Research On The Competition Strategy Of A Business School’s EMBA Education

As globalization evolves, China has entered a critical stage of economic transformation. It is not only a tough challenge to the position of the Chinese businesses in the global market, but also a major test on their capabilities of business management. As a special model of education targeting at business executives, who determine the quality of business management, EMBA education has a history of over a decade in China ever since its launch. The EMBA program teams in various Chinese universities and colleges have built up their own practices. Some of them, including School A, have made their preliminary progress in terms of program development and branding. However, the road of EMBA education isn’t without challenges. In the process of competition, some concerns have emerged, termed as "EMBA Chaos" by the press. Meanwhile, negative reports and public doubts also intensify the competition. For example, the EMBA Program offered by Business School A faces the problems of undifferentiated curriculum similar to that of its competitors, declined enrollments of quality candidates, and loose education management. Therefore, it is of significant and realistic importance to explore and study the business strategy of its EMBA Program.After outlining the background and methodology of the study, first of all, the article introduces the origin of EMBA education, the features of EMBA education in China and in US, and the challenges in and the debates on the EMBA degree programs in China. Second, it focuses on the development of strategic goal and the selection of competition strategy for an EMBA program planning to compete in the Chinese market. By using PEST analysis and Porter’s Five Forces Model, it embarks on detailed analysis on the market environment in the sector. Moreover, with School A as an example, and based on SWOT analysis, it concludes the strength, weakness, opportunity and threat faced by its EMBA Program, while identifying its strategic positioning. Third, on the basis of previous arguments, it compares the three competition strategies proposed by Michael Porter and determines the optimal strategy for School A under keen market circumstance, that is, to distinguish itself from other EMBA programs that purely seek for profitability; to engage in the differentiation strategy; to define the goal of "Class"; to highlight the essence of education; to combine the development of integrated business management education with innovative curriculum meeting the needs and wants of the participants; and to lead the EMBA education community in China. Finally, it offers a number of detailed implementation and quality assurance measures for School A’s differentiation strategy, focusing on several key drivers, namely curriculum system, faculty, market communications, education management and alumni community, which provides valuable theoretical evidences and references for the development of the program.