VOL. 2, 2021

GOING

GREEN
Page 10

Meet Our New Faculty
Page 26

Alumni Stories
Page 36

Scan to visit our platform

CONTENTS

01
PUBLISHER: CEIBSSPONSOR: Wang HongEDITOR-IN-CHIEF: Yvonne Li
MANAGING EDITORS: Rachel Wang, Michael ThedeCONTRIBUTING EDITORS:Du Qian, Darren Yue, Bessie QianREPORTING & EDITING:
Yiwan Wang, Thalia Jiang, Cameron Wilson, Joan Li,
Hana Zhang, May Ji
COVER DESIGNER: Marius Ziubrys
ART EDITORS: Mickey Zhou & Saya Wang @ Snap Printing
CONTACT US:WEBSITE: www.ceibs.edu
TEL: +86-21-28905494
CHINA EUROPE INTERNATIONAL
BUSINESS SCHOOLSHANGHAI CAMPUS
699 Hongfeng Road, Pudong
Shanghai 201206, P.R.C.
Tel: +86-21-28905890

FROM THE PRESIDENTS
02
06

How will CEIBS develop in the next five years?
Let the Light of Education Guide Our Way Forward

COVER STORY
10
12
14
16
18
20
22

Going Green
Zhang Shuang: Do carbon credits spell new opportunity for emissions producers?
Oliver Rui: What can green finance do in the age of carbon neutrality?
Sheng Songcheng: Green finance is important for the development of Shanghai as an international finance centre
Wang Qi: Is the water used to make a pair of jeans enough to drink for ten years?
He Jinyu: From low desire to lying flat, do you really understand the youth of today?
Shameen Prashantham: Corporation-start-up partnerships offer fertile ground for SDG action

FEATURED NEWS
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26
28
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It’s official! CEIBS (Switzerland) launches DBA programme
Meet Our New Faculty
Faculty Honours and Awards
Faculty Appointments
CEIBS Faculty in the MediaCEIBS 2022 Recruitment Season Kicks Off

BEIJING CAMPUS
Building 20, Zhongguancun Software Park
8 Dongbeiwang West Road, Haidian District
Beijing,100193, China
Tel: +86-10-82966600

ALUMNI STORIESSHENZHEN CAMPUS
Suite 10A, Taihua Wutong Industrial Park
Gushu Development Zone
Shenzhen, 518126, P.R.C.
Tel: +86-755-36995111

CEIBS SURVEYS AND REPORTS

ZURICH CAMPUS
Zurich Institute of Business Education,
Hirsackerstrasse 46,
P.O. Box, CH-8810
Horgen, Switzerland
Tel: +41 44 728 99 44

ALUMNI NEWSACCRA CAMPUS
5 Monrovia Road
East Legon
Accra, Ghana
Tel: +233 544 315 238

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Following in my daughter’s footsteps all the way to CEIBSThe payment industry is a wide racetrack, and we have our running shoes laced up
Switched on CEIBS alum plans to brighten Africa’s future

CEIBS 2021 Innovation Survey
2021 China Business Survey
2020 CMO Survey Report in China
2021 CEIBS CSR White Paper

Cultural, linguistic diversity set tone for newly elected CAIC council
CEIBS alums helm 14 companies on COVID-hit Fortune Global 500
11 CEIBS alums make 2021 Forbes China Best CEOs list
Alumni Gifts and Donations
CEIBS hosts annual Alumni Representatives Meeting in Shenzhen
Henan, Hold On (CEIBSers in Action)

BOOKS & FILMS
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Faculty Books
CEIBS Faculty Recommended Reading
Business insights in six classic films

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CAMPUSES AROUND THE WORLD

60

BRIEFING

OnlinePublished by CEIBS. The authors' views expressedin this publication do not necessarily reflect the viewsof our editors or of CEIBS.
Copyright 2021 © by CEIBS. All rights reserved.

TheLINK Volume 2, 2021

FROM THE PRESIDENTS

02

How will CEIBS develop in
the next five years?

T

he world of today is undergoing majorchanges rarely seen in more than a century.
Advancements in 5G, artificial intelligence,
e-commerce and other areas have made it
clear that a new round of scientific and technologicalchange and industrial reform is upon us. The international environment is becoming more complex andevolving with each passing day. Added to this, the effects of COVID-19 have been wide and far-reaching,
impacting every aspect of our work and lives.
As competition becomes increasingly fierce, enterprises
must seek out new opportunities and new ways of doing
business. At the same time, more than ever, we needbusiness leaders with both entrepreneurial spirit and a
global perspective. We also need leaders who are capable of adapting to changes and steering their organisations through adversity.
Over the past few years, we have seen more and more
CEIBS students and alumni coming from (and movinginto) emerging industries. These individuals are highly
creative, exceptionally innovative and are paying great-

TheLINK Volume 2, 2021

er attention to the application of modern management
theories and the shaping of core competitiveness. As aresult, they are now helping to drive new technologies,
new brands and new business models, and bringing
new changes to the global business scene.
At the same time, many members of the CEIBS community are now thinking about how they can go beyond
business success and have a positive impact on society
and the environment. Many are also reporting, for example, that sustainability and good business go handin-hand. Recent research conducted by CEIBS faculty
has supported this, showing that companies that have
improved carbon emissions disclosures generate higher
returns – indicating that there is a clear relationship between ‘being green’ and shareholder value.
As a leading business school with a global presence,
CEIBS must also keep pace with the times. In linewith the school’s mission to educate responsible leaders versed in ‘China Depth, Global Breadth,’ we haveworked to ensure that corporate social responsibility(CSR) and sustainability are embedded in our teach-

FROM THE PRESIDENTS

03

ing, research and case development. As global management
education grows stronger in the East and China’s ability to
attract business continues to increase, our responsibility to
uphold these values will become even greater.
When we think about the future direction of business andmanagement education, there is still room for improvement.
One difference between business schools and other universities is the proportion of entrepreneurs amongst their student
and alumni populations. Moreover, business schools must operate on the development requirements of the countries andregions in which they reside, understand the growth needs ofenterprises, take a leading role in knowledge creation, andpromote the application of lessons learned to maximize thevalue of their contribution to society.
With this in mind, we would like to take this opportunity toshare with you our plan for the coming five years as we lookto the future.

Looking Ahead: CEIBS Five-Year
Strategic Plan (2021-2025)
How will CEIBS continue to develop in the next five years?
Moving ahead, we will focus on implementing eight strategic
measures:
Strengthening CEIBS’ position as one of the world’s top
business schools. We will continue to benchmark CEIBS
against the top class of business schools in the world in orderto maintain our spot as a pioneer and a global leader in management education.
Expanding the school’s world-class faculty team. We willcontinue to focus on attracting and retaining top scholars
and well-known professors from different fields of businessresearch from around the world.
Developing new signature research areas. We will continue to develop our ‘4 + 2 + X’ interdisciplinary research areas, covering Management in the Digital Age, Service Excellence, China and the World, CSR/Sustainable Development,
Smart Healthcare, Finance and more. At the same time, wewill continue to build the world’s most influential China-

focused business case library and construct a first-class thinktank which can contribute to China, Europe and the world.
Diversifying our programme portfolio. We will continue
to improve and expand on our degree offering with programmes such as the recently-introduced CEIBS (Switzerland) Doctorate of Business Administration (DBA). We will
also continue to enhance the reach and capabilities of ourReal Situation Learning Method (RSLM).
Reinforcing our role as a bridge for Sino-European exchange. We will continue to use the CEIBS Insights Europe
Forum Series as a starting point to help foster Chinese andEuropean co-operation and maintain our teaching and research bases in Zurich and Accra to serve and promote international economic and cultural exchange.
Capturing regional opportunities. We will continue toleverage our campuses in Shanghai, Beijing and Shenzhen
to support the development strategies of the Yangtze River
Delta, Beijing-Tianjin-Hebei, Guangdong-Hong Kong-Macao
and other regions in China.
Moving to the forefront of educating responsible leaders. We will continue to integrate and reinforce the conceptsof sustainability and social responsibility into our teaching,research and case development in order to cultivate leaderswith a desire to strive beyond business success.
Fully empowering our alumni. We will continue to lookfor ways to further our alumni’s lifelong learning, strengthen
our alumni network, create new alumni services and seekout new ways to collaborate to create win-win results for theschool and our alumni community.

A better, greener, more sustainable future
One of our goals as a business school to is help promotetrade and economic and cultural exchange between China,
Europe and the world. When business leaders wish to take
Chinese companies global, for example, we can help thembetter understand the international landscape. When foreigncompanies look to invest in the China, we can help thembetter understand the local market. At the same time, how-

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FROM THE PRESIDENTS

04

ever, we are also striving to become the ‘China expert’on business and management-related issues facing thewhole world.
Earlier this year, both China and the EU unveiled boldplans to reduce carbon emissions. For its part, China
has set a goal of reaching peak emissions by 2030 andnet zero by 2060. Meanwhile, the EU has announced it
aims to reduce emissions by 55% compared to 1990 levels by the end of this decade and reach net zero emissions by 2050. Meeting these objectives will require thecollective work of governments, businesses and individuals everywhere.
In line with these efforts, we are again hosting the
CEIBS Insights Europe Forum Series – this time witha special focus on the dual carbon peak and carbon
neutrality goals set by China and the EU. We hopethat by serving as a platform for leaders from different
backgrounds and with different perspectives to cometogether, we can uncover new, innovative solutions andcommon ground from which to move forward on oneof the biggest challenges facing the world today. Ultimately, this is just one way in which we hope to inspire
entrepreneurs to actively assume their social responsibilities and promote sustainable development in pursuitof their broader business goals.
Finally, we cannot overstate our appreciation to ouralumni for your support in the development of theschool. We look forward to working more closely witheveryone in the CEIBS community to create a better,greener, more sustainable future for all.

CEIBS President 		 CEIBS President (European)Prof. Wang Hong 		
Prof. Dipak C. Jain

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2021-2025

站稳第一阵营
Strengthen CEIBS’ position as one of the world’s
top business schools
打造大师阵容Expand the school’s world-class faculty team构建学术高峰Develop new signature research areas
拓展培养体系
Diversify our programme portfolio
致力中欧交流Reinforce our role as a bridge for Sino-European
exchange
服务区域战略
Capture regional opportunities
引领责任教育Move to the forefront of educating responsible
leaders
全力赋能校友Fully empower our alumni扫码阅读全文Scan for details(in Chinese)

FROM THE PRESIDENTS

06

Dear CEIBS colleagues, alumni and friends,
John Amos Comenius, the father of modern education, once
noted that, “Teaching is the most splendid profession under thesun.” Indeed, human civilisation has progressed and prospered
because generation after generation of teachers have passed on
their knowledge and wisdom. The recent boom in new technologies and sudden outbreak of COVID-19 have accelerated
the transformation of the global education sector at a time
when it faces great challenges. Therefore, we would like toshare with you our thoughts on the future of education at thispivotal moment.
There is a Chinese saying that goes, “Whoever knows the truth
TheLINK Volume 2, 2021

can be a teacher.” A school’s academic body is the bedrock onwhich its ability to educate rests. Our stellar international faculty team have helped transform CEIBS into a world-class business school and a leading institution of its kind in Asia in just
27 years. Amidst the pandemic, CEIBS remains committed to
expanding its faculty team, adding ten new members this year.
This reflects the growing global influence of CEIBS and theChinese market despite the impact of COVID-19 on the world.
With their diverse academic backgrounds, these new faculty
members specialise in a broad range of research areas, such as
healthcare, climate, energy, finance, artificial intelligence, andtechnological change. They will enhance CEIBS’ academic excellence and global influence by creating valuable knowledge inkeeping with the latest business trends.

FROM THE PRESIDENTS

07
It is the duty of teachers to pass on the truth, impart knowledge and uncover mysteries. In order to facilitate knowledge
creation and dissemination, CEIBS has taken many innovative measures. Our faculty have carried out academic andreal-world research to drive the integration of cutting-edge
international management theories and Chinese management
practices. Based on our “4+2+X” interdisciplinary researchmechanism, we have improved our research in digital finance,
innovation and entrepreneurship, while continuing to focus on
our four existing interdisciplinary research areas. The CEIBS
Case Centre continues to produce cases based on Chinese
business practices to contribute Chinese knowledge to theglobal wealth body of management expertise. We have also
made full use of our intellectual resources to raise the profile
of our think tank.
CEIBS has contributed more than 80 policy proposals to theChinese government this year, covering areas such as finance,
real estate, the digital economy, elderly care, carbon reduction
and neutrality, and China’s three-child policy. Our faculty also
continue to make their voices heard at major CEIBS events,
such as Innovation Forums, Europe Forums and CXO Cloud
Forums, as well as through the school’s social media andmainstream media.
As a result, CEIBS knowledge is being shared around theworld to provide decision-making support for managers everywhere. By promoting international exchange and co-operation,
we hope to help kick-start the global economic recovery in the
post-COVID-19 era.
CEIBS views diversifying its programme portfolio andstrengthening curriculum innovation as crucial to the improvement of its global competitiveness. The school has
made much headway in this regard this year. Our MBA programme has been ranked top ten for four consecutive years
by the Financial Times, and the employment rate of MBA
graduates hit a ten-year high in 2021. The MBA programme

was also ranked #1 in Asia by Bloomberg Businessweek forthe fifth time this year. Now in its tenth year, our FinanceMBA programme has cultivated nearly 800 alumni versed inboth “financial depth” and “managerial breadth.” Our EMBA
programme has hosted the New Horizons Forum series and
RSLM courses across China, allowing students to exchange
ideas with local entrepreneurs about the latest trends inmanagement. Our Global EMBA programme has launched
new China Depth tours to bring students up to speed on the
Chinese market and management practices. The inaugural
Global EMBA Annual Symposium was also hosted in June
to explore new opportunities for the Chinese economy. The
Hospitality EMBA programme received EFMD certificationand the DBA programme was officially launched as a platform for corporate leaders and key policymakers who hopeto make their mark on business and society through their academic achievements. Our Executive Education programme
has continuously stepped up its co-operation with different
companies in promoting knowledge dissemination and business practices. It has also applied coaching methods to newprogrammes and partnered with executive teams to provide
corporate digital solutions. Taken together, these innovations
and achievements offer a vivid snapshot of the school’s competitiveness, creativity and vitality.
According to an ancient Chinese saying, “One should stay
vigilant in times of smooth sailing in order to be ready forpotential danger.” While taking pride in our achievements,
we should be alert to the risks and challenges in store not
only for CEIBS, but also for the global education sector.
Much work lies ahead to achieve the United Nations’ sustainable development goal of quality education for all. Nevertheless, we see education as a beacon of hope and we should
pool our strengths to drive the education sector forward.
Education aims to cast the light of knowledge all over theworld, to bring warmth to people in the remotest corners of
the earth, and to offer everyone the freedom and resources topursue their dreams.

