East Asia Management Program

CHINA
Summer Semester 2015
Faculty:
Office:
Phone:
Email:

I.

Dr. Ya-wen Yang

Farrell Hall 313
336-758-2934
yangyw@wfu.edu

Course Description
This experiential course provides participants with an introduction to the
challenges and opportunities, the risks and rewards, of doing business in, and
with, China. The course is designed to help participants build a broader, deeper,
and richer understanding of Chinas economic, cultural, political, and social
context. Participants will gain a first-hand look at the business situation within
China and will also gain an appreciation of Chinas growing importance in the
world economy. We will travel throughout China to meet with local and
multinational managers and officials, visit local and multinational organizations
and business operations, and will otherwise explore the variety of complex and
multifaceted phenomena that constitute China. A number of hosts will share
their personal experiences and insights with us as we travel through China. We
will visit Hong Kong and Macau to observe the economic, political, and social
transitions of these important parts of Greater China, as control has shifted from
their former British and Portuguese colonial rulers to the Peoples Republic of
China. Additional opportunities for a more comprehensive understanding of
China will be accomplished through visits to numerous historical, political, and
cultural sites and through participants own personal journeys of exploration
and discovery during their time in China, and through their own reading,
writing, and reflection before, during, and after travel to the Middle Kingdom.

II.

Course Objectives
A. To gain a better understanding of management practices and business
operations in an enormous transitional economy and huge emerging market
that, because of its unique economic and political stature, will play a pivotal
role in shaping the future Asian and global economies.

B.

To gain a better understanding of the evolution of a controlled economys

movement toward a more free enterprise system, and the considerable
opportunities, but also risks and challenges, inherent in such a massive
transformation.
C. To gain a better understanding of the dilemmas of governing a nation and
an economy which consist of many diverse regions with very different
economic, cultural, and historical features and circumstances.
D. To gain a better understanding of the management challenges of entering
and expanding into a rapidly evolving market, given complex cultural
and economic dynamics, as well as political and legal constraints.
E. To gain a better understanding of Chinas history, culture, society, politics,
and institutions as they relate to the overall context of business and
management (e.g., intellectual property, environment, society, etc.).
F. Overall, to contribute significantly to the personal and professional
development of each course participant by helping them be better prepared
to more successfully manage, and otherwise do business, both in and with
Greater China.
III.

Course Requirements
A. Preparation & Book Report
Preparation: We will have two class sessions and read a collection of articles
to obtain background information regarding the culture, society, politics,
and economy of China, Hong Kong, and Macau in preparation for the trip.
Participants are required to read these materials prior to arrival in China
and to be prepared to apply and discuss them. Participants may be quizzed
on major issues and major topics contained in these required reading
materials. Many other optional reading and preparation materials will be
provided. All the readings will be available on Sakai.
Book Report: Each trip participant will receive a copy of How China Became
Capitalist, written by Ronald Coarse, a Nobel Laureate in Economics, and
Ning Wang. Please read the book and write a 1,000-word report
synthesizing the book, sharing your thoughts and opinions, and comparing
what you read with your preconceived perceptions.
The report is due no later than April 15, 2015.
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B.

Participation
Participation in scheduled activities is required, except as otherwise noted
(e.g., many weekend, touring, and after-hours enrichment activities are
optional). This includes participation in the two class sessions scheduled
prior to trip departure. Moreover, your active engagement in the various
scheduled activities will be assessed and factored into your grade for the
course. Exceptions to normal participation are common (e.g., company
visits/interviews set up by individual program participants, etc.) and will
be dealt with on a case-by-case basis by participants and the faculty director.
All exceptions or deviations from the common group itinerary should be
communicated to and approved by the faculty director. At a minimum, we
need to be able to keep track of everyone as much as possible because
deviations from the itinerary may cause safety concerns or other problems,
either individually and/or for the group as a whole. Within these
guidelines, however, your own more independent exploration and lessstructured discovery are not only allowed, but very much encouraged.

