i really need help summarizing :(

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i really need help summarizing :(

by mon amour

Apr 29, 2012

China Europe International Business School got to China early. That gives it a head start in terms of faculty and facilities. Its new pitch: "China Depth Global Breadth," marrying insight into how China works with an international perspective that attracts students from China and around the world. Dean John A. Quelch, a veteran of the Harvard Business School and London Business School, insists that despite economic turmoil in Europe, the CEIBS brand in China remains untarnished. "Germany is held in very high regard," he insists. Besides, he adds: "People in China take the long view." Mr. Quelch talked with Andrew Browne in Shanghai. The following interview has been edited. WSJ: Like everybody else in China, CEIBS seems to be investing massively in infrastructure. Tell us something about your expansion plans. Mr. Quelch: The Shanghai campus will double in size by the end of 2013. We also have a campus that we opened in Beijing in 2010 and we currently have operations in Shenzhen that ma...See MoreChina Europe International Business School got to China early. That gives it a head start in terms of faculty and facilities. Its new pitch: "China Depth Global Breadth," marrying insight into how China works with an international perspective that attracts students from China and around the world. Dean John A. Quelch, a veteran of the Harvard Business School and London Business School, insists that despite economic turmoil in Europe, the CEIBS brand in China remains untarnished. "Germany is held in very high regard," he insists. Besides, he adds: "People in China take the long view." Mr. Quelch talked with Andrew Browne in Shanghai. The following interview has been edited. WSJ: Like everybody else in China, CEIBS seems to be investing massively in infrastructure. Tell us something about your expansion plans. Mr. Quelch: The Shanghai campus will double in size by the end of 2013. We also have a campus that we opened in Beijing in 2010 and we currently have operations in Shenzhen that may convert into a fully fledged campus within the next two to three years. We also have an appetite for going west, and looking at that hundred million people in the Chengdu-Xian-Chongqing triangle, who will eventually want their own business school and will not necessarily want-- -- we'll all, as consumers, be interested in following the fortunes of these B-to-C companies, but I think the B-to-B space is where Chinese companies are really going to excel. You look at Sany at the moment: it's a very promising long- term competitor to Caterpillar. WSJ: You say that Chinese companies are increasingly hiring foreigners and becoming diverse. Can you give examples? Mr. Quelch: If you go to the U.K. website of Huawei, you will find that it's all about Basingstoke. It's not about Huawei as the global brand; it's about Huawei as a company that is in Basingstoke. This is where the Chinese are going to move faster than the Japanese because a major brake on Japanese global expansion ended up being the shortage of talented Japanese who were interested in, or linguistically able to, operate in international markets. But the Chinese are much more outgoing, and perhaps because they're coming 30 years later there are many more millions of Chinese who are English-language capable. My guess is that whereas when a Japanese company made an acquisition the foreign executives immediately hit the equivalent of a glass ceiling, in the case of foreigners in a Chinese company, it's going to be easier for them to move up the ranks. What will really make a difference in that regard is reciprocity. If and when, for example, Sam Su of Yum Brands becomes the first Chinese CEO of a Fortune 500 company born in China then they will accept a free flow of non-Chinese executive talent throughout their organizations. WSJ: What was the biggest surprise for you working in China? Mr. Quelch: The biggest surprise is that there are no weekends in China. I've always been a very hard-working person, but I have been amazed at the degree to which on Saturdays and Sundays I find myself involved in professional activities. The way I explain it to my friends in the U.S. is that you cannot achieve 10% GDP growth per year by working a 35-hour week - even if you're as smart as the Chinese. I remember Jack Welch famously held meetings on Saturdays with his people. But I think for many Chinese this is an historic moment of opportunity - a once-in-a-lifetime, maybe a once-in-a-millennium moment in time that no one wants to waste. So many Chinese display a relentless resolution to work hard today for themselves, their families and a better China. Credit: By Andrew Browne Summary: China is the fastest growing market, but the manager and executives in china can’t reach the pace of the growing market, thus a lack in management exists but solutions exist too. In interview between WSJ Andrew Browne with Dean John A. Quelch, a veteran of the Harvard Business School and London Business about China Europe International Business School and China market. Mr Quelch said that international business school in expanding in several places in China and the graduate applicant are 80% executives in the age of 40 and above the remaining are managers with an average of 30 years old. Mr Quelch identify the weakness in the Chinese company as management lack the soft skills such as marketing , leadership and strategy. In addition , Mr Quelch see the future of Chinese companies in B to B business not B to C and see that the foreign executives may benefit Chinese companies. Finally Mr Quelch illustrate why Chinese are able to succeed more than Japanese since they are more outgoing and more capable linguistic since most managers speaks English and they work hard they don’t have weekends and that’s why there GDP is increasing more than 10 % annually.

