A rational strategy comes from a comprehensive and proper consideration of its mission, available resources and environment. In terms of the strategic groups in line, there are two groups of leading business schools in China. The first group are represented by Guanghua school of Management, Tsinghua University School of Economics and Management, Cheung Kong Graduate School of Business and China Europe International Business School which enjoy rich international education resources and provide management talents not only for high-level governmental business activities but also for business branches of multi national corporations in China. They can even provide managements for neighboring countries and districts and have fame around the world. The second are to provide talents for inland regional and specific industries by introducing internationally advanced economic management theory and methods and learning from globally successful economic management education modes. These schools are on the way of developing a locally adjusted economic management program with its own characteristics.

Obviously, the School of Economics and Business Management, Chongqing University belongs to the second group. The strategy of the institution is guided by the mission of institution. The resources that are available for our institution include: strength in academic research compared with other business schools in China, its status as a platform in the construction of key universities in “211 Project” and “985 Project”, and an advantage brought by the close relationship and cooperation with related industries. With all the resources available, the institution built itself to be a leading school in southwest China, especially in Chongqing municipality, based on the southwest Market, a server for industries as energy, financial investment, logistics and equipment manufacturing and one with distinctive disciplines like Economics Management, Management Science and Engineering, applied economics. All these advantages have contributed to the great achievements the institution has made in academic pursuit and talents cultivation, its potential and social impact.

The strategy of institution is “one priority” and “one interactive mechanism”, that is, to take course development as priority, and make it the guideline for scientific research and talents cultivation; to put an emphasis on the interaction mechanism where Scientific research and take it as the basis and support for talents cultivation, a reserve for course development and scientific research and a symbol to its social ability. The strategy for the development of institution can be exemplified from the following aspects:

①Discipline development

SEBA strives to improve the quality of disciplines and majors based on three first-rank disciplines: Business Administration, Management Science and Engineering, Applied Economics.

In particular SEBA plans to:

· Our expertise in three disciplines, Economics Management, Management science & Engineering and applied Economics have been greatly elevated as compared with that in other schools of its kind in China and receives wide acclamation from the world’s best scholars and globally influential academic organizations.

· We give priority to Economic Management, to enhance the status of Energy technology economy and to take technical economics & Management, business Management and Accounting to be the main subject areas.

· We make quantitative economic method the key of applied Economics, to continue its research in Finance, industrial economy and regional economy to accelerate the formation of Energy technology economy.  

· We promote a stable and sustainable development of Management Science and Engineering.  

②Talents Training:

The institution has launched and carried out the plan of “Outstanding Management Talents Project” to integrate the education for undergraduates, disciplinary graduates (doctorate and master programs) and the students in professional education programs, for example MBA, into one. This project is to consolidate the status of undergraduates’ education as the basis, to highlight the academic outcome and contributions by disciplinary graduates, especially doctors and to contribute to enrich the community-beneficial resources as MBA professional education programs.  

In particular SEBA plans to:

· We are to emphasize the importance of innovation, enterprise and ability, make it institutionally favorable for students’ interaction and create a better environment for talents nurturing.  

· We provide professional and comprehensive career guidance and have an unmatched alumni network, alumni from MBA and EMBA and others, which can greatly support the development of institution and nurturing of talents.  

· We strive to steadily improve our doctoral education, the institutions and training module. The doctors are encouraged to achieve their personal development early and contribute the academic advancement.

· We take efforts to refine the standards and systems for disciplinary master’s degree education and make it an attraction for graduates and a talent base for doctor’s degree education programs.

· We put an emphasis on the construction of distinctive discipline for undergraduates and have truly achieved the dual goal of nurturing high level pragmatic talents as well as research talents through undergraduate education. We are also to enhance the role of undergraduate education as the foundation of “Outstanding Management talents.

Other strategies include:

· Enhance entrepreneurship and develop creativity and practical skills for the students;

· Promote career student services;

· Make sure that the employment development center plays a key role in job placement guidance;

· Build strong MBA, EMBA, MAPcc alumni networks, establish long term alumni networks able to generate employment opportunities for new graduates;

· Improve graduates’ employment opportunities and increase the overall employment rate, striving to make undergraduate and graduate employment rate reach a higher level;

· Achieve a 10% annual growth rate in donations to the school;

· Strive to make the EMBA program a national brand and increase the percentage of students from other cities and provinces;

· Improve MBA teaching material and the case studies library;

· Increase the MBA enrollment and expand the enrollment geography step by step by increasing the enrollment in Chongqing surrounding counties and areas;

· Maintain the leadership as top MBA program in Chongqing and in the west of China and hold the leading position in the national ranking system;  

· Make the MPAcc program to be a top quality program, by keeping enrollment steady and increasing the enrollment quality. The MPAcc program will maintain its excellence and ensure to be among the top 20 in the nation;

· The Master of Finance and the Master of International Business programs will attempt to enroll 40 students in the beginning and gradually expand their influence in Chongqing and west China;

· EDP programs are one of the main sources of revenues for the school. The school will enlist faculty resources and provide excellent services to students to build a dominant position in Chongqing business circles for our EDP training center.

