem to work together. The total amountinvested isalittle bit over RMBwitha total responsibility of assets exceeding19THE LINK1999年,大学毕业工作15年后,不小心当上了上市公司国电南自的总经理,短暂的虚荣喜悦过后,感觉到自己的职业风险突然加大,不断地思考今后的去向,15年的工作经历,一半的时间做技术工作,一半时间做管理工作,蓦然回首,突然发现自己变得无一技之长,正巧友人建议作为上市公司的总经理应当去读读中欧,于是更多的出于对自己职业生涯的考虑,来到中欧读书.果不其然,两年后从总经理位置上下课,更加感觉到自己当年选择中欧读书的英明.
原单位跟随多年的9位中层干部要求与我一起下课,共创自己的事业,于是咨询班里有经
验的同学,如何处理同学建议:如果创业,人员可能多了点、很难做到步调一致.于是召集大家开会,能否做到志同道合现在大家是志同但道不一定合,什么是道合,套用在中欧学到的知识就是大家目标是否一致实现目标的战略思想能否统一讨论的结果,4
人退出、剩下的制定了我们的目标:3年实现订货1个亿,处于行业第二集团军的领头位置,力争5年后上市.有了目标,如何开始首先分析我们所处的行业特点及商业模式及我们具备的优势和劣势.该行业目前处于成熟期,未来15年具有很好的发展前景,属于技术密集型和资本密集型,企业成功的关键因素是技术创新能力和营销能力.我们的优势是拥有该行业的领先技术和相应的人力资源,劣势是品牌和营销能力较弱,要实现我们的目标必须寻找投资方、投资方应当具备我们欠缺的营销能力和相应的品牌并要将该项投资作为产业来发展.
班里同学高天乐,天正集团的董事长,创业十年有余,成绩显著,公司销售30多亿,品牌具有较高的知名度,在全国拥有500多个营销网点.更重要的是1999年提出三个战略转移,其中一个转移是从劳动密集型转向技术密集型,也在积极寻求投资机会,双方郎才女貌、一段姻缘由此诞生-上海天正明日电力自动化有限公司于2002年5月28日正式成立.
公司为股份制企业,注册资金1000万,天正集团占51%股份,技术骨干占49%的股份.公司主营业务为电力系统及工业自动化产品.公司成立第二天,召开了8小时的员工大会,利用脑力激荡法,制定了公司的愿景目标,使命宣言和未来五年的经营目标.
愿景目标:成为社会尊重、用户信赖,领导自动化发展潮流的国际知名企业.
使命宣言:致力于自动化产品的供应、为客户提供可靠,稳定的产品和全方位的专业服务,努力成为一家可持续发展,不断创造价值的上市公司、并成为行业内的领导者.
公司目前运转良好,当年开发完成了产品并投入市场、完成了ISO9000质量体系和软件企业认证、2002年实现销售600万,利润80万,今年一到八月份实现订货3200万元、全年有望实现订货5000万元、销售4000万元、税前利润600万元、初步实现了公司的战略目标.公司现有员工65人、其中包括一名留美博士后和一名留美硕士.
目前困惑的是资金问题,根据预测,每年所需营运资金分别为:1600万,3200万,5900万,8000万,9600万,何时及如何再进行权益资本融资,希望得到各位学友和专家指教.程传玲EMBA01-2订货利润我的创业故事我的创业故事RMB 100 billion. This is an opportunity forexchange and cooperation, said EMBAalumni Mr. Zhao Zengchuan, Chairman ofJinghua Entrepreneur Group and of this company. He proudly toldus, Alumni of CEIBS come from variousfields and backgrounds and the successrate of our start-ups is quite high. Accord-ing to Zhao, also one of the member of theClub, since its establishment, the companyhas invested inagardening company insuburban Shanghai and arranged companymembers to go to Southern Anhui and InnerMongolia for the negotiation of such as waterworks. Once the op-eration of the company is officially started,some alumni will be devoted to it, or profes-sionals will be employed to run the project.
Among the registered members of theClub only about 22 percent are made up ofMBAs. We havearather large problem withrespect to capital, said Ms. Yang Wenyan,one of MBA 2000 students. Last year, shechanged jobs to agentin Shanghai taking all of her were worth RMBShe alsosaid, Its really hard to imagine the hard-ships in the beginning. We presented ourproducts and did service work to one cus-tomer after another, yet there were no results.
We hope that the Club can act as match-maker between projects and capital so thatmore alumni who are determined to start upa business can at least haveabetter start.
A past survey found that out of the 60 plusmembers of the Club, 53% have projects inhand and hope to find capital, while 43% ofthem have funds but are short of projects.
We also hope to find potential projects said Zhao Zengchuan on be-half of his two companies.It has been recently reported that theSpanish Government has officially promisedto support CEIBS in the establishment of theSpainish Entrepreneur Centre. This gift willalso provide CEIBS students with opportu-nities to explore and improve their expertisein innovation and corporate venturing.
