Core Courses

    Managerial Economics applies the principles of microeconomics that are most relevant to managerial decision-making. It focuses on the ideas and methodologies of economics that facilitate analysis of the business environment in which firms operate and managers make decisions. These principles are critical for making decisions on production quantities, price-setting, entry or exit from an industry, capacity expansion, and interacting strategically with competing firms. They are also useful for understanding how non-market forces such as taxes, trade quotas, and externalities affect a firm’s ability to compete. The goal is to teach you to think analytically about the basic economic factors that shape an industry and influence the choice of strategy in that industry. The principles will be relevant for many of the subsequent courses in your M.B.A., including marketing, finance, and accounting.

  • Financial Accounting
    • To become familiar with the major standard financial statements, how they are prepared, and how they are related to one another.
    • To understand how to get useful information from the financial statements.
    • To be aware of the limitations of financial statements and be able to recognize what information they cannot provide.
    • To understand the effects of various events on the financial statements.
  • Statistics for Managers

    This course introduces to the students the analytical approaches to solving business problems. It covers some basic quantitative models from the fields of Statistics and Operations Research, which are useful tools for managers to analyze business data and make better/optimal decisions. These models find applications in Finance, Marketing, and Operations of manufacturing and service companies as well as public organizations. The course exposes the underlying ideas of model building and solution process, and demonstrates its applications in various companies of different industries. Topically the course includes descriptive data summary, SPC graphs, estimation and comparison of population statistics, regression models, time series and forecasting models, decision analysis under uncertainty, and optimization models for deterministic problems.

  • Leadership I

    The course reflects a dual focus on practice and theory: requirements combine substantial reading, analysis and assignments with opportunities to apply basic concepts and analytic approaches to a series of actual personal, team and corporate situations. During the 8-half-day module, participants will be guided to think through deep questions and issues on:
    What is the key role of leaders and how they can make a difference

    • How leaders can develop themselves and others and maximize their strength and potential
    • How they can align with the goals of the organization and create synergy
    • How leaders can energize others and build an effective team
    • How leaders can embrace change and encourage others for continuous improvement
  • Investments (Financial Management)

    This course offers students exposure to fundamental concepts of finance. It will cover diverse topics such as time value of money, risk and return, CAPM, bond and stock valuations, derivatives, capital budgeting, and real options. The course will be in a traditional lecture format.

  • Marketing Management

    The purpose of this course is to develop your intuition about marketing decisions and provide practice in applying this intuition to solve real marketing problems. The idea is to get you to think systematically about marketing problems, recognize the major forces that shape the decision-making environment, and understand how these forces affect marketing decisions.

  • Organizational Behavior

    Managerial Economics applies the principles of microeconomics that are most relevant to managerial decision-making. It focuses on the ideas and methodologies of economics that facilitate analysis of the business environment in which firms operate and managers make decisions. These principles are critical for making decisions on production quantities, price-setting, entry or exit from an industry, capacity expansion, and interacting strategically with competing firms. They are also useful for understanding how non-market forces such as taxes, trade quotas, and externalities affect a firm’s ability to compete. The goal is to teach you to think analytically about the basic economic factors that shape an industry and influence the choice of strategy in that industry. The principles will be relevant for many of the subsequent courses in your M.B.A., including marketing, finance, and accounting.

  • Operations Management

    The course consists of two main components: a body of knowledge component which is disseminated through the text and lecture material, and a critical thinking component which is acquired through case analysis, in-class discussion, practice problem, and course project. The course project is particularly crucial for the course. It is an opportunity for the students to apply the tools of operations management to solve real operations problems.

  • Managerial Accounting

    The objectives of this course are to familiarize students with the logic, concepts, and techniques that underlie traditional and contemporary cost and management accounting systems, and with the use of cost and management accounting information in various business decisions. After this course, you should have gained a working knowledge of the design, use, and strengths and weaknesses of traditional and contemporary accounting systems for planning, control, and performance evaluation. Such knowledge, in turn, should increase your ability to make more effective business decisions and evaluation and be a more productive executive member of cross-functional teams.