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tamtoum On 4/29/12, mon amour wrote: > China Europe International Business School got to China > early. That gives it a head start in terms of faculty and > facilities. Its new pitch: "China Depth Global Breadth," > marrying insight into how China works with an international > perspective that attracts students from China and around > the...See MoreOn 4/29/12, mon amour wrote: > China Europe International Business School got to China > early. That gives it a head start in terms of faculty and > facilities. Its new pitch: "China Depth Global Breadth," > marrying insight into how China works with an international > perspective that attracts students from China and around > the world. Dean John A. Quelch, a veteran of the Harvard > Business School and London Business School, insists that > despite economic turmoil in Europe, the CEIBS brand in > China remains untarnished. "Germany is held in very high > regard," he insists. Besides, he adds: "People in China > take the long view." Mr. Quelch talked with Andrew Browne > in Shanghai. The following interview has been edited. WSJ: > Like everybody else in China, CEIBS seems to be investing > massively in infrastructure. Tell us something about your > expansion plans. Mr. Quelch: The Shanghai campus will > double in size by the end of 2013. We also have a campus > that we opened in Beijing in 2010 and we currently have > operations in Shenzhen that may convert into a fully > fledged campus within the next two to three years. We also > have an appetite for going west, and looking at that > hundred million people in the Chengdu-Xian-Chongqing > triangle, who will eventually want their own business > school and will not necessarily want-- -- we'll all, as > consumers, be interested in following the fortunes of these > B-to-C companies, but I think the B-to-B space is where > Chinese companies are really going to excel. You look at > Sany at the moment: it's a very promising long- term > competitor to Caterpillar. WSJ: You say that Chinese > companies are increasingly hiring foreigners and becoming > diverse. Can you give examples? Mr. Quelch: If you go to > the U.K. website of Huawei, you will find that it's all > about Basingstoke. It's not about Huawei as the global > brand; it's about Huawei as a company that is in > Basingstoke. This is where the Chinese are going to move > faster than the Japanese because a major brake on Japanese > global expansion ended up being the shortage of talented > Japanese who were interested in, or linguistically able to, > operate in international markets. But the Chinese are much > more outgoing, and perhaps because they're coming 30 years > later there are many more millions of Chinese who are > English-language capable. My guess is that whereas when a > Japanese company made an acquisition the foreign executives > immediately hit the equivalent of a glass ceiling, in the > case of foreigners in a Chinese company, it's going to be > easier for them to move up the ranks. What will really make > a difference in that regard is reciprocity. If and when, > for example, Sam Su of Yum Brands becomes the first Chinese > CEO of a Fortune 500 company born in China then they will > accept a free flow of non-Chinese executive talent > throughout their organizations. WSJ: What was the biggest > surprise for you working in China? Mr. Quelch: The biggest > surprise is that there are no weekends in China. I've > always been a very hard-working person, but I have been > amazed at the degree to which on Saturdays and Sundays I > find myself involved in professional activities. The way I > explain it to my friends in the U.S. is that you cannot > achieve 10% GDP growth per year by working a 35-hour week - > even if you're as smart as the Chinese. I remember Jack > Welch famously held meetings on Saturdays with his people. > But I think for many Chinese this is an historic moment of > opportunity - a once-in-a-lifetime, maybe a > once-in-a-millennium moment in time that no one wants to > waste. So many Chinese display a relentless resolution to > work hard today for themselves, their families and a better > China. Credit: By Andrew Browne Summary: China is the > fastest growing market, but the manager and executives in > china can’t reach the pace of the growing market, thus a > lack in management exists but solutions exist too. In > interview between WSJ Andrew Browne with Dean John A. > Quelch, a veteran of the Harvard Business School and London > Business about China Europe International Business School > and China market. Mr Quelch said that international > business school in expanding in several places in China and > the graduate applicant are 80% executives in the age of 40 > and above the remaining are managers with an average of 30 > years old. Mr Quelch identify the weakness in the Chinese > company as management lack the soft skills such as > marketing , leadership and strategy. In addition , Mr > Quelch see the future of Chinese companies in B to B > business not B to C and see that the foreign executives may > benefit Chinese companies. Finally Mr Quelch illustrate why > Chinese are able to succeed more than Japanese since they > are more outgoing and more capable linguistic since most > managers speaks English and they work hard they don’t have > weekends and that’s why there GDP is increasing more than > 10 % annually.

never mind thank you anywa

Apr 29, 2012

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Illinois I'd say pick out the factual statements, and assertions of fact, and delete the rest.

('China Europe International business school (CEIB) started in ----, is investing in infrastructure, and admits Chinese and international students....')

