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THE AMERICAN GRADUATE SCHOOL OF INTERNATIONAL MANAGEMENT • VOLUME 51, NUMBER 2, 1997 THE AMERICAN GRADUATE SCHOOL OF INTERNATIONAL MANAGEMENT • VOLUME 51, NUMBER 2, 1997 CorER STOHY 2 COVER STORY India Foreign companies are discovering that India is a tougher market than they thought. Here are The 10 Laws of India that can help your company succeed. 19 SPECIAL Honor Roll of Donors 1996-97 DEPARTMENTS 16 T'BIRD NEWS 36 UPDATES 50 ALUMNI ASSOCIATION REPORT 54 NETWORK NEWS FEATliHES 1 PAGE ONE A new Latin American global business program 7 EYES AROUND THE WORLD Bart Kohnhorst '83 interprets Europe's telecom upheaval 8 REPORT FROM THE FIELD The deregulation of Japan's economy, by Neil Weinberg '87 10 ALUMNI LEADERS China: Elizabeth Mann '83, David Kay '81, and Bruce Martin '90 Changing the diaper industry: David Olsen '82 14 TECHNOLOGY Bookmark these six Web "metasites" for global business, says Kris Swank '95 How can you benefit from www.t-bird.edu? 55 HISTORY The Pioneer Classes reunite 56 PHOTO SPECIAL: EUROPEAN REUNION '97 All roads led to Paris in June 58 LETTER FROM ELSEWHERE Can the Bangladesh tiger show enough teeth? by Ricardo Cookson '93 PAGE ONE Fast Fbrward to the Future Thunderbird bas joined forces with Mexico's prestigious ITESM University to launch a latin American degree program unlike any in the world he formula worked 50 years ago: create a school that will prepare students to do business in foreign markets through a unique curriculum that combines courses in language, cultural awareness and business. Thunderbird officials are betting it will prove successful again. One of the largest and most prestigious university systems in Latin America has joined forces with Thunderbird to launch the Master in International Management for Latin America (MIMLA), a degree program that is unlike any in the world. The MIMLA program will offer students the chance to earn a degree from Thunderbird and Mexico's Instituto Tecnol6gico y de Estudios Superiores de Monterrey (ITESM) without leaving jobs or families. It's called the virtual university, and it becomes a reality in January 1998. "Thunderbird will evolve from being an international educational institution headquartered in Phoenix to a global educational institution with a virtual presence worldwide," says Thunderbird marketing professor Dr. Bert Valencia, co-director of the new MIMLA program. MODEL PROGRAM The MIMLA program is modeled after Thunderbird's current tripartite curriculum, but with a special focus on doing global business from a Latin American perspective. It begins with a two-day intensive orientation session at Thunderbird's main campus in Glendale, followed by a five-day seminar on "Global Business Leadership and the 21st Century Executive." The orientation program and seminar are designed both to familiarize students with the technologies they will be using in the program and to allow them a chance to bond with each other and with faculty members. This will help facilitate future "virtual" interactions. Students then return to their respective cities to fulfill the remaining 660 hours of the two-year program through distance learning (via satellite) and on-site classes. ITESM introduced its massive Interactive Satellite Educational System in 1989, enabling the university to transmit and receive distance education programs to and from sites throughout Mexico. Its program currently reaches more than 60,000 students and executives each year. Eventually Thunderbird and ITESM hope to have 10 to 12 MIMLA receiving sites in Latin America, says Valencia. "The university and the education will go out to them." ADVANTAGES? That concept might take a little getting used to for some. After all, one of Thunderbird's biggest advantages is on(H)n-one interaction among students from around the world. But Valencia argues the new benefits of the virtual program can outweigh the disadvantages. He points out that the availability, accessibility and affordability of such a program will enable many executives to obtain the MIMLA degree who would not otherwise be able to participate in the traditional MIM program at Thunderbird. Classes are broadcast on Saturdays so students need not interrupt their work schedules. Business executives would not need to leave their jobs or their families. In addition, there would be no relocation costs. The students remain in the same group throughout the 22- month program, taking the same courses at the same time. At the end of the program, students will meet face to face again-this time at the ITESM campus in Monterrey for a week-long seminar on "Latin American Business Leadership and the 21st Century Executive," followed by graduation. VIRTUAL REAUTIES Since the bulk of the program is virtual, Valencia says it will better prepare students for the realities of global business communications. "This is how multinational companies will operate. People working for global companies can't be meeting face to face everyday." He envisions handS-on projects in sponsomup with multinational companies, in which student teams from different regions would scope out prospective sites for a new plant, for example, and then compete for the company's bid, or help design a new produ that would appeal to their region. "Think of designing a pan-Latino laptop for IBM aiming to be a best seller in Latin America," says Valencia. "Groups of five to six students from different countries would have to argue through cost, technical co~on, accessories, warranties and other features in order to meet local and regional market considerations." Valencia adds that some of the advantages of such a program might even be incorporated in the "live" degree program offered at the Glendale campus: "This program will definately force business educators to look at the technology and see how it can be applied everywhere." • -Jennifer Barrett TH UNDERBIRD 51 I 2 I 1997 THE 10 LAWS OF n 1991, when India boldly eased away from four decades of state planning to embrace a free-market economy, foreign companies rushed in to what they thought was an easy score. In the past six years, however, many companies have learned that India is a tough market. Aside from infrastructure problems, bureaucracy and regional politics, foreign companies have simply failed to understand India's complex soul. As one T'bird puts it, "Indians are not simply going to let foreigners just come in and take what they want." From the experiences of a diverse group of Thunderbird alunmi, professors and advisors, we've compiled a guidebook, The 10 Laws of India, that can help your company succeed in a market full of reward, surprise-and enormous complexity. 1. DON'T BE DAZZLED BY THE SIZE OF INDIA'S MIDDLE CLASS In the future, India's middle class could outnumber the entire population of the United States. For now, however, the numbers are more sobering: original government estimates that India's middle class numbered around 250 million people were, well, wrong. "That figure is highly exaggerated, " says Thunderbird marketing professor Sundaresan Ram. "Most companies that have gone into India have found it is closer to 100 million." To add insult to injury, what constitutes "middle class" in India isn't what many for- THUNDERBIRD 51 I 2 I 1997 eign companies planned on. "I'm not sure if the multinationals have gauged what India's middle class really is," says Chetan Shah '87, India country head for Londonbased Pepe Clothing (India) Ltd. "Middle class in India is defined as someone who has a bicycle and a sewing machine. You need to quantify what the middle class really is, and what they can really afford." In truth, companies are better off thinking of the "middle class" as three related consumer groups: the Westernized Elite, the Consuming Class and the Aspiring Class. Still, India's middle class is likely to grow as products become more affordable, says Professor Ram. "Many Indians have the money but they won't spend it unless the product has reached a price level they feel comfortable about. Until the foreign companies adapt to that kind of value-conscious mind set, 250 million is just a phantom number." 2. INDIA IS A "NATION OF NATIONS" "Understanding India's diversity is probably one of the strongest factors that determines how the multinationals perform in India," says Shah. And that diversity is nearly limitless. India has 970 million people. The majority of India's people are Hindus, but the country is also home to over 100 million Muslims, 20 million Christians, 18 million Sikhs, and 8 million Buddhists. Three-fourths of India's population lives in rural villages. The country has more than 20 political parties and 17 official languages, not to mention 26 states. "You can have a communist government in one state and next to it a prodemocratic government," points out Shah. "Levels of income and standards of living differ drastically among the states. Multinationals must gauge each market very carefully." Yet amidst the differences lies accord, says Craig Heinze '81, managing director of STIR International (Europe). Heinze spends 60 percent of his time traveling among India's nine major textile centers. "While there is massive diversity across India, I am also struck by the similarities," notes Heinze. "A strong family orientation survives. Tolerance, at least among the middle and lower classes, predominates. And an innate curiosity for anything new drives the culture towards ongoing adaptation." Failure to recognize both the diversity and similarities, cautions Heinze, has tripped up many foreign companies. 