CEIBS President Wang Hong		

CEIBS President (European) Dipak Jain

CEIBS Vice President and Dean Ding Yuan		 CEIBS Vice President and Co-Dean Zhang Weijiong

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FROM THE PRESIDENTS

08

Facts and Figures: CEIBS Faculty and Research 2021

80+
10+

CEIBS boasts morethan 80 full-time
faculty members, with
30% being female and
60% foreign

4

This year, CEIBS faculty havepublished the 2021 CEIBS Corporate Social Responsibility White
Paper, 2020 CMO Survey Report in
China, 2021 China Business Survey
and 2021 CEIBS Innovation Survey

CEIBS faculty comefrom more than 10
countries and regions
around the world
CEIBS hasestablished

CSR/ Sustainability

10

So far this year, ten new members have joined
the CEIBS faculty team: Eric Bouteiller, Cheng
Lin, Du Fei, Venkat Peddireddy, Wang
Renxuan, Wang Yajin, Yang Wei, Zhang
Lingling, Zhao Hao and Yuan Jiang

10

A historic high of ten CEIBS
faculty members madeElsevier’s list of the Highly
Cited Chinese Researchers
this year

In the first half of2021, CEIBS faculty
produced 50+ books,
cases and papers

TheLINK Volume 2, 2021

50+

4China andthe Worldinterdisciplinary
research areas

Management in the
Digital Era

Service
Excellence

1,000+The Global Platform of China
Cases now houses more than
1,000 China-themed cases

CEIBS (Switzerland)
Doctor of Business Administration(DBA) Programme
The path you have followed has been beset with obstacles,
But, perseverance has brought you to where you are today;
Trials and tribulations have been deeply etched in your mind,
And words have spurred you on;
Without time to reflect on your successes and failures,
You wouldn’t be inspired by the distant call to action;
Without bringing your creativity into full play,
You wouldn’t be able to pick up on future trends.
Now is the time to:Return to academic life after carving a niche for yourself,
And apply yourself to exploring the nature of business;
Blaze a path to change with a discerning and critical eye,And look ahead to future business trends,
With the wellbeing of people worldwide in your mind.
We look forward to seeing you at CEIBS.
Let go of the past…

…and aim aboveand beyond business success.
Contact Us
Tel: +86 21-2890 5556
Email: dba@ceibs.edu

Scan for more details

cover story

10

Going Green

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cover story

C

limate change is both
the defining issue of ourtimes and a challengethat will require the combined efforts of everyone – governments, businesses and individuals –to overcome. As a recent report by theIntergovernmental Panel on Climate
Change (IPCC) has highlighted, there
is now a great sense of urgency surrounding issues related to climate andthe environment and an even greaterneed to develop sustainable solutions.

11by 2060. The EU has also reaffirmed
its plan to reduce emissions by 55%
compared with 1990 levels by 2030
and reach net zero emissions by 2050.
Meanwhile, the return of the UnitedStates to the Paris Climate Agreement
has given rise to optimism that global
cooperation in tackling climate issues
is possible.

Leaders from around the world haveechoed this sentiment by calling on
countries to increase their climate
ambition and take concrete actions to
help developing countries strengthen
their capacity and resilience against
climate change.

In November, Glasgow, Scotland will
host the 2021 United Nations Climate
Change Conference (COP26). This
year’s conference has been describedas the most important one in theevent’s history. COP26 will addressa range of topics related to sustainability, regulation, financing and innovation – issues that are of great
relevance not only to the environment,
but also to how we conduct business.

This year, China announced a new‘dual carbon goal’ to reach peak carbon emissions by 2030 and net zeroAt CEIBS, we are again hosting the
CEIBS Insights Europe Forum Series
this year on the theme of sustain-

ability and carbon neutrality. This is
an opportunity to come together anddiscuss how entrepreneurs and businesses can step up and play a leadingrole in improving our environmentand our world.
In this issue of TheCEIBSLink,
CEIBS professors discuss a rangeof topics, including carbon trading,green finance and how corporate-startup partnerships can aid in the pursuitof the UN’s sustainable development
goals (SDGs). In addition to the insights they offer, we hope their writing will serve as a reminder that it isimperative for all of us to “seize themoment” and work together towards
greater sustainability and a greener
economy.

Zhang Shuang Do carbon credits spell new opportunity for emissions producers?
Oliver Rui What can green finance do in the age of carbon neutrality?
Sheng Songcheng Green finance is important for the development of Shanghai as an international financial centre
Wang Qi Is the water used to make a pair of jeans enough to drink for ten years?
He Jinyu From low desire to lying flat, do you really understand the youth of today?
Shameen Prashantham Corporation-start-up partnerships offer fertile ground for SDG action

theLINK Volume 2, 2021

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12

Do carbon credits spell newopportunity for emissions
producers?
By Douglas Almond and Shuang ZhangFor many enterprises, thethreat of carbon emissions
has not always been apparent. As such, they rarely
have the incentive to act to reduce
emissions.
As part of China’s national carbon emissions trading scheme, large carbon emitters are assigned an emissions limit. If a
company’s actual emissions fall below
the permitted level, their saved credits
become assets and can be used to generate revenue via the trading scheme.
Last year, China announced it would
reach peak carbon emissions by 2030
and become carbon neutral by 2060. A
trading scheme is a sensible approach,as it will give companies greater incentive to participate if they can benefit
financially from it.
Of course, it is a tremendous challenge
to include companies in this scheme.
Nevertheless, China’s willingness totake positive measures sends a clear
message about its commitment to theenvironment.
theLINK Volume 2, 2021

China’s carbon emissions trading
scheme is the result of long-term planning and development. Here are someof the key dates and steps taken:
2010: China initiated the carbon emissions trading scheme programme.
2013: Shenzhen, Shanghai and Beijing
were included as pilot cities.
2014: Chongqing, Guangdong, Hubei
and Tianjin were included in the pilot.
2016: The second pilot phase began in
July 2016 in the locations listed above.
During the first pilot phase (2014–2016), the inclusion (or exclusion) of
an area in the pilot scheme had little effect on its atmospheric visibility. However, starting from the second phase(post-2016), a greater improvement in
atmospheric visibility was observed in
the pilot areas compared to that in nonpilot areas.
In Guangdong, for example, the pilot
covered four industries: coal-fired

power plants, petrochemicals plants,
steelworks and cement plants. Enterprises in these industries emitted over
20,000 metric tons of CO2 annually between 2020 and 2012. Prior to adopting
the carbon emissions trading scheme,
the atmospheric visibility in the areas
surrounding regulated companies was
similar to those areas with unregulated
enterprises. In the first pilot phase, theatmospheric visibility was about thesame between the two groups; however, in the second phase, the atmospheric visibility in areas surrounding
regulated enterprises improved by approximately 4%.
The difficulty of scaling such a scheme
up is enormous. For one, the pilot areas used are relatively more developed
than other parts of China. In addition,
since most of the big emitters in China
are state-owned enterprises with relatively low levels of marketization, it
remains a challenge for them to participate in market-based carbon emissions
trading. In the future, it is predictedthat less market-oriented areas will
require more time for inclusion in thecover story

13

The launch of a national carbon emissions
trading scheme is an important step forward,
but there is still a long way to go with enormous
challenges ahead.

emissions trading scheme.
In short, the launch of a national carbon emissions trading scheme is an
important step forward, but there is
still a long way to go with enormous
challenges ahead.
It is essential to include state powercompanies in the national carbon emission trading scheme. Because electricity consumption and carbon emissions
are somewhat positively correlated (thecarbon emissions of e-commerce companies, for example, are primarily contributed by data centres housing highenergy-consuming computers), major
electricity consumers should also be
included in the future.
In addition, more supporting measures
must be put in place. For example,
China currently places strict controlson the price of electricity. Once powercompanies are included in carbon
trading, they will be compelled to use
cleaner energy for power generation,
inevitably leading to higher unit costs.
However, if electricity pricing regula-tion is not relaxed, power companies
will be less profitable and therefore
have no incentive to reduce emissions.
Therefore, to promote the implementation of a carbon trading scheme, it isnecessary to put electricity price reformon the agenda and ensure that electricity prices are driven by the market.

Shuang Zhang
CEIBS Professor of Economics

Finally, for those companies includedin the national carbon trading scheme,
it is important to embrace change andadjust existing perceptions of costs. In
the past, companies were more concerned about their own costs and lessso about pollution and other social
costs. In the future, companies needto take full consideration of both andactively make use of this opportunity
to promote the transformation of theirbusiness model and better respond to
this grand challenge.

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14

What can green finance do in
the age of carbon neutrality?
By Oliver Rui

Green finance refers tofinancing and investment
activities that benefit theenvironment and further
sustainable development. These benefits include the reduction of air, waterand soil pollution, reduction of greenhouse gas emissions, more efficient useof resources and mitigation of climatechanges.

more favourable interest rates or on
more favourable terms compared tothose with negative environmental fallouts. In 2020, green loans amounted to
12 trillion RMB, accounting for nearly
7% of all green credit. These loans
mainly go into two major categories: 1)
transportation, warehousing and shipping, and 2) electricity, heating, gas,
and water production and supply.

Green finance facilitates a shifts towards a greener economy throughmarket-based financial incentives.
Financial institutions such as banks,
for example, can increase their financing capacities for green industries, andgovernment authorities can incorporate
more financial facilities for these industries into their policy-making. Greenfinance can be realised in the form ofvarious products such as green credit,
green bonds, green investment funds,
green insurance, green securities funds,
as well as carbon trading, carbon assets
and carbon derivatives.

Green Bonds

Green Credit

There are also dedicated private equity
and venture capital funds for green
industries and companies in the areaof equity financing. These funds differ
in that they offer not only funding forlisted companies in green and environ-

In China, green credit accounts forover 95% of all green financial products. These include loans issued toenvironmentally beneficial projects at
theLINK Volume 2, 2021

The funds collected as green bonds aremainly used to finance improvements
in energy conservation and emissions
reductions, green urbanisation, clean
energy, the circular economy, water
conservation, ecological farming andforestry, low-carbon industries andmore. The issuance of green corporate
bonds peaked in 2019, with a total of
350 bonds worth 300 billion RMB being issued.

Green Equity Financing

ment-friendly industries, but also services in operations management. They
generally have longer maturities andfocus more on long-term yields. They
also offer an effective alternative for
SMEs and start-ups which struggle toobtain loans from banks.

Carbon Trading
Carbon trading is a market-based
policy tool used to reduce greenhousegas emissions. Quotas are stipulated
for various industries and enterprisesthat are incorporated into the trading
system. These quotas can be granted
by governments or purchased throughauctions or through trading with othercompanies. Carbon trading allows
enterprises to offset part of their emissions with the amount of reduction
they have realised.
Carbon trading serves as an incentive
for new energy or non-fossil fuel sectors and a constraint on industries relying on fossil fuels. The combinationof these two forces helps to enable theimprovement of energy use efficiency
and to curb environmental pollution ina cost-effective manner.
It is forecasted that by the end of 2021

cover story

15

It could be possible to recreate traditional
financial services, replacing traditional
underlying assets with carbon, thereby bringing
an entire new segment into being.

the total trading volume on the carbon
trading market this year will be 250
million tonnes worth 6 billion RMB.
By 2030, when China is expected toreach its carbon peak, the accumulated
carbon trading volume will likely be as
high as 100 billion RMB.
At present, most of the enterprises
involved in carbon trading are in theenergy industry. In the future, however,the carbon trading market will expand
to include other industries such as
petrochemicals, chemical engineering,building materials, steel and iron, pulp
and paper and civil aviation.

What kinds of carbon financing
products are there on the market?

possible to sell and repurchase carbon
assets, whereby quota holders can sell
their quotas and repurchase them laterat an agreed price in the future.
Carbon financing has significant implications for emissions-controlling enterprises. These innovations can lower
costs for emission-controlling enterprises, for example, through derivatives
trading, allowing them to lock in future
trading prices and spread the risk of
future price volatilities. Companies
can also earn interest by lending theircarbon assets to companies that requirethem to honour their contractual obligations. By issuing carbon bonds andOliver Rui
CEIBS Professor of Financeand Accounting

green bonds, companies can also enjoy
policy-based government subsidies,and by issuing carbon funds, they haveaccess to more financing options. Ultimately, as this is a brand new area, it
could be possible to recreate traditional
financial services, replacing traditional
underlying assets with carbon, thereby
bringing an entire new segment into
being.

Apart from carbon trading, there arevarious financial products with carbon
as their underlying asset available. For
example, it is now possible to borrow or lend carbon assets, whereby
borrowers borrow carbon assets andreturn both the assets and agreed yields
at a certain point in the future. There
are also carbon bonds and carbonbased ABS (asset-backed securities),
whereby issuers obtain financing fortheir carbon-related activities via debt
or ABS issuance. In addition, it is also
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16

Green finance is important for thedevelopment of Shanghai as aninternational financial centre
By Sheng SongchengAgainst the backdrop of
China’s aim to achievecarbon peaking by 2030
and carbon neutrality by
2060, green finance has evolved froma popular research field into a realproject with immediate impact. Greenfinance refers to the finance services
provided for economic activities that
support environmental improvement,
deal with climate change, and use resources in an economical and effective
way. Related activities include investing and financing, project operation
and risk management of projects inthe fields such as environmental protection, energy saving, clean energy,
green transport and green construction.
Green finance not only provides broadincremental markets for financial assets, but is also becoming a new direction for the development of Shanghai
as an international financial centre.

C o mm it t ed t o Developin g a
World-class Financial Centre
Guided by a philosophy of innova-

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tion, co-ordination, greenness, openness and sharing, seven provinces
and cities – including Shanghai– have kicked off trials of carbon
emissions trading. At the same time,
the Guangdong-Hong Kong-Macao
Greater Bay Area has also rolled out
green finance programmes. Goingforwards, Shanghai should look beyond regional development in orderto position itself as a world-classgreen finance centre. Moreover, thecity possesses numerous advantages
when it comes to developing as agreen finance centre.

The city has also made carbon reduction a priority in promoting an
all-round green economic and socialtransformation. Shanghai will continue to advance the transformationof energy, industry, transportation
and agriculture, strive to develop
low-carbon environmentally-friendly
industries, actively practice a green
low-carbon lifestyle, and make efforts to develop initiatives such as
the ecologically-friendly development of the Yangtze River Delta andShanghai Chongming World EcoIsland.

First, Shanghai has made remarkableachievements in green development.
In 2020, the city’s emissions of four
major pollutants, including chemical
oxygen demand, ammonia nitrogen,sulphur dioxide and nitrogen oxides,
dropped by 68.1%, 38.1%, 46.6% and28.2%, respectively – all exceeding
emissions reduction goals set by thegovernment.

Third, Shanghai boasts a range offinancial resources which can drive
business innovation, such as the development of futures and securities
based on green finance assets. The
connectivity between major financial
centres including Shanghai, Hong
Kong and London is another advantage. More importantly, Shanghai’sfinancial district can serve as a conduit for China’s carbon trading withthe outside world.

Second, Shanghai has now accelerated high-quality development with
an emphasis on the environment.

Recommendations for Develop-cover story

17

Green finance not only provides broadincremental markets for financial assets, but isalso becoming a new direction for thedevelopment of Shanghai as an international
financial centre.

ing an International Green Finance Centre
First, improve green finance policies,
take part in working out international
standards and mutually-recognised
criteria and definitions for green industries and assets.
Second, expand green finance products and services, accelerate theconstruction of green finance producttrading platforms, and explore connections with carbon trading. Shanghai
should play an active role in building

China’s carbon financial system.

Sheng Songcheng

Third, improve the construction of
infrastructure (such as data) and enhance information disclosure to avoid
green financial arbitrage. Set up agreen finance database, strengthen
green data collection and application,and improve data certification, ratings,
and monitoring processes as well as
information disclosing mechanisms.

CEIBS Adjunct Professor of
Economics and FinanceAnd, fourth, enhance cross-bordercollaborations in green finance. On
one hand, introduce global funds andoverseas investors in green financeinvesting or financing; on the other
hand, fully tap the sustainable development needs of countries along theBelt and Road and enrich basic assetsof green finance.

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cover story

18

Is the water used to make apair of jeans enough to drink
for ten years?
By Wang Qi

How bad is the environmental impact of the fashion industry?
Carbon emissions

Water pollution

Microplastics

Waste

Carbon emissions from thefashion industry accountfor 10% of that of all industries and almost 70% of
apparel are made from synthetic fibre produced using
non-renewable energy. In
light of the current growthrate, by 2050, the fashionindustry may contribute25-30% of the world’s total
carbon emissions.