THE LINK20创业投资是由有经验的职业经理人投入到新兴的,迅速发展的,有巨大竞争潜力的尚未上市的企业,并参与管理的一种权益资本.其中最关键就是职业经理人、他要参与到企业的职业管理中来;其次就是投入到什么样的企业;最后是权益资本,要占有一定的股权.如何寻找风险投资呢
第一、看基金的性质:政府基金,私人基金,公司型基金,投资银行基金,小
企业投资基金等.第二、看基金的种类:根据项目阶段,技术领域,地域划分,投资偏好的不同而有所不同.另外寻找创投也需要讲求门当户对、双向选择.这样就不会浪费很多精力、达到双赢.要拿到创投基金除了理念上的问题
外,还须具备几个基本条件:一份完整的商业计划书;一支较为完整的创业团队;一个独特的,有一定壁垒的,市场发展潜力巨大的产品;一种新颖的,便捷的具有竞争力的商业模式.美国一个创业者说过,人的问题是最关键的问题.公司成功最重要的是团队,最困难的是找对人、最容易发生问题的是人事摆不平;团队成员应各有所长,凡事以事业,以大局为重;互为补充、精诚合作,我们的创业者才能把事业做好.而创业者的素质除了、雄心、浅谈创业与创业投资王品高EMBA 99-3梦想,执着、热心、冒险,自信,领袖风范外,我认为诚实守信,脚踏实地,非凡毅力和牺牲精神也尤为重要.作为一个风险投资管理人、首先要进入董事会,直接参与企业的重大决策;第二要能够定期审查企业财务报告;第三能随时提供各种咨询服务和网络资源,这一点对小企业尤为重要、因为小企业缺乏自己的资源,他们非常需要网络资源及一些资讯服务;第四是能吸引其他后续投资,一个好的投资人通常有很好的网络,对于他投资的项目,其他的投资人也会跟进、这对一个企业的发展非常重要;最后要参与解决企业管理中的各类突发事件.最后是如何利用风险投资促进企业健康的发展.一是要充分理解创投的理念,最重要的是理解创投在增值服务中只是一段而不是一辈子的理念.但是创投做为风险投资基金有时也是非常残酷的,大家都知道SINA的CEO换了好几位、就是风险投资在捣乱.其实从大局的考虑它是更希望这个公司的有所发展,大家要充分理解这个理念,否则风险投资会不利于企业的发展.二是要大家有一个共同创业的概念,并且保证信息透明,否则最终会带来公司信誉的损失.三是要做到精诚合作,争取双赢.四是项目公司要充分利用投资方的资源,以达到资源共享.Venture capital isatype of equity capital investment made by experienced who also take part in the management affairs, into emerging enterprises with huge potential of As for the process, there arethree points that need to be kept in mind: (1) the professional manager often playsakeyrole and must participate in the management of the start-up; (2) venture capitalists shouldmake sure what kind of enterprises their capital goes into; and (3) the equity capital musttake the form of shares of ownership of the start-up.
21THE LINKSo how do you find venture capitalFirst, look at the nature of the fund. Thereare numerous types of funds that are of-fered including government funds, privatefunds, corporate funds, investment bankfunds, and small enterprise Second, we need to select the righttype of funds according to different projectphases, technological fields, and investment preferences. Inaddition, its important to have and mutual choice in seeking ven-ture capital, as it will savealot of energy andbring aboutawin-win result.Apart from theoretical issues, severalbasic conditions are also needed forastart-up to attract venture complete team,aunique product with cer-tain entry barrier and huge market potential,and finally, an innovative, convenient andcompetitive business model. Just as oneAmerican entrepreneur once said aboutthe importance of teams,the human factor isakey element to start-ups. In essence, the success on its team - finding the rightpeople and establishing fair human are often the largest chal-lenges that companies face. Team mem-bers should have their respective advan-tages and attach more importance to thebusiness and the whole situation. Withouttheir wholehearted cooperation, it will behard forastart-up to achieve success. Asfor entrepreneurs, they should have strongpassion, leadership, anda lot of will power. In addition to this, theyshould be warm-hearted, andwilling to take risks. More importantly, theyshould be honest and down-to-earth, andpossess extraordinary perseverance and asacrificial capital manager, first youmust becomeaboard member and bedirectly involved in major the start-up. Second, you should engagein regular financial report check-ups of thestart-up. Third, you must be able to providevarious consulting services and when necessary. This is espe-cially important for small start-ups, whichoften do not have enough resources Fourth, you should be able toattract investments from other resources. Agood investor usually hasavery and other investors will follow. In-vestors are crucial for the development of astart-up. Finally, you should forecast andhave various solutions to unexpected prob-lems that may arise.Last but not the least, theres about how to leverage the venturecapital to development of astart-up. First, there must beafull under-standing of the concept of venture capitaland the most important thing is to under-stand that venture capital is activity instead ofalifelong one invalue-added services. For example, the fre-quent change of the chief executive officerthe negative aspect of venture capital.
Therefore, it must be kept in mind thatventure capital might possibly hinder thedevelopment ofastart-up if it is not lever-aged inaproper way. Second, it is impor-tant to mindset and toensure transparency of information or elsethe reputation of the company will suffergreat loss in the end. Third, cooperation atall levels way is needed inthe attainment of trying to Finally, the recipient of venturecapital should fully share the resources ofthe investors.中欧西班牙创业中心获西班牙政府支持西班牙政府最近正式承诺支持中欧国际工商学院建立西班牙创业中心.这一慷慨馈赠将使中欧的教授和学员有新的机会来探索和增加自己在创新和创业方面的专业知识,从而获得新的商业创意,并在中国创立新的企业.欧洲,美国及其他国家的公共和私人机构也将慷慨解囊,成立风险基金,以表对中欧西班牙创业中心的支持.The Spanish Government has recently pledged their support to CEIBS for TheGovernment of Spain Centre of This generous gift and exciting newopportunity will enable faculty and students at CEIBS to explore and expand theirexpertise in the areas of innovation and in order to create new businessideas and establish new enterprises in China.