3. REALIZE THE DIFFERENCE BETWEEN MARKET REFORM-AND DOING BUSINESS Market reforms since 1991 have certainly allowed foreign companies the opportunity to go into India, when before that was impossible. But the actual doing of business is still rather tricky, says Professor Ram. This is particularly evident in the maze of regulations, bureaucracy, and local interference foreign companies encounter in India. "While liberalization has occurred at higher levels of government, it hasn't really permeated down to the lower operationallevel," notes Sunder Kimatrai '92, managing director of 20th Century Fox India. "While the senior bureaucrats we deal with are all very pragmatic and cooperative, what happens is that the lower level bureaucrats don't really want to give up authority." It will take massive action to get internal subscription to reform, adds Heinze, first in politics which control the country, and then within industry. "Multiple layers of barriers exist and are actively being bolstered on an ongoing basis at so many levels as to be boggling," says Heinze. Eventually these barriers will melt, and that, says P.R. "Pat" Patwardhan '79, is when India's economy will really take off. "A lot of things in India right now depend on government policies," notes Patwardhan, who is president and CEO of the Patwardhan Center for Leadership & Management, whose clients include India's Tata group and Mercedes-Benz. "Right now the government is playing a kind of musical chairs. When they stop playing and start developing a solid business policy for the country, that will make an enormous difference in India. " 4. DON'T UNDERESTIMATE THE VALUE OF LOCAL PARTNERS-OR COMPETITORS Companies will succeed spectacularly if they develop a very strong Indian resource partnership, says Mahava Mohan '82, management consultant and director of one of India's largest banks, State Bank of Travancore (a subsidiary of the State Bank of India). "To succeed here in the long run, I think companies have to really partner with Indians, not necessarily local joint-venture partners, but human resource partners," advises Mohan. And don't underestimate the local com-petitors. Many Indian companies feared they would lose out to new foreign competitors, but in many cases the opposite has occurred. Foreign brands are not necessarily viewed as god-like by India's consumers. One solution says 20th Century Fox's Kimatrai: view local competitors as friendly allies rather then deadly enemies. "We have to be sensitive to the fact that there is a huge local film industry in India, in fact the largest in the world," says Kimatrai. "There are cornmon challenges that the local industry and we face together-for example, government entertainment taxes. This partnership is very important. " 5. BE WILLING TO MESH WITH THE INDIAN MARKET "This is what I call cultural consumerism," says Thunderbird International Studies professor Kishore Dash. "The fact is, Indians can drink Coca-Cola without being Coca-colonized. This is important for foreign companies to real- THUNDERBIRD 51 12 / 1997 4 India in Thunderbird's CUrriculum • MODERN INDIA. This country-specific course teaches students about the political, economic and cultural environment in which daily business takes place in India, as well as the broader impact history, culture and politics has on India's international business dealings. Students electronically follow day-to-day business developments in India through Internet resources like the Economic Times (www.economictimes. com) and The Hindu (www.indiaserver.comlthehindu ). • RBE: ASIA. Thunderbird's "Regional Business Environment" courses allow students to understand the operational realities of doing business across an entire region. For example, RBE: Asia teaches students about doing business in India and other important Asian markets like China, Japan, and Southeast Asia • TECHNOLOGY TRANSFER & FOR· EIGN DIRECT INVESTMENT. As part of this course's broad look at tech transfer and FDI issues around the globe, students analyze India's regulatory environment as it is developing under the country's changing industrial policy. • GROWTH INDUSTRIES: AVIATION I GROWTH INDUSTRIES: AUTOMOTIVE. Thunderbird's "Growth Industries" courses allow students to examine a variety of current issues facing important global industries and leading companies, such as Boeing corporation's global sourcing experiences in India or Ford Motor Company's joint-venture dealings in India. • EXECUTIVE EDUCATION. Marketing in India is addressed as a part of Thunderbird's international business training for executives, as well in customized corporate training programs offered oncampus and at company sites. • ALUMNI BUSINESS FORUMS. "Doing Business in India" (presented by marketing professor Sundaresan Ram) was one of the featured topics at last year's alumni business forum, held during Homecoming weekend in November. THUNDERBIRD 51 121 1997 ize, the co-existence of foreign culture and Indian culture . What is key is that these products build 'Indianness,' and adapt to the Indian people." FOREIGN INVESTMENT IN INDIA IS GROWING ... Despite inevitable tensions between Indian culture and foreign products, however, India remains a tolerant nation adaptable to cultural coexistence. MTV, points out Kimatrai, offers a good example of the consequences of cultural ignorance. When MTV came in, it wanted to maintain its international flavor and not broadcast traditional Indian filmbased music. Wrong move. As of August, MTV has changed its mind. "Realize Since 1991, when India's government began seriously reforming the economy, foreign investment has grown from mere millions to 52.6 billion (1996). Estimates for 1997 exceed the $3 billion mark. 3----------------~ 2 ------------- 6. THERE IS MORE TO INDIA THAN JUST THE MIDDLE CLASS What is very important to Indians o '91 '92 '93 '94 '95 '96 '97 but is often over- A BILLIONS OF DOLLARS (est.) looked by foreign there are some things the India consumer is going to insist on," says Kimatrai. "It's going to take time before foreign companies can actually make the consumer see things the company's way." Mark Maliwauki '90, vice president of International Business Development for U.S.-based Multiple Zones International (a $500 million catalog marketer of computer products), also realizes the wisdom of adapting to India's markets. "In most foreign markets catalogs are not a preferred way of buying products," says Maliwauki. "In India we had to take into consideration that the catalog would probably only generate 20 to 30 percent of sales. So we set up a corporate outbound sales group, more of a face-to-face selling strategy adapted to the Indian culture." companies, says Professor Dash, is the trickle down effect: How much of the money and products will eventually flow to India's masses? "If the general population doesn't benefit from the foreign presence, Indians won't see any merit," cautions Dash. Providing for India's poor is an even greater issue. Although rapid growth in the new economy is changing life for India's middle class, some 350 million poor (nearly a third of the population) see few immediate benefits from foreign investment. But this may change, and in the process make everybody-the poor, the middle class, the wealthy, even the foreign investors-winners. According to Mahava Mohan, the eventual meshing of economic change with India's impoverished millions will ultimately be the factor that pushes the world's second-largest country full force into the global economy. "For a country of India's size, 8 to 10 percent continuous growth over the next five to ten years will bring about the elimination of poverty as we know it today," predicts Mohan. "India already has the largest savings rate in the world at 23 percent. That will increase, generating large amounts of investable resources, which in tum will go into infrastructure, education and poverty alleviation. That will ultimately give the 300 million who live below the poverty level the knowledge, tools and opportunity to reach above the poverty line." 7. COMMIT, COMMIT, COMMIT Multinationals in India must learn two important words: staying power. "The masses must perceive the multinational corporation as genuinely committed to India's general economic development," notes Professor Dash. "Suzuki has been in India since the 1980s-that is a commitment. Pepsi entered into the market in 1987, when India was not very friendly toward multinational companies, yet Pepsi convinced the Indian people that they were there to stay. That has made all the difference." For many foreign car companies, for whom succeeding in India has been very elusive so far, commitment is a difficult but necessary choice. Eric Rundall '94, business development manager for Delphi Automotive Systems (GM's component division) recently returned from a 12- month project developing a manufacturing plant in New Delhi. "Any multinational auto company in India is struggling big time. I don't think that's what they were expecting. But they need to endure the pain of the start up and look at this in a five- or six-year time frame." Raj Merchant '79, who spent the last three years in New Delhi as managing director for AT&T and just recently returned to the U.S. to help AT&T develop its Internet Telephony strategy, adds: "American MNCs realistically must hold a lO-year view, 20 is even better. Anything shorter is going to hurt expectations and results. Market commitment is where European and Japanese companies have an advantage." 8. LEARN FROM OTHER COMPANIES' EXPERIENCES "I would say six out of ten multinationals have misjudged India," says Pepe Clothing's Shah. How could large multinational companies with endless resources misjudge so badly? Through simple business miscalculation, says Shah-with a little arrogance thrown in. "Levi's came to the market with the strongest brand identity in the jeans division. However, they severely overestimated the strength of their brand equity by pricing the jeans at double the price they sell for in the U.S. If you are looking at relative purchasing power, it comes out to almost $150 dollars for Indians. Now how many people are going to spend this for a pair of Levi's?" To make matters worse, Levi's then brought in their lesser quality orange-tab jeans and priced them at a premium level. "That was an insult to the Indian consumer," says Shah. He also cites Mercedes-Benz' foray into India as a good example not to follow. PIONEER OF INDIA'S INDUSTRIALIZATION M r. KK Modi-ajounder oj India's $2 billion Modi group, wlwse jointventure partners include multinationals like Walt Disney, Alcatel, Daiwa, Xerox, and ESPN-traveled to Thunderbird this past March to discuss the globalization oj India's economy with students. Mr. Modi is one ojthejirst industrialists to bring joreign direct investment to India, and currently serves as chairman oj J. V. Philip M01ris Inc. (India). Mr. Modi's daughter, Charu Bhartia, is a 1997 graduate oj Thunderbird. You call India the "Land of Opportunity." Why? Modi: India is the land of opportunity because it is the land of growth. And I think the largest growth for India is yet to come. We must break the double-digit growth barrier and reach a 10 to 12 percent growth rate. What about foreign direct investment? Modi: Foreign direct