The fashion industry is
the second largest industry in terms of water
consumption. The water needed to produce
a white cotton shirt isenough for one person todrink eight cups of water
per day for 3.5 years,
while the water used to
produce a pair of jeans
would last for ten years.

Apparels made of synthetic fibre make up 35%of the microplastic pollution in the world. Manymaterials used by the
fashion industry are notbiodegradable. If they are
dumped into ocean, they
will not decompose andwill instead be consumed
by marine life.

The waste generated annually by the global textile and fashion industry
amounts to 92 million
tonnes. With current
technologies, we canonly recycle 20-25% ofthat waste.

S

A sustainable fashion movement

ustainable fashion is amovement and process offostering change in the
fashion industry towards
greater ecological integrity and social
justice. Sustainable fashion involves
addressing the industry’s severe pollution problem and dealing with interdependent social, cultural, ecological,
and financial systems.

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1) Changes in consumer
perceptions
Brands perceive that when a consumer
buys clothes, they own the clothes.
Can consumers break away from thatperception, and see themselves as users (instead of owners) and share usedclothes with others?

2) Innovation in business models
Brands should break through existing
relationships with consumers. For example:
Circular fashion model
Although there are already a few very
creative re-engineered brands, it is far

cover story

19

Sustainable fashion involves addressing theindustry’s severe pollution problem and dealing
with interdependent social, cultural, ecological,
and financial systems.

from enough. Only when more players
on the chain of sorting, classification,cleaning and re-engineering enter the
picture will we be able to realize a sustainable and circular chain.

Wang Qi
CEIBS Professor of Marketing

Leasing model
There are now platforms experimenting with leasing or pre-ordering models
where consumers make monthly payments, are able to get new arrivals eachmonth and then return their clothes tothe platform after wearing them.
Sharing modelCan businesses provide a sharing platform where people can share clothes?
Would consumers be willing to try on
shared clothes? If the design is attractive, it might be possible.

3) Innovation in technology
In terms of technology, there are already a few signs of progress. However, the links in the technology are very
disconnected and we need to put all the
related parties together to enhance cooperation and information sharing andspeed up the sustainable developmentof the fashion industry.

4) Policy innovation
Finance and investment policies
In some countries, there are now financial organisations that provide green
loans for businesses. These organisations sign contracts with businesses,
including a standard for annual carbon
emissions and recycled materials, in exchange for low-interest or zero-interest
loans. If companies do not meet thesestandards, their interest will go up.
Fiscal policies
Some governments are now promoting green or balanced fiscal policies. In
addition to taxes levied for the use ofnatural resources, pollution discharged
and exhaust emissions, governments

should provide policies favourable tobusinesses specialising in recycling,cleaning, maintenance, and reproduction of used clothes.
Laws and regulations
China has already adopted a classification method to deal with recycled waste,
but it is short of the unified standards
needed to identify what should be recycled and how it should be recycled.
Green standards and certification
China is now setting standards forcertification for which national-levelstandards are needed. This will allow
consumers to tell if the clothes they
have bought are recyclable and what
the recyclable components are.
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cover story

20

From low desire to lying flat,
do you really understand theyouth of today?
By He Jinyu

Low desire does not mean nodesireIn his book How to Ignite the Low
Desire Society, well-known Japanese

for a goal gives people a sense of fulfilment; but during low-growth periods,
people tend to slow their pace and enjoy life’s simpler pleasures.

scholar Kenichi Ohmae coined the concept of a ‘low desire society’ characterised by population decline, a superaged society, and an increased numberof youngsters abandoning enterpriseand desire.

Last but not least, low desire does notmean no desire, but refers to a shift indesire from a material dimension to a
spiritual level, which also brings about
the re-adjustment of industries such as
the thriving of the culture industry.

Many people are now worried that low
desire may have a negative impact onsocial progress and economic development. However, in my opinion:‘Uprooting’ replaces ‘planting’Firstly, the phenomenon reflects diversity in values. Youngsters are nolonger only chasing ‘cakes and ale’
but are instead now able to adopt themost suitable path and lifestyles forthemselves. People are consuming
more rationally, and society is becoming more mature.
Secondly, major sources of happinessvary between time periods. In a society
where the economy is soaring, striving
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The emergence of the low desire
phenomenon can be attributed to twocauses; namely ‘passive austerity’ and‘active awakening.’ Under passive austerity, due to life pressures and worry
about the future, people seek to meet
only their basic needs; by contrast,
those experiencing active awakening
have accumulated more wealth and enjoy more creature comforts, but choose
to abandon consumption culture andturn to lead a life of simplicity withspiritual enrichment. ‘Planting’ (the desire to consume products and services)
can no longer fulfil today’s young con-sumers’ needs and ‘uprooting’ (curbing the desire to consume) is indeed
emerging.
On the Chinese social networking website Douban, a ‘minimalist
life’ group has attracted more than
300,000 members, nearly 250,000
people have joined a group of ‘consumption culture betrayers,’ nearly
100,000 people are following a ‘low
consumption research institute’group,’ and more than 150,000 belong to a ‘If we could be happy without consumption’ group.

Finding life balance via danshari
Japanese management consultant Shin
Katazukejutsu advocates the conceptof ‘danshari’ or abandoning things unnecessary, unsuitable or outdated andcutting off one’s attachment to them.
In terms of the macroeconomy, danshari can help reduce overproduction andwasted resources, and help advancethe carbon neutral agenda and enhancesustainability of the environment.

cover story

21

Ultimately, in different cultures and societies,
people find different ways to obtain satisfaction
and happiness. A mature society can tolerate
diverse views and provide space for people withdifferent values.

From a micro perspective, danshariencourages people to reflect on what ismore valuable in their lives, cut downon blind consumption and rid themselves of obsessiveness so as to achievebalance in life.
At the same time, the core of danshari involves reviewing our inner
desires and examining the boundaryline between needs and wants. In thisrespect, danshari is needed in any society at any time.

Lying back is a kind of reflection
Many people associate ‘low desire’ ofyoungsters with the recent buzz word‘tangping’ (or ‘lying flat’). Lying flat
does tell of youngsters’ sense of powerlessness which needs to be taken
seriously; but it also represents a kindof reflection. If danshari involves finding a balancing point in consumption,then lying flat is a reminder to people
to not overwork themselves and to try
to strike a work-life balance.

He Jinyu
CEIBS Professor of Strategy

Ultimately, in different cultures andsocieties, people find different ways
to obtain satisfaction and happiness.
A mature society can tolerate diverse
views and provide space for people
with different values.

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cover story

22

Corporation-start-up
partnerships offer fertile
ground for SDG action
By Shameen PrashanthamT

he United Nations’ 17
Sustainable Development
Goals (SDGs) represent
a roadmap to creating asignificantly better, safer, healthier andfairer world – all before the arrival of2030. However, as plenty of observers
have noted, these goals are so wideranging and the associated problems
they aim to tackle so enormous, thatthey are entirely beyond the capacityof any single company, governmentor sector to solve. As such, achieving
them will take a massive, combined
effort, calling on the resources, skills
and knowledge of every kind of actor
working in concert to maximise thelikelihood of success. Indeed, SDG
number 17 itself is all about building“strong global partnerships and cooperation.”
In my new book Gorillas Can Dance:
Lessons from Microsoft and Other Corporations on Partnering with Start-ups,

I discuss what happens when start-ups
combine their efforts (or “go dancing”)
with larger corporations (“gorillas”).
Many of the examples I share in my
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book describe what happens when forprofit partners come together to capitalise on opportunities for joint value
creation. However, as we are now
seeing, these partnerships are also being formed in pursuit of various social
causes, including the SDGs.

Choosing the right words matters
One way in which companies are
helping to focus the minds of participants on the nature of the social impact they want to achieve is throughincreasingly common references to
the SDGs in descriptions of theircorporate social responsibility (CSR)
activities. By reinforcing a common
vocabulary around social impact, governments, organisations and individuals are now thinking more carefully
about precisely which SDGs they wish
to support, and how their actions willfurther these goals.
Moreover, by moving the CSR discussion away from traditionally vague
notions of “good corporate citizenship”
and towards more targeted plans to

support the internationally recognised
SDGs, corporations are not only becoming more effective in their CSR
efforts, they’re also more likely to spot
viable openings for collaborating withstart-ups whose vision for delivering
positive social impact aligns with theirown.

Partnering can be difficult, but
not impossible
Forming partnerships between dissimilar organisations (such as corporations
and start-ups) can be rewarding, but
it can also be challenging. Dissimilar
partners may, for example, have different goals, structures or attention that
impede their ability to work together
effectively. In addressing the challenges brought about by these differences,
my research has uncovered a threestage process large organisations canfollow in order to make it easier forsmaller ones to partner with them (what
I call the ‘synergy-interface-exemplar’framework). Specifically, they shouldseek to clarify synergies, create interfaces and cultivate exemplars.

cover story

23

Numerous examples of such partnerships
achieved during the pandemic demonstrate theeffectiveness of large organisations and start-ups
pooling their resources to create social impact
quickly but effectively, unlocking new sources ofvalue along the way.

When it comes to the SDGs, partnering actors should generally pursue asocietal synergy, using an inclusive
interface that can generate hybrid
exemplars. Let’s explore this in moredetail:and access to networks for resources.
Finally, a hybrid exemplar is a successstory that is defined in both social andeconomic terms. Although NGOs andcharities play a key role in promoting
the SDGs, the likelihood of scalable
solutions emerging is greater whenfor-profit businesses are involved. It istherefore imperative to showcase theprofitability (as well as the social impact) of a given venture in order to attract for-profit organisations that havevaluable resources which can be directed towards the pursuit of the SDGs.

Shameen Prashantham
CEIBS Professor of International
Business and Strategy

First, a societal synergy is a win-win
outcome defined not only in economic
terms but also in terms of social impact. We see this in initiatives such as
Microsoft4Afrika, for example, whichhelps African start-ups develop digitalskills (social value), while creating amarket for Microsoft’s software (economic benefit).

Dancing along the road to 2030

ups pooling their resources to createsocial impact quickly but effectively,
unlocking new sources of value along
the way.

Second, inclusive interfaces take on avariety of forms to encourage the inclusion of underrepresented groups insociety. One such example is that of the
Shell Foundation-sponsored Powered
Accelerator in Mumbai. In partnershipwith the UK Government’s Department
for International Development (DFID)
and Zone Start-ups, the initiative seeks
to support women-led start-ups (a frequently under-represented group) in
India through seed funding, mentoring

The COVID-19 pandemic has served toheighten a sense of social responsibility amongst leaders of both corporations
and start-ups. It has also underlined theurgent need for realising the untapped
potential for non-traditional allies towork together in cases where there is aclear overlap of organisational purposeand mind-sets. Numerous examples ofsuch partnerships achieved during the
pandemic demonstrate the effectiveness of large organisations and start-

As the global response to COVID-19
has demonstrated, economic and social
activity are inextricably intertwined. It
has also shown that how the for-profit
and non-profit worlds intersect could
be one of the keys to unlocking the
SDGs. Ultimately, as we emerge fromthe pandemic and look ahead to 2030,
socially-minded corporations will need
all the ingenuity and creativity they
can harness from start-ups as the latterlearn to dance with gorillas.
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FEATURED NEWS24

It’s official! CEIBS (Switzerland)
launches DBA programmeIn April, the CEIBS (Switzerland)

nomic progress, offering five degree

Hwang Yuh-Chang then expoundedtion (DBA) Programme held its‘China Depth, Global Breadth’. The

features. The rigorous curriculum has

Doctor of Business Administrafirst information session at theschool’s Shanghai campus, officiallylaunching this highly-anticipated Chi-nese-language programme.

The event was attended by CEIBS Vice

President and Dean Ding Yuan, DBA
Programme Academic Director Hwang
Yuh-Chang, and Associate Dean (Eu-rope) and HEMBA Programme Co-Director Katherine Xin, who introduced

the different dimensions of the degree
programme.

In his speech, Prof. Ding noted thatover more than a quarter of a century,
CEIBS has kept pace with China’s ecoTheLINK Volume 2, 2021

programmes in line with its motto ofschool has invested significantly inbuilding a strong faculty team in recent

years, Prof. Ding continued, laying asolid foundation for the introduction ofa new programme. As a result, CEIBS(Switzerland) has been able to seize
the opportunity and leverage its many

resources in management education tolaunch the DBA programme. Alignedwith the school’s mission and vision,

this exciting initiative enables CEIBS
to honour its commitment to bridging

academic theory and business practice,and meet the learning needs of its students and alumni.

DBA Programme Academic Director

on the DBA’s curriculum design andsix core elements, including four foun-dation modules, six discipline modules,

ten elective modules, research practicums, applied research conferences, aswell as overseas research immersion

modules. Prof. Hwang emphasised thesignificance of the thesis research stageof the programme, during which stu-

dents will be encouraged to engage in
intellectual exchange through appliedresearch conferences in their third andfourth years instead of working in silos.

Students can attend conferences basedon their research interests, learn about

thesis preparation and research topics
of fellow DBA students, and commu-

nicate with them to explore interesting

FEATURED NEWS25
and valuable research areas. This pro-gramme is a four-year, part-time,international organisations such as theideas and culminate in high-quality

gramme. In contrast with most Ph.D.

the UK, US and Switzerland, whichcess will help students refine researchtheses. The programme will also

support students in thesis writing byholding regular mentoring sessions andadopting multiple approaches such as

lectures and experiments for theory
illustration and application.

Associate Dean (Europe) and Professorof Management Katherine Xin thenintroduced the DBA’s admission pro-cess. Applicants are required to hold amaster’s degree or above and have atleast 12 years of experience as a senior
executive or significant policy-maker.

applied business research doctoral pro-

programmes, the DBA programme
places greater focus on practical is-sues and aims to inspire students tocontribute original business ideas that
may shape global business policies

will develop their real situation research capabilities and show them howevidence-based research generates insights and influences decision-making.

and landscape. Packed with diverse

The DBA Programme will not only

research, the programme is committed

also invite CEIBS distinguished pro-modules and rigorous practice-based

to instilling in business leaders thespirit of lean innovation, so that they
can play a role in driving business andsocial progress through evidence-based
decision-making.

Applicants will also have to pass aStudents will take courses in the firstand interview before being admitted.

third and fourth years. The programme

pre-registration, formal application,

WTO, and prestigious universities in

two years, and work on a thesis in theassign students with mentors, but will

fessors, industry leaders, and eminent

scholars to share insights during Master Class sessions.

Contact Us
Tel: +86 21-2890 5556
Email: dba@ceibs.edu

consists of three overseas research im-

About CEIBS (Switzerland)
DBA Programmemersion modules that are more diversi-

The CEIBS (Switzerland) DBA Pro-

high-tech companies such as Google,

fied than typical company visits. These
modules will send students on trips toScan for more details

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FEATURED NEWS26

Meet Our New Faculty
We have already welcomed many new faces to our teaching and research team in 2021.
Meet some of the newest members of our faculty below!

ERIC BOUTEILLER

DU FEI

Eric Bouteiller is an AdjunctDu Fei is an Associate Profes-

CEIBS. He received his Ph.D. in

She received her Ph.D. from theProfessor of Management at

sor of Accounting at CEIBS.

Organisational Sociology from

University of Southern Califor-

the National Institute of Oriental

nia. Prof. Du believes that it isLanguages and Civilizations inFrance. Prof. Bouteiller previously

the people in organisations whomake good things happen andserved as Chairman of the Pharmaceutical Working Group

that effective control systems should nudge employees to

He also co-founded the French Healthcare Alliance forsearch focuses on how social preferences affect subjectiveof the European Union Chamber of Commerce in China.

