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Mode of Delivery

Face-to-face and/or Virtual Classroom

Classes can be conducted in real-time teaching on face-to-face, online, or hybrid mode.

  • Face-to-face Classes – PolyU campus or in your organisation.
  • Virtual Classroom – Real-time teaching on video conference application (i.e. Zoom or Microsoft Team, etc.).  No restrictions on location.
  • Hybrid Mode – Combining face-to-face and online teaching into one cohesive experience.

Medium of Instruction



3 hours are usually planned for each class so that 2 classes can be scheduled in a day. Modules below can be delivered as half or full sessions depending on the size of the class and the depth of the subject content.

Target Participants

English-speaking managers, executives and government officials who need to interact with Chinese companies, organisations, workers or executives, or wish to extend their understanding of the business environment in Mainland China.

Programme Structure

The following modules can be delivered as stand-alone courses or as a series.

Module 1: China’s Unique Background

These topics in Module 1 step back to look at the broadest issues which determine China’s business environment today. It is strongly recommended that some of these are included in any bespoke programme. If programmes are too narrowly focused, they risk losing the key to understanding China.


Perhaps more than any other nation, Chinese people are acutely aware of their long history and it affects the way they behave, especially towards foreigners. Understand why and how.
Culture is “the way we do things around here” and it is different in China. Failure to understand and account for that is a common element in business failures.
China is the only country to have experienced these wrenching changes simultaneously and at lightning speed. Learn how they contribute to the country’s ‘miracle’ and to its tensions.
For thirty years, pundits have been predicting “the coming collapse of China”. It hasn’t happened but could it? What might be the causes? Debt? Property prices? Corruption? Pollution? Social unrest? See the arguments in both directions.
Module 2: Hot Topics about China

The second set of modules covers more specific topics which have aroused interest and controversy.



Is it worthwhile? Can it be done? It is a legal or a tactical issue?
Since 1978 China’s place in the world division of labour can be described as “Cheap China”. Is that still true?
Two competing narratives exist. Where is the balance? Does it matter?
China’s financial system is vast and complicated. Is it serving its purpose or undermining the country’s future?
Nobody wins a trade war, but who is most affected and why?
What is it? What are its implications? Is it succeeding or failing? Both are claimed, so can we find a balanced view?
How is the balance between SOEs and Private Firms changing. How “private” is private and how “state” are the SOEs.
What is this initiative? How is it progressing to date? How much of a threat is it to your business?
Module 3: Doing Business in China

The third set of modules addresses specific issues in Business and Management, as they are practiced in China.



What are the key issues to understand when sourcing products from China.
What do you need to know about Chinese consumers? Can you sell them 2 billion socks?
Do you need a joint venture partner? Can you go it alone?
How to deal with it?
Can approaches recommended in other countries work in China?
Is it a unique phenomenon? How does it behave? Why does it break the strategy rule book?
Module 4: Hong Kong’s Economy

The final module deals with Hong Kong itself, from its colonial days to present and its future.




Hong Kong has been a base for the opium trade, the main entrepot between China and the rest of the world, and the lead instigator of China’s first industrial revolution in the 1980s. Today it’s the international financial centre for the whole country and it is torn by social unrest. What will happen next?

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