investment is important in two ways. There needs to be lots of inflow, not only to directly finance joint ventures, but also to indirectly finance the investing capabilities of the Indian businessman. Even though direct foreign investment may be limited to 50 percent, actual foreign investment is much higher, maybe 75 percent. What sectors will drive India's continued economic growth? Modi: The rate of India's expansion will be led by export growth. Currently India has a very small share of the world's manufactured exports such as textiles, electronics, toys and leather goods. Over the years the bulk of the export world has shifted from Taiwan to China. Now with the easing of economic restrictions, you will see a higher manufacturing growth rate in India. Our own studies have shown that growth rates in exports will be in real terms around 20 percent a year. What are the best opportunities for investment in India? Modi: The real problem in India is that there are so many opportunities, to identify one or two main ones is difficult! One thing India is short of is infrastructure-energy, roads, allports, ports. Very large investments are needed in this sector. The second area is technology. For instance, few Indians were able to get telephones even four years back. There is also great opportunity in managing all the money that India's people will begin to have for the first time. No other country in the world right now offers this opportunity. Are there other areas like financial services that India is clamoring for? Modi: In a place like India there is much need to apply businesses that have already been tried and proven in other markets. Remember, so much that has happened in the rest of the world has yet to happen in India. The key is to modify the processes and business to India. This can be done best through local partners. What is India's next step? Modi: It is important for India to join one of the major Asian trade blocs. Which bloc we will be able to enter is a difficult question. What I can tell you is I expect in the next four or five years there will be two main world competitors-China and India. I see India becoming the supplier of the world. "They brought in their so-called top product, the Mercedes E-class sedan which sold at a retail price of $65,000 U.S. dollars," says Shah. "Now, the rich Indian businessman who can afford $65,000 U.S. dollars already knows everything about Mercedes, including the facts that this model is ten years old. Again, the company underestimated the savvy of the Indian consumer." So who's doing it right? General Electric for one, says international business lawyer Ron Nair '94. "GE has created a 24-hour technology economy," says Nair, who helps bring Indian programmers to the U.S. and arranges partnerships between U.S. companies and Indian software development facilities. "At the end of the day work is sent by satellite to software programmers in India, and by the next morning it is sent back to the U.S. completed." For Lalit Ahuja, managing director for LG Software Development Centre in Bangalore (India's Silicon Valley) and a member of Thunderbird's Global Council, "doing it right" means foreign companies creating value for India's economy. "Companies that have set up software INTERNATIONAL CAREER EMPLOYMENT OPPORTUNITIES Receive over 600 current professional job vacancies in international commerce, economic development, assistance, education, international environmental affairs & foreign policy with private & public employers, the UN & other international organizations. Jobs are based around the world, and for ently level professionals thru senior executives. Published every 2 weeks; always current 2 months $29; 4 months $49; 6 months $69, full year $129. To subscribe or for more info: Call: 800-291-4618 or 804-985-6444, or fax: 804- 985-6828, or E-mail: email@example.com. or write to: International Career Employment Opportunities 1088 Middle River Rd. Stanardsville, VA 22973. VISAIMC/ AMEX THUNDERBIRD 51 121 1997 development centers in India like Hewlett Packard and Citicorp are playing a direct role in bringing in needed foreign exchange," says Ahtija. "They are also acting as a catalyst for growth of the economy by projecting India's reputation as a technology leader." By the year 2000, the Indian IT industry is expected to gross over US$5 billion. The lesson to be learned? Your company's success must be tied to India's success. 9. IT'S NOT HALF-FINISHED, IT'S JUST STARTING A recent cover story in Business Week stated: "What [international companies] have learned is that India, so far, has fallen short of its promise, and that the task of reforming the economy is at best half-finished. " Fallen short? Half-finished? That analysis is just plain wrong, argues Professor Dash. "Reform is not half-finished, it's just starting," says Dash. In fact, experts suggest even a conservative estimate should give India at least ten years. "The changes transforming India today have not yet penetrated deep, wide and far enough" says AT&T's Merchant. "But when they do in the next ten years, the impact will be felt globally." Global impact, is that possible for India? Given that in the 21st century India will have a quarter of the world's population, a democratically-elected government with a transparent legal system, an enormous middle class, and a highly-skilled work force of engineers along with a large pool of cheap labor, "India cannot help but become a global player in world trade," says Farokh Karani Lam '95, who will return to India in October as a country manager for the world's second largest software company. Perhaps Lam and other T'birds doing business in India represent not only that country's complex past and changing present, but its magnificent future as well. "In the next ten years I expect India to be a very different country because of the entrepreneurial spirit," says Pat Patwardhan. "Right now there is only a crack in the liberalization door, and India needs to kick it in and open it wide. " And the 10th Law of India? Simple: make sure you're already deep inside India's markets when that door gets kicked wide open. • -Reported by Thunderbird magazine editor Tlwmas McMiUan with assistance from Tbirds worldwide EYES AROUND THE WORLD "We are in the revolution." Nortel's Bart Kohnhorst '83 interprets Europe's telecom upheaval Europe is embarking on a bold experiment, says Bart Kohnhorst '83, regional sales director of Northern Europe for Nortel (Northern Telecom). While Asia and Latin America are seen by many as the most important emerging markets for telecommunications, Europe represents an equaUy exciting opportunity: a newly opened telecom market flush with disposable income, solid infrastructure- and lots of customers looking for better service. The question is: Can the EC keep deregulation on track? Q: What's driving change in Europe's telecommunications industry? Kohnhorst: EC-mandated deregulation is driving major changes, namely a massive increase in competition with large reductions in costs, an increase in choice of services and products, and a focus on customer service. All across Europe the PITs [Post Telegraph and Telecommunications, the mostly government-owned telecommunications providers} are losing their monopolies and facing competition for the first time. PITs on their own can no longer survive. Telecommunications now requires a global as well as national presence. Q: Would you describe Europe as a telecom growth market? Kohnhorst: Absolutely! There's inherent wealth, a high disposable income, and a highly developed business infrastructure that is hungry for competitive services and products. Also, telecommunication rates are generally high and that makes the entry more attractive to competitors. Because you are dealing with many potential customers, there's basically business to be made even if you are a late entrant in a market. There is also a huge demand for new equipment, driven mainly by corporate network requirements. Q: What about competition? Kohnhorst: It's intense for both service and equipment providers. For example, Nortel is one of the largest equipment providers in the world. Its competitors also are global, like Lucent, Siemens, Alcatel, and Ericsson. With changes in technology, we are no longer talking about transmitting just voice, but also data and video, true multi-media. Data equipment providers like Cisco and 3Com are also coming into the picture. The incumbent service providers, the PTTs, now have to compete with cable TV companies and utilities offering new voice and data services. We are also seeing the birth of "supercarriers," multinational companies that either on their own or through alliances will offer a full menu of electronic services and operate globally. Q: What will separate the industry winners from the losers? Kohnhorst: For service providers it is primarily the ability to get market penetration- to get as many customers as possible and to keep them with superior customer service. But, it is technology that's allowing them to serve customers better and to offer brand new services. The new networks being built to compete with the PITs are easier to use and more flexible than the existing networks. The most nimble network operators will win because they can respond to customer demand and competitive pressures most effectively. Q: Are we witnessing the start of a revolution in how we conduct business? Kohnhorst: I don't think we are witness-ing the start of it. I think we are in the revolution! It's remarkable what's happening in terms of accessibility of communications across the globe. Do you lmow that for the first time in 1996, the u.s. network carried more data traffic than voice? There is a major revolution going on in the telecommunications industry, and in how people are doing business. Users are demanding faster information, more electronic commerce and more mobility. In most corporations physical offices are secondary, it is their communications network that defmes their business. If the network goes down, business stops. The network is the business! Q: Will technology make the European region a stronger global competitor? Kohnhorst: Yes, but it's not just technology, it's also competition. If the EC can allow competition to thrive, you will see substantial economic growth in Europe in ~ II telecommunications. But the jury is still out whether the EC can do that. In Europe, you have all these intricate webs of