Additional public and private sources from Europe, the USA and other countries willcontribute funds to createaventure capital fund as an additional resource of TheGovernment of Spain Centre of at CEIBS.
Government of Spain Centre of at CEIBSTHE LINK2223THE LINK
■中国的汽车产业政策■中国汽车业的监管环境
■中国汽车业的合伙与联盟■中国的汽车分销与售后服务
■全球采购战略中的中国■中国与全球汽车产业制造中心赞助商媒体伙伴China Europe International Business School
地点:中欧国际工商学院(上海浦东金桥红枫路699号)
票务垂询: 刘继环小姐电话传真2003中国汽车产业高峰THE CHINA FORUM 2003
中国汽车产业新政策: 机遇与挑战Chinas New Automotive Industry Policy :Challenges Opportunities
Jean-Martin Folz: 法国标致雪铁龙公司首席执行官
Shoichiro Toyoda: 丰田汽车公司董事长
Edouard Michelin: 米其林集团首席执行官他们,注目中国
竺延风: 中国第一汽车集团首席执行官
苗圩: 东风汽车公司首席执行官
胡茂元: 上海汽车工业(集团)总公司首席执行官他们,志在世界
吕福源: 中国商务部部长
陈清泰: 国务院发展研究中心副主任
张国宝: 国家发展和改革委员会副主任他们,政策先锋2003年12月9日,他们聚首共谋21世纪的远东经济重镇上海,重焕国际大都会神魅.《福布斯》全球行政总裁年会刚刚收锣,全球汽车业巨头又云集于此.由中国唯一的世界级商学院中欧国际工商学院鼎力谋划,2003中国汽车产业高峰即将拉开帷幕,汽车业巨头,官员,专家,他们聚首中欧国际工商学院,共商面临机遇与挑战的中国汽车产业新政策!议题From early August to mid September, CEIBS has successfully held 7information sessions, settingasolid foundation for the 2004 admission work.
With the start in Shanghai campus and tour in Guangzhou, Shenzhen, Xiamen and Qingdao, this years admission work offered the to the students from all over the country. The students interested inthe MBA course in CEIBS could getadeep insight of CEIBS through this activity.
This year the MBA admission office enhanced English element in all informa-tion sessions in an effort to allow participants to feel the strong and pure featuresof CEIBS elements. In order to allow participants to idea of the MBA course in CEIBS, more emphasis was put onthe design and features of the course. The information sessions also focused onseveral issues regarding programme restructuring, changes in admission proce-dures and career of the alumni provided great support by attending and promoting theschool during these information sessions. Most of CEIBSalumni are thebusiness backbones of their current companies. They not only shared their in-school and working experience at the sessions, but also engaged in with the participants after the sessions. Thanks to the and demostration of their dedication to the school, it better understand CEIBS.从烈日炎炎的盛夏到清爽宜人的初秋, 短短一个多月的时间,中欧已经成功地举办了7次大型招生咨询会,给2004年的新生录取工作打下了坚实的基础.今年的招生咨询会从上海主校园开始,外地巡展城市包括广州,深圳,北京,大连,青岛、厦门,为全国各地对中欧MBA课程感兴趣的考生提供了深入了解中欧的最直接的机会.与往年不同的是,今年中欧在所有的咨询会中都增加了英语讲解的形式,让与会者在接触MBA课程之初、就感受到中欧浓郁而纯正的国际化特色;为了使准备报考中欧的申请者更加全面,多层次地了解中欧的MBA课程,今年的咨询会加强了对课程的设计及课程特色的介绍、着重讲述了课程结构重组,申请程序革新,毕业生就业分析,并且推出报考前的课堂试听计划.值得一提的是,这一系列的咨询会都得到了当地校友的热心支持.这些校友都是一些大公司的业务骨干,他们不仅在会上讲述了自己在校和工作后的体会,并且在会后和与会者做了进一步的交流、他们的耐心解答、谈话中流露出对母校的感情增强了与会者对中欧的了解和对中欧的信心.Domestic Information Sessions forMBA 2004 Recruitment Wrap UpMBA 2004国内招生咨询会圆满结束THE LINK24姓名Name班级Class当前单位Current Company原单位Previous Company当前职位Current Position原职位Previous Postion韩伯铭英特华投资咨询公司上海办事处德利多富信息系统苏州有限公司高级咨询员总经理,商务部Tom Han CEMI-1 InterChina Consulting Shanghai OfficeWincor Nixdorf Retail Banking System (Suzhou) Ltd.Senior Consultant Director, Commercial Division杨玉朝北京海市天成科技发展有限公司瑞臣营销咨询有限公司总经理消费者研究总经理Yuchao YangCEMI-5 Beijing EHM Corporation Limited Isence Corporation Limited General Manager Research Director何兰英上海普迪企业管理咨询有限公司上海凌云振升股份有限公司首席顾问行政助理Lanying He PD Management Consulting Co, Ltd.Shanghai Co, Ltd. Chief Consultant Administration Assistant雷坚上海南天电脑系统有限公司南天电子信息产业股份有限公司总经理董事, 副总裁Jian Lei Nantian Computer system Nantian Information Industry Co, Ltd. General Manager Vice President韩文上海珍鼎餐饮服务有限公司上海华联麦当劳(中国)有限公司总经理高级采购部经理Heaven Han Tripod Catering Management Co, Ltd.McDonalds (China) Co, Ltd, Shanghai CEO Senior Purchasing Manager周霞中国百胜餐饮集团上海勃林格殷格翰药业有限公司高级人力资源经理人力资源总监Rebecca ZhouEMBA011 Yum! Restaurants Ingelheim Shanghai Co, LtdSenior Human Resources ManagerHR Director潘军苏州太湖中腾房地产发展有限公司苏州太湖中腾房地产发展有限公司总经理副总Jun Pan EMBA013Suzhou Taihu Chungten Real Estate Development Co, Ltd.Suzhou Taihu Chungten Real Estate Development Co, Ltd.General Manager Deputy General Manager庞军上海恒量公估行上海东方公估行总经理副总Jun Pang EMBA013 Shanghai Highlevels Surveying Co,Ltd Shanghai Oriental Surveying Adjusting Co. General Manager Deputy General Manager周敏峰宁波华翔集团股份有限公司宁波华翔集团股份有限公司总经理副总裁Minfeng Zhou EMBA013 Ningbo Huaxiang Group Stock Co, Ltd Ningbo Huaxiang Group Stock Co, Ltd. General Manager Vice President张亚秋中讯邮电咨询设计院邮电设计院副院长计划经营处副处长Yaqiu Zhang EMBA014China Information Technology Designing Consulting Institute Design Institute Of Post Telecom Ministry Of Information IndustryVice Director Of Planning Mamagement Dept.