③Scientific Research

SEBA will strengthen the conditions for research, establishing and implementing a scientific strategy to balance the development of disciplines, aiming at higher quality scientific results and arranging a strategic research team to promote the development of research to a new level.

In particular SEBA plans to:

· Take full advantages of the opportunities offered by the National Outstanding Young Scholar Fund and the National Scientific Fund programs to promote the faculty to conduct high quality research work;

· Explore effective mechanisms of supporting excellent young researchers, cultivating and developing some outstanding academic leaders and research teams;

· Improve the funding and rewarding systems for faculty, guiding and aiding the faculty to publish into domestic and international prestigious journals;

· Promote interdisciplinary work and a “crucial team” to impact the domestic forefront science;

· Intensify the support for Technological Economics and Management, Business Administration, Management Science and Engineering, Applied Economics and some other core research areas, improving the overall level of key research fields, strengthening the core competitiveness of scientific research development;

· Attract overseas scholars to engage in research work with SEBA’s faculty, while building innovative international cooperative research teams.

· To accomplish the accreditation of AMBA and AACSB and establish it a top-notch business school with outstanding MBA training programs.

④International Outlook

SEBA will further pursue its strategy of internationalization by expanding the number of international students; hiring international faculty members; holding high-level international conferences; promoting international communication and cooperation and pursuing accreditation by international organizations.

In particular SEBA plans to:

· By 2015 to have at least 40 international students each year enrolled in the international program taught in English;

· Hire every year two long-term foreign faculty members and many foreign visiting professors;

· Organize high-level international conferences about three times a year, strengthening international cooperation and exchanges while increasing the international reputation and influence of the school;


The strategy is reviewed by the Faculty Committee of the school every five years (the last time the strategy was reviewed was in 2011) The Faculty Committee is formed by a selected group of faculty members from all the school departments. The Faculty Committee elaborates the strategic plan of school in coordination with the strategic plan elaborated by the University. The strategic plan of the school has to be consistent with the 5-year plan elaborated at the University level. In practice, this implies that the University reviews its strategic plan first and the school proceeds to prepare its strategic plan afterward, focusing on how to implement at the school level the strategic guidelines adopted at the University level.

Compared to the previous strategic plan (2006-2010) the current strategic plan (20011-2015) presents some innovative features and lays out ambitious goals of further improvement with reference to the goals already indicated in the 2006-2010 plan. Compared to the previous strategic plan, the current one puts a significant emphasis on three new strategic goals: the development of the “innovation capability” of the faculty in teaching and research; the development of an interdisciplinary approach to teaching and research; and the internationalization of the school through the hiring of international faculty, the increase in the number of non-Chinese students and the pursuing of accreditation with the two major accrediting organizations: AMBA and AACSB.      

With reference to other goals already present in the previous strategic plan, the 2001-2015 plan emphasizes further improvements: for example, the disciplines of "Business Administration", "Management Science and Engineering" and "Applied Economics" strive to improve their national ranking and reach top 10, top 20 and rise 5 places respectively (currently Business Administration ranks 13; Management Science and Engineering rank 28), In addition, the current strategic plan aims to build Business Administration as a national key discipline and to build a research base for Energy Technology Economics and Management.

plan of the school, the MBA programs review their strategy every five years. The earliest MBA strategic plan was developed in 1996. The current one emphasizes three strategic goals: internationalization, outstanding quality of the programs and students and preparation of the students to be innovators and responsible business leaders with global vision and domestic knowledge of the economic and social context of western China.

In particular, seven strategic goals have been emphasized in the current development plan compared to the previous one:    

1) Independent management of the MBA program;

2) Reform of the teaching modules;

3) Expansion of MBA practice bases and building of at least 20 excellent practice bases;

4) Improvement of alumni networks, external relationships and ties with outside stakeholders, in order to provide value-added services to MBA graduates;

5) Development of joint MBA degree programs with overseas universities;

6) Launch of overseas study tours and exchange activities;

7) Development of MBA student management and service organizations, in order to establish effective communication mechanisms between MBA students and the school.

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