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The American Graduate Sclwolof International Management Volume XLVII, Number 2 1992-93 Nonprofit vs. For-Profit: Is there a difference? • It's Back! The Thooderbird Collection TABLE OF CONTENTS 2 7 8 10 12 13 16 18 20 Nonprofitvs.Fo~Profit A Vital Connection Depending On One Another Thunderbird's Strategic Plan In Memory of Mr. Thunderbird Campus News Footnotes Backstage at the Olympics The Thunderbird Collection Network Updates Homecoming 1992 On the cover: Carolyn , PoLson O'Malley '70 ana Robert Sau1n '91 look over volunteer lists iu the boamToom Of the United Way Building inPhoenia:. Photo by Jon WhiUlk,er. Thunderbird Magazine Volume XLVII, Issue 2 1992·93 A publication of the Alunmi Relations Office of The American Graduate School of International Management, 15249 N. 59th Avenue, Glendale, AZ 85300-6006 (602) 978-7135 TELEX 187123 FAX (602) 978-8238 Assistant Vice President for Communication and Editor: Nelda S. Crowell Director of Publications and Managing Editor: Caml A. N aftzger Conununication Secretary: Joann Toole Design: Pat Kenny Graphic Design Director of Alunmi Relations and Publisher: Bobbie M. Boyd Assistant Director of Alunmi Relations: Michelle Olson Alwnni Relations Staff: Janet M. Mueller Executive Secretary/ Office Manager Jane Kidney Secretary Helen Grassbaugh Receptionist Ruth E. Thompson Administrative Assistant Donna Cleland Data Base Administrator Lucille Censoprano Data Entry Clerk Thunderbird Alunmi Association 1992·93 Board of Directors and Officers Chairman of the Board Jack E. Donnelly '60 President Stephen K. Orr '79 Vice Presidents Maarten Fleurke '79 Thomas D. Hobson '79 Martin E. Snsz '79 Secretary Bobbie M. Boyd Ex Officio Members Roy A. Herberger, Jr. Richard Snell Board Members John C. Cook '79 George T. DeBakey '73 Michael T. Dillon '78 Webb F. Elkins '63 Hani Elnaggar Linda J. Magoon '84 Bryan D. Manning '76 Larry K. Mell.ingeJ· '68 McDiarmid R. Messenger '72 Peggy A. Peckham '74 Carolyn Polson O'Malley '70 H. Gene Wick '60 Daniel D. Witcher '50 Honorary Board Members: JosephM. Klein '47 Becoming Self-Sufficient ~ew years ago, two Thunderbird professors, Dr. John Mathis, chair of the Department of World Business, and Dr. Jim Mills, director of foreign programs, began sharing their exper-tise in banking with senior bankers in Bangladesh. Through their personal consulting business, they effectively planted Thunderbird's seed and cultivated the School's growing relationship with the Bangleshi banking and agricultural sectors. The two professors of international banking and finance also paved the way for a new BangladeshiThunderbird relationship. Beginning this year, the School expects to benefit from a $250,000 grant from USAID, the United States Agency for International Develo~ ment Awarded to the International Fertilizer Development Council of Bangladesh, an agribusiness co-op, the grant will provide funding for Bangladeshi banking executives and government officials, particularly from the Ministry of Agriculture, to study at Thunderbird. Under the proposed funded study program, 10 participants will attend programs up to four months duration, while two candidates will be enrolled in the M.I.M. degree program. USAlD, together with IFDClDhaka and the Ministry of Agriculture, identified Thunderbird as "an excellent institution for the proposed training/study programs as it (the School] is devoted exclusively to international management studies." In September 1992, Mathis and Mills spent a week training a group of bankers in Dhaka, Bangladesh. Mathis has estimated that they have trained 60 to 70 bankers in the country over a period of about two to three years. This number accounts for nearly all of the senior bankers in the entire country. As their work grew, Mathis and Mills, both directors of the Thunderbird International Banking Institute, decided to turn over the llU\iOrity of the training to the School. Currently, the training is under the auspices of the Thunderbird Management Center, part of the executive training arm of the School. Four groups of 10 to 12 Bangladeshi bankers have come to the Thunderbird campus over the past two years for training. One group also received training in agribusiness under the auspices of Michael Woolverton, Continental Grain professor of agribusiness. The Thunderbird Management Center made arrangements for most of the seminars and has since been given the responsibility of overseeing the proposed training for the next two years. One of two executive training programs on banking and management this spring was held in February. The group of 11 bankers and businessmen attended a two-week banking and management seminar on campus. Ishtiaq Majid, training officer for IFDClDhaka, who participated in the February seminar, says, "Programs in marketing, management and information systems are the most helpful. So far, the quality of (this program] has added to our knowledge." Bill Kane, director of the Thunderbird Management Center, says that a second group of 11 will be on campus later this spring. As a part of the proposed training through the USAID grant, one Bangladeshi has also been officially accepted as a special student for the spring 1993 semester. Mathis says that the banking industry is closely linked to the agricultural industry in Bangladesh and that because of improvements in the banking sector, great successes have occurred in the agricultural sector. As the banking sector has expanded lending and made it easier for farmers to buy machinery, seed and other supplies for local farming, farmers have been able to produce their own food, rather than purchase it elsewhere. Before the banking reforms, farmers were starving because they lacked the hard currency needed to buy food and the means to grow their own. Once they received loans and could grow their own crops, the country's domestic output rose and the farmers could feed themselves and their communities. The self-sufficiency Bangladesh now el\ioys has greatly improved the Bangladeshi economy and standard of living. Mathis says, "We're beginning to pull in not only the bankers and farmers, but also the dealers that sell supplies to the farmers," Mathis says. "We need to expand this (training] to other countries, particularly in eastern Europe and Africa" He hopes that as Thirds see the type of consulting and training that is being done through the School, they will latch on to this idea and expand into other areas of the world that could benefit from the expertise the School and its graduates have to offer. by Pam R. Selthun L I by Carol Najtzger onpro tvs. They have common problems and common needs. The only difference is the bottom line. For-profit or nonprofit? The lines are beginning to blur. New connections are being forged. Once upon a time, these two sectors were looked at far differently in terms of management skills, mission, goals and objectives. Today, the two sectors are learning from one another. The nonprofits are discovering the importance of strong management skills when carrying out goals and objectives. These organizations can no longer think, "If you're doing good, somehow God will provide." With limited resources and a tough economy, commitment is no longer enough, professionalism is a must. The nonprofits also spend a good deal of time defining their mission. "When you're clear about your mission, corporate goals and operating objectives flow from it, n says Frances Hessel-to use their skills in nonprofit organizations to help others. These graduates come from a variety of backgrounds but they have a common interest in serving humanity. Today, they are using their considerable skills to further their causes around the world. MOTIVATING FACTORS What motivates these talented people? Robert Saum '91 is the finance and administration manager for the Pakistan/Afghanistan operations of Mercy Corps International. "I want to use my skills and education to help other people improve their lives," he says. "I am also motivated by a strong belief in the need for sound management and stewardship in nonprofit organizations. Donors and beneficiaries bein, former head of the Girl Scouts, in an article appearing in Business Week. She says the organization kept asking the same questions, "What is our business? Who is the customer? And what does the customer consider value?" The for-profit sector is looking in the same direction. Arnold Langbo, CEO of Kellogg Company, says, "The end objective of our leadership as business men and women must be to serve consumers." "One consistent aspect of each day is the opportunity to learn from my fellow workers. Thunderbird has always had a core of bright, well-educated international managers eager THUNDERBIRD XLVII 12 / 1992·93 Whether it is something related to the job or more social or cultural, I am constantly learning. " Robert Saum '91 deserve to have nonprofit organizations which are efficient and effective. n Formerly with Ernst & Young, Saum says he uses the same skills as in his previous job, but with a different objective. "Mercy Corps International does not have a profit motive-here in Afghanistan we have the objective of helping the people rebuild their lives and country. I can think of no stronger motivation for me." Based in Quetta, Pakistan, approximately 60 kilometers from the border with Afghanistan, Mercy Corps operates medical and agriculture programs for the benefit of Afghan refugees in Pakistan and the people living in Afghanistan. "We operate a hospital, outpatient clinic and maternal/child health centers in Pakistan. These facilities are used as the clinical training centers for our healthcare workers' courses, n says Saum. "Afghan healthcare workers are trained to work at one of our 39 clinics situated throughout south and southwest Afghanistan. We also have an agricultural program which includes training of basic veterinary workers, irrigation and other engineering projects, and seed improvement programs. Besides the finance, accounting and procurement areas, Saum manages the local employee personnel function (more than 600 employees), the transport department with 25 vehicles and drivers, the warehouse and the general services function for the maintenance of the physical plant. "I am specifically mandated to train local staff in sound "The Volunteer Center, a United Way member agency, recruits, refers and recognizes volunteers, distributes donated items and responds to the volunteer needs of the community. " Carolyn O'Malley '70 ffi '~" ~ z .... ~~--~ .. ------------------------~Q " Mercy COrpS International is based in Port-land, Oregon, with operations throughout the world. It is committed to the assistance of the world's poor through emergency relie!, self-help development projects and development education. We strive to promote self-reliance, productivity and human dignity. Guided by Christian values, Mercy Corps International seeks to motivate and educate the public about the plight of the poor and to work for peace and justice. " Robert Saum '91 THUNDERBIRD XLVII /2/ 1992-93 3 "The Red Cross is an organization created to prevent, prepare for and handle emergencies. Beyond the financial management and administrative decision-making," says Saum. "Personally, I find it rewarding to know that my work is a direct benefit to other people and their quest to rebuild their lives and country." Flexibility and planning are key components of Saum's contributions to Mercy Corps. "As we live and work among the world's largest refugee population, we must always remain flexible. We also must plan and manage our activities so that we have the time American Red Cross, another 125 to 150 countries in the world have either a Red Cross, Red Crescent or Red Star of David organization. " Narce Caliva '56 tions work long hours and creatively manage diverse responsibilities so that funds can be channeled directly to the organizations' clientele. Nonprofit stockholders are the donors who demand increasing accountability for their gifts." Larry Ritter '89 is the international program director for the Pearl S. Buck Foundation, a small child-sponsorship organization that for most of its history and resources to address new and immediate concerns. In a world with many needs and limited resources, there is a concern that the donor community can tire of an ongoing problem." "The International School Bangkok (lSB) educates 2,000 expatriate kindergarten through 12th grade students from 50 different countries living in Bangkok. Greater awareness of the importance of our children~ education is a noble goal-onr3 we're accomplishing at ISB." COMPETING FOR DOLLARS Nonprofits battle for survival as they compete with other nonprofits for limited resources. They compete against government in virtually every service category including health, education, welfare, social action, and recreation. "Most nonprofit organizations compete every day for the funds to continue their work," says Randi Yoder '85, Associate Dean, Carlson School of Management, University of Minnesota. "These organizations' employees know everything about production efficiency because there is no excess in the operations budget. My colleagues in social service organiza- 4 THUNDERBIRD XLVII 12/1992-93 MicluuiNebeker '84 has concentrated on helping children in Asia who were abandoned by their American fathers. The foundation operates in five countries in Asia and has recently begun a program in Vietnam. Ritter can attest to the competition for limited dollars. "Particularly in these economic times, the public has other concerns," says Ritter. "There are also problems on the recipient side. In our situation, dealing with Asian economies, while the livelihood of most people in these countries is improving, the disadvantaged children are being left behind. And it costs us more money per child to try and help them. "We are embarking on a strategic planning process, something we should have done a long time ago. Nonprofits have been slow in professionalizing their management and getting into sustained long-range planning. I've managed to bring a new focus to the budget procedure. We begin [the budget process 1 much earlier and try to set realistic goals for our operations. I'm trying to introduce the idea that budgeting isn't just looking at last year's numbers and multiplying them by some percentage, but really taking a continuous evaluative look at what we are doing, and whether we should be doing it." Narce Caliva '56 spent 30 years working with the American Red Cross. He retired in 1989 as special assistant to the vice president of human resources. Prior to that assigrunent, he was managing director of the European Area in Stuttgart, Germany. For seven years, Caliva was in charge of a $13 million operation with a paid and volunteer staff of more than 7,000 workers. He says there was always an element of uncertainty present in the Red Cross budgeting process. "At the Red Cross, our main fimding source was contributions and operating units worked on yearly budgets. Monies were normally raised and spent in a given cycle. Unlike business, the nonprofit service organization can seldom store a surplus. Public opinion and major disasters wouldn't allow it, anyway. You're successful when you get the support, financial and otherwise, use it to serve others, and continue raising more fimds for more