C. Journal and Executive Summary

Each China program participant should keep an informal journal, outlining
and detailing your key observations, analyses, and reflections on each days
experiences in China. At the end of the trip, each participant should
synthesize and summarize the most meaningful points of analysis and
reflection from their journal in an executive summary of no more than 500
words total. Bullet point or outline format may be most useful. One way to
think about this executive summary assignment is to imagine its interest
and value to someone who might soon visit China to do business, having
never before been there. It should be incisive and insightful, and represent
concise and original added value, going beyond that which someone might
gain simply through readings or other second-hand material.
The journal executive summary will be due no later than June 15, 2015.
Some examples of possible topics for journal entries: How does the on-theground reality differ from your expectations or preconceptions, or those of
other authors or commentators? What is important, particularly that you
had not even thought of or realized prior to your visit? What is novel or
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different? What appears the same or similar, but may not be i.e., it may
have very different meanings or subtleties? What are the key challenges
faced by executives and entrepreneurs, by local companies and
multinationals, or by the Chinese government and society in general? What
has a visited or observed organization done well, or not so well? What
lessons can be learned from these shared experiences? What are key human
resource issues or challenges? What really distinguishes or remarkably
characterizes local managers, employees, consumers, and citizens? How do
key marketing mix variables (product, price, position, etc.) differ, or not?
Are there notable and important regional and local differences within
China? What keen insights and experiences do the expatriates and
multinationals, versus the locals, have to offer? What are the different types
of entry and expansion choices (import-export, franchise or license, joint
venture, M&A or greenfield wholly-owned operations) that foreign
companies and organizations have made and why? What is the impact of
legal and political forces at different levels and within different industries?
What struck you most about a particular visit, experience, city, or day? How
did a particular visit, experience, or day change your way of thinking about
China, the U.S., or business and the world in general? What did you notice
and learn as you wandered and explored the culture, city, and society on
your own? Etc.
D. Research/Consulting Project
This aspect of the course requirement is flexible enough to allow work on a
significant issue of interest to you and/or to an organization with which you
are interested or affiliated (e.g., current employer, internship company, local
NC firm/industry/government, etc.). Our preference is that you select a
China-related research project of real, focused interest to practicing
managers, entrepreneurs, investors, or policy makers. You have a relatively
unique opportunity to integrate archival research and secondary data
collection with first-hand, on-the-ground research and insights.
Sample topics for a specific company or industry might include: Should
we sell to, or otherwise enter and invest in, the China market? Why? With
what? How? Where? Alone or in partnership with whom? What are the
implications, the costs and benefits, the advantages and disadvantages to be
managed? Etc. or Can or should we source from China? Why? How?
Where? With whom? What are the implications, the costs and benefits, the
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advantages and disadvantages to be managed? Etc. Other suitable topics

might include a wide variety and diversity of issues e.g., a focused
consideration of the role of female executives, entrepreneurs, or expats in
the Chinese business context; a focused consideration of the evolving
challenges and opportunities that China presents for U.S.-based companies
in a specific industry; a guide to opportunities for financial investment in
China; a business plan for setting up a China-U.S. import-export business or
a hybrid Chimerican high-tech startup; strategies and tactics for dealing
with intellectual property issues; etc. Non-profit and governmental/policy
issues also can be fit topics of project focus.
Ideally, the completed project should be publishable or actionable in real
world terms that is, of publishable quality output as a white paper, on a
web site, or in a trade, management, or professional publication; as an
actionable business plan, whether from an executives, entrepreneurs or
investors perspective; as an actionable information and decision guide for a
company; for local, state, or federal economic policy makers; for a non-profit
organization or foundation; etc.
The project output should be professional and should offer significant and
original added value. The target length of the project should be 3000-5000
words. An Executive Summary should be included at the beginning. You
must include, analyze, and discuss critical details and data that are relevant
for your chosen topic; therefore, prioritize and organize. To this end, the
skillful use of exhibits is highly encouraged (graphs, charts, tables, etc.);
exhibits should be referenced in the text where appropriate. The originality
and quality of your analyses and insights are key, as is the contribution-tolength ratio. You therefore should carefully think about, and carefully craft,
your final consulting/research project. References should be listed in a
bibliography.
Participants may cooperate with one other participant for this project
requirement, and/or may substitute an equivalent professional-quality
presentation (such as might actually be presented to your companys
management) in lieu of a full written report, with both of these options
subject to consultation with and approval by the faculty director. Please
submit a -page write-up describing your research idea and project outline
to the faculty director by June 8, 2015 to obtain feedback and suggestions
before your invest time to further develop the project.
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The project is due no later than July 15, 2015.

IV.

Grading Criteria
Preparation & Book Report
Participation:
Journal Executive Summary:
Research/Consulting Project

V.

15%
25%
10%
50%

Course Schedule and Itinerary

A.

Pre-trip Meetings
There will be a class session scheduled on March 27, 6-9pm, and a safety
briefing and preparation session scheduled on April 10, 6-9pm.
Participation in these meetings is mandatory.

B.

Itinerary
Reference itinerary updates as they are issued for the exact travel
schedule. Detailed contact (hotels, etc.) and itinerary (flights, etc.)
information will be updated as necessary and available. The progression
of the trip is as follows: Beijing Xian Shanghai Hong Kong/Macau.
In each location, the itinerary will include group company visits (arranged
by the faculty directors), group visits to historical and cultural sites, and
informal (often optional) evening activities, as well as free time to allow
for exploration, recuperation, etc. We also allow and encourage smaller,
independent visits that may pertain to your personal and professional
interests, including your course project, provided that they are not
excessive or disruptive to the group or to the fundamental intent and
requirements of the course overall. Please ask and inform the faculty
director(s) in advance of any and all such exceptions to the normal group
schedule. During scheduled free time (e.g., most evenings), you are
welcome to schedule your own informal meetings and activities (e.g.,
dinner with company colleagues in country; with customers, suppliers, or
potential partners; etc.). If in any doubt, always ask!

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