China. His research mainly focuses on corporate strategy
and public policies for the pharmaceutical and healthcare

industries, cross-border investment and strategy, economic
development and Asian business.

act in ways aligned with organisational interests. Her reperformance evaluation, information sharing, and the formation of social ties.

VENKAT PEDDIREDDY
Venkat Peddireddy is an Assis-

CHENG LIN

tant Professor of Accounting at

Cheng Lin is an Associate Profes-

CEIBS. He received his Ph.D. in

sor of Accounting at CEIBS. He

Accounting from Columbia Uni-

received his Ph.D. in Accounting

versity, M.S. in Finance from& MIS from Ohio State Universi-

ty. Prior to joining CEIBS, Prof.

London Business School, MBA
in Operations and Finance fromCheng was a tenured Associate

the Indian Institute of Technology Madras and a bache-College of Management at the University of Arizona. Prof.

nological University. Prof. Peddireddy’s research aims toProfessor of Accounting at Eller

Cheng’s research focuses on corporate disclosure, debt
contracting, labour economics, and auditing. His papers
have been published in top-tier academic journals and hehas been invited to present his research at premier universities in Asia and around the world.

TheLINK Volume 2, 2021

lor’s degree in engineering from Jawaharlal Nehru Tech-

improve the decision usefulness of financial reports andcorporate disclosures. His current work focuses on improving empirical measures of earnings quality, systemicrisk in financial institutions, and excess executive compensation.

FEATURED NEWS27
WANG RENXUANZHAO HAO

Wang Renxuan is an Assistant Pro-

Zhao Hao is a Professor of

Wang earned his Ph.D. in Financeto joining CEIBS, he worked at

fessor of Finance at CEIBS. Prof.

Management at CEIBS. Priorat Columbia University. He has

Rensselaer Polytechnic Institute’s

also worked for asset management

Lally School of Management.

firms and hedge funds in the Neth-erlands and the US. Prof. Wang’sProf. Zhao received his Ph.D. in
Business Administration fromresearch focuses on understanding financial markets and he is

the University of Illinois at Chicago and M.A. in HRM

kets and the impact of climate change on financial assets.

factors that encourage people to become entrepreneurs andpassionate about the development of Chinese financial mar-from Renmin University of China. His research focuses on

succeed, leadership styles, recruitment and selection, ethics
and artificial intelligence.

WANG YAJIN
Yajin Wang is an Associate Professor of Marketing at CEIBS.

ZHANG LINGLING

Prior to joining CEIBS, she was a

Zhang Lingling is an Assis-of Maryland. Dr. Wang holds a

CEIBS. She was previously atant Professor of Marketing at

faculty member at the University

faculty member at the Robert H.

Ph.D. in Marketing from the Uni-

Smith School of Business, Uni-

versity of Minnesota and a B.A.

versity of Maryland. Prof. Zhang

in Journalism and Law & Sociology from Peking University. She specialises in branding strategy, luxury brands andcustomer insights and her research has been featured bymany international media outlets.

holds a DBA in Marketing from

Harvard, M.A. in Applied Statistics from the University ofMichigan, and M.S. and B.A. in Information Science from
Nanjing University. Her research focuses on platform competition, digital marketing and consumer insights.

YANG WEI
Yang Wei is an Assistant Profes-

sor of Management of CEIBS.

YUAN JIANG

She previously served on the

Yuan Jiang is an Associate Profes-sity. Dr. Yang received her Ph.D.

previously served as a member offaculty at George Mason Univerand M.A. from the University ofTexas at Austin, M.S. in Financefrom HKU and M.S. in Management from Peking Univer-sity. Her research focuses on corporate strategies in highsor of Management of CEIBS. He

the faculties at Harbin Institute ofTechnology, Shanghai Jiao Tong
University and Indiana-Purdue

University at Fort Wayne. His

tech settings, including these strategies are shaped by theirprimary areas of expertise include managing for knowl-

and the media.

cross-cultural and Chinese human resource management,interactions with rivals, external partners, users, investorsedge-intensive, collaborative teamwork and innovation,and managing for green behaviour and performance at work.

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FEATURED NEWS28

Faculty Honours and Awards
Our professors have given us a lot to be proud of in 2021! Read on to learn about some of theawards and honours CEIBS faculty have brought home this year.

CEIBS Team Big Winners in EFMD Case
ContestCharles Chen, Professor of Accounting Chen Shimin,
Vice President and Dean and Professor of Accounting

Ding Yuan, Professor of Management Tae-Yeol Kim,
Professor of Economics Bala Ramasamy, Professor ofManagement Katherine Xin, and Professor of Operations and Supply Chain Management Zhao Xiande.

prizes in the annual EFMD Case Writing Competition

CEIBS Professor Makes P&Q’s List ofBest 40-Under-40 in 2021

ior Case Researcher Liman Zhao, Professor Byron Lee

In May, CEIBS Assistant

Assistant Hellen Sun grabbed first place in the category

Behaviour Michelle Xue

A CEIBS team once again picked up one of the top

this past April. Professor Daniel Han Ming Chng, Senand Professor Peter Moran, together with and Researchof Responsible Leadership for their case, “Daddy Lab:A Chinese Social Enterprise’s Dilemma.” The case also

won the Best Case Award in the 2020 Global Contest for
the Best China-Focused Cases announced at the end of
March 2021.

Professor of Organisational

Zheng was named oneof the Best 40-Under-40

Business School Professors of 2021 by Poets &Quants. Selected scholars

are the world’s most tal-

ented young professors

Record Number of CEIBS Faculty on
Highly Cited Chinese Researchers List

currently teaching in MBA
programmes “in terms ofresearch prowess, teaching chops, and impact they haveon current students, former students, colleagues, busi-

ness education research, and society and the world ingeneral.” Prof. Zheng joined CEIBS in 2015 and teaches Organisational Behaviour, Leadership Journey, andA historic high ten CEIBS faculty members made thelist of the Highly Cited Chinese Researchers released byacademic publishing giant Elsevier in April, solidifying
the school’s reputation in the area of academic research.
Those selected included CEIBS Professor Emeritus

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Managerial Decision Making across Boundaries.

FEATURED NEWS29

Faculty Appointments
We have had a lot of big appointments to announce this year! Here are some of the latest
positions CEIBS faculty have taken on in 2021.

Professor Bala Ramasamy named
Global EMBA Director

Professor Frank Yu unveiled as
new Finance MBA Director

In February, Professor of Economics Bala

Professor of Finance Frank Yu was appointed

al EMBA programme. Prof. Ramasamy

in September. Prior to joining CEIBS, Prof.

Ramasamy was named Director of the Glob-

was already a very familiar face to GEMBA
students, where he has taught for more thana decade. His research focuses on Asian economies, FDI,CSR and international business strategy.

Professor David Erkens appointed Chairof the Department of Financeand Accounting
Professor of Accounting David Erkens

was appointed as Chair of the Department of Finance and Accounting in July.

Prof. Erkens’ research focuses on the de-sign, implementation and use of control
systems. He has also studied how firms
can use AI to control business processes.

Professor Jean Lee takes on roleas Associate Dean (Research)
Also in July, Professor of Management
Jean Lee was appointed as Associate

Dean (Research). Prof. Lee’s inter-

ests include corporate culture, womenin leadership, family business andcross-culture management. She is also a

two time recipient of the CEIBS Teaching Excellence Award.

as Director of the Finance MBA programme
Yu worked as an analyst with Barclays Global
Investors. His research focuses on empirical
corporate finance and behavioural finance.

Professor Zhao Xiande tapped as
new Associate Dean (Shenzhen)
At the beginning of October, Professor of Operations and Supply Chain Management Zhao
Xiande was selected as Associate Dean (Shenzhen Campus). Prof. Zhao’s research focuseson supply chain management and innovation,

network-based service and business model innovation and the use of big data.

Professor Sebastian Schuh picked as Chair of
the Department of Organisational Behaviourand Human Resource Management
Associate Professor of Organisational
Behaviour Sebastian Schuh was appointed Chair of the Department of Organisational Behaviour and Human Resource

Management as of October 1. His teach-ing and research focuses on how leaders
can create high performance work environments that promote employee motivation, identification and health.

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FEATURED NEWS30

CEIBS Faculty in the MediaIt has been a busy year for CEIBS faculty in the media. From the state of business school student
enrollment to the economic impact of the global pandemic and adapting to the digital age, here
is a round-up of some of the insightful comments they have shared so far.
on the stock market at a sustainable low cost, and helping them expand market share.”“Shanghai attaches great importance to talent intro-– CEIBS Honorary Professor Xu Xiaonian,
Xinhua News

duction, and recently has loosened the residence reg-

April

25

istration policies for fresh graduates from Shanghai

Jiao Tong University, Fudan University, Tongji Univer-sity and East China Normal University. Nevertheless,companies in Shanghai are still in need of outstanding

young people, and residence registration policies forcollege graduates could be further loosened.”– CEIBS President Wang Hong
Kankan News“In many cases, we have misunderstood or even abused[the concept of] platforms. As the 2020 epidemic ac-

celerates us into the digital age, we need to understandJanuary4

what platforms mean to us in the real sense of the digital context.”– CEIBS Associate Professor of Strategy
Chen Weiru, The Economic Observer

May

28

“China’s economy is a big ocean, and Chinese businessschools look forward to enrolling more students who
resonate with China’s economic development.”– CEIBS Vice President and Dean Ding Yuan,
Wen Hui Bao

June

21
“I don’t think Ant will be able to get a licence to do
credit ratings. As a result, they may be forced to share

their payment data with government agencies like Bai-

hang in order to continue lending […] and if they don’t“Innovation is divided into two types: one is to use new
products and new technologies to create markets; theother is to creatively use existing technologies to solve
the pain points of enterprises, making them competitive

TheLINK Volume 2, 2021

have their own credit rating system, they will lose theiradvantage in lending.”– CEIBS Professor of Finance and Account-ing Oliver Rui, Financial Times

April

12

FEATURED NEWS

31

“The PBOC will properly guide expectations on the“China’s domestic economic cycle will indeed bringby market supply and demand, as well as by changes inworthy is that the stock and increment from the inter-yuan, and the exchange rate will continue to be decided
global financial markets.”– CEIBS Adjunct Professor of Economics andFinance Sheng Songcheng, Bloomberg

about many opportunities for growth, but what is note-national economic cycle cannot be decreased. Without
the support from external cash flow, China will be faced

May

30

with great difficulty.”– CEIBS Vice President and Dean Ding Yuan,
The Economic Observer“An open and free economy is beneficial to China, but

July

9

a relatively closed economy could have its benefits, too“In the short term, Ant is likely to suffer from giving upof the ‘dual circulation’ policy. Until herd immunity isfrom having to invest in better technologies instead of– for example, strengthening the internal circulation
reached – and perhaps at a larger proportion – it will
be in the interest of China to keep its border closed.”– CEIBS Professor of Economics Bala

Ramasamy, South China Morning Post

June

3

“Even if [the producer price index] reverts back to being a leading indicator for [the consumer price index],

given the current CPI level, there is still a long way to
go before monetary policy would tighten.”– CEIBS Assistant Professor of Economics
Howei Wu, Bloomberg

its data advantage. But in the long term it could benefit
relying on the sheer amount of data it can collect.”– CEIBS Associate Professor of Finance

Viktar Fedaseyeu, Handelsblatt

September

14“China is simply too big and important in terms of its

market size and growth potential to ignore. From thisperspective, geopolitical ‘decoupling’ does not translate

into withdrawing from China. Rather, MNCs should

double down on their plans to tap into the growth potential of the Chinese domestic market.”

June

3

– CEIBS Professor of International Businessand Strategy Shameen Prashantham, Fortune

January

29

TheLINK Volume 2, 2021

FEATURED NEWS32

CEIBS 2022 recruitment season kicks off
The CEIBS 2022 recruitment seasons kicked off recently! Read on for some of the latest programme highlights and requirements to learn more about which one might be right for you.

Application Timeline
The CEIBS MBA has been ranked #10 globally for four

Round 1

secutive years by the Financial Times. Our full-time

Admission notification date: December 3, 2021

consecutive years and ranked #1 in Asia for five conprogramme imparts solid management knowledge andprovides flexible and customised curriculums to meet students’ personal interests and career goals.

Application Deadline: October 20, 2021

Round 2

Application Deadline: January 5, 2022

Admission notification date: February 25, 2022

The right programme for you, if you want todevelop both global and local business insights

improve your ability to deal with complicated problems and fast-paced changes and develop your leader-

Round 3

Application Deadline: March 16, 2022

Admission notification date: April 22, 2022

ship skills

Round 4rich entrepreneurship resources

Admission notification date: June 17, 2022

kick-start your start-up business idea with the help oftransition to a new industry or function or find new op-

Application Deadline: May 11, 2022

portunities to get over a career bottleneck
You are required to havea bachelor’s degree or abovefull-time work experience of two years or longer

a GMAT/GRE score or CEIBS Admission Test score
proficiency in English

TheLINK Volume 2, 2021

The CEIBS FMBA is tailored to the needs of middle-and-high-level managers from financial institutions and financial-related functions. This two-year part-time programme is
aimed at cultivating leaders with “financial depth” and “managerial breadth.” The programme is delivered in Chinese.

FEATURED NEWS33
The right programme for you, if you want tosolve problems at work, develop your abilities and be-

The CEIBS EMBA is a Chinese-language programme tai-experience personal development and gain new life ex-time programme is aimed at help students develop system-

come a stand-out talentperience

connect with like-minded and ambitious people to expand your network

You are required to havea bachelor’s degree or abovea minimum of five years of working experience with atleast two years in managerial positions

a full-time position in a financial institution or fi-nance-related function in another industry
Application Timeline
Round 1

Application Deadline: December 7, 2021
Written Exam: December 18, 2021
Interview: Mid-January 2022

Admission Notification Date: Late-January 2022

lored for entrepreneurs and executives. This two-year part-

atic business knowledge, strengthen their leadership skills
and cultivate their sense of social responsibility.

The right programme for you, if you want toacquire more management theory to put into practice

go beyond your local market and enter the larger arenaof the national market

strengthen your personal abilities to propel your company to new heights

You are required to havea bachelor’s degree or above

ten years of work experience with seven years in managerial positions

Admission Timeline
Spring 2022 Cohort

Round 2

Application Deadline

Written Exam: March 5, 2022

Round 2: March 15, 2022

Application Deadline: February 22, 2022
Interview: Late-March 2022

Admission Notification Date: Mid/Late-April 2022

Round 1: December 8, 2021

Autumn 2022 Cohort
Application Deadline

Round 3

Application Deadline: May 31, 2022
Written Exam: June 11, 2022

Round 1: June 15, 2022

Round 2: August 24, 2022

Interview: End of June 2022

Admission Notification Date: Early/Mid-July 2022

The CEIBS GEMBA is one of the top ranked EMBA programmes in the world. This English-language programme
combines cutting-edge ideas with local business practices

to help students systematically acquire business knowledge,

TheLINK Volume 2, 2021

FEATURED NEWS34
improve their strategic thinking and strengthen their leadership and management skills.