interest. For example, Alcatel supplies the French market, Siemens the German market. Both are scared of new competitors that will disrupt these cozy arrangements. If the EC can't break that down, then who lmows? Sure, the EC is doing its best. What is unclear is how much the individual countries are adapting to meet EC rules. The opening of the telecommunication markets is a major competitive battle being fought on a world scale, and Europe is the front line. • Bart Kohnhorst, who lives in the Netherlands, was recently elected to Thunderbird's new European Council (see story pg. 51). THUNDERBIRD 51 121 1997 REP () H T F H 0 ~I TIlE FIE L D First the Pain, Then the Gain Once again Japan is talking about deregulating its economy. Don't yawn. This time it means business. As they have done several times over the past two decades, the Japanese are talking about deregulating their economy a l'americaine. This means opening it to foreign competition and cutting the power of the bureaucracy, making it easier to start new businesses and to challenge the establishment. So far: more talk than action. But look for the action to get serious now. In an interview with Forbes, Kiichi Miyazawa, the former prime minister and minister of [mance, offered an explanation for why things have finally changed: In the past the Japanese were urged to open their economy so that foreign nations could get a chance at the action. "The major difference this time," he says, "is that now we have to do something not for others' sake but for our own. » From hard experience of recession and economic stagnation, the Japanese have learned that the old, highly structured economy no longer works well. Their stock market has plunged-and remains down 55 percent since its 1989 peak. Their economy is struggling. Once cocky, the Japanese now often seem depressed. Hidehiko Fujii, an economist at the Japan Research Institute, thinks there is plenty to be depressed about. He has drawn a chilling picture of what lies ahead for Japan unless it deregulates its economy. Between 2011 and 2025 the economy will stagnate, unemployment will rise to 16 percent, the current-account deficit Neil Weinberg '87 is Tokyo Bureau Chief for Forbes magazine. He formerly covered finance in Japan for the Nikkei Weekly, Financial Times and Institutional Investor. He can be reached at firstname.lastname@example.com. 8 THUNDERBIRD 51 121 1997 by Neil Weinberg '87 will hit 26 percent of gross domestic product, and taxes and social security will gobble up 70 percent of national income. "We have no choice,» concludes Fujii, "but to ignore the short-term costs and deregulate. " Deregulate what? Nearly everything. Japanese civil servants enjoy regulatory powers and gyosei shido, or administrative guidance. "Guidance" is a euphemism for "Do it or else." American businesspeople may think they have it bad with OSHA and EEOC and EPA red tape, but it's worse in Japan, with nearly 11,000 regulations involving government licensing, approval and notification. That's only the explicit stuff. The Ministry of Transportation alone has another 10,000 administrative guidelines. Japan's 22 ministries and agencies rely heavily on vaguely worded directives to micromanage the economy- much as American courts interpret the laws as they see fit through loosely written laws passed by Congress. Cut the red tape and stop protecting the weak, says Heizo Takenaka, an economist with Tokyo's Keio University, and you release a lot of entrepreneurial energy. Prime Minister Ryutaro Hashimoto, who took office early last year, has promised to force deregulation-- even if doing so, he says, means being "engulfed in flames." That's a way of saying that he knows he will have to fight every inch of the way. Overregulation exists in Japan for the same reason it exists in Western Europe: because it protects privileges. Momand- pop retailers don't want to compete with a Japanese Wal-Mart, airlines with cut-rate rivals or rice farmers with low-cost growers in Louisiana and Thailand. The best way to curb the bureaucracy is to eliminate it. Hashimoto wants to consolidate Japan's 22 national ministries and agencies into about 10. Consolidation alone won't do the job, but it would accomplish one thing: eliminate 12 or so ministers and their full staffs and thus reduce bureaucratic firepower. Hashimoto also wants to cut Japan's bloated budget, which last fiscal year racked up a deficit equal to 7 percent of gross domestic product, three times the U.S. level. That, in turn, means cutting back the government's so-called second budget. This $414 billion (fiscal 1997) monster, funded in part by Japan's postal savings system, is used to finance public works and the dozens of public corporations with a hand in everything from forestry to banking. Each of these public corporations, just like the public works, produces rich political pork. The good news is that he is starting to make real progress. The first revision of the Bank of Japan Law in a half-century will soon give the country's central bank much more autonomy from the Finance Ministry bureaucrats, and corporate holding companies should become legal around year's end for the first time since 1947. Legalizing holding companies, which is strongly supported by Japanese big business, is a backdoor way of helping firms reduce labor costs, shed losing operations and cut taxes. Here's why: percent of the $2.5 million it requested for last October's election, an unthinkable act until recently. This is a nottoo- subtle hint that business is tired of the old way of running things. Beginning in April 1998, Japanese are expected to be able to freely exchange Overreg u lation exists in Japan for the same reason it exists in Western Europe: because it protects privileges. service and lower fees or lose business to hungry foreigners. Next: deregulating brokerage commissions- something the U.S. did a quarter-century ago. With troubled Nippon Credit Bank announcing this past April plans to Reform is finally possible because the old iron triangle of businessmen, bureaucrats and politicians-"Japan Inc." -has lost much of its cohesion. Business leaders no longer blindly bankroll conservative politicians. The auto industry, for example, gave the ruling Liberal Democrats only 60 currencies, make deposits and trade securities anywhere and in any currency in the world. Currently they face high commissions from licensed foreign-exchange banks and onerous reporting requirements for foreign holdings. Domestic banks and brokers will have to improve Winners and Losers PROPOSED DEREGULATION POTENTIAL WINNERS POTENTIAL LOSERS Government. Reduce 22 ministries to Consumers, business, Bureaucrats, publ ic corpo-about 10 by 2001, government deficit foreign companies in rations and firms reliant to 3% of GDP by 2005 Japan on public works spending Telecommunications. Reduce barriers Foreign and upstart Exist ing carriers, including and access charges for new entrants, domestic carriers Nippon Telegraph & abolish pricing restrictions Telephone Finance. By 2001 : deregulate securities Efficient institutions, Weak banks, brokers and commissions, insurance pricing, fund pensions and invest- insurers, especially small management, fund raising, foreign ment trust (mutual institutions exchange; spl it-up of Finance Ministry, fund) specialists greater independence for Bank of Japan; legal, tax, accounting revisions Energy. Open markets for electricity Independent power Electric power generation, petroleum imports and producers, foreign monopolies, gasoline retailing refiners, consumers Japanese refiners Sources: Forbes magazine; Government of Japan; Goldman Sachs (Japan) forge an alliance with Bankers Trust, there is even serious talk that a U.S. takeover or two of Japanese banks wouldn't be such a bad thing. More good news for American investment houses: Last April the government began offering corporations greater leeway to deploy their pension assets. Almost immediately $20 billion flooded from Japan's old-line pension managers, sleepy life insurers and trust banks, to investment management finns, including local arms of Morgan Stanley and Goldman Sachs. Fidelity, for one, is eyeing the Japanese retail market. If you trust the stock market, you believe that Hashimoto means business. In the first months after the prime minister outlined his reform targets, stock prices of Japan's most efficient companies gained. Stocks in the sectors most vulnerable to debureaucratizing the economy were clobbered. First the pain, then the gain. "Restructuring in the U.S. wasn't this rapid in the 1980s," says Kenneth Courtis, chief economist at Deutsche Bank in Tokyo. "Japan will come out of it stronger than ever." • By Permission of FORBES Magazine © Forbes Inc., 1997. THUNDERBIRD 51 12 I 1997 America's New China Connection Elizabeth Mann '83 represents a new model of Chinese-American business leader by Cheryl Sweet Four years ago Elizabeth Mann '83 (Ning Yu) was approached by one of China's largest state-owned conglomerates with an interesting proposition. Would the Chinese-born T'bird assist the company in diversifying its business interests in the United States? The proposition turned out to be a sweet deal. Today, Mann is pioneering a new and growing model of Chinese company doing business in the United States: wholly-owned subsidiaries of state-owned enterprises. Since launching BNU Corporation ("Beijing and the United States") as president in 1993, the 43-year-old Mann has navigated the growth of the Arizona-based company from $800,000 in assets to over $90 million. BNU business interests range from car financing and real estate to suc- 10 THUNDERB IRD 51 121 1997 A L r ~I ~ I LEA D E H S cessfully issuing $200 million in U.S. commercial paper. Not surprisingly, these interests are all in line with its core purpose: promoting the investments, finances and real estate holdings of its parent company, Chinese National Cereals Oils and Foodstuffs Import & Export Corporation (COFCO). Ranked #338 in the Global 500 by Fortune magazine, COFCO is one of Beijing's largest state-owned conglomerates- and one of the largest Chinese direct investors in the U.S. The new breed of Chinese business coming to the United States is integrating itself into the local market, like our business." Not surprisingly, Mann represents a new kind of ChineseAmerican business leader as well. Relaxed and poised, Mann places a clear priority on family and education, giving