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The China Europe International Business School ( offers a unique combination of “China Depth, Global Breadth” – taking advantage of its position as the leading business school in China after 17 years of phenomenal growth. CEIBS is the first business school in mainland China that offers a full-time MBA, an Executive MBA, and a wide array of Executive Development Programmes; and it is the only Asian business school to have achieved global ranking for all three programmes.


CEIBS operates a main campus in Shanghai, a second campus in Beijing, as well as representative offices and teaching facilities in Shenzhen and Accra, Ghana.

Each year, roughly 190 MBA students and 700 EMBA students graduate from CEIBS (making it the largest EMBA programme in the world in terms of students). Roughly 10,000 students enrol in the Executive Education (non certificate) programmes per year. CEIBS' impressive alumni base includes 1000+ CEOs and top-level decision makers.


Case study: How Geely waited for Volvo

By Pedro Nueno and Gary Liu, respectively, president (and professor) and deputy director of the case centre at China Europe International Business School (Ceibs)

The story. Li Shufu, founder of Chinese automotive maker Geely Group, had long wanted his company to buy Volvo, the Swedish carmaker. Volvo would provide the innovation, branding and technology needed to propel Geely in particular and China’s auto industry in general, into global markets.

The financial crisis of 2008, and the big losses suffered by the US auto industry, gave Mr Li an opportunity that was, in his words, like “a world famous movie star marrying a peasant in China”. The challenge. Apart from the difficulty of getting anyone at Volvo – or Geely – to take the proposal seriously, the deal would be complex, additionally so because it would be international. In 2007, Mr Li sent a letter to the US headquarters of Ford, Volvo’s owner, that expressed its interest in purchasing Volvo. The letter was ignored. Early in 2008, Mr Li met a senior Ford executive at the Detroit auto show. Ford was courteous but appeared unimpressed by Geely’s small size.

The initial strategy. Mr Li set up an acquisition team. He invited Rothschild, an investment bank with experience in acquisitions, to help with the deal. Rothschild was assigned responsibility for the overall co-ordination and the valuation analysis of Volvo’s assets. The acquisition team also included: Freshfield, the law firm, and Deloitte Touche Tohmatsu, the accountants. Freeman Shen, then vice-president of Fiat China, with experience in European and US companies, also joined the team.


The ongoing strategy. Geely deployed a number of tactics:
● Keep lines of communication open: During the Detroit auto show in 2009, Mr Li visited Ford again. This time, a very senior executive promised that Geely would be notified promptly if the US carmaker decided to sell Volvo. In April 2009, Ford opened its Volvo database to Geely, providing valuable insight for moving ahead with the deal. In its liaisons, Geely emphasised that, although it was not a big company, it was based in China – potentially the world’s largest auto market. Geely’s lure for Volvo was a promise to help it win in China.

● Keep regulators informed: Geely had submitted a report to the National Development and Reform Commission, which oversees economic and social policymaking in China. It restated the Volvo deal’s importance for China’s auto industry and its confidence that it would be able to turn lossmaking Volvo into a profitable company. In China, perhaps more than anywhere else, it is vital to persuade regulators early on and keep them up to date.

● Make pledges about operations and culture: Geely reassured Ford and Volvo that production would stay in Sweden and Belgium; it promised to respect Volvo’s culture of safety and efficiency; it had to reassure that it could, as the maker of cheap cars, take on a premium brand.

● Keep an eye on intellectual property: Although the acquisition agreement between Geely and Volvo was more or less ready at the end of 2009, negotiations on IP rights lasted almost until the deal was signed in late July 2010.


The results. The marathon negotiation came to an end on August 2 2010, when Ford and Geely signed the final agreement. Geely acquired Volvo for $1.5bn. The lessons. A strong negotiating team was important – this was apparent when untangling the IP rights between Ford, Volvo and Geely, for instance. In addition, the team’s experience helped convince Volvo and regulators in China and other countries that the deal was good for the car industry overall.

Taking a long view helps. Geely wanted to acquire Volvo long before Ford decided to sell, so it was ready in terms of planning and preparation when the right moment – the financial crisis of 2008 – came along. Geely showed Volvo how it could gain the carmaker a foothold in China, while also respecting Volvo’s culture. By informing the Chinese government of its plans early and swiftly, Geely established itself as the frontrunner in the regulators’ eyes.