  • Strategic Management

    The purposes of this course include:

    1. providing an understanding of the strategic management process;
    2. sharpening analytical skills acquired in functional area coursework via analyses of case studies;
    3. developing an understanding and appreciation of the relationship of an organization as it develops and competes within the constraints of societal, operating, and internal environments.
  • Business Ethics

    This course will challenge students to think deeply and critically about the role of moral values in a global commercial context. Students will come to appreciate the challenges of business transactions between and among individuals and groups from different cultures working with distinct cultural assumptions and beliefs. Students will also reflect on their own beliefs systems considering both internal consistency and how they compare with the beliefs of others.

  • Macroeconomics

    This course is designed to help students develop frameworks for analyzing both opportunities and risks when operating in the global business environment, with a particular interest on the Chinese economy.

    The course applies the ideas and methodologies of economics to the analysis of the business environment in which firms operate and managers make decisions. It expands students’ knowledge of national and international economies.

    This course is intended to be thought-provoking and managerially relevant. Upon completion, you should have a working knowledge of essential economic concepts and models and be able to apply that knowledge to understand the complex global business environment.

  • Corporate Finance

    This will be one of the basic courses for your MBA study. It will cover a variety of basic topics in corporate finance, including capital budgeting, financing and capital structure, mergers and acquisitions, etc. These contents shall be very helpful in your future business career.

  • Business Simulation

    This course uses the simulation program TechMark to shape and refine the student’s holistic understanding of business operations. This course sharpens the student’s business acumen.

Elective Courses
  • Competitive Strategy

    This course teaches analysis of strategic decisions facing an organization. This is not a comprehensive course on game theory and strategy but rather a topics course on particular aspects of game theory as it relates to strategy. A central integrating idea is anticipating the response of other actors in the industry and recognizing that often an organization’s profits depend on the actions of other players. These other players could be competitors, customers, suppliers, or complementors. Strategic moves sometimes involve competition and other times cooperation and we will discuss both. The main analytical tool will be modern game theory models of competition. Class sessions are primarily applications – cases and other examples. Our perspective is that of the general manager who has overall responsibility for the performance of the firm or of a business unit within the firm.

  • Value Investment

    The purpose of this course is to introduce the concepts, ideas and practice of value investing. It focuses on two fundamental aspects to value investing: a) how to think about market prices? b) how to think about intrinsic values? The course is suitable for students who aspire become investment professionals or who seek to achieve long term success in personal investment.

  • Entrepreneurship

    Entrepreneurship focuses on the concepts, skills, and know-how, information, attitudes and alternatives that are relevant for start-up and early-stage entrepreneur and entrepreneurial managers. Specifically, this course provides an introductory overview of the knowledge and skills needed for the identification, evaluation, and exploration of opportunities in a variety of circumstances and environments. It concentrates on the study of entrepreneurship, preparation of business plans, methods for evaluating and screening new venture ideas, formulation and implementation of business strategies for new ventures, the financing of new ventures, and the growth and exit strategies as well. It integrates knowledge gained from the prior core business courses (i.e., management, marketing, finance, accounting) to sharpen the student’s ability to “think entrepreneurially” and form new ventures. Further, it is a course that mixes theory with practice with a heavy emphasis on hands-on. You will be challenged to apply principles, concepts and frameworks to real world situations.

  • Customer Relations Management

    Nowadays firms pay increasing attention to managing their relationships with customers. Such a trend is driven by two major factors. On one hand, the firms desire new ways of differentiation. When the firms look beyond their traditional organizational boundaries, their customers and prospects naturally become the new focus of attention. On the other hand, information technologies (such as databases, CRM software, data mining, email, Internet, Web, blogs) reduce the firms costs.

    The course mainly covers the conceptual and analytical foundations of CRM, the key implementation issues (e.g., loyalty programs), and how to leverage new media for relationship building.

