

Advanced Management Programme (Modular)

China Europe International Business School
The China Europe International Business School (CEIBS) was established in 1994 through a partnership between the Chinese government and the European Commission, making it the only business school in Asia jointly founded by China and Europe. Headquartered in Shanghai's Pudong district, with additional campuses in Beijing, Shenzhen, Zurich, Accra, and São Paulo, it operates as an independent, not-for-profit institution with a dual mandate: to educate management talent capable of operating across both Chinese and international contexts. Its founding philosophy — encapsulated in the motto "China Depth, Global Breadth" — remains the lens through which all academic and executive programs are designed. Today CEIBS is consistently ranked among the top business schools in Asia and holds a reputation built on rigorous research, a genuinely bilingual faculty, and unmatched access to China's corporate ecosystem.Accreditations and RankingsAccreditations:AACSB accreditedEQUIS accreditedAMBA accredited(Triple Crown — one of fewer than 1% of business schools globally to hold all three)Rankings:Financial Times Global MBA Ranking: #8 globally (2024)Financial Times Executive Education Open Programs: Top 20 globally (2023)Financial Times Executive Education Custom Programs: Top 20 globally (2023)QS Global MBA Rankings: Top 10 in Asia (2024)Financial Times EMBA Ranking: #6 globally (2023)Executive Education at a GlanceCEIBS Executive Education is built around one core proposition: helping leaders understand and operate within China while connecting that knowledge to broader global management practice. The portfolio spans more than 60 open-enrollment programs and a substantial custom (corporate) program offering, with roughly equal investment between the two. Topic areas skew toward China strategy, digital transformation, family business governance, finance in emerging markets, and cross-cultural leadership — all taught through a curriculum that deliberately draws on Chinese case studies developed in-house by CEIBS faculty rather than imported Western material.Programs range from two-day intensive workshops to five-week flagship courses, with formats available in-person (Shanghai being the primary venue), blended, and — since 2020 — a growing suite of online-delivered programs targeting international executives who cannot travel to China. The flagship China Business Leaders Program and China Macro Economy Program are among the most sought-after open offerings, attracting senior executives from multinationals seeking firsthand exposure to China's policy environment and business landscape. Open program fees typically range from RMB 20,000 for shorter seminars to RMB 150,000+ for multi-week programs. Corporate scholarship partnerships exist with select Chinese state-owned enterprises and multinationals with significant China operations.Campus and FacilitiesThe main CEIBS campus in Pudong, Shanghai, is a purpose-built facility set across 130,000 square metres, combining modern lecture theatres, dedicated executive education centres, and residential accommodation designed to keep cohorts together throughout their programs. The architecture blends contemporary design with deliberate nods to Chinese cultural aesthetics — a physical reminder that this is not a transplanted Western institution. Beyond the buildings, the Pudong location matters enormously: participants are walking distance from the headquarters of some of China's largest financial institutions and technology companies, and faculty regularly facilitate site visits and executive speaker sessions that would be impossible to arrange anywhere else. The Zurich campus, opened in 2015, extends the school's reach for European executives and offers CEIBS programming in a setting that reinforces its China-Europe identity.Faculty and ResearchCEIBS has approximately 150 full-time faculty members, drawn from over 30 countries, with a deliberate mix of scholars trained at leading Western institutions (Harvard, Wharton, London Business School) and Chinese academics with deep ties to domestic policy and industry. This dual composition is not incidental — it is what makes the school's claim to bridge East and West intellectually honest rather than cosmetic. Research strengths relevant to executive participants include China's macroeconomic policy, private equity in emerging markets, digital platform strategy, and family business succession, with the CEIBS Centre for Family Heritage Business and the CEIBS Lujiazui Institute of International Finance being two of the more visible research homes. Faculty members frequently serve as advisors to Chinese government bodies and major corporations, which feeds directly back into the classroom with practical, current intelligence that no case study publisher could keep pace with.Student Body, Alumni, and Career OutcomesCEIBS alumni number over 30,000 across more than 80 countries, with particularly dense networks in China, Germany, France, the United Kingdom, and across Southeast Asia. Executive education cohorts are notably international — open programs typically see 30–40% of participants from outside China, a figure that rises for programs held at the Zurich campus — and the mix of Chinese domestic executives alongside international managers from multinationals is itself considered part of the curriculum. Alumni include senior leaders at companies such as Siemens, Unilever, Huawei, Alibaba, BASF, and several major Chinese state-owned enterprises. For executives attending open programs specifically, the CEIBS alumni network provides ongoing access to peer learning events, China-focused briefings, and a China business intelligence platform that remains active long after the program ends.
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Duration
N/A
Format
in-person
Topic
Strategy
Language
Other
About This Program
Why China Europe International Business School?