credit to both as key elements of her success. After graduating from Beijing University of International Economics and Trade in 1978 with a business degree, she came sight-unseen to Thunderbird to earn her M.I.M. Before becoming president of BNU, Mann assessed Asian operations and opportunities as an analyst at Eli Lilly's Indianapolis headquarters, then as vice president of a Phoenix-based investment bankingfirm. Mann's business decisions are based on a blend of elasticity and purposefulness-and fueled by a savvy sense of how to capitalize on cultural differences. For example, Mann notes that Chinese are more willing to change, while Americans can be very systematic. Mann's marriage of these cultural traits has produced a company with both clearly defined objectives and a leadership willing to make adjustments and investigate multiple opportunities in order to achieve growth. "The reason we have marketplace opportunities at BNU is because we were organized with the merits of both Chinese and American cultures in mind," says Mann. BNU's key success strategy? Localization, says its president. "In the past, Chinese companies brought their own people to the U.S. with them, and were limited in opportunities," says Mann. "By hiring local people, you have access to local knowledge and information." BNU exemplifies localization. With 80 employees in seven U.S. states, Mann is one of only four Chinese employees. "When Chinese companies began opening offices in America in the early eighties, they acted as purchasing agents for the parent company. "We were organized with the merits By shrinking this gap between the American and Chinese marketplaces, BND is playing a notable role in helping both countries understand one another. Avoid foreign-market stereotyping, Mann advises. "Nobody really looks at themselves. Try to understand the market and yourself, and you'll be more success-of both Chinese and American cultures in mind." Mann with students during Winterim ful." BND and other foreign companies are doing much more than just creating cultural closeness, however. They are also building business ties that are generating a greater global exchange of ideas and expertise. Among BND's latest projects is a $120 million cultural center in Phoenix, intended to expand cultural consciousness while attracting Asian businesses to the Southwestern United States. Not just another shopping center, the sophisticated commercial retail, office and hotel complex will include an authentic Chinese garden featuring replicas of historical pavilions, bridges, and gates from ancient Chinese cities. Visitors can also sample a variety of Asian cuisines, shop in a large oriental supermarket, and examine elegant Oriental architecture. "No matter what you say to try and attract Asian businesses here, they don't feel comfortable," insists Mann. "The center is intended to attract Asian companies who have bypassed Phoenix due to the city's lack of an internationally-focused infrastructure." Mann's insights into the increasing presence of Chinese corporations in the U.S. seem to be right on target too . Experts are predicting a significant number of globally competitive Chinese firms will be major players in the U.S. within a decade. Says Mann; "Chinese people want good opportunities and the U.S. still represents the best opportunity in the world marketplace. It's the most stable market and the one with the most demand." Besides, adds Mann, "the world is becoming smaller, and I think the understanding between the two countries today is not as frightening anymore." Make sure to credit Elizabeth Mann for some of that understanding. • ALUMNI LEADERS Beijing Legal Eagle David Ben Kay'81 has practiced commercial law in China for more than 10 years by Barbara Deters It was 1990, and one of the most lucrative business contracts in China was about to be signed between a company directly under the Chinese government and a Japanese manufacturer. The 50-year contract to manufacture cigarette tow-the material used in cigarette filters-was worth hundreds of millions of dollars. It had taken six years to negotiate, but finally, an agreement was reached. The Chinese officials and Japanese executives gathered at a banquet in a Beijing hotel for a ceremonial signing of the contract. Companies with Chinese ties are stepping up operations in the U.S. STATE-OWNED ENTERPRISES Affiliates of the central government such as COFCO have been active in real estate, manufacturing, and finance and are the largest direct Chinese investors in the U.S. PROVINCIAL AND CITY COMPANIES Formerly obliged to work through the Chinese government, locals have now set up their own American trading, manufacturing, investment and financial companies HYBRIDS Working through wholly owned subsidiaries in Hong Kong, many companies are blending funding from Chinese government or military entities with Hong Kong capital, blurring their identity Source: Business Week David Ben Kay 'SI , an American lawyer who helped negotiate the contract for the Japanese, was the only non-Asian person in the room. "We were sitting down at the banquet table before the signing of the contract and in the middle of that banquet, the head of the Chinese corporation announced that they were not going to be able to sign," says Kay. Outraged, the Japanese executives stalked out of the banquet room, grabbed a taxi, drove directly to the airport and boarded a plane. Doing business in China isn't always easy. Just ask Kay, who has practiced transactional commercial law in the People's Republic of China for more than 10 years, perhaps longer than any other foreign lawyer. He has assisted domestic and foreign companies in developing and implementing strategies in China, negotiating joint ventures and handling operational problems. His experience goes back much further than just 10 years, however. After studying Chinese history at Brown University, Kay was sent to China back in 19S0 as a T'bird student to assist with the set up of the School's historic overseas program with the Beijing Institute of Foreign Trade. After Thunderbird, Kay went to UCLA law school, where he studied under a professor who specialized in the Chinese legal system and trade regulations. Today, Kay lives in Beijing and is a partner in the law firm of Denton Hall. Kay's years in China have taught him the secret to doing business therepatience, perseverance and a long-term perspective. For example, that cigarette tow contract did get signed-but only after an additional six months of negotiations. In general, American companies, who are known for taking a short-term view in business, could learn a thing or two about patience and persistence from Japanese manufacturers, says Kay. While American companies worry whether they'll break even in three to five years, Japanese companies will generally look at prospects 35 years out. That "in-for-the-long-haul" perspective has to be established right from the start if THUNDERBIRD 51 12 I 1997 11 ALl; l\I 1\ I LEA DE H S Realize that what you're told is the problem and what actually is the problem could spective I think it's generally impossible, to conclude a transaction by phone or by fax with most Chinese corporations on anything with any complexity," says Kay. be two different things having nothing to do with one another. Another key factor in negotiations with the Chinese is to realize that what you're told is the problem and what actually is the problem a company plans to be successful in China, he says. Companies have to commit time, financial support and full-time personnel based in China. "It doesn't work to have people flying in and out all the time or to have people handle China in addition to the rest of southeast Asia," says Kay. The Chinese don't like to stray from their traditional approach to conducting business in a face-to-face manner, especially when the discussions get a little intense or rocky. "It's extremely difficult, and from my per-could be two different things that have nothing to do with one another. Sometimes the problem is business related, many times not. Sometimes Chinese officials are simply after more prominence in the company, or they want their children educated abroad. "I can't tell you how many clients I've had who have come in and said, 'We've set up a joint venture and thought that everything was going well, but it's just not progressing.' They then proceed to describe what they perceive as a very complicated Practical Tips for New Managers BUT DON'T ACT TOO LOCAL While it is important to build good relations with the town community, don't try to act too local. Martin says this mistake can manifest itself in serious-and humorous-ways. For example, once problem," says Kay. "I hate to be so simplistic, but many, many times, the answer to that problem is personal. Somebody somewhere wanted a car and they haven't gotten it yet. Even in the billion-dollar projects that are extraordinarily complex from a commercial and legal point of view, sometimes it's a rudimentary problem. But problems of a personal or political nature are not typically on the trouble-shooting checklist of Western business people." Another difference in doing business with the Chinese: how contracts are written. Everything must be spelled out to eliminate confusion and ensure that there really is a meeting of minds, says Kay. "I've never seen any vote by the board of directors of any Sino-foreign joint venture that was not a unanimous vote. China is principally a consensus-based society, that's how you get things done. If you go against that principle, it's extremely difficult to succeed." Clearly, knowing how to do things the Chinese way, says this lawyer in Beijing, is half-maybe even the whole-battle. • In 1978, eleven years before coming to Thunderbird, Bruce Martin '90 was credited with overseeing production of the first McDonald's-style hash brown breakfast patty. Today, Martin is director of Business P1anning in China for the Trane Company, a worldwide manufacturer of heating and air conditioning systems with sales of $3.5 billion. Stationed in China since 1995, Martin spent two years at a plant located in the small town of Ligang in the Jiangsu province near Shanghai. Here are his practical suggestions to foreign managers being stationed for the first time in small towns. UNDERSTAND THE LOCAL HIERARCHY. The Ligang plant employs the nuijority of the town's residents. Martin learned that his employees value their local personal relationships more than professional ones, even while at work. A request from an immediate superior may be disregarded if it contradicts what another employee, perhaps a relative of upper management, instructed. Martin's advice: Encourage your staff to at least infonn you of "other" Martin ate at a Kentucky Bruce Martin '90, Fried Chicken in China and, T C CEO Ch' with American and Asian models, a scenic mountain backdrop, and, of course, a prominent Trane company logo. Attendees got their picture taken in exchange for a business card. Martin ended up taking one picture every 20 seconds for more than three days! PRIOR PERSONAL PLANNING PAYS. It is much more difficult instructions they are getting. 