service. For the American Red Cross, this involves hundreds of millions of dollars. You have to keep proving you can operate efficiently in a business fashion year after year after year. Budgets, meaning charitable dollars, are tightly controlled-understandably lots of people are looking at you, watching and auditing what you do." FINDING THE DOLLARS "I believe that fimd raising is the synergistic union of the profit sector and the nonprofit sector," says Michael Nebeker '84, Development Director at the International School Bangkok (ISB). He was hired to launch a capital campaign to raise fimds for a new $25 million campus outside the city. "I saw the opportunity to vastly utilize my public relations expertise," says Nebeker. "Fund raising is more than just people giving away financial resources, it's about showcasing humankind at its best." Nebeker was previously employed by Burson-Marsteller Public Relations in New York and Bangkok. "I learned several important skills which prepared me for capital fund raising," he says. "Making cold calls to editors and media executives to pitch stories for clients helped prepare me to contact multinational corporate executives in Bangkok regarding ISB's capital campaign. These people are extremely busy and their time is very valuable, so making contact, establishing rapport, arranging an appointment, explaining and selling the case, asking for a gift, making follow-up visits and closing the de~l must be finessed in a timely manner. Also, a "0 ne to One has issued an ambitious challenge to the nation: By 1995, every young person who might benefit from a mentoring relationshiP will have the opportunity to be matched with a caring partner." Harold Bri:nkl.ey, left, vice president of local mobilizatian, One to One, and steve Orr '79. • solid background in public relations enabled me to properly recognize donors' contributions to the school and raise awareness of the benefits to the school community. This has been the key to the success of our campaign." Nebeker says that without the profit sector alive and well philanthropy would die on the vine. The benefits paid back to the community by the nonprofit sector's proper use of funds is greater than the sum of the two sectors alone. He cites the example of ColgatePalmolive's oral health care and education program in rural Thailand. Over the long term, it is both profitable to Colgate and rewarding to children, adults, health care providers and Thai public health officials. GETIING IT DONE Across the world, in Washington, D.C., a partnership of the private and voluntary sectors was formed in 1989. One to One was created to address the crisis of disconnected youth by stimulating a national mobilization of people, organizations, and communities using mentoring as a basic intervention strategy for the needs of at-risk youth. The organization wants to create an entrepreneurial solution for children who are economically disadvantaged. Steve Orr '79 took a two-year sabbati-cal from Wall Street to work with One to One. "In my observation, the nonprofit field is much tougher than the business field," says Orr. "You are doing everything you ought to be doing in a business sense, plus you are dealing with people who are visionaries. They have wonderful perspectives on how the world can be changed, whether it be youth or illness, but many times they lack the skills to achieve that change. A person like me tries to reach out to business people and get them involved in the vision, to bring a reality to it. It is a process of recognizing the vision, but also recognizing the limitations to get it done. Getting it done is what we're all about." THE LINES ARE BLURRING Randi Yoder sees the lines between the for-profit and nonprofit sectors blurring. Both types of organizations require operational efficiency and effectiveness. Both require sophisticated marketing and communications with their consumer and investor constituencies who increasingly demand quality service and accountability for the funds they have invested. She draws parallels between the two sectors. "Like any for-profit organization, the Carlson School must define and position our product (students and THUNDERBIRD XLVII 12/ 1992-93 Heidi Luquer '92 "wetlands for the Americas promotes wetland strate-gies that advance the health of wetland ecosystems (particularly in South America) as well as the biodiversity that depends on them. Wetlands are a sponge for maintaining water suPPlies, nurseries for productive fisheries, and a resource for an array of recreational activities. " education), segment the market and tailor our message and product to our customers (alumni, employers, corporate and individual donors, the media, legislators and prospective students). We seek to cost-effectively produce a high quality product, we are active players in the information market and are preparing ourselves, and our students, for competition in the global marketplace." Yoder says one factor still differentiates the nonprofit-the ultimate beneficiary. "In the for-profit organization, decisions are based on ultimate gain for the stockholder. The nonprofit's bottom line will always focus on the recipients of its services." CONSERVING OUR RESOURCES One recipient is the environment and ultimately the people occupying our globe. Conserving the wetlands of the western hemisphere is the major focus of Heidi Luquer's involvement in the nonprofit sector. She uses her marketing skills to identify large donors, raise funds, write grant proposals, and conduct public relations for Wetlands for the Americas. The organization's focus is to develop wetland strategies that advance the health of wetland ecosystems (particularly in South America), as well as the biodiversity that depends on them. "Nonprofits sometimes get caught up in a lot of acronyms and verbiage," "I have learned a great deal from my colleagues at ISB about patience and the human touch. " Michael Nebeker '84 6 THUNDERBIRD XLVII /2/1992-93 says Luquer '92. "The language is necessary, however, because the strategy is to sound as knowledgeable as possible. Donors are more comfortable when they have a lot of information." She is surprised by the amount of writing involved in her job. "It is more academic than I expected." Her oganization's base is very scientific, it is not a lobbyist group. Luquer also notices that more attention is being focused on groups recognizing what others are doing to avoid overlap. This is a critical issue when resources are scarce. WORKING WITH VOLUNTEERS An article about the nonprofit sector would not be complete without mentioning the role of volunteers. Volunteers are a key force within the industry and without their contribution, the industry would probably collapse. Carolyn Polson O'Malley '70 coordinates media events for the Volunteer Center of Maricopa County in Phoenix. Volunteer work has been consistent in her life. After graduating from Thunderbird, she moved 16 times in 15 years which kept her from pursuing a forprofit career. Instead, she did volunteer work wherever she lived. Today, she uses her Spanish language and public relations skills to write articles, public service announcements, and establish media contacts to raise awareness of community needs and recruit volunteers. O'Malley says she has two customers-agencies and volunteers. She also organizes the media events to publicize such activities as The Great Human Race, an annual walkathon that raises funds for the Volunteer Center. The center serves 650 nonprofit agencies and 25,000 volunteers a year. O'Malley er\ioys the flexibility of her job. On any given day, you may find her dressed in a business suit, talking to a group of corporate executives, or in sweatshirt and jeans working at the Food Bank with NBC's Phoenix affiliate, Channel 12. O'Malley shares the enthusiasm of other T'birds working in the nonprofit sector. Although there is no such thing as a normal day, she loves her job and the rewards that go with helping people in need. And they all agree with Steve Orr who says, "If you pursue the nonprofit field in a business context, developing a business plan to run your organization efficiently, you will be very successful." • by David Reed '89 A Vital Connection foot containers included 101 cases of medical supplies, two medical cabinets, two bags of wool blankets, six pallets of hospital supplies, 73 boxes of dry cereal, 120 boxes of cooking oil, two pallets of surgical supplies, and one box of X-ray film. The approximate value of this 18,OOO-pound container was $70,000. The second container was loaded with six 50-pound bags of dry milk, two stretchers, seven oxygen holders, two pallets of flour and two pallets of sugar. It weighed in at 10,144 pounds with a value of approximately $1,500. Shipping is a link in supplying aid to Croatian people in need. Bills of lading. Export documentation. Rail bills. Ocean vessels. Although these terms are everyday vocabulary for anyone involved with import/export, they are also key components in the process of providing humanitarian aid to Croatia. A direct relationship exists between humanitarian aid to this country and international steamship transportation. The process of transporting aid to the Croatians begins when a booking is taken. A trucking line is dispatched to move containers to the shipping agent for loading, and then to the railroad yard. Containers are moved by rail to a U.S. port in Norfolk, Savannah, Baltimore or New York. The initial transport takes four to five days. Once loaded on a vessel, sailing time to the overseas port is approximately one month. A major player in the humanitarian relief effort is the network of organizations donating goods and services from the United States. Antun Beric is president of Amcro, a New Jersey-based freight forwarder. He coordinates all Croatian ocean relief cargo from the United States. Beric says that the relief effort started before the civil war with the former RepUblic of Yugoslavia. As several communist satellite countries moved toward democracy, most government subsidies ended. Berie and 15 other expatriate Croatian business people immediately foresaw that the Croatians would become desperate for such staples as food, medicine and clothing. Because of the anticipated need, they organized a relief group, Caritas-Latin for charity. The group set up guidelines and procedures, which are now used by other relief organizations, and sent its first shipment of relief supplies to Croatia in March 1990. Today, the relief organizations number more than 100. Besides Caritas, other major groups include the Croatian Fraternal Union, Americares, Brother's Brother Foundation, the Committee for Charitable Help in Croatia, and many churches such as Sacred Heart Parish in Chicago. Since the original shipment in 1990, over 100 containers of relief supplies are shipped every month from U.S. Another major player in the relief effort is the Croatian Steamship Line. Davor Skevin is its intermodal and container representative. He is based in New York to organize U.S. relief operations. According to Skevin, the steamship line has been donating the transportation of materials for more than a year, and will continue service as long as necessary. The U.S. effort, however, is only a small part of the picture, as relief goods also flow from Germany, Australia and Argentina. This effort is expected to expand to other countries, wherever expatriates and friends of Croatia are living. docks to make the voyage to Croatia. The manifest of a typical relief cargo looked like this in October 1992: two 40- Donation of transportation services does not come without cost. According to Skevin, the Croatia Line has donated services totaling over $2 million thus far. David Reed '89 is involved in the operations depart· ment oj ajoreign steamship agency based near Chicago. One oj the steamship lines represented is the Croatian Steamship Line. He arranges to transport containers jrom the shipper to the port oj loading and prepares export documentation. His proj essional involvement has led to an increased interest in humanitarian aid to Croatia. All inland and ocean freight charges were absorbed by the company. The fmal player in the relief effort is the network of receiving organizations within Croatia. Once in Rijeka, the incoming goods are recorded in a ledger by the Croatian Office of Displaced Persons. Berie says this is done to control corruption. The goods are then distributed through several relief organizations, and monitored by regional governments. Distributing organizations include the International Red Cross, Caritas, AGAPE and other missionary groups and churches. Many organization members risk their lives to distribute supplies to the people of Croatia. • THUNDERBIRD XLVII /2/ 1992-93 7 • Viewpoint Depending on One Another A relationship exists between the profit and not-for-profit sectors in today's international marketplace. The miracle of the marketplace cannot function without the nonprofit sector. The nonprofit and profit sectors are interrelated although their interdependent relationship is often not understood. Historically, Adam Smith began to challenge the inconsistencies of mercantilist thought, strongly advocating the importance of specialization. Mercantilists based the welfare of the nation upon the acquisition of wealth, particularly gold. The theory was flawed. Obviously, if you wind up with all the gold, who else can continue buying from you? David Ricardo came along and developed the principle of Comparative 8 THUNDERBIRD XLVII 12/ 1992-93 Advantage in which nations produce some things efficiently for their own use and to sell to others. They buy from others those things they cannot produce efficiently. Everyone winds up with more goods and services and a higher standard of living. Both Smith and Ricardo use finite examples. Once the total goods and services are produced as efficiently as possible, expansion stops. These theories, guiding our thinking today, fail to grapple adequately with wealth creation, unfair trade practices, and the relation between the private sector and the state. The nonprofit sector is called upon to establish public policy, both nationally and internationally. The non-profits address such themes as wealth creation, trade practices and the relationship between the private sector and the state. Hernando de Soto and his Institute of Liberty and Democracy is the foremost example. De Soto is, without a doubt, one of the great thinkers of our era. His contributions to understanding the modem state and the informal sector are invaluable. Regardless of what comparative advantage theory says about the virtues of unrestricted trade, all nations interfere with international exchanges. Tariffs may be imposed, quotas established, capital restricted and so on. These interferences may be simply the result of special interest pleading. The reasons for interference are straightforward: revenue, protection of domestic industry, unemployment, economic development, national defense, balance of payment difficulties, and the like. SHARING RESPONSIBILITY It was, and is, the responsibility of government aided by nongovernmental organizations to establish the guidelines within which private enterprise can flourish. Also, it is the responsibility of government and the private nonprofits to solve problems and protect national