  • International Financial Management

    This course offers students exposure to fundamental concepts of International Finance. It covers diverse topics such as global investments, currency risk, conglomerates, and the most recent develop of corporate finance in the global market.

  • Consumer Behavior

    We acquire goods and services, consume them, and dispose of them. In this course, you will understand key concepts related to the decisions consumers make, the processes underlying these decisions, and the implications of this field of study for different segments of society: consumers, marketers, and public-policy makers. Consumer behavior is an interdisciplinary area. Though the marketing perspective will remain dominant, we will also draw from psychology, economics, sociology, and other areas. The chief course goals are to understand the concepts, theories, and principles from the social sciences that apply to consumers and their purchase behavior, learn how to make appropriate marketing decisions based on a sound knowledge of consumer behavior concepts, and to become a better consumer, understanding how consumer behavior principles may affect our own buying patterns. A student who satisfactorily completes this course will learn:

    1. The decision process by which consumers identify and select options that satisfy consumption goals, including problem recognition, information search, evaluation of alternatives, choice, and post-consumption evaluation.
    2. The internal factors that influence consumer choice, including perception, memory, motivation, personality, and demographics.
    3. The external factors that influence consumer choice, including group influence, lifestyle factors, cultural factors, and global influence.
    4. How marketers strive to use an understanding of consumer behavior to promote effective marketing such as through advertising, product design, or promotions.
  • VC and Entrepreneurial Finance

    Startup companies are by definition a high risk venture. Even in the U.S., well over 50% of new businesses fail within their first 4 years of existence – fundamentally because they simply run out of financing. At the same time, perhaps more than any era in the past, the investment professionals and the entrepreneurs they finance both have the potential for tremendous reward, both economic and psychological, if they are successful identifying, funding and building prosperous startup companies. This course offers the theoretical tools, real world insight, and practical knowledge necessary for financiers and managers of early stage companies to make smart decisions in the context of such high-risk / high-reward environments.

  • Pricing Strategy

    This course draws on the fundamental disciplines of microeconomics, statistics and psychology to shed light on good pricing practice. It surveys some popular pricing practices, explores their pitfalls, and identifies the fallacies they are based on.
    The course objectives are:

    1. To build the right pricing philosophy that guides everyday marketing activities.
    2. To introduce a framework, based on concepts drawn from cognitive psychology, economics and industrial organization, to study pricing decisions;
    3. To master some concrete analytical and numerical tools for its successful creation, utilization, and management of sound pricing decisions.
  • Social Media & Electronic Marketing

    Social media marketing is a term that describes use of social networks, online communities, blogs, wikis or any other online collaborative media for marketing, sales, public relations and customer service. Common social media marketing tools include Twitter, LinkedIn, Facebook, Flickr, Wikipedia, Orkut and YouTube. In this seminar, we understand these quickly evolving new tools and how they fit into traditional marketing and how to truly engage, attract and interact with consumers.

  • Financial Statement Analysis

    This course seeks to help students develop skills in the analysis of corporate financial statements. It combines materials from financial accounting, economics and corporate finance into a set of tools that can be systematically applied to corporate valuation problems.

  • Marketing Research

    The course focuses on the initiation, design, and interpretation of research as an aid to marketing decision making. Case studies and projects are used to provide students with practical research experiences.
    The main course objectives include

    1. Develop problem analysis skills and ability to translate a management problem into a marketing research problem.
    2. Provide with a working knowledge of concepts and methods of marketing research.
    3. Familiarize with qualitative and quantitative approaches to marketing decision making on advertising, branding, product development, pricing, and promotion.
    4. Increase sensitivity to the biases and limitations of marketing data.
  • Valuation

    Valuation is about implementing modern financial techniques in order to find the fair market price of an asset. Valuation methods are used in all areas of corporate finance and asset pricing (capital budgeting, IPOs, SEOs, merger and acquisitions, and even portfolio allocation). This class will use class lectures, case studies, book readings, and additional “last minute” handouts from the financial press to illustrate the basic principles of modern valuation. We will start with some simple valuation concepts and will quickly move to more complex cases, seek balance between theoretical paradigms, empirical facts, and their applicability to real world issues. Emphasis will be placed on general principles and problem solving. If you master the course material, you will be comfortable in applying the principles of valuation and will be well prepared for more advanced courses in finance.