12 THUNDERBIRD 51 121 1997 out of respect for local cus- rane o. , lOa toms, tried to use chopsticks to eat. A resident was quick to point out that it is easier to eat fried chicken with your fingers. MARKETING: KEEP IT SIMPLE. Th increase traffic at Trane's booth during the national trade show held in Beijing, Martin created a novel yet simple promotion: "Many exhibition visitors needed to bring proof of attendance back to work in order to get expenses reimbursed. So we designed a part of our display area to use for picturetaking." Martin combined Trane's product (a "tall floor model" air conditioner that stands in the comer of a room, allowing its owner to show it off to guests) together to take care of personal matters-investments, insurance, even a change of address-once you are abroad. Making arrangements with a secretarial service back home can be reassuring, says Martin. One last hint: Seek out and establish the right contacts in your organization before you leave for your assignment. These will be the people at headquarters you will later depend on for corporate support. (Martin recently guest lectured in Professor John Zerio's Business to Business Marketing and International Mark£ti714 Manogement ciJlsses.) - Margaret McDonneU '98 MAHKETING David and Goliath David Olsen '82 is beating the industry giants at their own game D rypers Corp. hired T'bird David Olsen '82 six years ago, in large part to step up the diaper maker's consumer research. Olsen has done that, but he's also helped Drypers stick and jab around the two leviathans, Procter & Gamble and Kimberly-Clark, that currently dominate the $3.6 billion category. Swimming with the sharks? Hell, these are killer whales. "It's a very competitive category," says Olsen, Drypers' vice president of marketing. "We've been in this business for 10 years, and P&G and Kimberly have shot at us or across us all that time." The incessant crossfire has made for few dull moments at Drypers. In 1995, the company nearly went bankrupt after P&G and K-C engaged in a brutal price war. Drypers emerged from that near-death experience with a reinforced belief that it had to be different. Johnson's personal products division. He worked on the OB Tampon and Stayfree Serenity brands before deciding that he wanted a less bureaucratic atmosphere. "J &J is a great company, but I wanted to go to an entrepreneurial situation, where I could have more impact," he says. "I wanted to build a marketing department and help build a national brand." In 1996, the Houston-based company was first to market with a baking sodaimpregnated diaper. Drypers backed the product with $10 million in ads. This past May, Olsen struck more gold: a categoryexclusive deal with fellow T'bird Baxter Urist '74 (senior vice president of Children's Television Workshop) to use "Sesame Street" characters on diapers and packages. Drypers also When Olsen got to Drypers, the company was doing about $35 million in sales annually. At the time, Drypers didn't have much of a marketing apparatus, although it did have a flair for guerrilla tactics. For example, when P&G flooded the diaper market with its coupons, Drypers announced it would honor them. It also came out with an FS1 entitled, "Pamper, Hug and Luv us." "P&G and Kimberly have shot at us for 10 years." suit at a time that paper pulp prices were skyrocketing. The resulting margin squeeze almost certainly forced heavy losses on every diaper manufacturer. P&G and K-C could absorb such a setback, but Drypers almost didn't survive. recently launched a diaper with aloe vera. Much of the credit goes to Olsen, 39, who has helped Drypers develop new products, enter new retail channels and craft a distinct market position for his company- all while warily eyeing his competitors. Early in his career Olsen helped open an ad agency in Saudi Arabia (where the agency launched the first money market in that country), and then worked the P&G account at Saatchi & Saatchi in New York . Olsen arrived at Drypers after a stint in Johnson & Olsen went about bench DRYPERS MARKETING FIRSTS • SESAME STREET Category-excl usive deal to use "Sesame Street" characters on diapers and packages • BAKING SODA First company to market a baking soda-impregnated diaper • PERFUME-FREE First diaper company to claim perfumefree in advertising marking Drypers' performance against its competitors, and initiated more consumer research. One finding: people wanted perfume-free products. Drypers had never used perfume, but Olsen saw a marketing opportunity. So Drypers became the first diaper company to type perfume-free in its advertising. Within a year, P&G had a perfume-free product on the market. "We made them react to us," Olsen says. Despite the steady gains made in the marketing and product arena, Drypers was faced with the ultimate challenge in early 1995, when deep price cuts by P&G and K-C forced the company to follow The company mulled a Chapter 11 filing and had to secure $21 million in bank financing just to keep operating. It shut a plant in Houston and laid off 26 employees. "It was pretty bad," Olsen says. The experience made it clear that Drypers had to further target its niche: moms with two or more kids. In other words, "When moms first have children, they use what they know is the best. When they have two or more kids, they're more savvy and they look beyond the bombardment of advertising," Olsen says. That said, Drypers will never be a price brand. "The typical price brand more or less copies what the national brands do. That's not what we're about," says Olsen. Obviously, typical isn't what this '82 T'bird is about either. • Parts © 1996 ASM Communications, Inc. Used with permission from Brandweek. THUNDERBIRD 51 /21 1997 13 14 TECIIi\OL()GY Global Business A merican busmess ffifonnation ~ easy to find on the World Wide Web. Sites like "Yahoo!" make it easy to find company home pages, stock quotes, daily news, even raw company performance data from the U.S. Securities Exchange Commission's EDGAR database (http://www.sec.gov/edgarhp.htm). Metasites Six valuable sites for international business on the Web Unfortunately, finding international business information requires a bit more tenacity. To help you on your way, here are six great "metasites"-Web sites that can connect you to other international business resources on the Web. 1. CIBER's International Business Resources on the WWW http://ciber.bus.msu.edu/busres.htm This site, sponsored by the Center for International Business Education and Research at Michigan State University, provides hundreds of links arranged by sensible categories. Search through sections on a specific region or country. Link to newspapers, periodicals, company directories and trade show listings throughout the world. You can also access real-time international trade leads. For example, from here you can link to the ETO Newsweek Service, which provides daily broadcasts of Electronic Trading Opportunities via e-mail. 2. Emerging Markets Companion http://www.emgmkts.com This is your window to the emerging markets of Asia, Latin America, Africa and Eastern Europe. It connects to daily market snapshots, the latest headlines, analysts' commentary, legal resources, government agencies, stock prices and stock exchange homepages from over 50 emerging economies. Contributions are provided by such esteemed sources as Bloomberg and Reuters. (Note: Also check the Emerging Markets Data Base at www.ifc.org/EMDB/EMDBHOME.HTM. Produced by the International Finance Corporation of the World Bank, it maintains connections to daily feeds from over 30 markets.) 3. Web of Culture http://www.worldculture.com This is a site many T'birds will love-a collection of resources on cross-cultural communication! Created by T'bird Eileen Sheridan '92, the Web of Culture is arranged by intriguing categories such as cuisine, gestures, languages, and religions. If you're hungry, the cuisine section will link you to recipes from dozens of different lands. Best of all, this site is interactive! You can contribute your best T'bird travel story, post a message to the bulletin board or recommend additional resources. THUNDERBIRD 51 121 1997 by Kris Swank '95 4. International Business & Technology @BRINT http://www.brint.com/lnternational.htm Here you'll fmd world-level and countrylevel links to aspects of international business like trade, import-export, marketing and regulations. For example, click on the "Law" section, and it links you to FindLaw, an Internet legal resource that allows you to access information like trade law or business law in Russia. Caution: There are almost too many links here. If you don't have a focused objective, you could lose a lot of time just browsing. It's that comprehensive! 5. Yamaha Language Center http://babel.uoregon.edu/yamada.html If you need to brush up on your Dutch before a business trip to The Netherlands, join an e-mail discussion list conducted in Chinese, or find any number of language-related sites online, Yamada is the place. It connects you to a wide variety of sources on 115 languages, anything from Arabic to Zulu--even Louisiana French Creole! 