This course is designed to help you, as a strategist of a foreign company, better understand how to develop your China strategy. Specifically, after studying China’s changing strategic landscape, you will focus on mastering three strategic issues: who – the major players in China, how – the entry modes, and where – the location strategy for your China business. This course is aimed to deliver updated knowledge and real experiences of developing China strategy.
Este curso faz parte do Programa de cursos integrados Doing Business in China
China Strategy
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Programa - O que você aprenderá com este curso
Semana
14 horas para concluir
What’s New? China’s New General Environment
Evidence has shown that the contextual difference or gap between a foreign firm's home country and China is a key reason for business failure in China. This Section helps in developing a better understanding of China's context in terms of its general environmental segments, and a number of strategies to deal with new and updated contextual issues in China. How much does context matter in doing business in China? How do foreign firms deal with new and updated contextual issues in China?
29 vídeos (total de (Total 93 mín.) min), 2 leituras, 2 testes
29 videos
Entering the China Market2min
Welcome to China Strategy1min
1.1a Strategy and Local Context7min
1.1b PESTGDP Framework3min
1.2a Key Issue: Stability and Corruption4min
1.2b Major Issues (Expert Sharing by Prof Lutz-Christian Wolff, Wei Lun Professor of Law, CUHK)1min
1.2c Xi’s Anti-Corruption Campaign (Expert Sharing by Prof Lutz-Christian Wolff, Wei Lun Professor of Law, CUHK)2min
1.3a Key Issue: New Normal8min
1.3b New Normal (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)1min
1.3c New Normal (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)1min
1.4a Key Issue: Cultural Distance4min
1.4b Guanxi (Expert Sharing by Prof CY Chiu, Choh-Ming Li Professor of Psychology, CUHK)2min
1.4c Mianzi/Face (Expert Sharing by Prof CY Chiu, Choh-Ming Li Professor of Psychology, CUHK)3min
1.4d Renqing (Expert Sharing by Prof CY Chiu, Choh-Ming Li Professor of Psychology, CUHK)3min
1.5a Key Issue: Innovation & IP Protection1min
1.5b Indigenous innovation (Expert Sharing by Prof George Yip, Professor of Marketing and Strategy, Imperial College London)1min
1.5c Indigenous innovation (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)1min
1.5d IP Protection (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)3min
1.5e Mass Innovation and Entrepreneurship (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)5min
1.6a Key Issue: Belt & Road1min
1.6b Belt and Road (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)1min
1.6c Belt and Road (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)3min
1.6d Belt and Road (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)6min
1.7a Key Issue: The Internet Generation2min
1.7b Internet Generation (Expert Sharing by Mr Steve Lau, Founder & Managing Partner of Eagles Fund)3min
1.7c Internet Generation (Expert Sharing by Mr James Li, Overseas Marketing Director of BDF International Co., Ltd)4min
1.8a Key Issue: Sustainable Development2min
1.9 Week 1 Wrap-up49s
2 leituras
Acknowledgement10min
Copyright and eLearning Guidance at CUHK10min
1 exercício prático
Week 1 Quiz14min
Semana
24 horas para concluir
Who and Where? Players and Locations in China
Foreign entrants are often puzzled by varying types and unique features of players they encounter in China, and often make mistakes by treating the locations in China as homogeneous. This Section helps in developing a better understanding of China's context in terms of its players and locations, and a number of strategies to deal with them in China. Who are the players in China? How do foreign firms identify and differentiate different types of Chinese players? What does subnational location mean in China? How do foreign firms respond to the idiosyncratic natures of different Chinese locations?