  • Financial Institutions

    The objective of this course is to provide a deep understanding of Chinese capital markets under an integrated framework. The course will emphasize intuition and insight as well as rigorous analysis in order to foster students’ interest in both financial theory and its practical applications.
    The course is more about asset allocation than security selection. The materials to be covered include financial markets, portfolio theory and its applications, and equity/fixed-income/derivative security valuation. Some of the sessions will be co-taught with industry figures and regulators to give the course more of a China focus.

  • Negotiation

    Negotiation is the art and science of securing agreements between two or more parties who are interdependent and who are seeking to maximize their outcomes.
    The purpose of this course is to develop your expertise in managing transactional and dispute resolution negotiations that occur in a variety of business settings. It is a designed to be relevant to a broad spectrum of problems faced by managers.

    The learning method is experiential. You will prepare for, and simulate a variety of negotiations (individually, and as a team). The skills and knowledge you develop will serve you in both your personal and professional life.

  • Growth Strategy of Korean Firms

    This course covers strategic logics underlying vertical integration, franchising, related and unrelated diversification, alliances, corporate venturing and spinouts, and other such strategies. It also deals with management challenges associated with these strategies, including designing organizational structures and managerial incentives, managing acquisitions, structuring supplier relationships, and fostering organizational cultures. This course uses cases of Korean economy and firms to show how strategies can be used by the government and corporate decision makers.

  • Growth Strategy of Japanese Firms

    In Japan, Operation has been regarded as an important differentiating factor. Competitive strategy is indispensable for any company, but without building an excellent operation, any strategy cannot be realized. This course intends to cover the basic theories and concepts of operation through intensive discussion on case studies. Companies of “Operational Excellence” like Toyota, Kao and several examples in service industry will be covered as case studies.

  • Management in Europe and the USA

    Objectives of this course are to (1) Introduce students to economic, political, and societal as well as managerial issues and cross-cultural behavior in Europe and the USA. (2) To investigate trade as well as foreign companies operations in China, Europe and the USA. (3)To prepare students for managing European and US companies in China as well as Chinese companies in Europe and the USA.

  • Operations Strategy

    A central question for this course is: how does a firm gain competitive advantage through operations? A firm’s operations encompass all the activities that are needed in order to produce and deliver a product or a service. An operations strategy refers to a set of operational decisions that the firm makes to achieve its long-term goals. These decisions may be about the firm’s facilities, its technology/process choices, and its relationships with both upstream and downstream business partners etc. The goal of this course is to help students see the importance of operations to a firm’s business performance and to provide them with a framework for thinking about operations strategy. This course is highly relevant to anyone who needs to determine the vitality of, and provide solutions for, a business (e.g., investors, consultants, entrepreneurs) and those who aspire to be (or already are) a general manager or a CEO.

  • Human Resource Management

    Human Resource Management (HRM) is one of the most important managerial functions in a firm. This course introduces the students to the fundamentals of HRM. It emphasizes the importance of HRM as a strategic partner with a business. It also covers the operational contents of HRM such as job design; performance appraisal; compensation; staffing, training and development; and labor relations. Theories and practical applications are equally emphasized in the study.

  • Advanced Investment

    The objective of this course is to provide a deep understanding of active investments-based asset pricing models and price anomalies. The course will review market anomalies documented in the literature and analyze how fund managers can capitalize on these anomalies by emphasizing intuition and insight as well as rigorous analysis. Some of the sessions will be co-taught with industry figures to enhance the class’s China focus.

  • Branding and Sales in China

    (Course description to come shortly)

China Module
  • China Legal Environment

    (Course description to come shortly)

  • Globalization of Chinese Companies

    This Course primarily examines the globalization of the Chinese indigenous companies, it also explores the dynamics of competition and collaborations of the MNcs, state-owned enterprises and private companies in China.