A joint programme offered by CEIBS and EHL, HEMBA is

The right programme for you, if you want todevoted to cultivating leading talent for the service sector.

improve your cross-cultural management skills to em-

ment courses and service upgrading courses using innova-

bark on a complete leadership journeydevelop into an accomplished business leader and pro-This Chinese-language programme integrates core managetive experiential teaching methods.

fessional manager to reach new heights in your career

The right programme for you, if you want toengage with a positive atmosphere and platform for life-

upgrade and transform your company’s services

and lifelong learning

You are required to havea bachelor’s degree or above

identify new growth opportunities

be a part of the new service economy
You are required to haveten years of work experiencea bachelor’s degree or above

a highly committed organisation that allows you two

seven years in managerial positions

seven years in managerial positions

working days off each month to attend classes
Admission Timeline
Round 1

Application Deadline: Mid-January 2022
Interview: Late-January

ten years of work experiencea highly committed organisation that allows you two
working days off each month to attend classes
Application Timeline
On-going throughout the year

Admission Notification Date: Early February
Round 2

Application Deadline: Early April 2022

The CEIBS (Switzerland) DBA was launched in 2021. The

Admission Notification Date: Late-April

and help business leaders develop original business ideas

Interview: Mid-April

Round 3

Application Deadline: Mid-June 2022
Interview: Late-June

Admission Notification Date: Early July

programme is designed to cultivate practice-oriented PhDs

to advance their chosen industry, China’s economy, and theglobal economic future.

The right programme for you, if you want tobecome an outstanding business leader and key policy-

Final

maker

Interview: Mid-September

employ evidence-based decision making to drive busi-

Application Deadline: Early September 2022
Admission Notification Date: Late-September

TheLINK Volume 2, 2021

engage in practice-oriented business studies
ness progress and social development

FEATURED NEWS35
You are required to have

CVCC is designed for leaders from VC institutions includ-a postgraduate degree or above

office, large-scale asset management firms, and financial

more than 12 years of work experience in senior executive positions or key decision-making roles
Application Timeline
On-going throughout the year

ing FOFs, angel investors, PE, strategic investors, family
exchanges in China and abroad.

The right programme for you, if you want to•••take your business from 1 to N

reshape your industry and create value through entrepreneurshippush the boundaries of entrepreneurship
You are required to

Drawing on a wealth of executive education experience,

CELC

in China and the Asia-Pacific region and has served overown a start-up seeking series A or later rounds of fund-

CEIBS provides world-class EE courses for enterprises
13,000 organisations and nearly 200,000 professionals.

be a founder, majority shareholder or CEOing

The right programme for you, if you want to

CVCC

cultivate future leaders for your company

firm

improve the leadership, negotiation, decision-making,organisational and operational management, marketing,finance and accounting skills of your companies executives

Application Timeline

be a senior investor at partner level or higher at a VC
be a director or higher at a FOF, family office, largescale asset management, or financial exchange company
Application Timeline
On-going throughout the year

On-going throughout the year
Contact Us to Learn More about Our Programmes
Admissions Hotline: +86 21 2890 5588

Email: info@ceibs.edu

The CELC is dedicated to identifying the most promisinglocal entrepreneurs, helping them develop a global visionand create an innovative ecosystem by providing them withthe best entrepreneurial guidance.

Scan to make an enquiry

TheLINK Volume 2, 2021

ALUMNI STORIES

36

Following in my daughter’sfootsteps all the way to CEIBS
By May Ji

I

n 1994, Wang Baozhong em-

started Suzhou Leapmed Healthcare,neurship and started a companyof puncture needle holders for ul-barked on the road of entreprespecialising in the applicationof ultrasonic medical technology.
Wang Baozhong’s daughter, Wang

Qin, was only seven when he started

his business. As time went by, with
Wang Baozhong busy focusing on his
work, Wang Qin was busy growing up.
In 2010, she completed a trainee pro-gramme at a major European company.
However, with the ambition of building

a great national brand, she passed on ajob opportunity in Europe and insteadjoined her father’s company in China.

Working together, father and daughter
TheLINK Volume 2, 2021

focusing on the R&D and application

mean missing key opportunities and
impede future growth.

trasonic probes. As President, Wang

“During the first few years of our col-while his daughter is responsible forwith each other,” Wang Qin recalls.

Baozhong oversees product and R&D,

commercial and marketing functions.
Some friction between the two genera-

laboration, we were always disagreeing

tions – an old school SOE veteran andFollowing my daughter
back to school

and millennial – is inevitable, however.

In order to expand her horizons andconservatively, step-by-step, while

ment ideas, Wang Qin enrolled in the

Gen-Xer vs a fresh overseas graduate
The older generation tends to go more

the younger generation are more ad-venturers. Wang Baozhong is keen on
maintaining steady growth and mitigating risk. Wang Qin, on the other hand,holds that too much prudence could

learn about more advanced manageCEIBS EMBA programme in 2018.
Seeing how his daughter was benefitingfrom studying, Wang Baozhong real-ised his management knowledge could
no longer live up to managing a newALUMNI STORIES

37

generation of talent. As a result, hea mentor, guiding his daughter in thea shared vision to grow the company

to school as well.

fied to see his daughter growing into aequipment and to transform Leapmed

made up his mind and chose to go backIn 2020, at 56 years old, Wang Baozhong

healthcare industry. Now, he is grativeteran.

realised his dream andjoined the CEIBS Hospi-

tality EMBA (HEMBA)
programme. Upon receiving his admissions letter,all of the pressures ofthe entrance exam disap-“At that moment,
I was not a father,but my daughter’s
junior fellow
student.”

peared, leaving only the

excitement of being partof CEIBS and the prospect of absorbing
new knowledge.

One day, Wang Baozhong came acrosshis daughter on campus. They took aphoto together, just as schoolmates,

arm in arm, smiling. The photo is now
displayed in a special spot in his office.

“After class that day, we talked at

into a global leader in ultrasonography
into a flagship Chinese brand.

“I have switched my“We often experience happiness as aing down to someone

is my backing force. I can work withrole, from someone look-working side-by-side.
She’s my business part-ner. We fight together,”family, and I now realise that my father

him to strive for our shared dream withfull confidence,” Wang Qin says.

he says.

Finally, as a father, Wang Baozhong

More recently, the com-work-life balance and to remember thatpany has enjoyed a few remarkableachievements. Products such as inde-

tries to remind his daughter to strive for
one’s job is not all there is to life.

pendently developed puncture needle“If I were a time traveller, I’d reallocate

for example, have broken decades of

pursue my dream in starting a business.

holders and tumour biopsy needles,

monopolies by European and American
brands both in and outside of China.

The father and the daughter now havemy time. Part of it would be used toBut, the rest of the time, I’d spend timewith my family, especially on raising

my children, because it only happens
once in your life,” he says.

home, exploring how to be more innovative with our products and applications in order to stand out from ourcompetitors. At that moment, I was nota father, but my daughter’s junior fellow student,” Wang Baozhong recalls.

“When we were taking the photo, myclassmates asked me who the handsome
man was, and I replied, full of pride,‘That’s my dad!’,” Wang Qin says.

“She’s my business partner.
We fight together.”During the first five years of working

together, Wang Baozhong served as
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ALUMNI STORIES

38

The payment industry is a wide
racetrack, and we have ourrunning shoes laced up

How long has it been since you have used cash? In the blink of an eye,our payment method has been completely revolutionised. But, while

consumers are using Alipay and WeChat, who is operating merchants’
payment systems? And what will these systems look like in the future?

We talk with Huifu Payment Chairman and CEO Zhou Ye (EMBA
2000) about the story behind one of China’s leading business payment
service providers.

I

By Thalia Jiangn the foyer of Huifu Payment’s

the whole industry,” he says.

At that time, most tickets were sold by

giant screen displaying real-timeThough he wasn’t able to foresee thethe country, producing a cumbersome

businesses all over China. Looking at it,

Zhou Ye was already passionate about

Shanghai headquarters, there is aelectronic transaction data fromyou realise that the payment industry’s
rapid development over the past decade
has gone beyond anyone’s expectation.

In his early days working at China Un-

ionPay, now-Huifu Payment Chairman
and CEO Zhou Ye (EMBA 2000) keenly
observed that the internet would permeate every aspect of life.

“The payment industry is of no excep-

tion. Bank cards are not a one-size-fits-

all solution, but we need one solution for
TheLINK Volume 2, 2021

future of the payment industry back then,thousands of agents scattered aroundB2B2C transaction system.

it. In 2006, when the internet was just

Huifu’s SaaS (Software as a Service)colleagues at China UnionPay started

ti-level agent sales, solved payment

expanding in China, Zhou and 30 of his
Huifu Payment with the goal of making
payment more efficient and innovative.

Flight tickets and thepayment revolution
The first project the newly born company

took on was to reform the payment system for China’s airline industry. Back in
2006, airlines still issued paper tickets.

solution freed the industry from mul-settlement issues, drove the overall

digitalisation of airline companies and,ultimately, enabled the direct sale of electronic tickets.

“We set a precedent back then, because
most internet companies were focusedon burning cash to offer customers massive subsidies, but our approach was

actually lucrative in the B2B industry,”

ALUMNI STORIES

39
Zhou Ye says.

care, and cross-border e-commerce.

“I’ve been living in the red ocean everIn 2019, the Chinese airline industry

These days, even in the most remote ar-

Zhou Ye says of the level of competi-

year-on-year increase of 7.9%). By somestores and restaurants. Huifu has made it

transported 660 million passengers (apredictions, it is likely to become thelargest civil aviation market in the world

by 2025, with 80% of the transaction
volume being covered by Huifu.

Connecting payment todifferent scenarios
Today, every aspect of life has been digitalised in real time. Behind the conven-ience we enjoy are solutions created by
SaaS companies for every industry.

“The form of service nowadays is not justan interface, terminal or solution, but an
open API embedded into different types
of SaaS facilitating different functions ineas, payment QR codes can be found inpossible for small and micro-businesses
located anywhere to open an account andleverage its payment and digital services.

since entering the payment industry,”

tiveness he sees. Moreover, he adds that,in order to compete, companies need toinnovate to improve customer experienceand expand their customer base.

Moreover, data shows there are now overIn 2020, COVID-19 caused significant

and Zhou Ye is convinced that with digi-time, Zhou Ye points out that cross-border

80 million of these businesses in China,talisation, they can own offer more intel-

ligent and thoughtful services, like thosedamage to the airline industry. At the samebusinesses increased rapidly.

offered by coffee shops in big cities.

“China produces almost all of the“Due to the pandemic, the demand forworld. Many people around the world

digitalisation and customisation has
poured in, just like a tsunami. A lot this isfrom small and micro-businesses,” Zhou
Ye said.

masks and protective gowns for thealso purchased pets while working

from home or during quarantine andmany related products are made in China,” he recalls.

The future of business isbased on digitalisation

Zhou Ye takes particular pride in Huifu

Indeed, the infrastructure tools provided

In addition to payment industry giants

forms. Looking back on the past two

can be assembled freely and linked to

B2B payment companies are now locked

different scenarios,” Zhou Ye says.

by Huifu resemble LEGO blocks, whichbank cards, electronic wallets, digitalcurrencies and bank apps via a single

Alipay and WeChat Pay, a whole range ofin fierce competition in China.

being a major service provider behind

China’s cross-border e-commerce platyears, he likens the payment industry toa wide racetrack, adding that, “We haveour running shoes laced up.”click.

In the B2B area, payment service pro-viders like Huifu have dramatically im-

proved the overall efficiency of various

industries. In labour-intensive industries
such as logistics and supply chains, forexample, Huifu has set up systems forthousands of couriers and companies toenhance their management capabilities

and effectiveness. Huifu has also expanded its business into industries suchas new retail, catering, education, health-

TheLINK Volume 2, 2021

ALUMNI STORIES

40

Switched on CEIBS
alum plans to brighten
Africa’s futureT

By Cameron Wilson

hink of sustainability, andconcepts such as education,

environmental protection,

make real and sustainable improvements
to the lives of those in rural Africa.

social responsibility, equal

The Winko Box is a package containing

poverty alleviation may come to mind.

subscription, a solar-powered charger

opportunity, mass communication andThen, imagine if one simple innovation

could simultaneously support all of theseaims where they are most needed – thisis exactly what a start-up co-founded

by a CEIBS alumni is on the way toachieving.

Winko Solar, launched in 2019 by
CEIBS MBA 2020’s Mathieu
Wing Hang Tse and his BelgianCongolese business partner

Akonkwa Mubagwa, arecurrently trialling their “Winko
Box” product in Togo. They

aim to expand their user base
to 1,000 by the end oft h i s y e a r,

to helpa smartphone with a mobile internet
which can provide power for charging

phones or other electronic devices, andfour bulbs for providing lighting at night.

The deceptively simple product allows

ordinary people in poor, agricultural areas
the chance to perform tasks which aretaken for granted in the developed world,such as sending emails or lighting theirhomes after dark. Thanks to relatively
good mobile coverage and a functional

online payment system in Togo, theWinko Box is connected to a solar panel

during the day to charge a battery inside.

Users make a small online payment andare given a code to allow it to be used fora period of time.

“The idea came from my classmate from
Congo who explained to me Africa has

a lot of issues with unreliable electricity,or just no access electricity at all,”Mathieu explains, adding, “We saw a lotof potential, so we looked at our African
network and China’s world-leading rolein solar energy and decided to bring thesetogether.”
TheLINK Volume 2, 2021

ALUMNI STORIES

41“A sustainability mind-set isnecessary from the beginningand we need to present thisto institutions and partners
to combat climate change,
as a fundamental change isneeded.”With an estimated 90% of users inTogo having no access to any banking

facilities, online payment infrastructureis crucial, and by providing users withnot only a phone but a data plan, theWinko Box helps support basic economic

Winko Solar Co-founder and CEIBS MBA 2020 alum Mathieu Wing Hang Tse and CEIBS MBA
Director and Professor of International Business and Strategy Shameen Prashantham“Users can send 500MB a month of data.

The system also improves children’s

Furthermore, Mathieu says he believes

WhatsApp, and a lot of our customers

for them to read in the evenings, and achallenge perceptions that climate change

activity.

That’s enough for around 400 photos on
are traders who use this software to send

pictures of their products to interested
buyers,” Mathieu says.

There is also a need for longer-term
solutions to providing Africans withelectricity as some 600 million people
on the continent are not connected to thegrid, and by 2030 this figure will only
have reduced by a third.

“In Anglophone Africa it’s a bit moreadvanced and solar power is in place inmany areas, but in places like Togo ineducation prospects by providing lightdata plan which allows e-books and otherteaching materials to be downloaded.

There are also environmental benefits.

For example, kerosene, which is used topresent this to institutions and partners to

Mathieu says Winko’s ultimate goal is toprovide an integrated hardware solution

month,” Mathieu explains.

from the beginning and we need tocombat climate change, as a fundamental
change is needed,” he says.

which works on a sustainable basis to“Personally, I grew up in a poor partcomplementary levels.

classmates growing up in slums andsupport local communities on several

growth, cost optimisation and so on,competitive price, less than $10 USD per

which benefit all.

hazard.

Burkina Faso and Niger it’s as low asa home system and data plan at aabout where improvements can be made“A sustainability mind-set is necessary

causes pollution and is a potential fire

“Previous generations of managers

25% – so our unique point is providing

is not a critical issue and educate otherpower generators in many parts of Africa,

French-speaking Africa, only 30% of
people have access to electricity, and inthat companies such as Winko need towere more concerned about profit,
but now they’re more entrepreneurial

and are concerned about a wider rangeof things, including the climate issue,”of South America and saw a lot of mylosing out on opportunities because they
didn’t have access to the internet or

electricity – this is what motivates me.
I really feel our mission is to be a social
impact start-up and be aligned with the
UN SDGs,” he adds.

he says.

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CEIBS SURVEYS AND REPORTS

42

CEIBS Surveys and Reports
01

CEIBS 2021 Innovation Survey

Focus on competition driving innovation in China
Intense competition and the desire to gain first mover advantage are amongst the most importantreasons companies need to innovate, according to the CEIBS 2021 Innovation Survey.