I'm not sure I get it either. You'd have to put something there, about persuasion.
...See MoreI'd say pick out the factual statements, and assertions of fact, and delete the rest.

('China Europe International business school (CEIB) started in ----, is investing in infrastructure, and admits Chinese and international students....')

I'm not sure I get it either. You'd have to put something there, about persuasion.

And the subject, yuck. Why not just call it, predatory multi-nationals sell out the US for bottom dollar labor, but still expect we can soak up the stuff, without jobs or decent wages. They get filthy rich off the difference, and don't pay taxes. But let's all pretend that's just because the Chinese are smart, take the long view, their time has arrived etc. etc.

Yay!

On 4/29/12, mon amour wrote: > China Europe International Business School got to China > early. That gives it a head start in terms of faculty and > facilities. Its new pitch: "China Depth Global Breadth," > marrying insight into how China works with an international > perspective that attracts students from China and around > the world. Dean John A. Quelch, a veteran of the Harvard > Business School and London Business School, insists that > despite economic turmoil in Europe, the CEIBS brand in > China remains untarnished. "Germany is held in very high > regard," he insists. Besides, he adds: "People in China > take the long view." Mr. Quelch talked with Andrew Browne > in Shanghai. The following interview has been edited. WSJ: > Like everybody else in China, CEIBS seems to be investing > massively in infrastructure. Tell us something about your > expansion plans. Mr. Quelch: The Shanghai campus will > double in size by the end of 2013. We also have a campus > that we opened in Beijing in 2010 and we currently have > operations in Shenzhen that may convert into a fully > fledged campus within the next two to three years. We also > have an appetite for going west, and looking at that > hundred million people in the Chengdu-Xian-Chongqing > triangle, who will eventually want their own business > school and will not necessarily want-- -- we'll all, as > consumers, be interested in following the fortunes of these > B-to-C companies, but I think the B-to-B space is where > Chinese companies are really going to excel. You look at > Sany at the moment: it's a very promising long- term > competitor to Caterpillar. WSJ: You say that Chinese > companies are increasingly hiring foreigners and becoming > diverse. Can you give examples? Mr. Quelch: If you go to > the U.K. website of Huawei, you will find that it's all > about Basingstoke. It's not about Huawei as the global > brand; it's about Huawei as a company that is in > Basingstoke. This is where the Chinese are going to move > faster than the Japanese because a major brake on Japanese > global expansion ended up being the shortage of talented > Japanese who were interested in, or linguistically able to, > operate in international markets. But the Chinese are much > more outgoing, and perhaps because they're coming 30 years > later there are many more millions of Chinese who are > English-language capable. My guess is that whereas when a > Japanese company made an acquisition the foreign executives > immediately hit the equivalent of a glass ceiling, in the > case of foreigners in a Chinese company, it's going to be > easier for them to move up the ranks. What will really make > a difference in that regard is reciprocity. If and when, > for example, Sam Su of Yum Brands becomes the first Chinese > CEO of a Fortune 500 company born in China then they will > accept a free flow of non-Chinese executive talent > throughout their organizations. WSJ: What was the biggest > surprise for you working in China? Mr. Quelch: The biggest > surprise is that there are no weekends in China. I've > always been a very hard-working person, but I have been > amazed at the degree to which on Saturdays and Sundays I > find myself involved in professional activities. The way I > explain it to my friends in the U.S. is that you cannot > achieve 10% GDP growth per year by working a 35-hour week - > even if you're as smart as the Chinese. I remember Jack > Welch famously held meetings on Saturdays with his people. > But I think for many Chinese this is an historic moment of > opportunity - a once-in-a-lifetime, maybe a > once-in-a-millennium moment in time that no one wants to > waste. So many Chinese display a relentless resolution to > work hard today for themselves, their families and a better > China. Credit: By Andrew Browne Summary: China is the > fastest growing market, but the manager and executives in > china can’t reach the pace of the growing market, thus a > lack in management exists but solutions exist too. In > interview between WSJ Andrew Browne with Dean John A. > Quelch, a veteran of the Harvard Business School and London > Business about China Europe International Business School > and China market. Mr Quelch said that international > business school in expanding in several places in China and > the graduate applicant are 80% executives in the age of 40 > and above the remaining are managers with an average of 30 > years old. Mr Quelch identify the weakness in the Chinese > company as management lack the soft skills such as > marketing , leadership and strategy. In addition , Mr > Quelch see the future of Chinese companies in B to B > business not B to C and see that the foreign executives may > benefit Chinese companies. Finally Mr Quelch illustrate why > Chinese are able to succeed more than Japanese since they > are more outgoing and more capable linguistic since most > managers speaks English and they work hard they don’t have > weekends and that’s why there GDP is increasing more than > 10 % annually.

Jun 5, 2012

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