27 vídeos (total de (Total 86 mín.) min), 2 testes
27 videos
2.2a Key Issue: SOE vs. POE3min
2.2b SOE vs POE (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)3min
2.2c SOE vs POE (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)1min
2.3a Key Issue: Business Group Affiliation vs. Independent2min
2.3b Grouping (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)2min
2.3c Grouping (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)2min
2.4a Key Issues: Listed vs. Non-Listed1min
2.4b Listed vs. Non-Listed (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)2min
2.4c Listed vs. Non-Listed (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)1min
2.4d Listing (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)1min
2.4e Listed vs. Non-Listed (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)2min
2.5a Key Issue: Internet vs. Traditional4min
2.5b Internet Firms (Expert Sharing by Mr Mingles Tsoi, Director, Startup & Innovation Services, KPMG China)1min
2.5c Internet Firms (Expert Sharing by Mr Steve Lau, Founder & Managing Partner of Eagles Fund)7min
2.5d Traditional Firms (Expert Sharing by Mr Steve Lau, Founder & Managing Partner of Eagles Fund)3min
2.6a Key Issue: One China, Multiple Markets4min
2.6b One China, Multiple Markets (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)1min
2.6c One China, Multiple Markets (Expert Sharing by Mr Mingles Tsoi, Director, Startup & Innovation Services, KPMG China)2min
2.7a Key Issue: Open vs. Less-Open53s
2.8a Key Issue: The Tiers of Chinese Cities7min
2.8b The Tiers of Chinese Cities (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)3min
2.9a Eagles Fund (Expert Sharing by Mr Steve Lau, Founder & Managing Partner of Eagles Fund)2min
2.9b Major Government Policies (Expert Sharing by Mr Steve Lau, Founder & Managing Partner of Eagles Fund)4min
2.9c VC Industries in China (Expert Sharing by Mr Steve Lau, Founder & Managing Partner of Eagles Fund)2min
2.9d VC industries in China (Expert Sharing by Mr Steve Lau, Founder & Managing Partner of Eagles Fund)6min
2.10 Week 2 Wrap-up51s
1 exercício prático
Week 2 Quiz14min
Semana
34 horas para concluir
How To Enter China: Entry Mode Choices
The success of doing business in China is influenced by the choices of entry mode. This Section explores the advantages and disadvantages offered by different entry modes, and also the different resources and time commitments required. We also introduce cross-border E-commerce, an increasing and emerging new entry mode. What is entry mode? Why are different entry modes chosen? What are the pros and cons of each entry mode? How do foreign firms choose entry mode? What is cross-border E-commerce in China and how do foreign firms use this new entry mode?
24 vídeos (total de (Total 76 mín.) min), 2 testes
24 videos
3.1a Entry Mode2min
3.2a Key Issues: Exporting Mode and Exporting Partner2min
3.3a Key Issue: IP Protection (Revisited)4min
3.3b Licensing Strategy (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)3min
3.4a Key Issue: Partner Selection3min
3.4b Joint Ventures (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)2min
3.4c Joint Ventures (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)6min
3.5a Key Issue: Target Selection and Anti-Trust Law3min
3.5b Target Identification (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)2min
3.5c Post-Acquisition Integration Process (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)1min
3.5d Target & Post-Acquisition Integration Issues (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)8min
3.6a Key Issue: Regulations2min
3.6b Wholly-Owned Subsidiary (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)2min
3.6c Wholly-Owned Subsidiary (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)1min
3.6d Negative List (Expert Sharing by Prof Lutz-Christian Wolff, Wei Lun Professor of Law, CUHK)4min
3.7a Key Issues: Arbitrage Strategy and its Implementation (Part 1)5min
3.7b Key Issues: Arbitrage Strategy and its Implementation (Part 2)7min
3.7c BDF (Expert Sharing by Mr Sheang Fang, CEO of BDF International Co., Ltd)50s
3.7d Cross-Border E-Commerce (Expert Sharing by Mr Kevin Zhao, Director of BDF International Co., Ltd)1min
3.7e BDF (Expert Sharing by Mr Sheang Fang, CEO of BDF International Co., Ltd)2min
3.7f Entry Barriers and Obstacles (Expert Sharing by Mr Kevin Zhao, Director of BDF International Co., Ltd)1min
3.7g Competitive Advantages (Expert Sharing by Mr Vincent Zhao, Operation Director of BDF International Co., Ltd)2min
3.7h Biggest Challenge (Expert Sharing by Mr Vincent Zhao, Operation Director of BDF International Co., Ltd)46s
3.8 Week 3 Wrap-up34s
1 exercício prático
Week 3 Quiz14min
Semana
44 horas para concluir
How To Become a Strategic Insider in China
Foreign firms entering and operating in China are no linger merely "foreign investors" but have become "strategic insiders". Such a shift is a response to cope with with China's shifting environments, and also means China strategy as key to foreign firms' overall global success.This Section provides an overarching picture of the shifts in mindset, status, and post-entry strategies. What are the major shifts in the China context? How do foreign firms shift their dominant mindset and post-entry strategies from foreign entrants to strategic insiders?