If you want to survive in China you need to innovate. You can’t stop. Otherwise yourcompetitors will eat your market and you will have a slow death,” CEIBS Professor Juan
Fernandez says.

The survey collected feedback from 950 respondents (95% of whom worked for China-based

companies) and was co-authored by Prof. Fernandez along with CEIBS Professors Emily Davidand Sophie Chen and University of Zaragoza’s Maria J. Puyuelo.

We really wanted to use the survey to get a better understanding of how those operating in
China and elsewhere view innovation and what companies are currently doing to help foster
innovative climates,” Prof. Chen explains.

Amongst other things, the survey dug into some important outcomes associated with innovation,such as the impact of innovation on employee attitudes and retention.

Our results show that higher levels of innovation significantly increase the likelihood that

employees will stay with their company. Thus, managers should work hard to foster innovation
as a way to retain talent,” Prof. David says.

Ultimately, promoting innovation is also something that has to be sustained. It is not a simple,
one-time act.

You can change your website. You can start selling online. These are relatively easy thing to do.

But, when you want to change the mind-set of people, it really has to be an on-going thing thatstarts with leaders,” Prof. Fernandez says.

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CEIBS SURVEYS AND REPORTS

43

022021 China Business Survey Report
Have businesses fully recovered in China?

One year on from the beginning of the COVID-19 pandemic, how have China-based
enterprises faired? According to a recent survey by CEIBS faculty, the answer is, it depends.

In the wake of COVID-19, service sector revenues in China were down an average 12.3%

compared to 7.6% for manufacturing, suggesting a longer path back to normality for theformer.

The annual China Business Survey Report, carried out by professors Howei Wu, Bin Xu,
Dongsheng Zhou, questioned more than 1,188 executives (95% of whom were CEIBS alumni
or students).

An equivalent investigation carried out by the team last year predicted revenues for bothmanufacturing and services would recover to 80% of their pre-epidemic levels by the end of2020 Q2. However, the investigation this year has shown that only 40.7% of manufacturing

enterprises saw their business activities restored by 80%, by the end of that time, while theservice sector was even lower, standing at a mere 34.8%. The research also showed that as ofApril this year 6.6% of manufacturing enterprises and 9.6% of service companies were still

below 80% of their normal operating levels, indicating the impact the pandemic has endured
longer than expected.

Last year’s report showed that in terms of human resources management, most enterprises

abstained from layoffs and pay cuts. This year’s findings show the labour market is better

than expected, with an expansion of recruitment in some sectors and enterprises. In terms ofcompensation, this year more than 40% enterprises have awarded pay rises.

The research also looked at executives’ outlook for doing business in China for the next
few years, with findings suggesting that foreign companies were concerned about how the
relationship between China and Western countries will evolve. But all types of organisations
surveyed generally agreed the business environment in China had improved over the past

five years. By industry, research showed confidence in the next five years shot up in services,
catering, real estate, logistics and retailing, but fell in education.

Based on our report, we can see that although the trajectories of various China-based
enterprises differ, in general recovery is still anticipated and executives’ responses to thissurvey largely demonstrate firm confidence in the future of China’s economy.

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CEIBS SURVEYS AND REPORTS

44

032020 CMO Survey Report in China

Otaku economy driving companies to accelerate content
marketingThe 2021 edition of the annual CEIBS China CMO Survey Report features input from morethan 300 companies, with CEIBS CMO students and alumni accounting for 83% of respondents
and women decision makers accounting for 34%. In terms of industries, participants hailed from

more than a dozen industries, including both B2B and B2C companies ranging from under 30
million RMB to more than 5 billion RMB in value.

The survey was conducted from December 1-16, 2020 and was updated from previous years
to address trending topics such as the impact of the COVID-19 pandemic and live-streaming
ecommerce. This year’s report covers six general themes:
Macro environment

Company growth and performance

Customer relations

Marketing organisations and leadershipMarketing structures and expenditures

Channel structures and performance

Key findings from the report include:

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1

Respondents were generally favourable

2

60% of respondents stated the pandemic

3

Corporate growth has seen an overall

4

More companies are investing in producttowards China’s economic prospects (andmore optimistic than in 2019)has had a negative impact on their businessslowdown

development than in marketing

5

Companies are taking a conservative

6

Traditional media is in decline while content

7

41% of companies have adopted

8

While driving growth remains a priority

approach to investing in future growthstrategies

marketing is increasing

livestreaming sales

for marketing functions, the importance ofunderstanding changing trends has soared

CEIBS SURVEYS AND REPORTS

45

042021 CEIBS CSR White Paper

Companies seeking resilience in changing times
The pandemic has caused much disruption but has also created opportunities to change forthe better, according to the CEIBS Corporate Social Responsibility White Paper 2021.

The latest edition of the annual report looks how COVID-19 has affected various individual

areas within the realm of CSR and gives insights into how firms can deal with these
difficulties, whilst staying true to their social commitments.

Developing a robust mind-set to deal with the challenges of the pandemic is importantfor companies, who are now more in need of building resilience and cultivating repair
capabilities than at any other time.

At the point when society and the environment are undergoing profound changes, only

companies with resilience can stand their ground, and have better odds of grasping
opportunities and keeping up with the times,” says CEIBS Professor Emeritus Lydia Price,
one of the authors of the white paper.

As we move towards a post-pandemic time, firms should take on more social
responsibilities. To this end, recent developments in China’s financial environment have
moved in a positive direction.

Whether in terms of quantity, quality or form, the CSR activities of listed Chinesecompanies show positive growth, and their standards are being geared to international

ones,” says CEIBS Professor of Finance and Accounting Oliver Rui, another one of thepaper’s co-authors.

As CEIBS Professor of Management Kim Tae-Yeol explains, the impact of the pandemic

on human resources cannot be overstated. Moreover, caring for employees should beconsidered an essential aspect of CSR policy.

Managers should understand the detailed needs of every single employee and adjust theirjob responsibilities accordingly to keep them positive, enthusiastic and engaged,” he says.

Finally, the report also focuses on the value of sustainability and responsible businessand how national policymakers can strike a balance between economic development andenvironmental protection.

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ALUMNI NEWS46

Cultural, linguistic
diversity set tone
for newly elected
CAIC council

A newly elected Third Council of the CEIBS Alumni Interna-

James Kent (DLDP18), Tracy Yao (Exchange MBA2015),

will serve from August 1, 2021 to July 31, 2024 with the aim to

Kevin Wang (EMBA2009) were also amongst those elected totional Chapter (CAIC) was announced in August. The councilbuild a stronger international alumni community.

Sandy Chen (GEMBA2014), Michael Lu (EMBA2007) andthe council for the first time.

CAIC President Cedric Devroye (GEMBA2015) and Secre-Founded in 2015, the CAIC now has more than 1,700 members

for a second term and will continue to drive the chapter’s work

personal development. As the only 100% English-speaking

tary-General Tina Walendy (AFEMBA2015) were both elected
forwards.

“Diversity, commitment and a strong influx of Chinese-speaking
alumni make up best practices for this council’s recruitment. Itsand provides alumni with a platform for lifelong learning andchapter in China, the CAIC also acts as a hub connecting over-seas chapters with the school and China-based alumni organisations.

composition strongly reflects the strategic priorities of our chap-

The CAIC core council now includes:

The CAIC also welcomed Laetitia Domange (GEMBA2019)

Cedric Devroye (GEMBA2015) – President
Tina Walendy (AFEMBA2015) – Secretary General
Huiling Ding (GEMBA2013) – Vice President
Urvash Singh (MBA2014) – Vice President
Laetitia Domange (GEMBA2019) – Advisor
Laure-Cecile Lafond Fenonjoie (GEMBA2020) – Advisor

ter,” Cedric says.

and Laure-Cecile Lafond-Fenonjoie (GEMBA2020) as advi-sors to the chapter’s core council. The pair will work alongsideprevious core council members Urvash Singh (MBA2014) andHuiling Ding (GEMBA2013) and will receive the title of Vice
President after they graduate.

“I see that the CAIC is a platform that promotes more social co-hesion. We need more of that that,” Laetitia says of the chapter’srich cultural and linguistic diversity.

Pierre-Yves Demeer (GEMBA2018), Tim Cohnen (MBA2017),
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The additional council members are:Alon Cheng (GEMBA2019)
Sandy Chen (GEMBA2014)
Nicolas Cheng-Baron (Exchange MBA2013) Tim Cohnen (MBA2017)
Pierre-Yves Demeer (GEMBA2018)
Jacob Du (MBA2022)
James Kent (DLDP18)
Jun Lee (GEMBA2013)
Dora Li (MBA2008)
Stephen Lin (GEMBA2020)
Michael Lu (EMBA2007)
Nikolaj Moesgaard (GEMBA2015)
Aditya Morankar (MBA2021)
Shefali Pathak (MBA2021)
Claire Shen (MBA2022)
Remi Te (GEMBA2016)
Kevin Wang (EMBA2009)
Danny Xu (MBA2014)
Tracy Yao (Exchange MBA2015)

ALUMNI NEWS47

CEIBS alums helm 14 companies on
COVID-hit Fortune Global 500
More than a dozen companies helmed by CEIBS alumni made the 2021 Fortune

Companines on
the list

Global 500 list released earlier this year. Chinese businesses also featured prominently on the annual list, with 135 companies being ranked amongst the largest

Total net profits$1.6

companies in the world. Chinese and US companies alternated spots at the top of

the list, with Walmart, State Grid, Amazon.com, China National Petroleum, Sinotrillion

The impact of COVID-19 on the global economy made a big impact on this year’slist, as profits of the world’s top 500 companies fell sharply. In 2020, the total net
profit of companies on the list was $1.6 trillion, a drop of 20% year-on-year (theChinese companines
on the list

biggest drop since 2009).

Nevertheless, aided by China’s rapid recovery from the pandemic, average profits

Average profits$3.5

pec and Apple rounding out the big six.

of Chinese companies on the list were essentially unchanged from the previous

year at about $3.5 billion, slightly higher than the overall Fortune 500 average ofbillion$3.3 billion. By comparison, the average profits of US companies on the list fell to$5.1 billion.

CEIBS alumni currently serve as Chairman of the Board, Chairman, Vice-Chair-man, or President of 14 Fortune Global 500 companies, including JD.com, China
Southern Power Grid, COFCO Group, Geely, Midea, Haier and more.

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ALUMNI NEWS48

11 CEIBS alums make2021 Forbes China Best CEOs list
11 CEIBS alumni made Forbes China’s 2021 list of the country’s 50 best CEOs released in July. Here they are:

In a special message to the alumni community, CEIBS Pres-

ident Wang Hong extended warm congratulations to thoseon the list on behalf of the school. As representatives of theschool, the alumni on the list embody the CEIBS motto of

CEIBS Alumni on 2021 Forbes
China Best CEOs List
Name

Class

Company

Fang Hongbo

CEO 2011

Midea

Ding Shizhong

CEO 2014

Anta Sports

Dong Mingzhu

CEO 2006

Gree Electric

Xiang Wenbo

EMBA 2001

SANY Heavy			
Pan GangIndustries

EMBA 2002

Yili Industrial Group
Shenzhou 		

Huang Guanlin

CEO 2012

		International

Liu Jianhua

EMBA 2011

EVE Energy

Xiang Jiongjiong

EMBA 2013

Rongsheng 		

‘Conscientiousness, Innovation and Excellence.’ They are
not only an important force in driving the sustainable growthof the Chinese economy, but also pioneers of responsible
business.

Earlier this year, Forbes China also released its 2021 list of
the most innovative enterprises. Five CEIBS alumni companies made the list:

CEIBS Alumni Companies on 2021
Forbes China Most Innovative
Enterprises List
Company

Name

Class

Jingsheng Mechanical

Cao Jianwei

EMBA 2016

			

Petrochemical& Electrical

Wu Yifang

AMP 5

Fosun Medical

Allwinner Technology

Xu Zhihan

EMBA 2004

Maxscend 		

Ronbay New Energy

Guangdong Haid 		Group

		 Microelectronics
Xue Hua

CEO 2014

			

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Zhang Jianhui EMBA 2006
Bai Houshan

CEO 2012

Tinci Materials Technology

Xu Jinfu

EMBA 2004

Maxscend Microelectronics

Xu Zhihan

EMBA 2004

Technology

ALUMNI NEWS49
An additional 13 female CEIBS alumni made Forbes China’s 2021 list of outstanding businesswomen in February. CEIBS alumni also made appearances on Forbes China’s Women in Tech and High-potential Women in Business lists:

CEIBS Alumni on 2021 Forbes China Outstanding Businesswomen List
Name

Class

Company

Dong Mingzhu

CEO 2006

Gree Electric Appliances

Tan Lixia

EMBA 2007

Haier Smart Home / Haier Biomedical

Qian Jinghong

AMP 8

Yadea Group

Zhou Xiaoping

EMBA 2004

Xingyu Automotive Lighting Systems

Wang Jihua

SEPC 13

Wondfo Biotech

Li Hanqiong

EMBA 2008

YoungorLiang Qin

AMP 14

Yangjie Electronic Technology

Zhang Ning

CEO 2010

Red Avenue New Materials

Yang Ningning

CFO 2005

Joyoung

Li JieEMBA 2002

EmersonWang Ping

AMP 1

Lianhe Chemical Technology

Ma Xiuhui

AMP 2

Opple

Qiao Jian

EMBA 2004

Lenovo

CEIBS Alumni on 2021 Forbes China Women in Tech List
Name

Class

Company

Liang Mengmeng

EOSHS 2019

Cipher Gene

Wei Li

EMBA 2016

Beijing GeoEnviron

CEIBS Alumni on 2021 Forbes China High-Potential Women in Business
Name

Class

Company

Liu Enpei

7th CEIBS Entrepreneurship Leadership Camp

Showmac

CEIBS alumni and alumni companies have repeatedly made Forbes China’s lists, reflecting the community’s broad influenceand determination in driving innovation and transformation in China. Going forward, CEIBS will continue to work to cultivate
more top business leaders and advance China’s economic development.

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ALUMNI NEWS50

Alumni Gifts and Donations
CEIBS HEMBA students name lecturehall to support school’s development

Hengdian Group gift highlights
importance of chaired professorships

An official giving and naming ceremony for the new CEIBS’In July, a donation ceremony was held at CEIBS Shanghai cam-at the Shanghai campus. The HEMBA classroom project was

Chair. Hengdian also donated 15 million RMB to the CEIBS

Hospitality EMBA (HEMBA) Lecture Hall was held in March

initiated by the CEIBS Education Foundation together withstudents and alumni from the HEMBA 2018 and 2019 cohorts.

pus to recognise the establishment of a new Hengdian Group

Education Foundation to support the school’s development. Thisis the third time Hengdian Group Chairman and President and

CEIBS Education Foundation founding member Xu Yongan(EMBA 2003) has donated to the school.

Alumni companies donate 4.5 million
RMB for CEIBS Service Excellence
Research Area

Major gift set to help advance supply
chain and service innovation research

A donation ceremony for the CEIBS Service Excellence

Zhenkunhang Industrial Supermarket (ZKH) donated 10 million

June. Nanjing Wisevirtue Consulting, BBK Group, and Bota-

tember to support the naming of the CEIBS ZKH Supply Chain

Research Area was held on the CEIBS Shanghai campus in
nee Group each donated 1.5 million RMB to the CEIBS Ed-

ucation Foundation to support research in the field of service
excellence at CEIBS.

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RMB to the CEIBS Education Development Foundation in Sepand Service Innovation Centre. The donation will help keep
CEIBS at the forefront of supply chain management research in
Asia and push the school’s efforts in the field to new heights.

ALUMNI NEWS51

CEIBS hosts annual Alumni Representatives
Meeting in Shenzhen
alumni organisations score higher on average in all dimensions of CSR than most major companies.