Pedro Nueno and Gary Liu

The writers are, respectively, president (and professor) and deputy director of the case centre at China Europe International Business School (Ceibs)



Polish President HE Bronisław Komorowski Meets CEIBS Officials & Alumni

December 19, 2011


President of Poland His Excellency Bronisław Komorowski today held talks with officials and alumni from the China Europe International Business School (CEIBS) during a breakfast meeting at the headquarters of the renowned think-tank, CEIBS-Lujiazui International Finance Research Centre (CLFC). The visit is part of a 5-day visit to China, which began on Sunday. President Komorowski is the first Polish head of state to visit China in 14 years. [ read more...]

CEIBS MBA Programme Ranked #1 in China By Bloomberg Businessweek China

December 13, 2011

CEIBS MBA Programme has been ranked #1 in China in Bloomberg Businessweek China’s rankings for 2011/2012, retaining the top spot held since the last survey in 2007. The ranking solidifies CEIBS MBA Programme’s #1 position in the last 3 consecutive Businessweek China surveys.

CEIBS school


This year’s #1 placement is significant in that recruiters’ recommendations are a major factor in compiling the rankings, a newly-added element to the

survey. In addition, Bloomberg Businessweek collaborated, for the first time this year, with Britain’s authoritative QS Quacquarelli Symonds in surveying 2000 global recruiters. The results are an indicator of the increasing global recognition of the value of hiring MBA graduates from CEIBS and other b-schools in Mainland China and Hong Kong. CEIBS tops the list when recruiters were asked which school’s MBA grads they would hire. This is borne out by the numbers in the CEIBS 2011 Career Report:  94.2% of the students from Class of 2009 landed jobs within three months after graduation. In addition, 71% of graduates successfully completed a career switch. The average annual salary was RMB472,000 (RMB393,000 for Chinese students), a 17% increase over the year before . In the past 8 consecutive years, CIEBS’ MBA programme has ranked among the Top 5 in terms of “Percentage Salary Increase”.




CEIBS peopleThe growing reputation of CEIBS MBA graduates in the business world is also reflected in the increasing number of recruiters who visit the campus in order to identify candidates for their corporate leadership development programmes (LDP).  This year, nearly 40% of LDPs are at the global level.  This highlights CEIBS’ unique ability to offer “China Depth, Global Breadth”, both in terms of its faculty’s impressive knowledge base and its graduates’ capabilities. CEIBS also tops the Bloomberg Businessweek China rankings in terms of average GMAT scores (691), a reflection of the high-calibre applicants that the school attracts.


“The strong showing of CEIBS MBA Programme in the Bloomberg Businessweek China ranking, both in 2011 and over the last few surveys, is an indicator of our commitment to consistently enrolling the best students and – within 18 months – equipping them with the skills needed to make them highly-sought after employees, or entrepreneurs, when they graduate,” said CEIBS MBA Programme Director Lydia Price.


In 2010 CEIBS Career Development Centre was merged with the MBA programme, part of an initiative to ensure that students achieve an optimal balance between the academic skills needed for the workforce and having clearly-defined career goals. The internship programme for the Class of 2010 is now underway, with 300+ positions open to CEIBS students. These include globally-recognised names such as Bain, Roland Berger, JP Morgan, IDG, Bayer, Dow Chemical, DuPont, AstraZeneca, Johnson & Johnson, Google and Tencent.


“CEIBS #1 ranking in this year’s survey means that our efforts to ensure that our students have the best opportunities available to them when they graduate – both within China and abroad – have paid off,” said MBA Director, Admissions and Career Services Yvonne Li. In 2011, 450 companies posted 1500+ job openings to CEIBS’ 184 graduates. Each student had 7-8 job opportunities, on average.


CEIBS typically enrols about 200 students each year. Applications are now being accepted for the 2012 class, which begins next July. The deadline is March 29, 2012. The Job Fair for 2010 students will be held on January 11, 2012. For more information please visit or contact the Career Development Centre at +86-21-2890 5142.


CEIBS MBA Programme is also ranked:
• #1 "Most Valuable Full-time MBA Programme in China" (2005-2010): Forbes China
• #5 Top Non-US Two-Year MBA (2011): Forbes   (in Top 5 since 2009)
• #17 worldwide, full-time MBA Programme (2010): Financial Times
• #1 "Best Business School in China" (2011, 2010, 2009), #33 worldwide: Ed Universal (award chosen by 1000 international b-school deans)
• #1 Chinese B-School in the Asia Pacific (2012) QS Top MBA



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