interests. The S&L scandal now in its fifth year requires little comment. New problems on the immediate horizon include the potential loss of the U.S. domestic aircraft industry to AIRBUS; the desire to export minimum-wage jobs to countries that can use them; training of Americans to fill the jobs that pay $11 to $35 per hour; and providing minimum social protection, includ" Japan Incorporated." This means that industry, government, banks and nongovernment organizations unite in a common effort for the good of the nation. The roles are not adversarial. The future success of the United States will largely depend on whether we can develop such an approach. I am hopeful. Once Americans understand what makes Japan successful, a program will emerge. I cannot recall who said, "Men act reasonably when they have ing basic education. It is exhausted all other quite possible for the private sector to manage many of these programs on behalf of government. Significant and desired inroads have been made by the private sector into education and medical care. Reasonable policies and actions combining the alternatives." Clearly we are at a crossroads in America. Reasonable policies and actions combining the nation's private and nonprofit efforts are needed to find answers and help America remain competitive. This article is not long enough to debate each issue in detail. Suffice it to say that the U.S., both in the public and private sectors, no longer runs things as well as it used to. Not long ago, I was in Rome and a man said to me, "Rome was not built in a day because the Americans were not here." I wish this were the America of today. The America of today has brought us the S&L scandal; the prospect of a commercial bank mess; a nation's pri-vate and nonprofit efforts are needed to find answers ESTABLISHING POLICIES My own work with the nonprofit sector can be classified into two activities. The first activity is showing governments how projects should work. A forestry or environmental activity is a practical application of development theory. Every project has a national counter-and help Americ. a remazn competitive. welfare system which gets people on the dole, but not off it; corporate executives earning millions in salary and stock options while their companies are losing money; and political gridlock in Washington, D.C. HELP FROM THE NON PROFITS We are facing many problems in this country and throughout the world which can be addressed by the nonprofits. Government contracts with think tanks and other nongovernmental organizations to study problems, design and conduct pilot projects prior to introducing legislation, or engaging in nationwide efforts to correct given issues. (l-r) Peter Reitz '62 Future genera-tions of T'birds with Hernando de SOlo, Institute of Liberty and Democracy, Lima, Peru. can playa key role in finding answers to many of the nation's problems. We often hear the expression part. When the project ends, something is left behind. The second activity, and the one most closely linked with the Pan American Development Foundation, deals with public policy. We want to contribute to environmental policies throughout the Americas; we want to impact upon trade practices; we want to sort out social problems in the fields of health and education. These are not just noble causes. They establish the basis for the private sector to flourish. • Editor's Note: Peter J. Reitz '62 has enjoyed a distinguished career in the nonprofit sector. Prior to his appointment as executive director oj the Pan American Development Foundation, Reitz spent 25 years with CARE. As secretary-general, he implemented policy established by the board oj directors in some 45 developing countries and served as its representative to the United Nations. by Peter Reitz '62 The Foundation The Pan American Development Foundation is celebrating its 30th birthday this year. It has started 34 National Development Foundations (NDFs), of which 28 are :flourishing. These foundations are minibanks, organized to promote small business entelprise. The board of each foundation is made up of the best business people within each country. These are local business leaders, eager to promote economic growth. They are unpaid and contribute their own time and money. Recently I met with the executive director of the Jamaican Development Foundation. The foundation, begun less than 15 years ago with under $300,000, has a capital base today of over $12 million. NDF Jamaica made 2,300 loans last year. The success of the NDFs has led to the creation of other similar institutions within each country. In Jamaica for example, the New Start Fund was created for small enterprise development. Its director is the former deputy director of the Jamaican NDF. It is very satisfying to see these kinds of wealth creation activities begin and grow. The Pan American Development Foundation is associated with the Organization of American States and occupies offices within the OAS building in Washington, D.C. It is uniquely well placed to be asked to help governments of the hemisphere engage in practical demonstrations of national development policies. The examples are many. They can be as simple as grappling with the laws governing "buffer" zones protecting national forest lands, or as complex as establishing the social and education framework to develop the North American Free Trade program. My foundation is working on both programs. We work with think tanks, national legislators, ministers of government and heads of state in many countries. Our contribution is one of many that make up the nonprofit sector. by Peter Reitz THUNDERBIRD XLVII /2/ 1992·93 9 Board Approves Strategic Plan Thunderbird has created a strategic plan for its leadership role in global management education. I n October 1992, Thunderbird's Board of Trustees approved the following strategic plan for the School. The plan has also been accepted by the World Business Advisory Council, the Thunderbird Alumni Association, and other stakeholders in the School. Strategic management committees have been formed in each key area to make plans to achieve the desired results. MISSION STATEMENT The mission of the School is to prepare individuals for management positions in more than one country by: • Providing graduate management education with a clear multicultural and multilingual emphasis that equips graduates to perform effectively and ethically in a global environment, • Serving as an intellectual resource on international management for business, government, and institutional communities, and • Fostering international understanding through a diverse faculty and student body, supporting a global network of alumni, and serving a global constituency by conducting programs around the world. KEY AREA: OUTCOMES Strategic Direction: Enhance the worldwide reputation of the School. 3-5 Year Goals: 1. In addition to North Central, attain full accreditation status with the American Assembly of Collegiate Schools of Business (AACSB). 2. Achieve recognition as the best international business school. 3. Obtain a Center for International Business Education and Research (CIBER). 4. Secure endowment for at least one additional center. 10 THUNDERBIRD XLVII 12/1992-93 5. Develop a process of continuous improvement in program quality and customer satisfaction. 6. Increase quality and quantity of faculty publications. Thunderbird President Roy A. Herberger, Jr. This strategic plan is the result of more than a year of input from alumni focus groups, the Thunderbird Alumni Association, campuswide committees and external constituents. The next step is a detailed implementation plan. ~ z z o u iE '" KEY AREA: MARKETING Strategic Direction: Improve the quality of our admissions and placement. 3-5 Year Goals: 1. Placement goal of 75% of students who are engaged in the job search process within 90 days of graduation. 2. Increase the full-time and internship hiring activity of small and large organizations who recruit Thunderbird students and alumni by 10 percent annually. 3. Commit to a policy of cultural and ethnic diversity with regard to student admissions, faculty recruiting, and program content. 4. Develop a policy of highlighting the significance of alumni to the institution. 5. Reduce the tuition dependency of the school by 5 percent annually through focused development activities. KEY AREA: PROGRAM QUALITY Strategic Direction: Increase the standards and quality of all academic programs offered. 3-5 Year Goals: 1. Establish a common threshold of core curriculum analytical and "soft" skills required for graduation. 2. Develop alternatives to traditional academic course structure and delivery. 3. Raise student admission standards to an average GMAT score of 600; 25 percent of the students having graduate degrees and.75 percent with work experience. KEY AREA: PROGRAMS REGULAR PROGRAMS: Strategic Direction: Establish strategic alliances with other institutions. 3-5 Year Goals: 1. Launch the International Management of Technology (!MOT) program. 2. Launch at least one other program with another institution. OVERSEAS PROGRAMS: Strategic Direction: Selectively expand and actively manage our network of overseas and joint venture campuses. 3-5 Year Goals: 1. Develop a consortium of schools to work with our overseas programs. 2. Place at least 200 of our students per year in study abroad programs. EXECUTIVE EDUCATION PROGRAMS: Strategic Direction: Develop an internationally competitive and economically substantial set of executive education programs. 3-5 Year Goals: 1. Expand EMIM and similar part-time degree programs by 15 percent per year. 2. Expand Executive Education and In-House programs by 20 to 30 percent per year. 3. Develop a series of partnerships anellor consortiums to provide executive education programs for key multinational firms. 4. Gradually expand the executive education area into the overseas campus locations. KEY AREA: GOVERNANCE Strategic Direction: Improve the culture, climate and process for mutual governance of the school. 3-5 Year Goals: 1. Develop a governance document with philosophy and procedures acceptable to the institution's stakeholders. 2. Develop a plan to enhance communication and trust among the stakeholders. 3. Speed up the decision process. 4. Create a schoolwide rank and tenuring committee whose responsibilities include developing criteria and procedures. KEY AREA: FACULTY DEVELOPMENT Strategic Direction: Increase the competency and effectiveness of the faculty. 3-5 Year Goals: 1. Adopt an MBO style of evaluation and support system. 2. Increase the direct funding for faculty development by 100 percent. 3. Obtain at least four grants per year that will provide access to faculty development funds. 4. Create a schoolwide committee to manage faculty development alternatives, requirements and funds. 5. Increase the percentage of World Business faculty who can teach an "international" course to 100 percent. 6. Increase the percentage of faculty who can teach by more than one method. 7. Increase the percentage of faculty who can use computers to 100 percent. 8. Provide endowment for our professorships. KEY AREA: FACILITIES Strategic Direction: Modernize Glendale operating facilities and instructional technologies. 3-5 Year Goals: 1. Complete a master plan for the Glendale campus. 2. Build a state-of-the-art information center that combines library, computing, and telecommunications functions. 3. Provide for modest growth in fac- Vl ulty, staff, office space. ~ 4. Upgrade current teaching facilities 1i? and provide for at least three new ~ case-style classrooms. 5. Immediately upgrade and provide for new student recreational facilities. KEY AREA: FINANCIAL MANAGEMENT Strategic Direction: Increase the financial strength of the school. 3-5 Year Goals: 1. Reduce the tuition dependency of the school by 5 percent annually to 65 percent through focused development activities. 2. Increase external funds raised each year by 10 percent. 3. Reduce the financial support to any new overseas program to zero within the first three years of its launch. 4. Increase the financial contributions made by executive development programs by 10 percent/year. KEY AREA: ALUMNI RELATIONS Strategic Direction: Build a closer and more effective relationship with alumni. 3-5 Year Goals: 1. Recruit support of the alumni for the administrative functions of placement, recruitment, development, continuing education. 2. Launch a campaign to significantly increase the financial participation of the alumni, both in the number of individuals contributing, and the aggregate dollars raised. 3. Support improved communication efforts with alumni. 4. Formalize a method of outreach by each staff administrator of key programs. • THUNDERBIRD XLVII /2/ 1992·93 11 In MemoIY of Mr. TIumderbird On January 6, 1993, Berger Erickson, 75, former executive vice president of Thunderbird, died following a short illness. Known as "Mr. Thunderbird" by alumni and members of the community, he was the heart of the School. Returning alumni who knew Berger always asked about him, and he remembered them all, along with their wives and children, their dreams and successes. Mr. Erickson was with the School from its beginning in 1946 until his retirement in 1987, serving seven presidents. His wife, Mabel, was secretary to General Barton Kyle Yount, the School's first president Her career at Thunderbird spanned 20 years. Then called the American Institute for Foreign Trade, Mr. Erickson recalled his first view of the campus, as recorded in Thunderbird's 40th Anniversary history book. "We arrived on campus on July 5, 1946. After having traveled for what seemed miles through uninhabited desert, we spotted four hangars rising from the desert floor surrounded by a group of dusty, cobwebbed, one-story buildings. The landscaping, what there was of it, appeared parched and unattended. The grass was knee high and bone dry. This was to be the birthplace of one of the most incredible ideas in higher education" Professor Joaquim Duarte recalled, "I have watched Berger quietly (and not so quietly) working in our vineyards, continuing to serve the School. . .1 witnessed tirsthand the devotion Berger has for this school and saw and realized more than ever the great need we had for his presence." Dr. William Voris, president emeritus, Berger and Mabel Ericksun considered students to be famuy. Both will be rememberedfar their devotion and dedication to Th:u:nderbiTd. remembered Mr. Erickson at his funeral service saying, "Berger Erickson was the leader every organization in the world would love to have. He was the textbook example of a manager who did it the right way ... He was reliable, energetic and loyal ... Berger was my dear friend and I'll miss him very much." Mr. Erickson was especially proud of the honorary doctorate granted to him during the School's 40th anniversary ceremonies. He was also elected to life membership in the American Management Association, one of only 20 individuals to receive that association's highest honor. In addition to his involvement with Thunderbird, Mr. Erickson was past president of the Arizona College Association and the Glendale Chamber of Commerce. He was also a member of the Board of Trustees of Samaritan Health Services and a member of the Board of Directors of Esperanca Thunderbird will always remember Berger and Mabel