  • China’s Economic Reform and its Impact

    The discussion is about the “big picture” about China’s economic reforms. We will be discussing about the economic, political, and cultural factors that have significantly shaped the reform process. The questions we address include:

    1. Why have China’s reforms been so successful?
    2. What is the main “story” about China’s economic reforms?
    3. The winners and losers of China’s economic reforms
    4. Challenges and opportunities brought by China’s development.
  • Valuation and Investment in China

    (Course description to come shortly)

  • Alliances and Joint Ventures

    The purposes of this course include: (1) providing an understanding of the concepts, issues, and processes related to making strategic alliances and joint ventures; (2) sharpening analytical skills via real world alliance and joint venture cases; and (3) developing an appreciation of how firms develop strategic alliances within the unique constraints of Chinese business environments.

  • Emerging Market Finance

    The courses cover essential elements of emerging financial markets, securities and how the securities are valued and traded. The perspective is that of the investment manager, responsible for investment portfolios of insurance companies, banks, pension funds, mutual funds, endowment funds, and personal trusts. What we cover in these courses have obvious implications for asset allocation and security selection strategies. We discuss several outstanding problems of emerging market investment, including political risk, currency risk, speculative craze, market manipulation, different accounting rules, and performance measurement. We will also cover emerging market security valuation, portfolio diversification, project finance, and venture capital. The objective here is to train highly skilled financial analysts and managers with strong theoretical background and practical knowledge about emerging markets.

  • Distribution Channel

    As one of the 4Ps in marketing management, distribution channel plays a critical role of delivering values to customers. In emerging markets like China where manufacturers have relatively low bargaining power over retailers due to their weak brands, the importance of distribution channel is even more salient. As said by many practitioners, “channel is king” in China.
    The purpose of this two-session seminar is to introduce the basic concepts of distribution channel management and their applications in the real world, with special emphasis on the practices of distribution channel management in China.

    With this seminar, students are expected to

    1. Learn the basic framework and tools of analyzing channel issues,
    2. Gain deep understanding on the channel practices in China,
    3. Be able to solve the frequently encountered distribution channel related business problems.
  • M&A in China

    (Course description to come shortly)

  • The Rise of China in the World Economy

    This course will situate the rise of China in world economic history and will analyze its future prospects. Topics include:
    Comparison with the rise of other major economies (UK, US Brazil, Russia, India,Japan) in terms of demography, resources, markets, political economy. Comparison with the US this millennium: financial versus industrial development, private versus collective ownership, role of political and business elites, responses to the financial crisis.

  • Confucian Humanism

    This course will explore a style of moral reasoning informed by Confucian humanism, which takes self-cultivation as the basis for the development of a moral community. Through an understanding of the self as a center of relationships, Confucian moral reasoning will be investigated as both a deepening process into the core of the individual, and a broadening process moving from the self, to society, and to the cosmos. Our main concern is an understanding of Confucianism as it developed in traditional China. Reference will also be made to its modern transformation.

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February 19, 2020

Dear all students, staff and members of the CKGSB community,

As the public health emergency caused by COVID-19 is still ongoing, I hope you are all staying safe and healthy. The safety of our staff and students are our top priority at this point, which is why all staff members will work remotely for the time being. In addition, we will offer online learning to our students, in order to continue our curriculum offering, and provide a series of webinars for the wider community on relevant topics.

Fundamental to the core of Cheung Kong Graduate School of Business’ (CKGSB) vision is to cultivate transformative business leaders with a strong sense of social responsibility. To this extent, I’m extremely proud to see the CKGSB community coming together in recent weeks to provide support through donations big and small. Meanwhile, our professors are examining the economic and social impact of the virus and will continue to release data and analysis in the coming weeks.

We will continue to support relief efforts and work together with government agencies, private corporations and international organizations in a meaningful way. Our thoughts and wishes are with all of the people affected by the COVID-19.


Founding Dean
Professor of China Business and Globalization
Cheung Kong Graduate School of Business