校友信息更新Alumni on the MoveChina Europe International the pioneer in business educationin China, recently held the grand in Beijing for 182 new partici-pants in its 2003 EMBA Beijing class, in-cluding four from abroad. Among them, theChinese participants are from 25 municipalities and including Hong Kong and Taiwan,and those from outside Beijing account for
42. In terms of business sectors, 31% of come from SOEs and govern-ment agencies, while those from privateand foreign enterprises respectively accountfor 34% and 35, which is obviously struc-turally balanced. The same is also true ofthe distribution of participants among vari-ous industries, for example, 2003 EMBA BeijingClass Announces Opening中欧新增182名EMBA新学员energy, finance, realestate, commerce and trade, media fast moving consumer consulting and education,etc. The participants average 36.2 years ofage, and have on average 14 years ofworking experience and9years of mana-gerial experience. 25% of them hold amasters degree or above, 70% from se-nior corporate management level, and 46%are presidents or CEOs of their companies.
Professor Zhang, Vice President andCo-Dean of CEIBS, Professor AlfredoPastor, Vice President and Academic Deanof CEIBS and Dr. Liang Neng, Director ofEMBA programme attended the Ms. Xiong Chunying, Vice Ex-ecutive President of Jiangling Motors GroupCompany and Mr. Xiang Wenbo, GeneralManager of Sany Heavy Industry LimitedCompany also spoke on the ceremony onbehalf of the existing and new participants.
Since its ago,CEIBS has won unanimous approval for its outstanding from various social circlesboth domestically and Fortwo consecutive years, its MBA, EMBA andexecutive education programmes havebeen honourably listed among World Top
50 rankings. To date, its EMBA Beijing Class has admittedatotal of 801 partici-pants in the 300 EMBA participants admittedthis year in its Shanghai campus have al-ready attended their classes in early March.
国内工商管理教育的先驱中欧国际工商学院近日在京城举行开学典礼,迎接她2003级EMBA北京班的182名新学员,其中包括4名外籍学员.中国学员来自包括港台在内的25个省市自治区、来自北京以外的学员占42.本届学员中的31%来自国有企业及政府部门,34%来自民营企业,35%来自外资企业,基本呈现出1:1:1的良性结构.学员所在的行业分布也较为均衡,涵盖了电讯,能源,医药,金融、房地产,商贸、传媒广告,快速消费品、制造,咨询,教育等诸多行业.学员平均年龄为36.2岁、工作经验平均年限为14年,管理经验平均年限达9年,25%具有硕士研究生以上学历.70%的学员来自企业的最高管理层,46%的学员担任所在企业的董事长或首席执行官.中欧国际工商学院副院长兼中方教务长张国华教授,副院长兼教务长白思拓教授,EMBA主任梁能博士和新一届EMBA学员一起,参加了开学典礼.成立九年来,中欧国际工商学院的办学成就获得了海内外各界的一致认同、中欧的MBA,EMBA和高层经理培训课程已经连续两年跻身世界前100强.迄今中欧EMBA北京班已招收6届学员,总计801人.中欧国际工商学院上海班的300多名EMBA学员已于3月初开课.