Erickson and the dedication, devotion, and care they gave to the School and its students. In remembrance of all they gave to the School, an endowment has been estab-lished in their name to provide students with scholarship funds. In this way, Berger and Mabel will continue helping students realize their dreams. To contribute to the Berger and Mabel Erickson Endowment Fund, or for more information, please contact the Office of Development, Thunderbird Campus, 15249 N. 59th Avenue, Glendale, Arizona 85306 or call (602) 978-7137. • Berger Erickson 1917-1993 12 THUNDERBIRD XLVII 1211992-93 • Campus News Latin America and Competitiveness Recent conferences highlight Latin America and competitiveness in the us. Aew Latin America and the competitiveness of U.S. businesses were topics of discussion at two conferences Thunderbird hosted during the fall 1992 semester. The Pacific Coast Council on Latin American Studies (PCCLAS) held its 38th annual meeting at Thunderbird in October under the guidance of Joaquim Duarte, Jr., professor of International Studies and PCCLAS president. The 1992 Conference on U.S. Competitiveness was held at the Pointe Hilton at Tapatio Cliffs in November with Dr. David Braaten, professor of Internation-al Studies, serving as program co-organizer and chair. "Latin America Revitalized" in Latin America, that has created a $40 billion inflow of capital. "It's a repatriation of capital," Mellinger says. "People are bringing their money back into the country." With modernization, one of the challenges becomes how to bring more people into the growth process, he says. One way to do that is by developing a country's infrastructure so the economy can grow. In the last two years, the Inter-American Development Bank has loaned $11.9 billion to Latin American "y atin . L4merzca was the theme for the PCCLAS annual meeting, which brought 400 visitors to the Thunderbird campus. Notable speakers included His Excellency Don Jaime De Ojeda y Eiseley, Ambassador of Spain to the United States and Larry Mellinger '68, executive director for the U.S, Inter-American Development Bank. had a tremendous wake-up call, much like the Soviet Union." Mellinger's address, "The New Latin America," opened the conference with an overview of what the U.S. government has done and is doing with Latin American development and the path for future involvement. Significant to the changing atmosphere of Latin America were the recent elections of young, U.S.-educated presidents in Bolivia and Mexico, Mellinger says. Along with the new leaders, the development of market economies and the notion of competition is driving the changing business environment. "Sustained growth requires significant levels of investment and capital goes where people feel confident to invest," Mellinger says. "Latin America had a tremendous wake-up call, much like the Soviet Union." As countries modernize, they increasingly purchase large capital items, and Larry MeUinger '68 countries. The IDB is now the largest creditor in Latin America, surpassing the World Bank, he says. Latin American growth and development have several positive side effects including political stability and growth of democracies, slowing of Latin immigration into the U.S. and stabilization of environmental resources. Additionally, as the Latin economies grow, they become larger markets for U.S. products, he says. Mellinger's focus on U.S-Latin economic relationships opened a path for the conference which covered such topics as Doing Business in Latin America, Cuba Today, Environmental Policy Issues in Latin America, Caribbean and by Jennifer Erickson Latin American Literature, Latin America Business and Management, Human Rights, Elections and the Family, and the North American Free Trade Agreement. "The conference greatly increased our ties with the Pacific West universities and was useful for student recruitment," says Duarte. "We also made some important contacts with South American business institutions which we are pursuing." The 1992 Conference on U.S. Competitiveness was held in cof\junction with Arizona State University West and the American Society for Competitiveness. Three days of seminars on the topics of "Global Competitiveness: Opportunities and Challenges," "Role of Quality in Competitiveness" and "Best Business Practices for Competitiveness," rounded out the Phoenix conference. "Through our partnership with ASU West, we took something that had been a small, academic conference and transformed it into a real, valuable conduit for bridging the gap between government, academia and business," says Braaten. "The purpose was to provide an opportunity for those groups to network and build bridges in order to enhance America's competitive position." More than 200 representatives from business, government and academia from the >- United States, AusGJ tralia, the Nether- z 6 lands, Canada and ~ Mexico attended ~ the conference which was organized by the American Society for Competitiveness, ASU West and Thunderbird. "One of the exciting things for Thunderbird was to be part of a program that's going to have an impact on Arizona business," Braaten says. "Bringing top international consultants and top executives [here] exposes Arizona business people to a wealth of information; hopefully what they learned will spill out and be applied to their own businesses." • THUNDERBIRD XLVII 12 1 1992-93 13 • Campus News The Importance of Character December graduates told to apply ethics and integrity of character to business. AOld Langbo, CEO of Kellogg Company spoke of the importance of "character" in the business world, telling the 435 graduates at December 1992 commencement, " ... the purpose of my remarks here today is to place before you a question which 1 hope will trouble you for the rest of your working life. The question is about character. Your character ... and my character and the ethics of today's senior manager and the moral integrity of tomorrow's business leaders." He spoke of recent world events and " ... the troubling new questions which business management must face in the years to com~uestions not only on the conduct of business ... but also on the social responsibility of business." Addressing the changes in Eastern Europe, Langbo said, "I suspect that many of you who are preparing for careers in international business saw this as an opening of new opportunities ... there are new markets to develop ... expanded global trading opportunities ... new supply options ... and most of all, a need for talented people who are trained for the international marketplace." He added, "My own observations of the fall of communism were quite different. For me, the key was learning what a total failure centrally controlled economics has been. "The bottom line is the realization that the economic system failed to serve the people. Soviet citizens were manipulated in a manner which served the state, rather than the other way around. " Addressing the rebuilding process for the former Soviet bloc and the shaping of the business environment of other economically developing nations, Langbo stated, " .. .1 submit to you that we have a moral and ethical obligation. That obligation is to serve rather than exploit, to build, rather than destroy, and to improve rather than further weaken. The end objective of our leadership as business men and women 14 THUNDERBIRD XLVII / 21 1992-93 must be to serve consumers. If we lose sight of this, we, run the risk of merely replicating the communist experience." On capitalism, Langbo said, "Those of us who operate the free enterprise system understand that capital always comes with some strings attached. Capitalists expect a return on their investment It's the first law of capitalism "A tragic problem occurs, however, when business practitioners see return on capital as the ONLY law of capitalism. Carried to an extreme, serving capital can be every bit as destructive as serving the state. When business permits exploitation of humanity and destruction of the environment to occur, we have gone too far. Serving capital and serving society is not a trade-off. We must do both." He directed graduates who would be involved in future market development projects to keep in mind, "As you participate and lead these projects, 1 hope that you will fight for the time, the commitment and the resources to do the project right. Right for your company, right for the consumer and right for society. "Knowing and doing what is right can often be a challenge. As one moves from company to company and country to country, the context of acceptable behavior sometimes changes. It becomes difficult to rely upon a single set of standards or rules to guide behavior. "As time goes on, you are going to find that the vast majority of senior business managers place high value upon subordinates who can be trusted to do things right Believe me, no senior manager enjoys dealing with problems created by someone in their organization who lacked a social conscience. Subordinates who can rise above the issue of what is legal, and also take into account what is morally right . .. add value which goes beyond their technical skills." He said, "Never before has it been so important for business to examine the character of its present leaders and delve into the strength of character of its future leaders." Langbo said we are moving toward " ... an era where the future of the world will increasingly rest upon economic rather than political influences." He says that these changes cause " ... fundamental changes in the way corporations operate. Kellogg Company has responded to these global changes by sensing the limitations of central control and moving quickly to decentraIize operating responsibilities, and to go one step further ... to empower employees to make decisions at the lowest possible level of our organization. Global organizations must move faster and become more responsive to the diverse needs and interests of the world's consumers." • Arnold Langbo A Thunderbirdfirst occurred when Rich Winter stopped the commencement ceremonies while he proposed to Ravy Viengkhou on stage. Her answer: "Yes." • Campus News From Pyramids to Diamonds Career opportunities in a changing corporate structure. The radically shifting context and structure of employment in the United States are altering and organizing the rapid growth of international trade. This transformation manifests itself most clearly in three distinctive changes occurring in the work place. First, the work place is shifting from pyramid- to diamond-shaped structures. Corporations have been structured like military organizations-with many jobs at the lower levels and fewer, more specialized jobs as you move higher. The erosion of the traditional corporate structure is resulting in smaller firms and smaller corporate work units; fewer management positions for specialists at the top; few hourly, unskilled positions at the bottom; and a growing middle sector of new professional positions where people not only provide services directly to customers but also supervise their own work. This last change has been the most radical, as traditional middle management has been gutted. In fact, during the 1980s, Fortune 500 companies reduced the number of middle-management positions by over one-third. In this downsizing effort, these professional managers are now being replaced by a thickened middle tier where people are engaged in producing goods and services. Managers now tend to their own affairs in everything from typing to direct customer service. Second, as a consequence of the changing corporate structure, the position previously filled by the corporate white-collar specialist has shifted to a new kind of job requiring a new kind of generalist. "In the service arena, most of the good jobs in today's evolving organizations are not for people who manage others, but rather for those who use a variety of skills in performing direct services themselves," says Charland. The white collarlblue collar dichotomy is a product of the old, traditional corporate business culture and is dissolving. In the evolving structure of the work place, people, many of them as entrepreneurs, work with their hands as well as their heads. This evolving culture is comparable to the structure of preWorld War II U.S. business, another time during which entrepreneurs and small businesses thrived. Finally, a system of reorganized labor is appearing in the changing work place. Four growing institutions evidence this trend: William A Charland, Jr. is a consultant who focuses on continuing education in the changing economy. A senior fellow for adult education and economic development at the Center for the New West in Denver, Dr. Charland is a contributor to the Christian Science Monitor and a columnist for the Rocky Mountain News. He is the author of three books, The Heart of the Global Village: Technology and the New Milleniumj Life-Work: Meaningful Employment in an Age of Limits; and Decide to Live: Adult Approaches to Values. His fourth book, Career Shifting: Starting Over in a Changing Economy, will be published in May, 1993. He recently shared his views on the changing economy with the Thunderbird community. 1. Professional Organizations-Membership in these organizations grew 10 percent annually throughout the 1980s. 2. Small Business Incubators-Until 1980 nearly 85 percent of all new businesses failed within five years. After the small business unit concept took hold, that ratio has been reversed and only 15 percent of new businesses in incubation fail within five years. 3. Franchises-Franchises are growing at a rapid rate and have branched out into the service sector. 4. Temporary Employment ServicesThese organizations are also branching out, becoming involved in white-collar occupations. There are agencies now that provide lawyers, doctors, nurses, computer professionals and accountants for temporary assignments. The international trade environment is being similarly transformed, and career development strategies ought to reflect the changes. Charland recommended the following approach to Thunderbirds embarking on ajob search: 1. Don't stake your future on lifetime employment within one single corporation. All white-collar jobs are in flux, and many are in peril. Despite the soaring number of students pursuing M.B.A. degrees, the jobs these students have traditionally gone after are being eliminated. 2. Don't overspecialize in your studies. Hybridize. The successful generalist has clusters of complementary skills, groups that combine skills in a functional discipline with logistics of international trade. 