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    Advanced Management Programme (Modular)
    China Europe International Business School

    Advanced Management Programme (Modular)

    China Europe International Business School, Shanghai
    HomeStrategyChina Europe International Business SchoolAdvanced Management Programme (Modular)
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    in-person · Instructor-Led · Shenzhen | Beijing | Shanghai Campus
    Open
    in-person · Instructor-Led · Beijing | Shanghai Campus | Shenzhen
    Open
    in-person · Instructor-Led · Shanghai Campus | Beijing | Shenzhen
    Open
    in-person · Instructor-Led · Shanghai Campus | Beijing | Shenzhen
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    $0

    All-inclusive program fee

    About This Program

    Ideal candidates for this practice-oriented programme are presidents and general managers from fast-growing companies, general managers from business units of conglomerates, and executives with high potential and at least eight years of management experience. China is an emerging economy in transition and the unique complexities of the Chinese market, rarely seen before in global business, pose considerable challenges for Chinese managers. According to the Analects of Confucius, people fall into one of four categories: those born with full possession of knowledge, those who gain wisdom through learning, those who learn when facing challenges, and those who never learn despite facing difficulties. In today's business environment, we can't expect professionals to be born learned and wise. The CEIBS Advanced Management Programme (AMP) is for senior managers who have wisely realised that management education will contribute to the long-term development of their company. The AMP will help ensure they are well-prepared to solve puzzles and seek wisdom. Working as a general manager can significantly advance one's career development; whether one can fulfill the requirements of such a post has a direct bearing on the survival and sustainability of the company. Amid fierce competition, companies can make huge strides under the direction of professional leaders, particularly those with extraordinary foresight. No entrepreneur is born wise, and overnight success is rare. An excellent manager must take the initiative to overcome the complexities of management through systematic and creative thinking and learn to identify effective solutions, rather than passively wrestling with problems. As one of our most distinctive flagship programs, the AMP is designed specifically for leaders and general managers of fast-growing companies and business units within a conglomerate. The 2024 AMP consists of nine modules covering thirteen key management topics at three core levels. Tailored to the evolving learning needs of business leaders, the programme is designed to help them better understand the unique role of the general manager in an organization and provide them with a solid foundation in management theory and skills. The study of management, like the understanding of a civilization, involves moving from the instrumental level to the institutional level to the ideological level. The instrumental level includes a variety of analytical management tools, methods, and techniques; the institutional level includes specific management systems such as governance structure, organizational structure, and business processes; and the ideological level includes values and beliefs that inform strategic management tasks such as leadership, fostering corporate culture, and change. By introducing a strategic mindset, a systematic theoretical framework, and a variety of practical management tools, the AMP provides participants with deep insights into Chinese management practices at the instrumental, institutional, and ideological levels to help them easily and confidently navigate management challenges in the complex business landscape. The nine core modules covering thirteen topics will enable AMP participants to: Think outside the box and reflect on strategy positioning and formulation. Appropriately allocate resources based on a deep understanding of each functional area and develop an overall business plan, processes, and systems. Better align business processes with growth and profitability objectives. Better understand the organization’s operating and motivational mechanisms and build strong organizational capabilities to effectively execute business strategies. Identify innovation trends, develop an innovation strategy, and create innovation value in the context of digital transformation. Better compete and collaborate in the business community, and actively participate in formulating the rules of the game to promote the healthy development of the industry. Gain a better understanding of risk management and the principles for designing internal controls to address the uncertainties of a complex marketplace. Learn, discuss, and share best practices in business management and operations with outstanding leaders from a variety of industries.

    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”)

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