25THE LINK随着职场竞争的日趋激烈,面试已经成为一门学问,而新的面试题目和面试方式也层出不穷.中国的MBA学生由于普遍缺乏这方面的专业指导,以至不能在面试中将自己的能力充分展现出来,这就形成了MBA求职道路上的一个瓶颈.中欧职业发展中心在分析历年招聘反馈的基础上,借鉴国外一流商学院的做法,推出了一种先进的就业指导方法:模拟面试.它通过创造一个真实的面试环境、让MBA学员熟悉拟应聘职位的要求,必需的演讲技能,沟通能力、以及如何表现自己的领导和管理才能.同单项训练相比、模拟面试能将各种面试能力、技巧有机地综合起来,具有很高的实战意义.除了咨询,金融、市场营销、供应链管理近两年也成为MBA学员的主要就业意向.即使是一直热门的市场营销方向,在消费品和工业品的行业还是有很大的区别、因此我们首先要做的就是筛选优秀的公司、并邀请他们参与我们的模拟面试,据中欧职业发展中心介绍、这些优秀公司包括罗兰・贝格,金盛保险,通用电气、IBM,欧莱雅等多家跨国公司.精心的组织吸引了众多的MBA学员踊跃报名、经过激烈的竞争、共有10名同学得到了模拟面试的机会,其中包括一名来自印度的留学生.者迷,旁观者清、参加了AXA面试
的肖英勃一语中的,他说:模拟面试让我从面试官的角度更清晰地了解自己.以前我对面试问题的准备还是浅显的,遇到挑战性强的面试就显得力不从心了. 成绩优异的周寅参加了咨询公司罗兰・贝格的模拟面试.他最大的感触是这类公司特有的案例分析.原来我对自己逻辑分析很有信心、面试后才发现咨询公司的面试案例有很多规律和技巧,而我缺乏的恰恰是这些方面的锻炼.通过模拟面试,我看清楚了今后需要加强什么.作为国内第一家拥有职业发展中心的商学院,中欧组织的模拟面试就是要让MBA学员在游泳中学会游泳.据了解,截至9月26日,包括博世,艾默生,飞利浦在内的87个公司到中欧进行招聘,提供职位总数356个.在游泳中学会游泳Learning Swimming Through Swimming中欧推出模拟面试计划With the increasingly intense competition in the job the job interviewing process has become moreimportant. New tests and ways of interviewing have sprung up oneafter another. Many Chinese MBA candidates for job interviews therefore not allowing them to fully displaytheir ability in interviews in their career-seeking efforts.Based on the results of feedback from past job applications andresearch on the real practices of foreign business schools, CEIBShas introducedanew element in their career development consult-ing services -asimulated job interview. By creatingareal it enables the MBA students to get familiar with of their target positions, the appropriate skills, as well as the way to display their interviews are able to help interviewees integrate allkinds of interview techniques and skills, and it is tool.According to CEIBS Career Development Center(CDC), MBAgraduates are seeking jobs in consulting, finance, marketing, management. So what we are doing at CDC isinviting top companies from these industries to join these simu-lated interviews. Currently we have companies like Roland Assurance Co, Ltd, General Electric, IBM, andLOréal taking part in these simulations.
The simulated interview have attracted many MBA students toapply for the available ten slots. The simulated interview makesme better understand myself from the perspective of the interviewer.
In the past, my preparation for the questions in interviews was quiteshallow. When facing challenging to not only begood at answering the questions but also to be able to cope andunderstand the situation better, Zhou Yin, one of MBA after joining the simulated interview for Roland Berger, aconsulting company. What impressed him the most was theunique case analysis provided by these to bevery confident in my logic analysing ability, yet only after theinterview didIrealize that there are many rules and skills in the caseanalysis in the interview of consulting companies, and whatIlackis just trainings in these respects. Through participating in thesimulated interview, it has become clear to me whatIshould doand focus more in future interviews.
To date, 87 companies, including Bosch, Emerson, and Michelin,have come to CEIBS for recruitment withatotal number of 356 jobopenings. As the first domestic business school to have its owncareer development center, CEIBS has organised these in an effort to enable its MBA students to learn swim-ming through the CEIBS Career Develop-ment Center.THE LINK26Brief News新闻简报在线报名招生系统正式启用2003年,中欧国际工商学院正式启用在线报名招生系统,申请者可以直接登录中欧网站进行在线报名.该系统是中国第一个国际在线招生系统.它采用国际上最先进的Java2Unix 的技术架构,提供中英文两种界面,四种格式的MBAEMBA在线报名服务,能为用户提供更稳定更快速更安全的服务.此系统无论在规模上,理念上还是技术上都达到新案例登录欧洲案例信息中心由中欧教授范悦安和他的助手陈东君撰写的新案例戈尔国际日前被欧洲案例信息中心及其网上搜索系统COLIS收录,编号为感兴趣者可以访问欧洲案例中心网与张朝阳面对面7月13日,中国新经济代表人物,被世界经济评为全球明日领袖之一的搜狐创始人、现任CEO 张朝阳先生应邀作客中欧北京管理高朋满座,并做了题为《网络经济的复苏与展望》的主题演讲,与来自中欧的学友,校友,短期课程的客户共计160余人进行了面对面的交流.7月18日-20日,中欧国际工商学院参加了在广州举办的首届华南教育培训展.珠江三角洲是中国三大经济中心圈之一、经济的蓬勃发展对教育与培训有着巨大的需求.为了服务华南,中欧于2002年在深圳开设了联络处.几年来,先后有华为、美的,步步高,科龙等华南著名企业选择了中欧作为培养中高层管理人才的基地.众多华南企业对中欧国际工商学院的青睐再次证明了中欧在中国工商管理教育领域的领导地位.中欧教授霍华德还为与会者做了题为事半功倍的演讲.中欧与惠普合作开办《信息技术管理专业文凭课程》