3. Reinvent your career continually. You must be able to find creative new ways of making a living and free yourself from the old corporate "ladder of expectations. " 4. Look for opportunities to advance your career through the support systems of reorganized labor. Professional associations are a good place to look for work and to update skills. Temporary employment services are another resource. Before long, someone will start a temporary service to employ international business professionals in short-term assignments and even franchise basic services in this field. Charland closed his speech with a parting thought to all Tbirds. He said, "That you have chosen to pursue an advanced degree in a hot field is to understate the case. The important thing now is to adapt your skills to a post-corporate, small business economy." • THUNDERBIRD XLVII 12 / 1992-93 15 • Footnotes THUNDERBIRD IN EUROPE AND D.C. Thwtderbird Europe opened its doors to students in January. Anyone interested in information or in visiting the campus should write, call or Fax to the following: Thwtderbird Europe, French Geneva Campus, 74166 Archamps, France. Phone: (33) 50 3156 50; Fax: (33) 50 31 56 58. The School has also installed a telephone service in Washington, D.C. Phone: (202) 736-2133. KEllOGG GIVES SCHOOL A GRANT The Kellogg Company annowtced a $40,000 grant to Thwtderbird to name a conference room in the new Administration Building. T'bird Paul Tillman '86, director of Convenience Food Marketing, was instrumental in the grant process. NEW FACES ON CAMPUS .....--I~- David W. Martin has joined Thunderbird's Career Services Center as assistant director for student and alumni career services. He holds an M.B.A. from Arizona State Uni- >- versity and served ~ as a senior acade~ mic advisor for the ~ M.B.A. program at '" Arizona State Uni-versity West before coming to Thunderbird. Linda Drabik is the new database manager in the Office of Admissions and Student Recruitment. Drabik's past positions included providing administrative support and data management for Arizona Public Service and texas Instruments. SCHOOL HOSTS DEANS SEMINAR Thunderbird played host to the AACSB Associate Deans' Seminar last fall. The biennial seminar brings together new and experienced associate deans and other selected administrators with significant management responsibility to discuss current issues and common concerns. Thwtderbird's Vice President for Academic Affairs David Ricks participated in panel discussions on managing faculty and curriculum and approaches for changing times respectively. A group of Thwtderbird students provided the deans with insight into student values and expectations during a dinner held on campus. 16 THUNDERBIRD XLVII 1211993 NEW TRUSTEE NAMED William H. VOICE MAIL IS HERE The Admissions and Student Affairs offices at Thunderbird are the first departments on campus to use the School's new ffi voice mail system, Octel Voice ~ Mail. The system also allows Grumbles, Jr. was elected to Thunderbird's Board of Trustees at its October meeting. _L-... __ -l ~ callers access to the offices of the Registrar, Academic Affairs, World Business, Modern Languages and International Studies. Voice mail can be accessed by dialing (602) 978-7210 or 97S-7131. It was installed to better handle the large volume of incoming calls from prospective students. As the School's budget allows, other offices will have access to the voice mail system. He is vice president of international sales for Turner Broadcasting System, Inc. (TBS). In addition, Gnunbles also serves as president of Turner International, Inc., the division of TBS charged with the sales and marketing of the company's news and entertainment programming to clients outside the United States. Based in Atlanta, Grumbles is a native of Memphis and a graduate of Southern Methodist University in Dallas. INTERAD ANNOUNCES WINNER The competition was keen between students participating in Inter Ad this December, but the judges chose a team who emphasized the use of guanxibuilding relationships as the cornerstone for doing business in the People's Republic of China Under the guidance of InterAd Professor Frank Callahan Katarina Cakarevic, Renee Lavecchi~ Melani Hess, Sara Kelly, Gudjon Sverrisson, Jill Vukelja and Bret Baldwin created a strategy to position Hewlett Packard ScanJet n scanners as the market leader in China. InterAd's Professor Callahan first became involved with the course as a judge in 1980 and over the years assisted former InterAd Professor Sumner Wyman. Callahan has over 30 years experience in marketing and is president of Marketplace, a nationwide market consulting and research company in Scottsdale. AD CAMPAIGN A SUCCESS Thunderbird's aggressive worldwide advertising campaign is paying off. Advertisements in both foreign and domestic publications have resulted in inquiries from more than 2,100 people. Additionally, the .Associated Press ran a feature article about the School that has appeared in many newspapers around the country including the Los Angeles Times, Chicago Tribune, Anchorage Daily News, Houston Post, State Journal Register, Springfield, lllinois, and Maine's New Starulard-Times. INTERNSHIP PROGRAM EXPANDS Thunderbird's Internship Office reports a steady growth in internships and companies involved in the internship program. The fall semester saw 50 students placed in 28 full-time and 22 part-time internships. Full-time positions placed students in companies including CNN, London; Formosa Rubber Company, Taiwan; the International Trading Institute, Chicago; Kellogg Company, Battle Creek Michigan; teledyne, Arlington, v~ and the Royal Club Evian in Evian France. ' EMIM ENROLLS NEW CLASS A new executive MIM class of 27 pe0- ple started its two-year program this September. The group includes representatives from a variety of companies ~cluding Intel, Bull, Honeywell, Luke Air F?rce Base, McDonnell Douglas, Amencan Express and Motorola. T"BIRDS ASSIST AT CONFERENCE The 1992 CNN World Economic Development Congress held in Washington, D.C. this fall tapped 10 Thunderbird students to serve as congressional liaisons during the conference. The conference theme was "Building the Integrated Global Economy." Delegates included the Rt. Hon. Margaret Thatcher, Heruy Kissinger, and John D. Macomber, president and chair of the Export-Import Bank of the United States. Thunderbird was one of only three graduate schools to provide students and was the only school located outside Washington, D.C. Students were selected for their strong wtderstanding of the conference issues and their foreign language skills. Honoring Thunderbird's Finest Thunderbird kachinas were presented to special alumni during Homecoming 1992. On a pleasant evening in November, a white stretch limousine slowly made its way along the deserted campus roads and stopped outside the Goldwater Lounge. One by one, out stepped vaguely familiar figures. As the moonlight dimly lit their faces, one could see that they were in fact, the Thunderbird Alumni Association award recipients arriving for the awards dinner honoring them. Nine outstanding alumni representing various international industries were recognized during homecoming beginning with a formal ceremony Thursday night that included presentation of the Thunderbird kachina. The next morning the accomplished award recipients met with students leaders for an informal breakfast before participating in a panel discussion open to the student body and alumni. Discussion topics included career pathing, industry trends, and networking advice. After lunch, award recipient Norman Blanchard '59 dedicated the Registry of Distinguished Alumni Donors Plaque at the unveiling ceremony in the new administration building. The award recipients then attended the western casino night reception in their honor. The following alumni received the highest TAA award honors during homecoming: JONAS MAYER Gregory E. Murphy '73 President/CEO General Foods Bakery Companies, Inc. DISTINGUISHED ALUMNI Norman H. Blanchard '59 President/Animal Health SmithKline Beecham Larry D. Ritter '89 International Program Director Pearl S. Buck Foundation Griffith Frost '80 Chairman Frost International Group Diego J. Veitia '66 Chairman International Asset Holding Corporation SERVICE TO THUNDERBIRD Robert W. Courtney '88 Vice President King International Group VVebbF Elkins'63 Senior Vice President Managing Director Drake Beam Morin Inc. Robert G. Lees '77 International Director General Pacific Basin Economic Council Martha Van Gelder Gypton '88 Group Manager/International Marketing Redken Laboratories Inc. The members of the alumni recognition committee welcome your nominations for the eighth annual Thunderbird Alumni Association sponsored alumni awards program. The names of qualified award candidates and at least two support materials (resumelbiography, letter of recommendation etc.) should be submitted to: Alumni Recognition Committee Thunderbird Alumni Association cio Alumni Relations Office The American Graduate School of International Management 15249 N. 59th Ave. Glendale, AZ 85306 FAX: (602) 978-6814 Additionally, names of alumni recommended for the Thunderbird Alumni Association Board of Directors should also be directed to the above address .• Thunderbird Alumni Association Awards recipients (l-r) Gregory Murphy '73, Norman Blanchard '59, Bob Courtney '88, Griffith Frost '80 and Bob Lees '77. ~ z z o u di '" THUNDERBIRD XLVII I 2 I 1992-93 17 Backstage at the Olympics T'birds share their memories of the XXVth Olympiad. Enjoying the best year of his career and winning the prestigious World Cup in Germany in June, pentathlete Michael Gostigian '89 had high hopes for winning a medal in the Barcelona Olympics. Amid tremendous competition, he and his American teammates just missed winning the bronze medal, placing fourth overall. In the individual competition, Gostigian turned in what he termed a "decent performance," placing ninth overall. The pentathlon involves five separate events: swimming, shooting, running, fencing, and horse jumping, all taking place over a grueling four-day period. The second day was a memorable one for Gostigian. "What attention! Our swimming event took place immediately after the regular swimming events, so there were thousands of people in the stadium who stayed on to watch us compete," says Gostigian. "People were hysterical-trying to out-cheer one Michael Gostigan '89 country run difficult for Gostigian, but in spite of a flat performance he entered the equestrian event on the last day of competition in a strong position. Both he and his team were in contention for medals. In the equestrian event, athletes draw their horses by lottery and are given only 20 minutes to acquaint themselves. "I drew a good horse," says Gostigian, "but he was not quite up to speed after a day in the sun." Gostigian and his horse had a little trouble with four of the 18 jumps in the obstacle course, and knocking down the last jump pushed the American team from third place down to ninth. Although disappointed with the outcome of the equestrian event, Gostigian exhibited a positive, competitive spirit: "It was a great feeling to be in contention up to the last second. We were so close! "Nothing could compare to the Barcelona Olympics," says Gostigian. "There were none of the drug scandals that had tarnished the Olympics at Seoul. Moreover, this was the first time that my friends from Latvia, Lithuania, and some of the other independent states were able to compete individually. Because of that, there was a much broader mix of competition in the pentathlon." Having focused his life on pentathlon training for more than 12 years, Gostigian had intended that this Olympic competition be his last, but he confessed, "The closing ceremonies of the Olympics really light a torch under athletes to motivate them for the next four years. I'm no exception. I would really like to go for Atlanta. I'm ready to move on, but 1 won't shut any doors either." He has returned to the States to embark on a job search, looking for an KIM CLARKE Kim Clarke, the daughter of T'bird Joe Clarke '61, is a two-time Olympian, having competed with the 1988 and 1992 U.S. women's handball team. The whole family traveled to Barcelona to watch Kim compete. "The atmosphere of Barcelona was one of excitement and energy ... The people were friendly and hospitable, and between it all, we were able to take in some sights of the ancient city too," says Joe Clarke. The American team finished in sixth place, higher than they did in '88, but they were not entirely satisfied with their performance. "We saw that it takes more than talent to win," says Joe Clarke '61 and his family accompanied daughter, Kim (center), to the Olympics where she played for Team Handball USA. Kim. "It takes teamwork and continuity from the whole squad. The teams from Korea and Norway, the gold and silver medalists, had those two ingredients." "I enjoyed my second Olympics more than my first. 1 knew what to expect and that made it all easier to enjoy," says Joe Clarke. "The highlights of the Olympics for me were the opening ceremonies, the stay at the village, the camaraderie of the athletes, and the closing ceremonies where it finally hits you when the flame goes out what an experience you have had and that all of that hard work was worth those 16 days of glory." ANDREA KASPAR '92 For Thunderbird student Andrea Kaspar the chance to have an internship with the U.S. Olympic Committee was "the opportunity of a lifetime." Working at the Olympic Training Center in Colorado Springs from January to August, Kaspar assisted the U.S. Taekwondo Union with public relations and promotion. She helped to promote the sport of Taekwondo within the United States by compiling a book of sta-and his teammates just missed a bronze medal in the gruel-ing pentathlon event. another; it was very loud." That deafening roar inspired Gostigian. "I was running on pure adrenaline and was intent on winning. 