6. Virtual International Business & Economics Sources (VIBES) http://www.uncc.edu/lis/library/reference/intbus/vibehome.htm Developed by a librarian with expertise in international business resources-she won the 1996 Dun & Bradstreet Online Champion of the Year award-this is one of the best organized metasites for international business resources. For example, in VIBES choose the "Middle East" link from the Regional menu and you can access ArabNet (http://www.arab.net). a great metasite guide to the Middle East and North Africa Of course, don't forget about the gold mine in your own backyard: Thunderbird's Web site at http://www.t-bird.edu. One of my favorite pages is the Business Information Service at http://www.t-bird.edu/ibic/businfo, where you can tap into Thunderbird's unique collection of international CD-ROM, online and print resources via a fee-based research service (see p. 15). After all, who knows more about international business than Thunderbird? • -Kris Swank '95, a winner of the Barton Kyle Yount Award, also holds a Master of Library Science from the University of Arizona. She manages the IBlC's Business Information Service. The !BIC's pick of webs that furnish legal infonnauon and resources for business Search Engines Modem Languages Links to popular web search services Links to sites emphasizing culture and language World Business Links to sites on: Accounting. Company & Indusuy Infonnauon, Economics & Finance, Oloballnfonnauon Management, Management, Marketing and Trade News and Periodicals Newspapers, magmnes, journals and news services on the net New Resources for Going Global Thunderbird's Web site is your one-stop shopping center for international business o VO< tile past 18 yean; witil Alphagraphics, Mary Pat Sloan '77 has helped the global printing company set up satellite shops from Moscow to Mexico. Three years ago, Bob Courtney '88 opened the first Western-style dentist practice in Russia, the first of several he planned to start across Eastern Europe. In the early 1990s, Carol Schuster '83 led DMB&B's efforts to create a global ad agency in Central Europe. They're among the thousands of alunmi who have used their Thunderbird training to enter overseas markets. But none of them had the advantage you do now if you're doing business overseas: Thunderbird's Web site at http:// www.t-bird.edu. With a couple of clicks on your computer mouse, you can now check out businesses in Russia, for example, and contact them directly. You can get help finding an office, and investors, without ever leaving your desk. "Once you get to the Thunderbird Web site, you can go anywhere in the world," says Nelda Crowell, assistant vice president for Communication at Thunderbird. "Head for the IBIC section and then click on Internet Sources. Whatever you want on the Internet, this is a great starting place." The Thunderbird Web site currently has links to more than 500 sites already, a number expected to double over the next year. And staff members at Thunderbird have visited every single one of them. "What our portion of the Web site tries to do is act as an information filter," says Carol Hammond, director of the IBIC (International Business Information Centre). The IBIC section offers visitors not only information on Thunderbird's library itself, but links for research and hundreds of other resources geared toward alumni or anyone interested in international business. A team of Thunderbird staff members and students spent more than a year developing the site-and they're not done yet. A souped-up version of the Thunderbird Web site includes plans for its own search engine, as well as a host of interactive Web pages for alunmi, students, staff and corporations. John Parker '96, Thunderbird's Web master, says when it first started the School's Web site was little more than a page of information about the School. "It was fairly small and not receiving very many hits." That's all changed. Improving and enhancing the site has become a full-time obsession for Parker, who figures he spends between 60 and 80 hours a week revamping the site so users can track down the information they need quicker. "It takes an incredible amount of time," he says. Parker says the Web team is currently designing chat rooms and message forums for a special alunmi section. "Basically, we're trying to mold the site into the Thunderbird network," says Parker. "We're hoping it will result in a site that's not just a static online brochure, but pages alunmi can interact with." • -Jennifer Barrett Business Information Service (BIS) Your Checklist for Custom Business Research You've been assigned to take your company's products into India. Are you now stuck spending countless hours researching the market? Not if you take advantage of Thunderbird's new Business Information Service (BIS). BIS is a fee-based research service that delivers customized information on countries, companies, markets, whatever you need. Follow this checklist, and you'll be able to sleep with the security that an international business research specialist is busy working for you. y Log onto the Web and get detailed information about BIS by going to http://www.tbird. edu/ibiclbusinfo. y Think of all the questions you have: Can you send me information on opening a business in India? My company is hosting a visitor from Saudi Arabia-what are the social customs we need to observe? What are the best markets for importing into Chile? What are the political risks of investing in Russia? Can you get me company information about a joint-venture partner? y Call (602) 978-7236 to discuss your specific information needs with one of Thunderbird's experienced IBIC research specialists. You can also e-mail or fax your request. Ie-mail: businfo@ t-bird.edu; fax 602-978-7361) y Relax with peace of mind while our specialists access Thunderbird's unique collection of international CD-ROM, online, and print resources to retrieve the customized business or cultural information you want. y Smile when the boss says, "Great information, where did you get it?" Business Information Service (BIS) Your Source for International (602) 978·7236 THUNDERBIRD S 1 12 1 1997 1S T'BIHD Thunderbird Opens Business Centers in Shanghai E-MAIL UPDATES! Don't forget Thunderbird recently established two commercial centers in Shanghai, People's Republic of China, to help build business between U.S. and Chinese companies. The centers, located in the U.S. Foreign and Commercial Service building, are the Thunderbird Global Business Center and the Thunderbird Center for Business Skills Development. ''There is a high level of bureaucracy when doing business in China, which is the reason why Thunderbird's services are needed there," says Dr. John Mathis, Thunderbird's project director for the centers. The skills center trains local employees of U.S. and Chinese firms in western business practices. The development center is managed by China expert Bill Rope, a 25- year veteran (primarily in the PRC) of the U.S. Department of State. The Global Business Center assists U.S. businesses by providing both basic office support and high-value services including market analysis, feasibility studies, and help in matching U.S. flrms to update the School when you get an e-mail address or change your old one. E-mail is an easy, immediate, and inexpensive way for you to communicate with Thunderbird. It's also an effective way for the School to keep you Farewell to Crossroads Coffee Shop informed about new alumni The Crossroads coffee shop and old Dining Hall, where decades of Tbirds ate their meals and met new friends, are no longer. In April, the new Thunderbird Com-mons dining facility opened for business. The services being modem building, located offered! To between the Tower Cafe update the and the East Apartments, Alumni Relations can accommodate 400 Office bye-mail, students inside and also has outdoor patio seating. The popular new dining facility offers a wide variety of menu items and send a message to a/umni@tbird. edu. includes an Asian foods area. A new two-story classroom and office building will replace the old and Chinese companies who need partners, distributors, suppliers, or financing. The center also helps Chinese companies develop business plans and work with U.S. partners. Penny Duan '96, a Chinese citizen, is center director. For further iriformation: In China caU 8621-6279-7640, fax 8621-6279-7649, e-mail pennyb@ online.sh.cn; in the u.s. contact Aggie Bednarz at 602- 978-7400,jax 602-978-7724, or e-mail: firstname.lastname@example.com firstname.lastname@example.com. ... The new Thunderbird Commons .. Old dining facility dining hall building. Don't worry, the Tower Cafe will continue to operate as usual! Former Motorola VP to Head Thunderbird Technology 16 Richard Zbylut, former vice president of Business and Market Development at Motorola and U.S. West, has been named chief information officer and vice president of Business Development at Thunderbird. Zbylut will oversee the areas of Information Technology Services, Learning Technologies, and Audio Visual Services. His responsibilities include Thunderbird's Web site THUNDERBIRD 51 121 1997 and distance learning center, two areas that will have a significant impact on both alumni and students in the next two years. Zbylut will also oversee one of the School's most important entrepreneurial and business service areas, the Enterprise Initiatives, which includes Thunderbird's Center for Business Skills Development and the American Business Centers located in Russia and China. Zbylut earned his M.B.A. in Management Information Systems and Finance from the University of Denver. He has spent 15 years in education management, six of those in overseas assignments. Zbylut succeeds interim CIO and board of trustee member William Gillis, who spearheaded much of Thunderbird's accelerated technology growth over the past two years. ... Margaret Thatcher "QUOTE" "My friends. such is the law of politics. First. the unexpected happens. and you must always be prepared. Second. evil is always with us. NEWS Alunmi Return as Keynote Speakers Eric Kufel '92, recently appointed president and CEO of Poore Brothers snack foods, was the keynote speaker during opening ceremonies in June. In his five years since graduating from Thunderbird, Kufel has also managed Kellogg's $400 million Frosted Flakes brand, was responsible for launching Healthy Choice cereals, was in charge of marketing for Coca-Cola's $1 billion Minute Maid brand, and managed the Dial Corporation's $250 million laundry products business. Carl Deddens '81, senior vice president and treasurer of the $1 billion Warnaco Group, returned to campus in May to deliver the Commencement Address. Deddens, the former treasurer of international cosmetics giant Revlon, Inc., currently oversees all of Wamaco's interna-operations. Warnaco manufactures and markets a wide line of designer-brand clothing apparel, including Calvin Klein and Ralph Lauren. The May Commencement officially marked the end ofThunderbird's 50th Anniversary