8月8日,中欧与惠普IT管理学院共同宣布首期《信息技术管理专业文凭课程》的成功推出.中欧惠普合作创办的《信息技术管理专业文凭课程》,结合了双方各自在经营管理与信息技术领域的培训优势和管理经验、根据信息技术管理人员的职能划分,工作流程和管理流程,开发定制了此套集综合管理与IT管理共18门课程组织而成的《信息技术管理专业文凭课程》.该文凭课程全线贯穿了企业经营管理,企业IT战略规划,服务规划,实施管理和运维管理等全方位的综合理论知识,并结合大量实践案例,教授学员实战管理经验、从而创造出以先进工商管理知识为基础、以领先的IT组织管理方法和管理流程为特质,全面发展的卓越企业信息管理专才、从而帮助中国企业打造优质的信息管理专家队伍.张国华副院长谈商学院办学体制的探索8月8日-9日,张国华副院长出席首届中国商学院院长高峰、并在会上做了商学院办学体制的探索的主题发言.他认为、中国要办出更多的一流商学院,更好地为经济发展服务,就必须对商学院现有的办学体制进行改革.在会上来自全国各地和国外商学院的院长与项目负责人、探讨了关于商学院建设,标准,定位、发展战略,院校合作,校企合作,知识创新,招生推广和经营管理等一系列问题.校友美酒沙龙成立8月21日,中欧校友关系事务部与法国食品协会联合组织的中欧校友美酒沙龙正式成立,中欧校友组织再添新成员,为中欧校友提供了又一个沟通的平台.成立酒会上,台湾籍讲师钟正道先生为大家介绍了VDP,阿尔萨斯,勃艮第以及波尔多等八种法国葡萄酒如何与中国清蒸类,烧烤类,红烧类菜肴进行搭配.中欧校友美酒沙龙将围绕法国文化,法国葡萄酒习俗和产地等不同主题,每两个月推出一次活动.27THE LINK8月22日,中欧率先专门为中国的医院管理者量身打造的医院管理文凭课程在上海开课,用卫生部卫生经济研究所所长
蔡仁华教授的话说:这将成为院长们切磋理论的课堂,探讨政策的、放眼寰球的窗口,交流经验的园地.此次中欧在全国率先推出的医院管理文凭课程,有着多方面的优势.首先,教授资源庞大,来自美国,英国,西班牙,香港等海内外各地的权威教授与中国卫生部官员组成强大的教授阵容.其次,采取国际化与本地化相结合,MBA与医院管理相结合的教学理念与方法,切实解决中国医院管理问题.第三、中欧真正拥有为配合教学专门编写的中国医院的案例,如昆明医学院附属医院等、在全国独一无二.无疑,本土的案例将为院长们解决管理问题提供最具说服力的实践模型.成功的定价战略8月23日-24日结束的校友特设课程定价战略吸引了46位校友返校学习.本课程旨在使学员掌握定价方面的概念,技巧和最新观点、其中重点讨论帮助公司改进定价的方法.课程的前半部分讨论制订定价战略所需的基本分析工具,理论和概念性框架.校友们从中不仅将学习到如何对成本,顾客和竞争者进行分析,以制订出具有前瞻性的定价战略,而且还能掌握用于帮助企业改进定价的方法.课程的后半部分的重点放在一些常用的定价策略上,引导学员深入了解各个行业中的成功定价战略,并讨论如何通过一套缜密的定价结构来改进企业的定价方法.定价战略课程由美国沃顿商学院2003年优秀教学奖获得者张忠教授讲授.上海和北京两地的EMBA学员之前也分别于8月16,17日和20,21日聆听了本次课程.国务委员造访中欧8月24日,国务委员在中共上海市委副书记殷一璀等领导的陪同下,莅临中欧国际工商学院视察工作,她高度赞赏了中欧目前的课程设置和校园建设,并对学院的未来发展寄予了厚望.欧洲管理发展基金会和美国商学院促进协会联合举行管理年会efmd和AACSB诚邀您参加于2003年10月19-21日在新加THE LINK28坡举行的首届世界最佳管理教育实践年会.全世界一流商学院将向我们展示其在管理教育,国际合作以及持续改进战略方面的创新实践. 越来越多的管理教育者都在寻找新的模式,课程及创意,作为其最佳的实践基准.管理教育领域的两大顶尖专业协会国际AACSB及efmd将联合在此次会议上展示该领域的最佳校友金融与投资俱乐部(上海)成立中欧校友金融与投资俱乐部(上海)在经过近三个月筹备后,于8月29日正式宣布成立.俱乐部的成立是中欧发展历程中又一个里程碑,标致着中欧校友在我国金融和投资这个社会经济活动的核心领域的参与日益增强并且已经取得了显著的成绩.俱乐部现有一百多名会员,他们分布在国内的银行、保险,和证券及相关行业内、在各自的岗位上担任着重要的工作.MBAEMBAOnline Application this year, those interested in CEIBS can apply for MBAand EMBA through the newly-launched online application system,which is the first of its kind in Mainland China. Applicants can applyonline for MBA and EMBA programmes in either Chinese and security is guaranteed by the use ofJava2and Unix. The system is comparable, if not superior, tosimilar systems of other international business schools in terms ofits design and technical Application URLs:New Case Added to the COLISProfessor and his assistant Lisa Chen haverecently completedacase that has been added to the COLIS, theuk). The reference number and title isWL GoreAssociates Inc.A Talk With Zhang to CEIBS forum in Beijing to deliveraspeech on the WebEconomys Recovery and Forecast. Regarded as an example ofChinas neo-economy and valued as the Leader of Tomorrow bythe World Economy Forum, Zhang did not highlight Sohus out-standing performance in his speech. Instead, he explained thefeatures of high risk and high return of high-tech companies usingthe zigzagging and painstaking start-up of Sohu asastudy case.
CEIBS Expanding Territoryin South ChinaFrom JulyCEIBS attended the First South-China Educa-tion Training Exposition held in Guangzhou and attracted lots an era of increasingly fierce global competition, knowledgemeans fortune. The Pearl River Delta is regarded as one of thethree economic circles in China, and people there are in great needof education and training. To meet these needs CEIBS opened itsShenzhen Liaison Office in July 2002 and has offered education programmes to local and international com-panies such as Huawei, Midea, Kingdee, Vanke, TCL, StrongFood, Kelon, Taitai BP, Colgate, and Avon. Thefact that these famous local and international companies chooseCEIBS as their strategic partner to foster their senior executivesand develop their talents is strong evidence that CEIBS enjoys aleading position in the field of business education in China.