1 had a good attitude and the Americans in the crowd really cheered me on!" He placed second in the 300- meter event, his best ever performance in swimming. After the shooting event later that same international position that ---~- day, Gostigian still ranked among the top 10 and was in contention for an individual medal. The heat, humidity, and hills of Barcelona made the 4-kilometer cross- 18 THUNDERBIRD XLVII 12/1992·93 reflects his diverse interests. "You can't go back to the ordinary after having competed in the Olympics. It spoils you." Andrea Kaspar '92 (left) with Olympic coach Due Sung Lee. tistics and facts published for the media. Traveling to the nationals in Hampton, Virginia, she served as an information resource for athletes with questions about how to participate in national events and qualify for the Olympics. Taekwondo was a demonstration sport for the first time at the Barcelona Olympics. A team of eight athletes, four women and four men, represented the U.S. in the Games, and Kaspar spent much time attending to the complicated details of officially registering the athletes in the competition. Once the competition began, Kaspar served as liaison between the union's office and the Olympic Village, ensuring that the media, especially the hometown newspapers of the team members, were kept up-todate with official results and standings and able to interview the athletes. "Working for the U.S. Olympic Committee was a great experience. My interests are in education, sports and international business, and this internship provided me the opportunity to explore international sports marketing as a career," says Kaspar. YOLANDA BASSAT '90 As general services director at Oveido Bassat Sport, the agency awarded the coordination of all of the Olympic ceremonies, Yolanda Bassat spent two years' worth of 17-hour days planning for the Barcelona Olympics. When asked if she would do it all again, she responded unhesitatingly, "Yes! I wouldn't give it a second thought." There were many important "firsts" in the Barcelona Olympics. Most importantly, teams from countries like Cuba, the Commonwealth of Independent States, and South Africa competed, fulfilling the true spirit ofthe world games. More athletes competed in this XXVth Olympiad than in any previous games, and the Opening Ceremonies attracted more than 3 billion television viewersthe largest number of viewers ever to watch a single televised event. For Bassat, there were many personal highlights at Barcelona "A highlight for me was the Opening Ceremony. It was like a 3 1/2-hour advertisement, allowing us the opportunity to show the rest of the world that there is more to Barcelona, Catalunya and Spain than just bull fighting and siestas .... The public, press, and all of the participants agreed that the ceremonies had a powerful spirit unlike any other ceremony before." Yolanda Bassat '90 says a personal highlight for her was the Opening Ceremony in Barcelona. An event of this magnitude required careful, detailed planning. Budgets made in 1990 were constantly revised over the two-year period since the number of people and rehearsals involved increased dramatically over projections. Some interesting, behind-thescenes facts: more than 16,000 volunteers participated in the Ceremonies, more than 26,000 gallons of water were consumed by the volunteers, the Olympic shuttle buses drove the equivalent of two trips around the world, and more than 1,000 practice shots were made by the archers to light up the Olympic cauldron. After the official closing of the Olympic Games, the work was not over for Bassat. "We still had the Paralympic Games, the Opening Ceremony for the Special Games, not to mention the wrapping up of all other loose ends like paperwork, budgets, reports, and the closing of the company." Most exciting to Bassat was the number of T'birds participating in the '92 Olympics. "As members of the Olympic Welcoming Committee, T'birds Patrick Bartle '89 and Doug Nowinski '89 were televised worldwide. On stage, they greeted everyone from Tashi Tsering of Bhutan to Prince Philip of Spain. I would not trade the memories, emotions, friendships, and experiences that these Games and this job brought to me for anything in the world," says Bassat. "Now, I'm going to take a vacation, get my life back to normal, and then think about finding a new job." SCOT SMYTHE '79 As promotion manager at Visa USA, Scot Smythe '79 spent two years working on Olympic promotional projects. Visa was one of the Top II elite, global marketers sponsoring the Olympic Games in Barcelona and Albertville. "Our sponsorship of the 1992 Olympic Games contributed to Visa's considerable success and growth internationally," says Smythe. "The Olympics have provided an excellent vehicle to enhance awareness of Visa's worldwide acceptance and by Katie Philbrick '93 has enhanced Visa's image as the leading worldwide payment system. To underscore the satisfaction and approval of the 20,000-member financial institutions, the Visa International Board recently approved a renewal on the contract as a worldwide sponsor for the 1994-96 Olympic Games." To be part of the Top III worldwide sponsor groups for the '94 and '96 Olympics, organizations pay from $20 million to $40 million. This sum provides sponsors with category exclusivity, permits the use of official marks and designations in all advertising and promotional efforts, and allows them to tap into all of the international Olympic committees. "Sponsorship essentially gave Visa the license to spend more," says Smythe. "Visa rolled out with a vast, integrated marketing program involving advertising, sales promotion, merchandising, cross promotions, and public relations." Visa not only funded the U.S. Olympic Team with a $2 million donation, but also sponsored specific sports teams. "Our sponsorship of USA's basketball team developed into a 'dream' association with the finest basketball team ever assembled. The US/Visa Scot Smythe '79 (left) spent two years working on Olympic promotional projects for Visa. He is shown with Al Oerter, four-time Olympic gold medalist. decathlon team delivered international notoriety and fame with the 'Dan and Dave' rivalry. The results were dramatic ... U. S. decathletes finished third and fifth in Barcelona-highlighted by a gutsy bronze medal performance by Dave Johnson on a broken foot." There were many personal highlights for Smythe, too, as he watched the Barcelona Games. "One of the most dramatic moments for me was one that brought the entire Olympic Stadium to its feet. A British track tean1 member, a specialist in the 440m, had fallen during the event and as he struggled to his feet, crying in obvious pain, his father broke through the crowd and barricades to join his son and help him limp across the finish line. That moment really embodied the true spirit of the Olympics." • THUNDERBIRD XLVII 12 1 1992-93 19 The Thunderbird Collection logo. Package of 3 $6.75 T'bird naturalwood golf tees $1.65 Royal blue jacket.Tbird logo in upper left corner, 100% vvaterproo~Dully lined vvith super heavyvveight fleece, elasticized cuffs and vvaist, oversized fit vvith deep armholes for easy movement S, M, L, XL $69.98 Gray Champion sweatshirt .School logo. 89% cotton, goAl polyester, 3% viscose rayon S, M, L, XL $41.98 THUNDERBIRD VIDEO LIBRARY Is the practice of gift-giving effective or appropriate for establishing consumer relationships in all countries? Hear this and other real-life tales from Dr. David Braaten, international studies professor in the continuing education video, "Cross-Cultural Communications" Hovv close is Europe to a common market structure? What is the impact of the various countries actions tovvardtherise or fall of this ambitious scheme? Dr. Beverly Springer, international studies professor and EC expert, provides details in "Europe-After 1992." Special introductory rates: Videotapes $5. Audiotapes $3. T'bird logo in upper left corner, polycotton vvaterproof poplin fabric, caped front and back yoke, active vented back, 2-vvay front pockets, constructed for active use, vvhite vvith blue collar, or royal blue vvith green collar. S, M, L, XL $84.98 Thunderbird students Bryant Bell, Mahmut Kaan Dogan, Jens Kasperzik, Juan Carlos Luque, Takako Mano, Jeanne Spannuth, and future T'bird Ashley Stamper modeled the T'bird CoUection for this catalog. Photos by Ben ConneUy '93. Thunderbird Pen and Pencil Set vvith gold lettering Burgundy, black, or navy blue. $8.95 Electronic Translator Macro 2-Language Translator 10,500 vvords per language, 150 built-in phrases, 8-Currency Conversion, Home time and vvorld time. Great for travel $76.00 Gold money clip with T'bird logo. $7.95 Brown leather key chain with T'bird logo. $4.25 ~ Traditional golf shirts Tbird logo. Colors: royal blue, burgundy or green. S,M,L,XL $39.98 Thunderbird ~ Bulova Watches for men and women $ 56.95 The popular .... Thunderbird t-shirt with 50 block flags on front and back $13.98 .... Children's clothing Gray sweatpants. Thunderbird written down left leg $18.98 Gray sweatshirt. Thunderbird logo on the front $14.98 Gray t-shirt. Blue sleeves and Thunderbird logo $9.98 Gray shorts. Thunderbird written on left leg $12.98 All children's apparel available sizes 2T to 12. Large Glass Beer Mug Thunderbird seal in blue. Other glassware available. $8.95 American Graduate School of International Management QTY. DESCRIPTION SIZE COlDR UNIT PRICE TOTAL Bookstore 15249 North 59th Avenue Glendale, AZ 85306 NAME ADDRESS CITY STATE TELEPHONE ZIP ALIDN 4-6 WEEKS FOR DEllVERY MINIMUM ORDER $10.00 SUBTOTAL NO PO BOXES, PLEASE COPY FORM OR USE SEPARATE SHEET FOR ADDITIONAL ITEMS AZ residents add 6.5% sales tax PHONE ORDERS: (602) 978·7226 FAX ORDERS: (602) 978·7836 Shipping and Handling o PERSONAL CHECK Made payable ID American Graduate School $ 4.50-one item o MONEY ORDER 0 VISA 0 MASrERCARD 0 AMERICAN EXPRESS $ 6.50-two items $lO.00-three items or more ACCOUNT NUMBER EXPIRATION DATE TOTAL SIGNATIJRE (S'gnature must accompany order) • Network New York Does it Again For the second time this year, the New York Chapter of the Thunderbird Alunmi Association hosted a continuing education seminar panel. Dr. Beverly Springer, professor of European Integration, and Christopher Matthews, Press Officer, European Community Delegation to the United Nations, addressed approximately 60 tri-state area alumni and responded to questions. "American Business in the New Europe: Promise and Pitfall" was a joint venture with the chapter, Thunderbird, and the National Association of Export Companies (NEXCO). Springer reviewed the common market progress to date. Although most of the 1992 initiatives are already in place, members of the EC continue to meet to resolve various issues including economics and uncertainties due to the Maastricht Treaty. Policies to be drafted and implemented include those related to the environment and money with some internal market issues remaining at a standstill. The rise of nationalism poses additional uncertainties. Springer says it is best to think of the EC as regional not national. Business people must understand EC spending habits, policies and its impact on business. Business people must also re-examine distribution procedures and modernize to become global, and realize that there are common and uncommon markets developing. Although the EC is on the edge of a recession economically, businesses can still be profitable if sound strategies are followed. John MeRandal '84 and Jeanne Chase '88 enjoy dinner after the New York EXIM Bank President Speaks to D.C. Alumni Member states must be supportive of a single market, Matthews said. Legislation must be widely accepted and enforced. Court cases are now developing to penalize those states that do not implement EC legislation. He concluded by saying, the single market will succeed and serve as a building block for further integration in Europe. seminar. MeRandal organized the EC John D. Macomber, president and chairman, Export Import Bank of the U.S., addressed a gathering of Washington, D.C. alunmi in November at the Visitors Center of the International Monetary Fund. He met with the T'bird group on his last official day at the Bank. He plans to return to the private sector. continuing educa-tion seminar with the help oj Barney Macomber described the era we are currently in as an "extraordinary period in the history of the world. It's nothing short of astounding." The chapter plans on providing a networking program for entrepreneurs in New York in the spring 1993. The TAA Connection Introducing the Global Business Series Lehrer '89. Editor's Note: In order to provide Thunderbird Alumni Association (TAA) news to our alumni, this space in the Thunderbird magazine is devoted to the TAA Communication Committee Jor reporting on various TAA activities and committees. The TAA Continuing Education Committee, under the direction of Gene Wick '60, announces the "Global Business Series," a continuing education initiative for alumni and their professional colleagues throughout the world. This program offers opportunities to gain the latest industry information as taught by Thunderbird professors. These educational seminars take place in your geographic area, and the format is established by your local alumni group. For example, New York recently hosted" American Business in the New Europe: Promise and Pitfall," a panel discussion featuring Dr. Beverly Springer, international studies professor, as a joint venture with a local import/export organization. Other format options may include a more basic speaker lunch/dinner or an expanded half-day case study. Any topic is applicable including banking and finance, international marketing, Southeast Asia, Europe, Latin America, risk management, or cross-cultural communication. The TAA Continuing Education Committee, the School, and the hosting alumni organization share in responsibilities and costs. For more information or a brochure, please contact the Alumni Relations Office at (602) 978-7135 or Fax (602) 978-6814. 22 THUNDERBIRD XLVII 12/1992-93 The question that now must be answered, according to Macomber, is whether we as a nation and as a people understand what it all means, and do we have the will to take advantage of these changes? There are a number of steps which the U.S. must take to be prepared. The first change that should be made is that national policy must be structured to encourage corporations to move into Eastern Europe and the former Soviet Union. Furthermore, we must discourage "stupidity in legislation," specifically legislation centered in promoting the interests of one group over another. Finally, we need more strategic leadership than the "moraVmilitary persuasion" we have experienced in the past. "The mood is ripe to do this," says Macomber. Macomber believes we must get back to one central point - the commercial importance of market share. "This is a very important and enormously simple point." He pointed out the fact that legislation in Germany and Japan is motivated by considerations of how it will affect their trade position around the world. "We are poised to export," says Macomber, for two basic reasons. First, American manufacturing finds itself in a fundamentally different position than it did five or 10 years ago. There are very few U.S. industries that are not either leaders or extremely competitive in the world market. The second advantage we have is the fact that our money is very well priced. "We could not take advantage of this situation between 1982 and 1988 because the quality of our products just wasn't there." A central issue which must be driven home to the U.S. manufacturer is that "If you can't be competitive in the world, you can't be competitive in the United States." So how do we become competitive? Macomber sees three steps that must be taken to achieve this goal. First, we must take education seriously in this country. Despite the extremely high quality of colleges and graduate schools in the U.S., our elementary and high school programs are highly inefficient. Second, we must establish a tax program that adds up. We should put an emphasis on saving over spending, equity over debt. Finally, we need to create incentives to rebuild the research and development aspect of U.S. industry. "A basic redirection of priorities is called for." Macomber is enthusiastic that President Clinton and his advisors understand these issues and are prepared to deal with them in a manner that will be healthy for both the U.S. and global economies. by Lydia Middleton '91 Thunderbird Goes to Colombia In October, 80 people including Thunderbird alumni, prospective students, current students' relatives, and faculty members of recognized Colombian business schools met in Santa fe de Bogota. Colombia was an initial Latin American site chosen for a meeting to enhance the School's presence in Latin American countries whose governments are turning toward internationalization and opening their economies. Its selection was based partly upon Thunderbird's participation in the meeting of the Council of Latin American Business Schools (CLADEA) held in Bogota in October. Juan Carlos Luque, a current student, established contacts with Colombian business schools, informing them about Thunderbird and sowing the seeds for the October journey. Luque, a native Colombian, was appointed coordinator for the event to foster a deeper understanding of Colombian culture and business approaches. Logistics in Colombia were arranged by Tbirds