CEIBS President (European) Dipak Jain also delivered an
online speech in which he noted that management education
has gone through several stages of development throughout

its history, with an emphasis on business relevance in the firstphase, academic excellence in the second and social impact
in the third.

He added that CEIBS is looking forward to working with its
The CEIBS Alumni Association 2021 Alumni Representa-

tives Meeting and Annual Work Meeting was held in Shen-zhen on April 10. The event was attended by representatives

alumni to promote social responsibility, environmental pro-tection and other areas, to take the school’s development to
new heights and to promote world harmony and progress.

from CEIBS leadership and more than 200 alumni.

During the meeting, CEIBS Vice President and Co-Dean

Zhang Weijiong discussed some of the school’s latest devel-

opments in terms of its faculty, alumni and social influence.
He then outlined the key areas CEIBS will focus on moving
forwards and emphasised that the school wishes to engage incloser collaboration with alumni to advance its development.

The meeting was followed by a forum in which the much-anticipated 2021 CEIBS Corporate Social Responsibility White

Paper was released. The report summarises recent global andChinese CSR practices. Notably, the paper shows that CEIBSTheLINK Volume 2, 2021

ALUMNI NEWS52

Ferocious rains and flooding battered China’s Henan province in July. In response to this nature disaster, CEIBSers joined forces
and launched numerous relief operations, as alumni companies, associations, classes and individuals took action to prepare
goods for stricken areas. The following is a list of donations made by CEIBS alumni companies, associations and individuals:
Organisation

Actions

CEIBS Alumni

Shanghai Fosun Foundation

Donated funds and supplies worth 50 million RMB to Zhengzhou
and other cities that suffered damage from flooding

Guo Guangchang, Chairman of Fosun
International, Global CEO Programme 2006

Anta Group

Donated funds and equipment worth 50 million RMB to the Henan
Charity General Federation

Ding Shizhong, Chairman and CEO of Anta Group,
Global CEO Programme 2014

Hongxing Erke Group

Donated supplies worth 50 million RMB to disaster-stricken areas
via the Zhengzhou Charity General Federation and One Foundation

Wu Rongzhao, President of Hongxing Erke, EMBA
2011

Dian Diagnostics Group

Donated funds and medical equipment worth about 10 million
RMB to the Henan Charity General Federation and otherorganisations

Chen Haibin, Chairman and GM of Dian
Diagnostics Group, EMBA 2012

Nam Kwong Group

Donated 5 million RMB for flood control and disaster relief

Fu Jianguo, Chairman of Nam Kwong Group,
EMBA 1996

Sanquan Food

Donated supplies to disaster-hit areas

Chen Nan, President of Sanquan Food, EMBA
2005 and Chen Xi, President of Sanquan Food,
EMBA 2003

Li AutoDonated 10 million RMB to the Henan Charity General Federation
for flood control and disaster relief

Shen Yanan, Co-founder and President of Li Auto,
EMBA 2011

WAJIJIWA Entertainment

Donated 2 million RMB to the Red Cross Society of China’s
Zhengzhou BranchLong Danni, President of WAJIJIWAEntertainment, EMBA 2011

Greenwoods Asset Management

Donated 10 million RMB to the Henan Charity General Federation

George Jiang, Chairman of Greenwoods AssetManagement, CEO 2008

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ALUMNI NEWS53
Organisation

Actions

CEIBS Alumni

Yunhan Xincheng (Shanghai)
Network Technology

Donated 1 million RMB

Liu Yunfeng, GM of Yunhan Xincheng, EMBA 2016

Shanghai Lilith Technology

Donated 5 million RMB to Henan via the Shanghai Charity
Foundation Xuhui Office

Wang Xinwen, CEO of Shanghai Lilith Technology,
CELC15

Infore Environment Technology

Organised drainage vehicles to support emergency squads
in Zhengzhou

Ma Gang, Chairman and President of Infore Environment
Techology, EMBA 2010

Sunac Foundation

Donated 20 million RMB to support the flood control anddisaster relief work in Henan

Shang Yu, Executive Director and Executive President ofSunac China Holdings and President of Sunac Southwest
Real Estate Development Group, EMBA 2006

Central China Real Estate

Donated 5 million RMB to set up the Central China FloodControl and Disaster Relief Special Foundation

Hu Baosen, Chairman of Central China Real Estate, CEO
2004

Timing Group

Donated 1 million RMB to the Red Cross Society of
China’s Zhengzhou Branch and donated additional
supplies worth 2 million RMB

Jiang Ming, Founder and Chairman of Timing Group,
EMBA 2000

Oriental Harbor Investment
Management

Donated 1 million RMB to the Red Cross Society of
China’s Zhengzhou Branch for emergency aid and postdisaster reconstruction

Dan Bin, Chairman of Oriental Harbor Investment
Management, EMBA2007

Foresight Fund Management

Donated 3 million RMB

Chen Guangming, GM of Foresight Fund Management,
EMBA 2008

VIPShopDonated 20 million RMB to the China Foundation for
Poverty Alleviation

Shen Ya, Co-founder, Chairman and CEO of VIPShop,
Global CEO Programme 2014

Qiaqiafood

Donated 3 million RMB to the Zhengzhou Charity General
Federation and supplies worth 2 million RMB to disasterstricken areas

Chen Xianbao, President of Qiaqiafood, Global CEO
Programme 2010

China Universal Asset Management

Donated 3 million RMB for emergency aid

Li Wen, Chairman of China Universal Asset Management,
EMBA 2010

Joyoung

Donated supplies worth 5 million RMBWang Xu’ning, Chairman of Joyoung, EMBA 2001/
Entrepreneurial Leadership Camp III/Global CEO
Programme 2010

Fotile Group

Donated 5 million RMB for emergency aid

Mao Zhongqun, Chairman and President of Fotile Group,
EMBA 2000

The Party Committee of
AstraZeneca (Wuxi)

Donated 1 million RMB to the First Affiliated Hospital of
Zhengzhou University

Leon Wang, Executive Vice President, International andChina President of AstraZeneca, EMBA 2001

The CIFI Charity Foundation

Donated 10 million RMB for flood control and disaster
relief

Lin Zhong, CIFI Holdings

Inner Mongolia Yili Industrial
Group

Donated 100,000 boxes of supplies

Pan Gang, Chairman and President of Yili Industrial
Group, EMBA 2002

Autobio Diagnostics

Donated 10 million RMB in funds and supplies worth 5.4
million RMB via the Henan Charity General Federation

Yang Zengli, Board Director and General Manager ofAutobio, EMBA 2016

K-Boxing Menswear

Donated supplies worth 10 million RMBHong Zhongxin, Chairman and CEO of K-Boxing
Menswear, CEO 2014

CEIBS EMBA 2016 Beijing Class

Raised approximately 65,000 RMB in donations

Xu Hongbin (AMP55)

Personally donated 3,000 raincoats

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BOOKS & FILMS

54

Faculty Books
Real Estate and China’s Economy

By Sheng Songcheng, Song Hongwei and Wang Heng
Why have housing prices in big Chinese cities continued to rise for over two decades? Should
China’s housing policies be systematically reassessed? And, how can we free people fromanxieties related to housing prices? In Real Estate and China’s Economy, Sheng Songcheng, Song
Hongwei, Wang Heng and Wang Wei explore the complexities of China’s real estate sector.

Although the real estate industry plays an important role in China’s economy, its structuralcharacteristics are in need of change. Firstly, the proportion of residential and industrial land in
the first-tier cities are unbalanced. Secondly, we have an oversupply of commercial land.

Housing prices in some cities, for example, have also experienced increasing polarization andthe structure of the housing demand side has changed. With regard to regulation and control, theauthors highlight the need to put more emphasis on supply side regulation and control. Squeezing(instead of popping) the bubble is the only way to stabilise real estate industry development.

Understanding Organizational Behaviour
By Katherine Xin and Jone L. Pearce

Many phenomena studied by organisational behaviourists are commonplace in the real workplace.

However, the thing people would like to know most about is what is invisible under the ‘iceberg.’
For example, why do employees act the way they do? Where do they get their attitudes andpersonalities? How should we motivate employees? And, what are the real incentives?

In Understanding Organizational Behaviour, CEIBS Professor of Leadership Katherine

Xin and UCI Paul Merage School of Business’ Jone L. Pearce explore personal andorganisational motivation and the development of teams and how they combine to help
achieve an organisation’s goals.

Drawing from years of empirical research, their work delves into understanding employees’
emotions, building high-efficiency teams and the role of power and politics in organisations.
Understanding Organizational Behaviour is a valuable resource for those interested inlearning more about how employees make decisions, how team goals are communicated andwhat managers can do to collaborate with others both within and outside of their organisations
instead of relying on themselves to complete tasks.
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55

Catching Up to America: Culture, Institutions,and the Rise of China
By Zhu Tian

China’s rapid rise is doubtless the most significant economic and geopolitical event in the

21st century. What has led to its rise? What does it mean for the rest of the world? When

will China overtake the US? Will the conflict between the two superpowers derail its
further rise? Can China’s development experience be emulated by other countries?

These are some of the important questions addressed in this jargon-free, yet rigorous bookauthored by CIEBS Professor of Economics Zhu Tian. It debunks many popular explanationsof China’s rapid economic growth ranging from its abundance of cheap labour, export
promotion, demographic dividend and strong government to mercantilist policies and IP theft.
Taking a global comparative approach, this book demonstrates convincingly that the true

differentiating factor making China grow faster than other developing countries over the past
four decades is its Confucianist culture of savings and education. This cultural perspective
yields powerful new insights into many questions regarding China’s rise.

Gorillas Can Dance: Lessons from Microsoft andOther Corporations on Partnering with Start-ups
By Shameen Prashantham

Faced with disruption brought about by digitalisation, multinational corporations are
realising the value of partnering with external actors – including start-ups. However, while
established corporations and start-ups do have complementary capabilities that could

result in win-win collaboration, they often find that developing productive partnerships

is not straightforward. The very thing that attracts them to each other – their significant
differences – also makes it difficult to work together. Therefore, the partnering process

must be approached not only enthusiastically but thoughtfully, by addressing these systemic
asymmetries through focusing on the three pillars of synergy, interface, and exemplar.

In this book, drawing upon over a decade of research in multiple locations CEIBS Professorof International Business and Strategy Shameen Prashantham provides guidance on how

corporations and start-ups can build mutual beneficial partnerships. Using examples such as

Microsoft, AB InBev, Bayer, BMW, Coca Cola, IBM, Intel, Unilever, Walmart and more,

Gorillas Can Dance illuminates the “why”, “how”, and “where” of corporation-start-up
partnering.

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56

CEIBS Faculty Recommended Reading
Looking for a good book to kick back and relax with? CEIBS faculty have got you covered! Check out these reading recommendations
from our professors.

I always recommend reading autobiographies to my classes. I think one of the most effective ways tounderstand any era is through its most important decision makers! Paul Volcker’s Keeping at It is especiallygood, as he wrote the book right before he passed away in 2019. Volcker served as Fed chairman from 1979-

1987 and was famous for bringing an end to the high inflation period brought on by the oil shock. A nice read tounderstand the workings of the Fed, monetary policy, and the US economy.

– CEIBS Assistant Professor of Economics Howei Wu

Creativity, Inc. by Ed Catmull is one of the best books written on how to build a creative organisation. Catmull

shows how Pixar has made films that make them feel proud and has developed specific management practices

to enhance creativity and performance. This is also one of the most interesting books I have read in the past ten
years.

– CEIBS Philips Chair in Management Kim Tae-Yeol

The Seven Habits of Highly Effective People by Stephen R. Covey is a perennial favourite amongst businessfaculty to assign as pre- and post-course reading. Cultivating good habits at work and in daily life is becoming
much more important in the digital age. This book begs us to examine our behaviour in-depth and provides a
mirror for reflecting our true inner self. I read it at least once a year.

– CEIBS Associate Professor of Strategy and International Business Terence Tsai

The Practice: Shipping Creative Work is a really nice book for anyone who wants to take on creative work ora leadership role. It helps you get unstuck and find the courage to create something new. Seth Godin teaches
you how to turn your passion into a process with structure, and how to deliver quality work on a consistentbasis.

– CEIBS Professor of Finance Frank Yu

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Business insights in six classic films
By Yiwan Wang

Office Space (1999)

The Founder (2016)

Today’s youngsters are not the first to embrace tangping (lying

An outstanding movie and an excellent business case about the

no longer put up with their boring jobs and a boss who always

stars Michael Keaton as Ray Kroc, a ruthless and possessiveflat). In Office Space, three software engineers decide they canasks them to work overtime. After failing to seek the help of atherapist, they set off on an incredible adventure to escape fromtheir predicament.

early days of the McDonald’s restaurant empire, The Founderbusinessman who took control of someone else’s brand step by
step.

Wall Street (1987)

Enron: The Smartest Guys in the Room(2005)

Oliver Stone’s classic business drama reveals the dark side

Alex Gibney’s documentary explores possibly the biggest

sleeps. The film also garnered Michael Douglas the Academy

made off with billions of dollars triggering the bankruptcy of theof Wall Street, a place where greed is good and money neverAward for Best Actor with a profound take on the complicatedrelation between people and money.

business scandal in history and the group of executives who
seventh largest company in America. This story of a fallen staris also a super class in business ethics.

The Big Short (2015)
One of a string of tales about the Global Financial Crisis tobe adapted for the big screen, The Big Short tells the story ofa group of traders and hedge fund managers who successfully

predicted (and benefited from) the meltdown. In addition tooffering a glimpse into the capriciousness and treachery of WallStreet, the film resembles a textbook on how the crisis unfolded.

Pirates of Silicon Valley (1999)
Pirates of Silicon Valley tells the story of two of the world’s
biggest tech behemoths, Apple and Microsoft. In addition to

exploring the level of competition and collaboration between

the two companies, the film looks at the personal relationshipbetween two of history’s most enigmatic founders.

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CAMPUSES AROUND THE WORLD58

Highlightsfrom Our Five
Campuses
Around theWorld

CEIBS hosts first media briefing day at ShanghaiCampusIn March, CEIBS hosted the first media briefing day at the school’s

Shanghai campus. The briefing was an opportunity for the schoolleadership to share details about the CEIBS Strategic Development

Plan (2021-2025) with journalists from over 30 leading media
organisations. During the event, CEIBS President Wang Hong,
President (European) Dipak Jain, Vice President and Dean Ding

Yuan, and Vice President and Co-Dean Zhang Weijiong held an indepth discussion about the plan with journalists from People’s Daily,
Xinhua News Agency, CMG, China Daily, Jiefang Daily, Caixin

Global and more. The event was moderated by CEIBS AssistantPresident Yvonne Li.

SHANGHAI CAMPUS
BEIJING CAMPUS
SHENZHEN CAMPUS
ZURICH CAMPUS
ACCRA CAMPUS

Academics and business experts address inaugural CEIBS Insights Beijing ForumIn July, CEIBS hosted the first ever CEIBS Insights
Beijing Forum on the theme of the Global Business

Environment amidst Tremendous Change. Former
WTO Deputy Director-General and Former ChineseVice Minister of Commerce Yi Xiaozhun and Former

Prime Minister of France and CEIBS Distinguished
Professor Dominique De Villepin delivered keynote

speeches at the event. During the event, academics andbusiness experts participated in three panel discussions
about global governance and the optimisation of thebusiness environment, as well as the challenges andopportunities faced by Chinese and foreign companies
against the backdrop of China’s dual circulation policy.