Joint Programme between CEIBS and HPAugust 8th marked the successful launch of CEIBS-HP Diplomain Information Technology Management for CIOs.CEIBS-HP Diploma in Information Technology combines the expertise and competitive edges ofmanagement education and information technology, creating acurriculum made up of 18 modules on the basis of work process, and management processes of IT managers.
The whole programme covers business management, IT service planning, execution, and operations management.
With real-life cases and backed byastrong faculty team, it aims tocreate for Chinaagroup of IT management professionals whounderstand concepts and skills, not only in but also in IT organisation and management processes.
Vice President Zhang Guohua onStructural Reform in ChinasBusiness Zhang Guohua, Vice President and Co-Dean at-tended the First China Business School Summit Forum heldbetween August 8th and 9th in Beijing and madeakeynote speechentitled Exploring the Operational System of Business Schools. Inhis view, Chinese business schools must reform their existingsystem if they wish to become world-class business schools and tomakeagreater contribution to Chinas economic growth.
The participants included deans and programme directors fromthe domestic and international business schools. Participants haddiscussion on critical issues including organisation positioning, development strategy, partnership, col-laboration between schools and enterprises, knowledge and operational management.
Programme for Hospital launched its Diploma in Hospital Management Programmeon August 22nd in Shanghai. This programme is the first of its kindin China, designed specifically for Chinese hospital presidents. Inthe words of Prof. Cai Renhua, Director of Health under the Ministry of Health, The programme will be aclassroom to explore to discuss policies, awindow to see the world, andagarden to share experiences.
The programme hasanumber of unique strengths, which in-
clude the following: First, the school has leveraged its strong faculty29THE LINKresource and invited distinguished professors from the UnitedStates, UK, Spain and Hong Kong, as well as senior officials fromthe Chinese Ministry of Health. Secondly, the programme hasadopted the philosophy of an integration of localisation of MBA and which obviously can help solve the real problemsfacing Chinese hospitals. Lastly, the school has developed China-related cases for the programme, and these local contents canserve asapractice model for the participants.
Successful Pricing StrategyThe first Pricing Strategy Programme targeted to CEIBS alumniwas held between August 23 and August 24, attracting 46The courses were designed to equip participants with and the latest thinking on pricing issues, with anemphasis on ways to get firms to improve their pricing. The firsthalf of the course covered fundamental analytical tools, theoriesand conceptual frameworks needed for formulating pricing strat-egies in order to allow participants to learn about how to analyzecosts, customers, and competitors. The second half of the coursefocused on commonly used pricing tactics so that the gain insights into successful pricing strategies in Brand-new alumni-only programme was delivered by JohnZhang, who won the Excellent Teaching Award at Wharton in
2003. The same programme was attended by EMBA students in State Councillor Chen ZhiliVisits CEIBSChen Zhili, State Councilor,Yin Yicui, Shanghai Municipal and other municipal leaders, visited CEIBS campus onAugust 24th. Chen spoke highly of the current curricular design andcampus facilities of CEIBS, and also expressed her high expecta-tions for its future development.
Alumni Finance Investment nearly three months of preparation, the CEIBS Alumni Clubof Finance and Investment (Shanghai) was officially established onAugust 29. It marks another milestone in the development ofCEIBS and represents another step forward for its alumni into thearea of finance and investment - the core sector of social andeconomic activities in China. The club now has in domestic industries including banking, as well as other related areas.
efmd AACSB Joint Eventin Singaporeefmd AACSB invite you to participate in the first on World Class Practices in Management Education,on Octoberin Singapore. Leading business the world will showcase their innovative practices inmanagement education, international alliances, and strategies. More than ever, management are looking for models, programmes and ideas best practices against which to benchmark. The twoleading professional associations in the field, AACSB International- The Association to Advance Collegiate Schools of Business andefmd, the European Foundation for Management have joined forces to showcase the industrys best prac-tices at this conference. Further information is available on theTHE LINK30在过去二十多年,中国的经济增长势态强劲,为商业增长和发展提供了诱人的机会.同时,面对当今复杂多变的商业环境、中国企业及其领导者遇到了前所未有的挑战.为了实施卓越有效的领导,CEO们必须具备跨学科的知识与能力、应对不断变化和不确定的环境、最大限度地发挥自身潜力、通过对组织成员的激发,领导和管理,建立可持续发展的商业模式和组织机构,并在激烈的竞争中脱颖而出.中欧国际工商学院的CEO课程特为有志于在企业与个人事业发展上有所突破的中国企业家们开设,旨在全面开拓企业家的知识眼界、加深对一些重要问题的认识,提升企业家的商业嗅觉、培养其相应的领导艺术,使企业家能有机会回顾与思考自己的个人发展计划和组织发展规划.
本课程采取互动和以行动为导向的教学方法,以战略和领导力发展为重点、同时结合实际应用,强调如何通过组织结构,流程,文化和激励措施来实施战略变革.企业家们将从其他学员那里了解到一些独特的,具有综合性的鲜活案例,并结合自己所学到的新知识和自身经验找出解决实际问题的方案.