James Corzine '68 and Enrique Morales '82 whose cooperation were fundamental in the overall success of the event. The reception was held in the Hotel Bogota Royal, with the strongest response from the prospective student group. During the reception, the School's promotional video was shown and brochures were distributed. A brief speech from Thunderbird's representatives followed and the evening concluded with a cordial interchange of ideas between guests. by Juan Carlos Luque .. . and Russia The Moscow chapter of the Thunderbird Alumni Association was founded in October, 1992 with an inaugural dinner hosted by Dennis Sokol '74, for four alumni and a group of Thunderbird interns working in Moscow. Sokol is the chairman of Hospital Corporation International Group, PLC, the shareholder of American Medical Center-Moscow, a clinic serving the Russian community in Moscow. "This chapter will be the School's home base in Russia," says Bobbie Boyd, director of alumni relations. In addition to the successes of several alumni already working in Moscow, since 1990, several Thunderbird students have completed internships in Russia at such firms as AMC-Moscow and Ultram Golden. Most interns have completed part of the Russian language curriculum, which has been offered at Thunderbird since 1990. Thunderbird has been involved in the changes in the former Soviet Union through ventures with Russian academic institutions including the Moscow Graduate School of Business and the Plechanov Institute (a business school) in Moscow. Colombian guests listen lo Thunderbird representatives give an overview of the School and its mission at a recent reception in Bogota. Photo courtesy ofEmique Morales '82. The link between the Thunderbird alumni chapter and the health services sector in Moscow is significant because of the immediate need for improved medical facilities and access for Russians. Thunderbird offers a Master of International Health Management degree in addition to the M.I.M. Dennis Sokol presented a guest lecture about challenges in the Russian health selvices sector during Thunderbird's Winterim, 1993 seminar. Sokol says a Thunderbird education is an excellent preparation for the challenges of doing business in Russia today. "Russia is the world's new frontier. If there's ever been a place in the world that could use the talent of a Thunderbird, it's Russia" Seven T'bird interns met an alum in Red Square in Moscow, posing for a photo before m,anging the first First Tuesday in Russia. (l-r) Stephanie Heath '92, Paulina Hubli '92, Mike Warren '92, Lynley Jones '92, Carl-Eric Grarifelt '92, Dennis Diokno '91, JejJWhitney, Mark Desbiens '92, and Mary Ortega. Photo cour-tesy of Jeff Whitney. THUNDERBIRD XLVII 12/ 1992·93 23 • Network Events Are you or your coUeagues doing business in Mexico? Thunderbird, the North American Free Trade Association and Deloitte Touche are sponsoring a conference: North American Finance 93: New Opportunities in Financing and Financial Services UnderNAFTA MondayWednesday, May 17-19, 1993 Mexico City Arizona Senator John McCain and the Arizona University Consortium present Arizona Defense Conversion: A Call to Action Thursday, June 3,1993 8:30a. m.-5:00p. m. Thunderbird Campus Hosted by Thunderbird Office of Public Affairs For more information on either conference, please contact Carol M. Crockett Office of Public Affairs, Thunderbird Campus (602) 978-7761 or FAX (602) 978-8238 ARIZONA Phoenix Orange County The keynote speaker at the Orange County chapter's annual Christmas dinner was Richard Leeuwenburg, President and CEO of Vans, Inc. A manufacturer and exporter of casual shoes, Vans seIls through 4,300 stores in 43 countries. Leeuwenburg spoke about positioning for domestic and international growth, and his experiences in export and manufacture. The Phoenix chapter's newsletter now features The T'bird Professional Yellow Pages. This new networking device lists area alumni by profession, making it easy for alumni to do business together. The August 1992 issue listed over 30 T'birds offering services in 18 categories from chirapractics, jewelry, and travel, to traditional business offerings such as accounting, investment planning, and, of course, import/export services. CALIFORNIA Los Angeles By popular demand, the L.A. chapter has changed its First Tuesday location to McCormick's and Scmick's in the Library Tower at 633 W. 5th St., 4th Floor, Los Angeles, CA 90071. For 1993, the Orange County chapter will increase its efforts to encourage more effective networking. Plans include regular job postings and a possible host network for T'birds job hunting in Orange County. The chapter welcomes suggestions from all T'birds regarding formalized networking events, projects or ideas that they may incorporate in their '93 program. Please contact Theresa Luis '82 at (714) 632-7100 (w), Washington T'birds are actively involved in raising scholarship funds to help outstanding studentsjrom the state complete the MI.M. program. (l-r) Steve Hatch '74, Rebecca Baerveldt '90, Kathy Beck Brandstetter '82, David BeU '68, Gene Wick '60, Mary Jo Lane O'DonneU '89, and Richard Davis '89. Photo courtesy of Kathy Beck Brandstetter. 24 THUNDERBIRD XLVII 12/1992-93 (714) 735-2973 (h); or Marie Talnack '90 (714) 731-4146 (w), FAX (714) 731-9018. Sacramento The 107 alumni who live or work in the Sacramento area now have their own alumni association chapter and quarterly newsletter, the Sacramento Mystique. The new chapter holds First Tuesday meetings at EI Torito's on Arden Way (across from Arden Fair Mall) at 6 p.m. Plans for '93 include a more powerful networking function to match alumni with job openings, and possibly a Napa Valley wine-tasting tour with the San Francisco chapter. Contact Kim Massey-Mueller '83 for more information: (916) 791-4111. San Francisco The San Francisco chapter offers updated information on club events via their 24-hour Activities Information Line at (415) 979-4440. San Diego Third in a successful series of guest speakers hosted this year by the San Diego chapter, Institute of the America's President Dr. Paul Alumni in the Dallas area got together for a First Tuesday in November and a chance to visit with Bobbie Boyd, director of alumni relations, and learn more about activities on the Thunderbird campus and the School's new initiatives in Europe. Boeker provided "a clear exposition" of economic, political, and business issues facing Latin America. For 1993, the San Diego chapter kicks off its International Speaker Series with "Export Opportunities: What's Hot, What's Not," in March. For more information, contact event chairman Doug Hansen, evenings, at (619) 467-1405. TEXAS Houston Houston area alumni volunteer their time to introduce international business topics in area high schools. Students interested in international commerce benefit from this opportunity to meet and converse with alumni experienced in import/export, banking, marketing, and transportation. WASHINGTON In 1990, the Washington Tbird alumni chapter established a scholarship fund for Washington state residents, and graduates of Washington T"birds in Singapore celebrated the holidays with a party at The Beaufort. Alexander RobertsZecha '90 is looking for program ideas and people to help out thejledgling chapter. Photo courtesy of Zecha. colleges and universities attending Thunderbird. Since its inception, two scholarships have been awarded from funds contributed by Washington alumni. Timothy Little and Scott Anderson were the recipients, and a third award is planned for 1993. The objective of the scholarship is to defray some of the expenses of attending Thunderbird, to assist top-notch Washington students to complete the M.I.M. program. An award goal of $2,000 is Burt Risser '60, seeing one another Saudi Arabia and viewing the chapter coordina- latest Thunderbird tor, hosted the sec- video. Riyadh ond annualT"bird T"birds look for-barbecue at the ward to their third Oasis Restaurant annual barbecue in Riyadh. in October 1993. Twenty-seven Photo courtesy of alumni and Burt Risser. spouses enjoyed set for 1993 and a phonathon is planned. For more information on the program, please contact Brad Leech, Assistant Director for Development, Thunderbird. KOREA Dr. Martin Sours was on sabbatical leave as a visiting professor at the graduate school of international studies at Yonsei University in Seoul. While there, he attended monthly gatherings of the Seoul, Korea alumni who meet the third Thursday of the month. Meetings are held in the Phoenix room of TGI Friday's in Yangjae-dong. The restaurant is just down the hill from the last subway stop on the Yellow Line in Yangjae. Third Thursdays are organized by Seung Jin Shin '86 and Dr. Jung-Bae Kim '75. A large group turned out to meet Dr. and Mrs. Sours at the September meeting, headed by James H. Riddle '63. (l-r) Dr. Martin Sours delivers a talk on ''Marketing to Japan" at The Chung-Ang University during his fall 1992 sabbatical in Seoul, Korea. Translation was provided by Dr. Ju-Sup Hahn '75, Dean and Professor of International Commerce and Business, Graduate School of Social Development at Chung-Ang University. Thursday-Sunday, June 17-20, 1993 Thunderbird European Alumni Reunion Munich, Germany For more in/ormation, please contact: Tina Knight '90 (w) 011-498992 103-138 FAX 011 498992 103-101 Friday-Sunday, November 5-7, 1993 Thunderbird Homecoming 19th Annual Thunderbird Classic Balloon Race and Air Show See the Update section of this magazine for reunion years and contacts The Events section is f eatured in each issue of Thunderbird magazine as a service to our readers. Deadline for items to be included in the next issue is April 15, 1993. Please send material on upcoming seminars, educational opportunities or other events open to Thunderbird alumni to: Carol Naftzger, Thunderbird magazine, 15249 N. 59th Ave., Glendale, AZ 85306 or FAX (602) 978-8238. THUNDERBIRD XLVII /2/ 1992·93 25 • Updates James C. Stanley '53 REUNION CLASS OF '68 Contact: Lee Miles (work) 011 5753641-025 (fwme) 011 5753650-544 FAX 011 5753651-871 1948-1952 Francis R. Crane '48 is retired and living in New Smyrna Beach, F10rida with his wife, Nancy. Frank F. De Lisle '48 is retired from the Bank of Boston. He lives in Ipswich, MA Emest Lamb'48 is retired and lives in Mesa, AZ. Patricia Birch Giddings '51 is selfemployed as a designer. Her husband, Edward Giddings, is an architectural developer. They live in Corona del Mar, CA. Frederick D. Jeroy '51 is a senior consultant at Pakistan Venture Capital Ltd. in Karachi, Pakistan. James L. Bell '52 is retired from QRS Corporation and lives in Los Angeles, CA James C. Stanley '52 is president of Fuertejidos, S.A, a nonwoven textile manufacturer and marketer in San Jose, Costa Rica He and his wife, Clemencia, also reside in San Jose. REUNION 1953 November 5-7, 1993 Cynthia Choyce is a Realtor associate with Esslinger Wooten Maxwell Inc. in Coral Gables, F10rida Her daughter, Stephanie Schneiderman, is a current Thunderbird student who will graduate 40 years after her mother received her degree. James T. May is retired from the State of Ohio Economic Development Office and lives in Columbus, OR. Robert M. Udell is retired and lives in Houston, TX. 1954-1962 Robert R. Crigler '55 is self-employed and heads U.S. and Mexico market development for The Crigler Group. He lives in Phoenix, Arizona with his wife, Shirlie. Jarnlv G. Egeland '55 is senior executive vice president at Horiba Instruments, Inc. in Irvine, California He and his wife, Julie, live in West Covina, CA Doug Buckmaster '57 is an estate planning representative at the Los Angeles Orthopaedic Foundation in Los Angeles. He and his wife, Lee, live in Cambria, CA Walter J. Neverovich '57 is marketing manager for TexBrook Industries, a firm selling outside plant products to utility companies. He lives in Houston, Texas with his wife, Veda Donnell L. Crain '58 is retired and living in East Wenatchee, WA Ron Faust '58 works as an investment broker at Dain Bosworth, Inc. He and his wife, Georgiana, live in Billings, MT. William S. Fishback '58 is retired from Indiana Public Schools and lives in Indianapolis, IN. John J . Sherman '58 is vice president of investments at J.C. Bradford & Company. He lives and works in Asheville, NC. Curtis Wright '58 is retired and lives in Westminster, Colorado with his wife, Kay. Richard E. Crumb '59 has recently retired from Bank of America and has accepted an assignment as senior examiner on the international staff of the Federal Reserve Bank of New York. He lives in Yonkers, New York. He reports that Richard Dalbey '59 is living in Nagoya, Japan, on a three-year contract as guest teacher. He also reported the recent retirement of Donald Dumford '59 who is residing in Marietta, GA Robert L. Fife '59 is vice president of Amcast Industrial Corporation, a manufacturer offoundry products. He resides in Pottstown, PA IIarry W. Griffith '59 is owner and chief executive officer of Ethanol Marketing Inc., an ethanol fuel wholesaler. He lives with his wife, Paula, and works in Boise, ill. Edward N. Harriman '59 and his wife, Susan Record Harriman '59, are innkeepers at The Inn at Sunapee in Sunapee, NH. Albert A. Lloyd '59 has retired from teaching special education and is a real estate broker at Warrick's Real Estate Inc. He lives in Port Richey, florida with his wife, Ruth. Linwood L. Reed '59 is retired and lives in Muncie, IN. E. David Smith '59 is vice president of E.S.P., an industrial sand-blasting and 26 THUNDERBIRD XLVII 12 11992-93 painting firm in Pittsburgh, Pennsylvania He and his wife, Jane, live in Allison Park, PA Tom Tracy '59 is president of Tradewinds Power Corp., a diesel engines sales firm. He lives and works in Miami, FL. John R. Arnold '60 is general manager of TransAmerica F10ral Imports. He lives in Houston, Texas with his wife, Diana Robe.rt L. Ciszewski '60 is vice president and Bangladesh representative for Population Services International, a nonprofit social marketing agency based in Washington, D.C. He and his wife, Suniti, live in Dhaka, Bangladesh. Richard G. Croft '60 has retired as president of Croft & Scully and has sold the company. He lives in Harbor City, CA Robert A. Dilworth '60 is vice president and managing director at USG International Ltd., an interior building systems firm. He lives with his wife, Irene, and works in Chicago. John Tsatsos '60 is president of Odor Management Inc. in New Hope, Minnesota He lives in Plymouth, MN. James M. Davis '62 is senior vice preSident, sales and marketing in U.S. operations and export at Pilling-Rusch, a manufacturer of surgical instruments and health care products in Ft. Washington, Pennsylvania He and his wife, Suzan, live in Ambler, PA Morris Feldman '62 is a teacher of English as a second language for the Chicago Board of Education. He also works in sales for BRF Enviro Filters, Inc. He and his wife, Nancy, live in Chicago. B. Paul Smith '62 is general manager at Banco Continental de Panama He lives in Panama with his wife, Maritza James R. Wooten '62 is an international management consultant in Sao Paulo, Brazil. His daughter, Tatiana Wooten, is currently a Thunderbird student. REUNION 1963 November 5-7, 1993 Ronald P. Burkard has moved from Ecuador to South Afuca where he will establish offices for CARE International. He and his wife, Stephanie, live in