Jinfa Jiang Eric Wang Hui Yang George Ye FEBRUARY, 2012 ciber sYMPOSIUM

1. Determinants for Successfully Internationalizing Business Education in A Developing Country: Case of International School at JUFE Jinfa Jiang Eric Wang Hui Yang George Ye FEBRUARY, 2012 cibersYMPOSIUM

2. Why Study the International School at JUFE Case of internationalization (i.e. Curriculum & Delivery) of business education program for undergraduate degree programs Brand name development for business education in a relatively less developed region of a developing country (Success measured by 98% placement rate for graduates)

3. The Host Province-Jiangxi

4. The University

5. Porter’s SWOT: Strengths Established university with alumni occupying important positions in China and abroad Host province known for scholarship (No lack of aspiring applicants) Established good faculty reputation in finance and economics in China Degrees in Finance and Economics in higher demand The university is first sought after in the host province

6. Porter’s SWOT: Weaknesses Boutique university specialization: Finance, Economics, Accounting, & Public Finance Being located in a less developed region of China Not well known to high school students outside of the province Too many institutions in the same specialization in the country (49 in total)

7. Porter’s SWOT: Opportunities China’s admission to WTO means higher demand for graduates in Finance and Economics with proficiency in Chinese and English Economic growth had spawned a quite well-off generation of parents Decentralization of higher education administration gives greater flexibility in program design Higher education institutions are urged to open to the whole population Cost-recovery based education programs become a reality

8. Porter’s SWOT: Threats Funding scheme change: from being the sole responsibility of the Ministry of Finance of the central government to the collective partnership between the central government and the provincial government (may fall into the crack between the two levels of governments) Mega universities were set up else where from mergers with favorable funding support Exodus of faculty to coastal region

9. Porter’s SWOT Analysis Gave Birth to the International School

10. Success Factors for the International School

11. Success Factors Closed Up: Resources Higher tuition and fees Student recruiting cost shouldered by the central administration of the university Feeding with talented students and also allowing students to try out Retaining of experienced and/or international faculty members

12. Success Factors Closed Up: Staffing Faculty are cross-appointed No normal salary cost for faculty members as their home faculties are responsible for their regular pay Foreign teachers recruited on contract basis (no fringe benefit cost)

13. Success Factors Closed Up: Selective admission and Infinite Incentives Students admitted with double advantages: higher entrance exam marks and better-off parents Infinite Incentives to every measurable achievements (Top 5% grade in a course, high TOEFL or GMAT or IELTS scores, admission into graduate programs of high reputation, etc.) International exchange programs (75 as of now)

14. Success Factors Closed Up: Internationalizing the delivery of curricula Curricula: mixture of Chinese liberal art and Western business core courses Intensive English programs for the first two years Foreign faculty members deliver third- and fourth- year core courses

15. Success Factors Closed Up: Miscellaneous University leadership with homogeneous background Debt free Student identifying with the school (four-year program) Inexpensive bilingual text books

16. The Future

17. Thank You