通过整个课程的学习,学员将获得如下收益:在企业的多个层级创造可持续价值;更深入地了解对全球商业环境产生重要影响的诸多社会,文化,政治和经济等因素;
回顾并思考与利益相关人建立密切联系以及制定战略目标的可选方案和业务流程;
发展并强化如下能力:-有远见、有智慧,有诚信地实施领导,同时鼓励他人效仿-制定并筛选有利于竞争的战略-对全球竞争环境的挑战做出快速反应-建立关系和管理系统,实现各职能部门之间的协调-了解,管理并领导变革流程本课程为公司的首席执行官,总裁、总经理专门开设.参加课程的学员具备8年以上的高级管理经验、并且所在公司已经取得了成功并仍在快速发展之中、资产规模不低于人民币10亿元.
本课程分为五个模块:
1.开始自我评估和评估企业外部,内部环境、创建CEO的商业共同语言
2.创建中国CEO的管理基础
3.中国企业可持续增长的价值管理
4.企业战略的制定
5.培养CEO的领导艺术与企业家精神
教授队伍:
1.忻榕教授CEIBS米其林领导艺术及人力资源管理教席教授
2.Pedro Videla 教授CEIBS访问教授,西班牙IESE商学院经济学副教授
3.Garry Biddle教授CEIBS访问教授,香港科技大学工商管理学院副院长兼会计系主任
4.吴敬琏教授CEIBS宝钢经济学教席教授
5.Wilfried Vanhonacker 教授CEIBS核心教授与前任教务长,香港科技大学市场营销学教授
6.Jaime Ribera 教授CEIBS巴塞罗那港物流学教席教授,西班牙IESE商学院生产经营管理教授
7.谢家伦教授CEIBS核心教授,前任副教务长,荷兰Nyenrode大学财务学教授
8.许小年博士中国国际金融有限公司董事总经理
9.Pedro Nueno教授CEIBS学术委员会主席、西班牙IESE商学院任伯特恩基金会创业学教席教授Programme Information课程介绍CEO回顾与思考、互动和行动Review and and Action 课程31THE LINKThe strong economic growth over thepast two decades in China has been pro-viding an excellent background forabusi-ness to grow and to develop. The complex-ity of todays business environment pre-sents challenges to thesuccess of business leaders and the com-panies they serve. To lead effectively, CEOsmust span disciplines to cope with thechanging and uncertain environment. Theymust maximise their potential and business and organisation thatwill last by motivating, leading and manag-ing people, in addition to making sure thatthey distinguish themselves from competition.
CEIBS has created the CEO Programmewhich is designed specially for CEOs whoare ready and eager to in their professional and personallives. By participating in the programme,the participants broaden their knowledgeof key business issues and while strengthening theirstrategic vision, developing leadership skillsand enhancing their personal and organisation development plan.
Companies succeed not only through indi-vidual initiative, but by CEIBS CEO Programme providesan experience to review and reflect onespersonal and organisational programme usesateam orientedand approach. While thefocus is on strategy, participants are en-couraged to pay attention to and how they can process, culture, and incentivesto implement strategic change. During theprogramme, participants learn severalunique, integrative live case other participants, and then areable to apply both their personal experi-ence and new knowledge to in real the programme, from the sustainable value at multiplelevels of their enterprise;A Deep insight to the important political, andeconomic factorsthat influence the global ;Review of options and business pro-cesses for engaging stake - holders andformulating strategic objectives;
Development and enhancement to:Lead with vision, wisdom, and integritywhile encouraging others to do the sameDevelop and select strategies for to the challenges relationships and to foster coordination manage, and lead thechange processThis programme is designed exclusivelyfor CEOs, GMs, and Board of Directorswho have over eight years of senior man-agement experience in successful and fastgrowing companies with an asset no lessthan programme is divided into the fol-
1. internal and external evaluation of environment, and creationof common business language for CEOs;
2. Creating management frameworks for CEOs in China;
3. Value-based management of sustain able growth of Chinese enterprises;
4. Formulation of business strategy;
5. The development of leadership and spirit of CEOs.
Faculty:
1. Professor Katherine Xin, Michelin Chair in Leadership and Human CEIBS
2.Professor Pedro Videla, Visiting pro- fessor of CEIBS and Associate profes-sor of Economics, IESE, Spain
3. Professor Garry Biddle, Visiting profes- sor of CEIBS; Head, Department of Ac-counting , Associate Dean, School ofBusiness Management, Hong KongUniversity of Science Technology
4. Professor Wu Jinglian, Baosteel Chair Professor of Economics, CEIBS
5. Professor Wilfried Vanhonacker, Core professor and Ex-Dean, CEIBS; Profes-sor of Marketing, HKUST
6.Professor Jaime Ribera, Port of Barcelona Chair Professor of Logistics, CEIBS; Pro-fessor of operations management, IESE,Spain
7. Professor Kalun Tse, Core professor and Ex-Associate Dean, CEIBS; Pro-fessor of Finance, Nyenrode University
8.Dr. Xu Xiaonian, Managing Director, China International Capital Corporation Limited
9. Professor Pedro Nueno, Chairman of the Academic Council, CEIBS; Profes-sor of the Bertran Foundation Chair Management, IESE,Lectures are also provided during theevenings of each module:Art of War by Sun Tze (General ZhangTianfu, Deputy ofZhejiang Military District)The strategy of development of emo-tional intelligence and personal careerof CEOs (Professor Jagdishi Parikh, Glo-bal CEO Avira Project, case discussion (Mr. ShiZhenrong, Chairman of Acer Group)Views on happiness and the balance ofwork and life (Professo