Course description

We have never experienced times like these before. We are facing challenges - social, financial, environmental - on a level greater than ever imagined.  We are currently experiencing a period of deep economic crisis, an implication of which is that firms cannot subordinate their strategies and future plans to the specific circumstances that they are encountering today in their traditional bases.  In recent years, the competitive landscape of the Chinese economy has experienced remarkable changes that have called the attention of many global institution and business leaders. Indeed, today, more than ever, understanding the growth potential of China has become indispensible for business and competitiveness. In this difficult and uncertain environment, the Basque Chair of Competitiveness offers again, the second edition of this programme; a course where we critical competences and vision associated with understanding the current moment are developed, and the sources of competitive advantage in and from China are re-considered.

The Chinese market has experienced substantial economic growth of 8%-12% during the new millennium. While the exploitation of new business opportunities spurs Chinese economic growth, this expansionary period raises several concerns. Not all economic regions and industry sectors are growing at the same pace; furthermore, intra-industry and intra-country growth rate gaps are getting larger, or at least they have not diminished recently.  In addition, firm entry strategies in the Chinese market do not follow the same pattern and being competitive “in/from” China is ambiguously understood.

Gaining a sound understanding on how to enhance the competitiveness of firms, industries and regions is fundamental to succeed everywhere.  Public and private institution decision makers must be aware of the “glokal” competitive framework.  A Chinese proverb quotes as follows: “Dig the well, before you are thirsty”.  Before reaching a final entry decision in the Chinese market, it is highly recommended to understand the Chinese culture, business behavior and institutional relationships among different players.  This includes the role played by public institutions with foreign companies, the local legal framework, and relationships with different stakeholders (i.e., corporate governance, employees, suppliers, customers, competitors, etc.).  A framework that allows us to identify and understand all these complex relationships is a useful tool to be more competitive “in/from” China.