Johannesburg. Raymond L. Hegstad is chairman and chief executive officer of The Glenmar Corporation, an educational marketing firm. He lives in flagstaff, Arizona with his wife, Glena Philip R. Miller co-owns Quill-tek Calligraphy Studio with his wife, Mary Ann. They live in Denver, Colorado. Philip is also a motor carrier fleet safety consultant. George Twidwell is president ofTwid Inc., a company that owns three Carl's Jr. fast food restaurants in northern Arizona He lives in Rancho Palos Verdes, CA Leslie Roosa Warrington and her husband, Eric, manage and operate their own bed and breakfast in San Jose, Costa Rica 1964-1967 Donald W. Carr '64 and his wife, Susan, have started their own business, Artisan Imports Ltd., importing hand-made Mexican crafts into the U.S. They reside in San Miguel de Allende, Mexico. Edward L. Frey '64 has retired from Miles, Inc. He spent the last six years as the executive vice president of Miles' joint venture in Japan, Miles-Kyowa Company, Ltd. He lives in Granger, IN. John P . Lewis '64 is a managing partner of The Lewis Company. He and his wife, Ann, live in Dallas, TX. Philip F. Calkins '65 is chief financial officer at Chicago Junior School, a private elementary school in Elgin, Illinois. He lives with his wife, Ruth, in Palatine, IL. Leavitt B. Ahrens '66 is president ofVF Europe, ajeanslcasual apparel company. He and his wife, Joan, live in Waterloo, Belgium. Frans Nelson '66 is self-employed as president of Overnite Express, an overnight delivery service in Southern California He and his wife, Sandra, live in Laguna Niguel, CA Fred M. Smoot '66 works for Phoenix Pacific Inc. He and his wife, ConChita, recently gathered with T'birds Ron Pfatnin '73 and Gary Mullennix '68 at a restaurant in Honolulu. Donald L. Cary '67 retired from Exxon Corporation to pursue his own interests in dally farming and raising tropical fruits for export He and his wife, Lucia, live in Bogota, Colombia John Dunmar '67 traveled to Argentina and Chile with T'bird Bill Williams '67 to explore the possibilities of importing food products from those countries. While they were there, they visited Raul GutierrezAbadie '67 and Bert Becerra '67. John G. Fenimore '67 is general manager/vice president consumer imaging, Latin America region for Eastman Kodak in Miami. He lives in Coral Springs, F10rida with his wife, Julie. Robert Greening '67 is chairman of Omnichrome Corporation, a laser and laser systems company in Chino, California He lives in Claremont, CA John C. Ielris '67 works in management education for the company Incae. He lives in Managua, Nicaragua with his wife, Norma Frederick Newton '67 is self-employed as president of Stony Creek Productions, a wholesale-retail operation in Honolulu. Wilfred E. Richard '67 is self-employed as owner of Richard Consulting, a tourism and marketing consulting firm in Fairfield, ME. REUNION 1968 November 5-7, 1993 Jeffrey A. Lockwood is self-employed as owner of an export management firm, Lockwood International. He lives and works in Mill Valley, CA B. Allen Lundy is selfemployed as a consultant with AYC Consultants, Inc. He lives with his wife, Ginny, and works in Metro Manila Brian M. O'Connor is assistant to the executive director of the McCallum Theatre for the Performing Arts in Palm Desert, California He lives in Palm Springs, CA. Joseph H. Ringer has a new position as a marketing officer for ExportImport Bank of the U.S. based in Houston. Barry L. Soloff is advertising manager, Latin American Group, at The Gillette Company. He and his wife, Marcia, live in Boston, MA Norman F. Woods is director of international sales at Cable AMI., a manufacturer and distributor of CATV microwave. He lives with his wife, Sharon, in Las Vegas. 1969 -1972 Mark E. Daniel '69 is a regional manager at Primerica Financial Services. He lives with his wife, Lorena, and works in Dallas, TX. Richard Fredrickson '69 is managing director of Marsh & McLennan, an insurance brokerage services firm in San Francisco. He and his wife, Barbara, live in Mill Valley, CA John Gillett '69 is president of Barrington Mortgage Corporation. He and his wife, Michele Betette Gillett '69, live in Barrington, IL. Bob F. Reece '69 is a master long-term care specialist for Amex Life Assurance Company in Chapel Hill, North Carolina He lives in Greensboro, NC. Ronald M. Wickert '69 is a manufacturer's representative at Abrasive Industries. He lives and works in Cincinnati, OH. L. Douglas Barba '70 is senior vice president and general manager of Catamount Energy Corporation, a cogeneration and independent power company headquartered in Rutland, VT. Gary A. Counts '70 is a wholesale loan manager at Hallmark Consumer Finance in Lake Oswego, Oregon. He lives in Portland, OR. Wynne L. Creekmore '70 has his own law practice that specializes in lender liability. He and his wife, Diane, live in Houston, TX. Roger Decort '70 is selfemployed as owner of deCorte & Company, Inc., a SOCially sensitive investment portfolio management firm in The Plains, Virginia He lives in Coronado, California with his wife, Trudy. Yadalam G. Dwarkanath '70 is executive director of Sri Krishna Spinning & Weaving Mills Pvt. Ltd. in Bangalore, Indonesia John Muncy '70 is executive vice president of The Hongkong Chinese Bank Ltd. in Hong Kong where he lives with his wife, Mirja LeAnne Peters '70 teaches business English at Richard Lewis Communications in Malmo, Sweden. Renato Rider '70 is chairman of the board of Rider Labs S.A., a pharmaceuticals company in Santiago, Chile. Austiin M. Seay '70 has relocated from Rio de Janeiro to Singapore where he has assumed the duties of managing director of Tidex Private Ltd. This Asia Pacific division maintains responsibility and operates a fleet of vessels servicing the offshore oil and gas industry in the region. Kenneth Swnmers '70 owns the High Country Lodge in the ski resort town of Breckenridge, CO. Robert Theleen '70 is the chairman of China Vest Ltd., a venture capital company investing in China, Taiwan, and Hong Kong. Zaid A. Astarabadi '71 is selfemployed as owner ofZ. Astarabadi Associates, a real estate investment firm in Newport Beach, California He and his wife, Janice, live in Irvine, CA. Jon Cates '71 is Asia sales manager at Spectra Physics Scanning, a bar code scanner manufacturer. He lives with his wife, Janice, and works in Hong Kong. William M. Funk '71 is vice president, Far East! Australasia, at American Tool Companies, Inc. He and his wife, Catherine, live in Taipei. William F. Ryan '71 is an attorney and partner at the firm of McKeam and Ryan. Pamela Reynolds Ryan '71 is self-employed as owner of Les Rubans, an arts and crafts store in New Orleans. The couple lives and works in New Orleans. Soneel S. Talwar '71 is selfemployed as a partner of Universal Sourcing Inc., a national sourcing and distribution firm in Prospect, Kentucky. He lives in Louisville, Kentucky with his wife, Barbara. John Anderson '72 is stationery manager, Canada, for The Gillette Company in Boston, Massachusetts. He and his wife, Vickie, live in NorweU, MA. Clinton L. Arnoldus '72 is an executive vice president at First Interstate Bank in Las Vegas, Nevada He and his wife, Lesley, live in Henderson, NY. Dario Benedetti '72 is director of international business development at Mi.Jack Products, a port and railroad container handling equipment company. He and his wife, Linda, reside in San Francisco, CA. Gary Buckingham '72 has recently relocated to Kuala Lumpur with American Home Assurance Company where he is chief executive of the Malaysia branch. Kathleen Gilmore Hill '72 works as operations manager at ICM Mortgage in Cary, North Carolina She and her husband, Eddie, live in Apex, NC. Kent Gregory '72 is president of Finish Line Leasing Incorporated, an equipment leasing firm in Denver, CO. D. Craig Hayes '72 is self-employed as owner of Hayes Tree Service, Inc. He lives and works in Boulder, CO. Richard E. Kohn '72 is acquisitions manager at United States Rail Services, Inc. in San Francisco, CA. Sverre Koxvold '72 is working witll Hitachi Data Systems as director of finance and is responsible for aU smaU countries in Europe and the Middle East. He lives on a 6O-year old Dutch barge that is moored outside of London. David J. Lewis '72 is general manager of industrial training at Effective Resource Holdings (Pty) Ltd. He lives in the Republic of South Africa Howard T. Mott '72 is a group head in corporate finance at The Toyo Trust and Banking Company, Ltd. in New York City. Carlos Tamayo '72 recently received the 1992 California Hispanic Business Person of the Year award. The award is given each year to the person "who personifies the commitment the Hispanic Chambers make toward economic and business development, education and social issues." Carlos is president and chief executive officer of La Tortilla Factory, a manufacturer and distributor of tortiUa chips, salsa, and spices in Santa Rosa, CA. Tim Teelin '72 is vice president of Teel Plastics Company, Inc., a manufacturer of extruded plastics. He lives and works in Baraboo, WI. Christiine Topoulos '72 is selfemployed in export financing services. She lives and works in Chicago. Ronald C. Walker '72 is self-employed as a real estate consultant. He and his wife, Celia, live in Puerto vaUarta, Mexico. Samuel J. Wolf '72 is self-employed as the managing director of the agricultural exporting firm of Wolf & Wolf. He lives in Lelystad, HoUand with his wife, UUa REUNION 1973 November 5-7, 1993 Lawrence C. Giessinger is self-employed as a principal in Corporate Leadership Associates. He lives in The Woodlands, Texas with his wife, Lauren. Jacobus Groot was recently promoted to the position of regional vice president, Asia Pacific-South, at Procter & Gamble Far East. He lives in Hong Kong with his wife, Bonnie, and their four children. Thomas L. Harvey is self-employed as owner of Capitol Barricade Incorporated, a highway safety products sales firm. He lives with his wife, Nancy, and works in Sacramento, CA. Jinl Henderson is Asian business manager at Johnson Matthey Incorporated, an automotive catalyst firm in Wayne, Pennsylvania He lives with his wife, Charlotte, in Devon, P A. Ronald Kurtz is a sales representative for Resort Marketing Services, vacation ownership real estate, in Olympic VaUey, California He lives in Truckee, CA. Gary R. Lumsden is a senior partner at Area Marketing Associates in New York City. He and his wife, Anna, live in New Canaan, cr. K.8. Marshall is an area manager at Marketing Associates. He and his wife, Peggy, live in Atlanta Mark M. Mischnick is first vice president and branch manager at Australia & New Zealand Bank Ltd. in Los Angeles. He lives in Glendora, California with his wife, Deirdre. Thomas A. Monroe is selfemployed as president of DMF North America, an international sales development firm. He lives in Lake Oswego, Oregon with his wife, Margo. John J. Nobil is chief executive officer of the Nobil Group, Inc., a management consulting firm in Denver. He lives in Avon, CO. David M. Talbot is self-employed as a real estate investment counselor in Elk Grove, California where he lives with his wife, Sandra Constantiine Theodorou works in marketing at the Greek National Tourism Organization in Athens. John R. Wickersham is self-employed as a partner in Sunbelt Business Brokers. He and his wife, Sydney, live in Greenville, SC. 1974 Carl L. Bach was recently appointed managing director of Reliance Nationallnsurance Company (UK) Ltd. in London. He lives in Cobham, Surrey with his wife, Pat, and their three children. Vince Daniels was recently appointed to the District Import Council by the Secretary of Conunerce. He is president of Minequip Corporation and lives in Miami, FL. Edward L. Downs is president and chief executive officer ofTera Corp N.A., a pharmaceuticals import firm in Carmel, Indiana He lives in Cape Girardeau, MO. William G. Drewes is a vice president of global finance at Citibank, N.A. He lives in New York City. Ken Ellis is a contract representative for Ararnco Services Company, a firm that provides support services to Saudi Arabian oil companies based in Houston, Texas. He and his wife, Pam, live in Sugarland, TIC Warren Feller is export manager at A-Dec International, Inc., a dental equipment manufacturer in Newberg, Oregon. He and his wife, Mary, live in Lake Oswego, OR. Andrea Gregory-Schoen is a vice president in private banking at WeUs Fargo Bank in San Francisco. She and her husband, Gary, live in Castro VaUey, CA. Greg Holm is a staff consultant at Science Applications International Corporation, a support contractor for the U.S. Air Force. He lives in Castle Rock, Colorado with his wife, Rebecca Bo Howard is vice president of Tripetrol Oil Trading, Inc., an oil trading and exploration firm. He lives in Houston, Texas with his wife, Pam Howard 76. John F. Kenny is a self-employed financial analyst and consultant. He lives in Novato, California with his wife, Lindsay. Dain K. Lauderback is employed in grain sales at Koch Industries. He lives with his wife, Janine, and works in Portland, OR. Marikay LeeMartiinez was awarded the Attorney of the Year Award by the Office of Chief Counsel for the International Revenue Service. She is a senior trial attorney, Phoenix District Counsel. Susan Lentz is executive director of the World Trade Center of Arizona Richard M. Osborn is product marketing manager at Tektronix Incorporated, an electronic test equipment firm. He lives in Beaverton, Oregon with his wife, Norma Stephen P. Wallace is self-employed as owner of Wallace Investments. He lives and works in Tulsa, OK. Albert P. Winger is self-employed as owner of Winco, an agricultural and environmental producls firm in Tucson, AZ. David P. Wold is chief executive officer at Metis Corporation in Sausalito, CA. 1975 Michael F. Bell was recently named managing director of Lucas Diesel do Brasil. He lives in Sao Paulo with his wife, Anne, and two children, Erin and Ryan. Philip A. Crane is vice president of operations at the Jeff Grant Retail Planning Group, a firm that designs retail business interiors worldwide. He lives in San Diego, CA. F. Rick Cunli.tl'e is self-employed as president of EscadriUe International, an international aerospace marketing consulting firm in Tiburon, California He and his wife, Carol, also live in Tiburon. Russ Davis is parts manager at Trakindo Uta Ma Services Pvt. Ltd., a Caterpillar dealer for Indonesia He and his wife, Jan, live in Singapore. Jess H. Dods has recently opened Jess Dods & Associates, a technical and business consulting firm focusing on Mexico. He and his wife, Heidi, live in El Paso, TX. Roger Harrison works as controUer at Tradewinds Technologies, Inc., a manufacturer in Phoenix, Arizona He lives in Scottsdale with his wife, Ivone. Marcia Hollatz is an ED! program manager at HoneyweU Inc. in Golden Valley, Minnesota She lives in Eden Prairie, MN. Robert L. Janson is vice president, international, at Hardie Irrigation in El Cajon, California He and his wife, JoDee, live in San Diego. Donald Loyd owner of Merlin's World of Trave l, San Francisco, has opened a branch office in Cairo, Egypt through ajoint venture with BesToursEgypt, a local wholesaler. Susan Renard is director of planning and analysis at CIGNA Health Plans. She lives in Glendale, California with her husband, Ron. Gary L
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