CEIBS occupies a position no other business school can replicate: it sits at the intersection of China's economy and global management thinking, co-founded by the Chinese government and the European Union precisely to bridge those two worlds. For senior executives who need to understand how business actually operates inside China — not the textbook version — this is where that education happens with genuine authority.
Your Profile
- Presidents and general managers from fast-growing companies
- General managers from business units of conglomerates
- Executives with high potential and at least eight years of management experience
Benefits
- Gain knowledge of general management, including macroeconomics, leadership, marketing, finance and accounting, business negotiations, strategy formulation and implementation, risk control, business decisions, and capital operations.
- Acquire advanced and practical management tools, establish their own theoretical framework for management, and develop an effective strategic mindset.
- Gain in-depth insight into the role of a general manager and learn how to interact with superiors, subordinates, team members and external stakeholders.
- Develop the sustainable self-development skills required of a general manager.
- Seize opportunities in the capital market and leverage financial resources to serve business strategies.
- Develop a mindset that can effectively deal with decision problems in times of uncertainty and strengthen the ability to deconstruct, reflect and analyze complicated decision problems.
- Become a member of the CEIBS Alumni Association and join the dynamic AMP Club.
What You'll Learn
- Macroeconomic landscape: Drivers and strengths of China’s robust growth: a global perspective
- Macroeconomic landscape: A distinctive feature of China’s economic growth
- Macroeconomic landscape: Causes of China’s economic slowdown in recent years
- Macroeconomic landscape: China’s growth prospects in the post-COVID era
- Macroeconomic landscape: China-US relations and the future of the global economy
- Global vision: Key economic variables
- Global vision: Economic growth and development - short-term issues
- Global vision: Economic growth and development - long-term issues
- Strategic thinking and management: Defining strategy
- Strategic thinking and management: External environment: Industry analysis
- Strategic thinking and management: Five forces that shape strategy
- Strategic thinking and management: External environment: Macroeconomic analysis and strategy
- Strategic thinking and management: External environment: National, regional, and urban environment and strategy
- Strategic thinking and management: Internal environment and strategy
- Strategic thinking and management: Strategy formulation: Types of strategy
- Strategic thinking and management: Strategy implementation: Strategic leadership
- Leadership of excellence: Personal leadership style: PDP behavioral assessment
- Leadership of excellence: Managing high performance
- Leadership of excellence: Motivation and engagement
- Leadership of excellence: Team coaching
- Leadership of excellence: Fundamentals of leading high-performance teams
- Leadership of excellence: Effective team decision-making
- Leadership of excellence: Managing influence and power
- Leadership of excellence: Elements and major types of organizational design
- Leadership of excellence: Driving organizational change
- Leadership of excellence: Building a sustainable organization
- Business decision-making: Introduction to game theory models
- Business decision-making: Game theory and business strategy: Strategic marketing in the Olympic Games
- Business decision-making: Dynamics of market competition
- Business decision-making: The five elements of the game
- Business decision-making: Value network co-created by participants
- Business decision-making: The essence of supply chain management
- Business decision-making: Lock-in effect and switching costs
- Business decision-making: How to set reasonable rules of the game?
- Business decision-making: How to capture the evolution of the industry?
- Business decision-making: Challenges of the changing marketplace
- Business decision-making: Game strategy, scope of the game, and game theory in business practice
- Enterprise risk control: Information and Risk Control Fundamentals
- Enterprise risk control: Financial Reporting Quality and Risk Control
- Enterprise risk control: Relationship between the three financial statements and the role of accruals
- Enterprise risk control: Earnings quality risk: Analysis and adjustment
- Enterprise risk control: Rethinking earnings quality risk: Motives and means of earnings manipulation
- Enterprise risk control: Predicting and controlling the risk of financial fraud: Theory and practice
- Enterprise risk control: Actual fraud cases and the importance of predicting financial fraud risk
- Enterprise risk control: An review of methods for predicting the risk of financial fraud
- Enterprise risk control: Using financial statements to predict financial fraud risk (a big data perspective)
- Enterprise risk control: Predicting financial fraud risk and investment strategy
- Enterprise risk control: Predicting and managing credit risk: Theory and practice
- Enterprise risk control: Credit supply and demand
- Enterprise risk control: The process of credit risk analysis and prediction
- Enterprise risk control: Calculating, interpreting, and controlling credit risk
- Enterprise risk control: Using bankruptcy prediction models to predict and control bankruptcy risk
- Corporate finance: Introduction to financial statements
- Corporate finance: Profit, assets and liabilities, and cash flow
- Corporate finance: The relationship between the three financial statements