30 vídeos (total de (Total 74 mín.) min), 2 testes
30 videos
4.2a Shifting Landscape8min
4.3a Key Issue: Why?3min
4.3b Why (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)3min
4.4a Key Issue: Location Choice3min
4.4b Why? (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)1min
4.4c Why? (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)3min
4.5a Key Issue: Cooperative vs. Competitive perspectives of MNE-Government Relationships2min
4.5b How? (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)2min
4.5c How? (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)2min
4.6a Key Issue: CSR and MNE6min
4.6b CSR (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)1min
4.7a Key Issue: Compliance and MNE2min
4.7b Compliance Issues (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)2min
4.8a Why did some MNEs establish R&D centers in China? (Expert Sharing by Prof George Yip, Professor of Marketing and Strategy, Imperial College London)5min
4.8b Why did some MNEs establish R&D centers in China? (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)2min
4.8c Why did some MNEs move certain portion of their companies’ operations/manufacturing site from China to other places? (Expert Sharing by Prof George Yip, Professor of Marketing and Strategy, Imperial College London)1min
4.8d Why did some MNEs move certain portion of their companies’ operations/manufacturing site from China to other places? (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)3min
4.9a Concluding Remarks (Expert Sharing by Prof Lutz-Christian Wolff, Wei Lun Professor of Law, CUHK)1min
4.9b Concluding Remark (Expert Sharing by Prof CY Chiu, Choh-Ming Li Professor of Psychology, CUHK)2min
4.9c Concluding Remark (Expert Sharing by Prof George Yip, Professor of Marketing and Strategy, Imperial College London)50s
4.9d Concluding Remark (Expert Sharing by Dr Edward Tse, Founder & CEO of Gao Feng Advisory Company)2min
4.9e Concluding Remark (Expert Sharing by Mr Gordon Lam, Vice-Chairman and Chief Executive of Hang Seng Bank (China) Limited)56s
4.9f Concluding Remark (Expert Sharing by Ms Helen Cheng, Equity Partner, Zhong Lun Law Firm)55s
4.9g Concluding Remark (Expert Sharing by Mr Mingles Tsoi, Director, Startup & Innovation Services, KPMG China)50s
4.9h Startup environment for Chinese entrepreneurs and even for foreign entrepreneurs in China (Expert Sharing by Mr Mingles Tsoi, Director, Startup & Innovation Services, KPMG China)1min
4.9i Concluding Remark (Expert Sharing by Mr Steve Lau, Founder & Managing Partner of Eagles Fund)2min
4.9j Concluding Remark (Expert Sharing by Mr Denis Depoux, Senior Partner of Roland Berger)4min
4.9k Concluding Remark (Expert Sharing by Mr Sheang Fang, CEO of BDF International Co., Ltd)38s
4.10 Week 4 Wrap-up1min
1 exercício prático
Week 4 Quiz14min
4.8
4 avaliaçõesMelhores avaliações
Excellent video lectures complemented with an even better presentation and lecture slides.
Very good, completed and detailed! Highly recommend!
Instrutores
Prof. Xufei Ma
Associate Professor, Director, Center for EntrepreneurshipDepartment of Management
Dr. Frank Ng
LecturerDepartment of Management
Sobre Universidade Chinesa de Hong Kong
Founded in 1963, The Chinese University of Hong Kong (CUHK) is a forward looking comprehensive research university with a global vision and a mission to combine tradition with modernity, and to bring together China and the West. CUHK teachers and students hail from all corners of the world. CUHK graduates are connected worldwide through an expansive alumni network.
Sobre o Programa de cursos integrados Doing Business in China
Participants will know how Chinese entrepreneurs, consumers and employees think and act, and be able to generate consumer and business insights for doing business in China. Through the use of well-designed business cases, participants will be able to apply this knowledge when they start or manage a business organization in China. Participants will be able to identify business opportunities and challenges based on nuanced understanding of the socio-political, economic, cultural, and technological environments in China, and leverage on their consumer and business insights to develop and implement culturally informed strategic plans.
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