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59
CEIBS Zurich Campus explores opportunities
for Sino-Swiss investment
In July, CEIBS Zurich Campus and CEIBS Alumni
Switzerland Association co-organised an exclusive panel
discussion on the theme of Opportunities and Trends for
Sino-Swiss Investment. During the event – the first to behosted at CEIBS Zurich Campus since the beginning of

CEIBS CSR Summit held in Shenzhen

the COVID-19 pandemic – local business leaders spoke

The third CEIBS CSR Summit on the theme of New Era,make quick decisions in order to achieve successful Sino-

event was hosted by the CEIBS Alumni Association and wasfor CEIBS alumni, advisory board members and valued

with the CEIBS Guangzhou Alumni Chapter. More than 200

months of virtual activity.

about the need for greater understanding and the ability to

New Responsibility was held in Shenzhen in April. The

Swiss business dealings. The event was also an opportunity

organised by the CEIBS Shenzhen Alumni Chapter together

partners to enjoy face-to-face networking after many

CEIBS alumni, special guests and entrepreneurs gathered

for the event to discussed corporate social responsibility(CSR) practices in China’s new era. CEIBS Professors He
Jinyu and Lydia Price were also on hand for the release of

the 2021 CEIBS Corporate Social Responsibility White
Paper. In addition, the event featured a special ceremony torecognise alumni who have engaged in socially responsible
activities. The CEIBS CSR Summit is designed to inspire
the school’s alumni to contribute to the public good andactively practice CSR, as well as to improve CSR researchat CEIBS.

CEIBS Africa hosts webinar on AfCFTA and the road to liberalising intra-Africa trade
In June, CEIBS Africa and the Global EMBA programme hosted an
exclusive webinar for students and alumni on the topic of intra-Africa

trade featuring AfCFTA Policy Network Executive Director LouisYaw Afful. The African Continental Free Trade Area (AfCFTA) is an
intra-African trading agreement aimed at liberalising the continent’s

trading market and simplifying trade both within Africa and beyond.

Despite being founded in 2018, trading under its rules only started at
the beginning of 2021. Once fully established, the free trade area willencompass an integrated market of about 1.2 billion people, with anestimated revenue of more than $4 trillion USD. The webinar was

moderated by CEIBS Africa Executive Director Mathew Tsamenyi andis part of an initiative to provide an online platform for executives from all industries and sectors to come together and discuss the mostpressing issues and opportunities related to intra-African trade, as well as Africa’s growing confidence as a global exporter.

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CEIBS Briefing
Appointment to global admission council
cements CEIBS’ place amongst world’s top
business schools

CEIBS’ MBA programme was once again ranked in the top
10 in the world by the Financial Times in February. In thelatest ranking, CEIBS placed #7 globally and #1 in Asia. This
was the fourth consecutive year the programme has ranked in
the top 10. Despite the difficulties faced by business schools
everywhere, as many struggle to cope with the impact of
COVID-19. At the same time, this unprecedented challenge
has served as an important opportunity for learning and has
spurred innovation.

CEIBS-EHL Hospitality EMBA receives EFMD
programme accreditation

CEIBS’ international credentials received a major boost in
January with the appointment of the school’s Vice President
and Dean Yuan Ding as a Dean Director on the board of the
Graduate Management Admission Council (GMAC), one ofbusiness education’s most influential global organisations
best known for administering the GMAT. Prof. Ding is only
the second representative from an Asia-based school currently on the board, which features leaders from institutions suchas Wharton, Oxford Saïd, Hass and Imperial College.

CEIBS ranked top 10 globally for fourthconsecutive year by FT

The CEIBS-EHL joint Hospitality EMBA (HEMBA) was
officially certified as an EFMD Accredited programme thisApril. The EFMD programme accreditation system is aninternational programme certification system operated by
the European Foundation for Management Development(EFMD). The system is widely recognised as one of the mostthorough of its kind for business and/or management degrees
and courses in the world.

CEIBS 2021 Innovation Forum Series Kicks
off in Hangzhou
The CEIBS 2021 Innovation Forum series kicked off inHangzhou in April, focusing on the theme of how organisations can achieve success under the current ‘dual circulation’

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pattern. Co-organised by the Zhejiang chapter of the CEIBS
Alumni Association, the Hangzhou event was attended byrepresentatives from CEIBS leadership and more than 200
entrepreneurs. This year’s series also made stops in Taiyuan,
Hefei, Liuzhou, Xi’an, Wuhan and Zhuhai.

Apple’s Isabel Ge Mahe Encourages MBAs
to Find Their Mission

at CEIBS Shanghai campus in June. The symposium centredon the theme of New Opportunities and Outlooks for the
Chinese Economy and explored everything from innovationand the impact of COVID-19 to assessing China’s appeal
to international brands. The event attracted more than 220
participants and featured notable speakers, including CEIBSDistinguished Professor and former WTO Director General
Pascal Lamy and New Development Bank (NDB) President
Marcos Troyjo.

CEIBS takes big digital leap with launch ofsmart campus project

CEIBS Shanghai campus welcomed Apple Vice President
and Managing Director of Greater China Isabel Ge Mahe
for a special fireside chat with CEIBS MBA Director andProfessor of International Business and Strategy Shameen
Prashantham. During the event, Isabel first shared the storyof how she was recruited personally by Steve Jobs as Apple’s
VP of wireless technologies in 2008 and encouraged MBAs
to make an impact in the world, whether it is career-wise orin their families.

Global EMBA Annual Symposium explores
China’s evolving role in global business

CEIBS’ Shanghai campus marked a major step forward in its
digital development in September with the official launch of
the CEIBS Smart Campus Project. The project is aimed at
improving business and data services and promoting greaterinteraction and coordination and brings with it an influx oftechnologies such as AI, cloud computing, IoT and big data
to create a smarter, greener and safer environment that integrates work, study and life.

The inaugural Global EMBA Annual Symposium was hosted
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Shanghai amongst world’s top asset
management centres

CEIBS MBA still #1 in Asia in Bloomberg
BusinessWeek ranking

Shanghai is amongst the top asset management centres in theworld, according to the Global Asset Management Centre
Evaluation Index released in September by the CEIBS Lujiazui
Institute of International Finance (CLIIF). The index takes into
consideration factors such as available assets, infrastructure,
talent and services and level of competitiveness. New York,
London and Boston topped this year’s list, with Shanghai
coming in eighth. Hong Kong, Singapore, Paris, Los Angeles,
Chicago and Tokyo also made the top ten.

CEIBS’ MBA programme has retained its #1 spot in Asia
in the Bloomberg BusinessWeek ranking released in September. This is the second consecutive time – and fifth timeoverall – that the programme has claimed the top spot. Survey responses from nearly 20,000 current students, alumni
and employers were gathered and analysed to formulate theranking results. The CEIBS MBA Career Report also saw thegraduate employment rate rise to 95.5% within three monthsof graduation this year – a 10-year high for the programme.

New research centre to boost smart healthcare in China and beyond

CEIBS Global EMBA EMBA ranked #2 by FT
for two consecutive years

A new facility launched by CEIBS in September will boost
the development of Shanghai as a smart city and contribute toimproving public healthcare in China and beyond. The CEIBS
Research Centre for Smart Healthcare aims to link top scholars
and entrepreneurs to explore the smart healthcare field and use
cutting-edge academic research to promote the developmentof the medical and health industry in China. The centre waslaunched with the help of donations from 16 alumni companies
and individuals who gave a total of 4.7 million RMB.

TheLINK Volume 2, 2021

In October, CEIBS once again solidified its position amongst
the top business schools in the world, retaining its #2 spotin the Financial Times’ 2021 global ranking of EMBA programmes. This was the second consecutive year the school’s
Global EMBA programme was ranked #2 and its fourth consecutive year in the top five. The CEIBS Global EMBA wasalso the top-ranked stand-alone programme in Asia.

WeChat ID: CEIBS94

中欧战略支持伙伴Thanks to Our Strategic Partners

中欧教席基金 CEIBS Chair Endowment Fund拜耳成为资本
戴高乐基金会飞利浦（中国）
荷兰银行
横店集团
京东
凯辉基金
米其林
鹏瑞集团

Bayer
Chengwei Capital
Fondation Charles De Gaulle
Philips China
ABN AMRO
Hengdian Group
JD.comCathay CapitalMichelin
Parkland Group西班牙桑坦德银行
西班牙商业银行
依视路
英美烟草
中国宝武
中天集团
中欧吴敬琏学术基金朱晓明院长基金

Banco Santander
CaixaBank
EssilorBritish American Tobacco
China Baowu
Zhongtian GroupCEIBS WU Jinglian Academic Fund
Zhu Xiaoming President’s Fund

中欧研究基金 CEIBS Research FundKVB 昆仑国际
阿斯利康
安彩华能源
贝泰妮集团
步步高集团
财团法人大学医疗保健
教育基金会
成为资本
大联大
德锐咨询
东证资管
分享投资
华安基金
环迅支付
嘉银金科
健合集团
江苏汉联
金昇集团
精锐教育
九阳股份
凯辉基金
凯洲资本
克莱斯勒（中国）
柳工集团陆家嘴开发集团玛氏迈瑞医疗

KVB Kunlun
AstraZeneca
Anchenergy
Botanee Group
Better Life Group
Universal Foundation for the Educationof Medical Service and Health Care
Chengwei Capital
WPG Holdings
Wisevirtue Consulting
Orient Securities Asset Management
Share Capital
HuaAn Funds
IPS
Jiayin Fin-Tech
H&H Group
Jiangsu Hanlian Investment Group Co., Ltd
Jinsheng GroupOne Smart
JoyoungCathay Capital
Triumph Capital
Chrysler China
Guangxi Liugong Group
Shanghai Lujiazui Development (Group) Co., Ltd
Mars. Inc
Mindray

美年大健康
摩高投资磐合家族办公室
普洛斯
清麦资本
泉峰集团
融义财富
瑞安集团
三态速递
四维·约翰逊
上海星动力
上海浦东发展银行
上海银行
世福资本
苏宁易购
唐彬森先生（创业营第五期）
旭辉集团
研祥智能
源泉汇理
震坤行工业超市
中国金融期货交易所
中航国际
中欧 FOP 俱乐部
中欧家族企业创二代发展基金
远赞生命科学中致远汽车Meinian Onehealth Healthcare
Morgold
Panhe Family Office
GLP
ChairMan Capital
ChervonLoyal Wealth Management
Shui On GroupSFC
FD-Johnson
Xingdongli
SPD Bank
Bank of Shanghai
Sino-CEEF
Suning.com GroupMr. Tang Binsen (the 5th Batch of CELC)
Cifi Group
EVOC Intelligent Technology
ACF Group
ZKH Industrial Supply Co., Ltd
China Financial Futures Exchange
AVIC International
CEIBS FOP ClubCEIBS Family Business Second Generation
Development Fund
Yuan Zan Life Science
Zhongzhiyuan Group中欧吴敬琏学术基金 CEIBS WU Jinglian Academic Fund
华翔集团
莱蒙国际
朗诗绿色集团

Huaxiang GroupTop Spring International Holdings
Landsea Group

仁泰集团
王彩铁铺
银城集团

Rentai Group
W&SmithYincheng Real Estate Group中欧奖助学金基金 CEIBS Scholarship Fund, Student Grant, Talent Loan Fund艾默生晨兴创投东渡国际集团
丰瑞投资集团
宏盟集团
嘉银金科
金蝶集团
李海翔先生（EMBA2005）
联储证券
联众智慧

EmersonMorningside Ventures
DongDU International Group
Florin Investment Group
Omnicom Group
Jiayin Fin-tech
Kingdee GroupMr. Li Haixiang (EMBA 2005)
Lianchu Securities
Mediinfo

龙旗集团
龙源海外
融义财富
润英联
武汉凡谷
熙可集团
液化空气
银城集团
中欧吴敬琏学术基金周宗明先生 (EMBA2004)

Longcheer Group
L.Y.Global
Loyal Wealth Management
Infineum
Wuhan Fingu Electronic Technology Co., Ltd
CHIC Group
Air Liquide
Yincheng Real Estate GroupCEIBS WU Jinglian Academic Fund
Mr. Zhou Zongming (EMBA 2004)

氯碱化工
敏华控股
齐心好视通
三全食品
森马服饰
上海大众汽车
上海家化
上海金桥集团
上海石化
世纪海翔
彤程集团
万得资讯
沃尔沃汽车中国
西班牙 IDOM 设计集团
西班牙政府
新秀国际
远东控股集团
柘中股份中国电信上海公司

Shanghai Chlor-Alkali Chemical
Man Wah Holdings Limited
Comix HST
Sanquan Food
Semir
Shanghai Volkswagen
Shanghai Jahwa United
Shanghai Jinqiao Group
Sinopec Shanghai Petrochemical Company Limited
Sail GroupRed Avenue
Wind Info
Volvo Cars China
IDOM
Spanish Government
Newcomer GroupFar East Holding Group
Shanghai Zhezhong Group
China Telecom Shanghai

鹏欣集团
平安普惠
三亚中业南田上海虹康房产建设有限公司
上海毅行
陶氏化学
天成医疗
同策集团
万事达卡
熙可集团
信也科技集团
旭辉集团
宜信普惠
银城地产
赢创工业集团
曾李青先生 （EMBA2005）
中航国际
周歆焱先生 （EMBA2015）朱晓明院长基金

Pengxin Group
Ping An Puhui Enterprise Management
Begonia Blooming
Hong Kang Real Estate
Shanghai Yixing Management
Dow Chemical
Tiancheng Medical Group
TospurMaster Card
CHIC Group
FinVolution Group
Cifi Group
Creditease Corp.
Yincheng Real Estate Group
EvonikMr. Zeng Liqing (EMBA2005)
AVIC International
Mr. Zhou Xinyan (EMBA2015)
Zhu Xiaoming President’s Fund

中欧校园建设基金 CEIBS Campus FundPDP China
TCL
艾润物联
波汇科技
陈英海先生（EMBA1999）
创天昱科技
风神集团
国家开发银行恒洁卫浴恒茂国际贸易（上海）有限公司
湖南天然工坊
华泰证券
环球资源
嘉华集团
江苏祥兆文具景林资产
可口可乐
朗诗绿色集团PDP China
TCL
iRain
Bandweaver Technologies
Mr. Chen Yinghai (EMBA1999)
CTK
Fengshen Group
China Development Bank
HEGII
Heng Mau International Trading
Hunan Natural Workshop
E-Commerce Co., Ltd
Huatai Securities
Global Sources
K. Wah Group
Changshu Writing Tool Co.,Ltd
Greenwoods Asset Management
Coca Cola
Landsea Group中欧发展基金 CEIBS Development Fund
ABB
BP 中国
艾默生
百威亚太控股有限公司
博泽资本
蔡芳新先生（CEO2019）
好屋中国
横店集团
汇添富基金
基石资本
极装科技
江苏虎甲投资
蓝豹股份
李洪波先生（EMBA2009）
礼来亚洲
力盛赛车
龙源海外
麦肯锡中国公司敏华控股
佩德罗·雷诺院长基金

ABB
BP China
EmersonBudweiser Brewing Company APAC
Boze Asset
Mr. Cai Fangxin (CEO2019)
Haowu China
Hengdian Group
China Universal Asset Management
Co-Stone Capital
Jizhuang Technology
Jiangsu Beetle Investment
Lampo
Mr. Li Hongbo (EMBA2009)
Eli Lilly Asia, Inc
Lisheng Auto
L.Y.Global
McKinsey&Company
Man Wah Holdings Limited
Pedro Nueno President’s Fund

机构名录更新至 2021 年 8 月 31 日。所使用的机构名称及其标识或商标归其相关所有人所有。
The featured sponsoring organisations and their logos were last updated on August 31, 2021. All names, logos, and trademarks are the property of
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