- Corporate finance: Ratio analysis: Common third-party financial indicators
- Corporate finance: Impact of business activities on financial statements
- Corporate finance: Revenue recognition: Performance based on consolidated financial statements
- Corporate finance: Common size analysis to create a business profile
- Corporate finance: Understanding and analyzing financial statements
- Corporate finance: Liquidity management: Making money at no cost
- Corporate finance: Non-current assets: R&D and goodwill
- Corporate finance: Income statement analysis: Accounting profit and business valuation
- Marketing: User-centric business model and marketing strategy based on user value creation
- Marketing: Market opportunities and challenges in an era of rapid change
- Marketing: Underlying marketing logic and key marketing decisions
- Marketing: User acquisition and experience
- Marketing: Digital user management
- Marketing: Brand strategy development, branding and integrated marketing communications in the digital age
- Marketing: The unique value of brands in consumer decisions and experiences
- Marketing: Consumer decision pathways and customer-based brand equity in the digital age
- Marketing: Brand positioning
- Marketing: Integrated marketing programs to build brand equity
- Marketing: Building and sustaining brand equity and DTC brands
- Marketing: Brand architecture and portfolio strategy
- Marketing: Leveraging market portfolios and brand extensions to increase market share and move into higher and lower-end markets
- Marketing: Evolution of DTC brands
- Marketing: Future of DTC and DTC brands in China
- Talent management: Strategic talent management
- Talent management: Frontier: Talent management difficulties during rapid organizational expansion
- Talent management: Discipline and emotion in talent management
- Talent management: Performance appraisal and feedback
- Talent management: Employee wellness
- Talent management: Frontier: Artificial intelligence and talent management
- Talent management: Human resources analytics
- Talent management: Interviewing and robotic interviewing
- Talent management: Talent mobility, development and retention
- Talent management: Internal talent market
- Talent management: Frontier: Age, generation, and Gen Z employee management
- Management accounting: Cost terminology
- Management accounting: Job costing
- Management accounting: Activity-based costing (ABC)
- Management accounting: Cost allocation
- Management accounting: Cost-volume-profit (CVP) analysis
- Management accounting: Decision-making and related information
- Management accounting: Pricing decisions
- Wealth management: Finance and wealth
- Wealth management: Risk identification
- Wealth management: Demographics and wealth management
- Wealth management: Asset class
- Wealth management: Asset allocation
- Wealth management: Dollar cycle and wealth management
- Wealth management: Alternative investment
- Wealth management: Behavioral finance
- Wealth management: Insurance scheme
- Wealth management: Trust and family office
- Wealth management: Estate planning
- Wealth management: Inheritance and philanthropy
- Innovation and entrepreneurship: Business model innovation
- Innovation and entrepreneurship: Exploring and exploiting the mismatch
- Innovation and entrepreneurship: Business model design
- Innovation and entrepreneurship: Entrepreneurial methodology
- Innovation and entrepreneurship: Digital strategy
- Innovation and entrepreneurship: Data-driven operations and middle office strategy
- Innovation and entrepreneurship: Entrepreneurial strategic decision-making
- Innovation and entrepreneurship: Innovation and change
- Innovation and entrepreneurship: Strategic business model thinking
- Innovation and entrepreneurship: Customer value and management
- Innovation and entrepreneurship: The Innovator’s Dilemma
- Innovation and entrepreneurship: Business model game
- Innovation and entrepreneurship: Business model pivot and game
- Innovation and entrepreneurship: Game modeling and review
- Innovation and entrepreneurship: Value network and game decisions
- Innovation and entrepreneurship: Entrepreneurial Leadership
- Innovation and entrepreneurship: Equity game
- Innovation and entrepreneurship: The entrepreneur’s dilemma
- Innovation and entrepreneurship: Recap and reflection
- Business simulation and leadership reflection: Simulation of competitive strategy confrontation
- Business simulation and leadership reflection: Strategy formulation and effective implementation
- Business simulation and leadership reflection: Environmental analysis and strategic thinking
- Business simulation and leadership reflection: Executive teamwork
- Business simulation and leadership reflection: Leadership styles and team complementarity
- Business simulation and leadership reflection: Managing team effectiveness
- Business simulation and leadership reflection: Team behavior reflection
- Business simulation and leadership reflection: Leadership behavior reflection
- Business simulation and leadership reflection: Organizational leadership development
- Team-building (“rowing together”)
- Brainstorming (“sparking creative ideas”)
- Benchmark company visits (“using industry leaders as benchmarks”)
- Thinking outside the box (“drawing lessons from the experiences of business leaders)
- Writing a reflection report (“putting theory into practice”)
- A “post-AMP” module with a variety of events (pursuing “lifelong learning”)
Frequently Asked Questions
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Gather your CV, reference letters, and any required test scores. Many EMBA programs waive standardised tests for senior candidates.
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