celebration. and it will not be tional and domestic financial defeated by utopian ideas or by international 1997 -98 Student Recruiting Schedule agencies like the United Nations. but by decisive action. And third. those who do not learn the lessons of history may repeat its mistakes. That is why we have to keep NATO." -Lady Margaret Thatcher. prime minister of the United Kingdom from 1979 to 1990. speaking on the expansion of NA TO at the New Atlantic Initiative Conferenceheldin Phoenix this past May. Thunderbird was a conference sponsor. Admissions office representatives will recruit in each of the cities indicated below in 1997-98. Selected local alumni assist at each event, and then follow up with qualified prospective students. United States Miami (10/4/97) Boston (10/18/97) Washington, D.C. (10/24-25/97) New York (10/31-1111/97) Chicago (1118/97) Los Angeles (11/15/97) San Francisco (11/21-22/97) Philadelphia (12/6/97) latin America Monterrey (10/17/97) Mexico City (10/20/97 & 11118/97) Bogota (10/22/97) Buenos Aires (10/24/97) Sao Paulo (10/28/97) Caracas (10/30/97) Europe Paris (11129/97) Madrid (12/1197) Milan (12/3/97) Berlin (12/5/97) Frankfurt (1/31/98) Asia Tokyo (212/98) Seoul (2/4/98) Bangkok (2/5/98) Kuala Lumpur (2/8/98) Jakarta (2/10/98) Singapore (2/13/98) Did you graduate in '47, '52, '57, '62, '67, '72, '77, '82, '87, or '92? CLASS REUNIONS & HOMECOMING 1997 November 6-9 Call (602) 978-7135 for more information! Survey Report Technology Usage U.S.lEurope Corporate Web sites are more prevalent in the U.S. than in Europe, according to a survey of 225 U.S. and European alumni who are users of computer technology. Alumni who utilize e-mail were asked six yes/no questions concerning their use of technology in the workplace and at home. The overall results were fairly close. Interestingly, only about half of either Europeans or Americans surveyed had visited Thunderbird's Web site! Percentage of T'birds who said that. .. Their company has a Web site They use the Internet for business-related research They use e-mail for business communication They believe electronic commerce will have a significant impact on their business in the next five years They use a computer at home They have visited Thunderbird's Web site Three Thai Students Killed in Car Accident Three students from Thailand who had just completed their first semester of studies at Thunderbird were killed in a tragic automobile accident on August 26. Ittipon "David" Kamoltham, Asaya " Joy" Pahirah, and Pacharin "Miao" Saksirikasemkul were killed near Lake Tahoe, California. Authorities say the car carrying the Thunderbird students crossed the median and was struck head-on by another vehicle. A fourth student, Wiroj "Noom" Tanatchasai, was iI\iured in the accident. "This is an immense loss for the entire Thunderbird community," said President Roy Herberger. The School will work with the current Thai student body to memorialize David, Joy, and Miao. THUNDERBIRD 51 121 1997 u.s. Europe 70% 84% 94% 85% 87% 49% 50% 73% 90% 87% 96% 50% 17 NE\YS NEWS HIGHLIGHT New Trade and Finance Center Leading Banking Industry Faced with increasing demand from customers for global services, commercial banks are expanding their international banking capabilities. Leading this charge is the new International Trade and Finance Center (IT&FC) at Thunderbird. Only a year old, the center is already considered the hottest training ground for bankers facing the complexities of global trade and finance. Formed in 1996 as a joint venture among Thunderbird, Norwest Bank, and the Bankers' Association for Foreign Trade (and later joined by Bank One), the IT&FC provides training, consulting, and research to banks, corporations, governments, and international trade organizations. "Customers are discovering new global markets, but we find banks are ill prepared to accommodate that growth, " says Richard Ferris, executive vice president for International Banking at Norwest Bank and a board director for the IT&FC. "We view Thunderbird as one of the best vehicles for catching up. " Perhaps the best, according to Darin Narayana, president of Banc One International and chairman of the IT&FC board. "The center will ensure that international bankers can update skills and techniques for success in changing markets, " says Narayana Perhaps few individuals better understand the global issues banks are facing than Dr. John Mathis, the center's executive director. Dr. Mathis, who joined Thunderbird as a professor of World Business in 1988, spent two decades in international banking including positions at the World Bank and Chase Manhattan. "We want this center to be known worldwide as the leading place to go for bank training and consulting," says Dr. Mathis. The IT&FC currently offers services in six critical areas: TRAINING. The center offers trade finance seminars inside and outside of the U.S. Seminars consist of both core training in fundamentals and on-site programs customized for the client's needs. LTlNG. The center U.S. banks in optioperations and .- '-_...11:_- officers on how trade operations in emerging markets. RESEARCH. The IT&FC provides customer-specific research concerning potential markets, financial instruments and countries. OUTSOURCING. The center assists organizations looking to outsource their seminar, training and annual convention programs in international trade finance and other international finance topics. COUNTRY RISK INDEX. The center is developing a country-specific risk management index for trade. The index includes categories such as ease of financing, availability of foreign exchange to pay for trade and political risk. TRADE FINANCE CERTIFICATE PROGRAM. To help banks identify qualified personnel, the IT&FC is working to establish a Thunderbird International Trade Finance Certification Program that will set standards for skills in the trade finance profession. One note of interest: The IT&FC has produced an interactive CD-ROM that teaches the fundamentals of international trade and payments. The product is a quick method of bringing financial professionals up to speed (price: $59.95 for Tbird alumni; $149.95 to public). • For upcoming programs, contact the IT&FC at 602-978-7352, or e-mail: i email@example.com. Information is also available at http://www.t-bird.edu/iifc. Did you know that the IT&FC is just one part of Thunderbird's Enterprise Initiatives area, a valuable collection of business and information services for companies wanting to expand globally? Here's a run down on the other centers and how they can help your business: 18 American Business Centers (ABCs)· Thunderbird Global Business Centers (TGBCs) • Operated through a joint arrangement with the U.S. Department of Commerce Center for Business Skills Development (CBSD) Center for International Business and Educational Research (OBER) OBJECTIVE Serve as an entry point for U.S. firms exploring business opportunities in emerging markets Provides training in Western management practices for local employees A collection of research-based programs that focus on helping smalland medium-sized companies compete effectively in the global market LOCATIONS Russia (Nizhny-Novgorod, Volgograd), China (Shanghai); Two additional centers are planned for South Africa and India (opening late 1997) Russia (Moscow); China (Shanghai) Glendale, AZ SERVICES Local business opportunity identification, regulatory and commercial information, business matchmaking, market research and conSUlting, general office support Classes cover business fundamentals, customer focus and selling skills, finance. marketing Six centers and institutes, plus research projects; Ex: Thunderbird Risk Management Institute and Small Business Development Center Contact information: For all centers: call 602-978-7129, or fax 602-978-7742 e-mail: abcOt-bird.edu; tgbcOt-bird.edu; cbsdOt-bird.edu Web: bttp:1lwww.t-bird.edulirfrm.htm THUNDERBIRD 51 121 1997 If your company's name isn't on this list, American Countertrade Chiquita Brands MCI International Inc. Association Internationa I National Association of Abbott Laboratories Fund Chrysler Corporation Women Business Owners Allergan Inc. Citibank N.A. Nierling Foundation America West Airlines Inc. Citicorp Foundation Nordson Corporation Anheuser~Busch Company Consular Corps of Arizona Phelps~Dodge Corporation Inc. Cox Communications Inc. Phelps~Dodge Foundation Arizona Business Schneider Family Philip Morris USA Leadership Association Inc. Foundation Procter & Gamble Bank One Arizona N.A. Fluor Corporation Foundation Bank of America Fluor Foundation Saturn Corporation Bank of Nova Scotia Friends of Thunderbird Scudder Charitable Bankers' Association for General Motors Corporation Foundation Foreign Trade Globe Foundation Snell & Wilmer Baskin ~ Robbins Goldman Sachs & Company Teledyne Industries International Company International Bayer Corporation Hershey Foods Corporation The ASM Group Burns Family Foundation Johnson & Higgins United Parcel Service Inc. CIGNA Corporation Johnson & Johnson Company Randolph Hearst ClGNA Foundation Jules & Doris Stein Foundation Celia M. Howard Fellowship Foundation Fund MBNA America Bank N.A. Chanen Construction Company Inc. MCI Foundation we'd like to change that. Thunderbird is proud to recognize the significant financial support provided by these companies, foundations and organizations during the 1996~ 1997 fiscal year. As the number one school of international business in the world, we are equally proud of the valuable benefits we provided to them. To find out how your organization can benefit from a partnership with Thunderbird, contact Corporate and Foundation Relations at 602~978~7641. You can find out more about Thunderbird by visiting our Web site at www. t~bird . edu . A N· N U A L G I V I N G Te people and programs of Thunderbird benefited from significant growth in annual contributed income during the 1996-1997 fiscal year. Important highlights included: • Overall funds contributed by all sources increased 390,6 • Alurrmi giving increased (in dollars) 24% • Friends giving grew by 57% • Corporate giving rose by 4396. Thunderbird also benefited significantly from increases in leadership giving (gifts of $500 and up). Presidents Council gifts ($2,500+) increased 105%, Corporate scholarships grew by 53%, and Alumni gifts over $500 expanded by 430A>. Thunderbird alumni in particular responded to the opportunity to invest in their school and its future. In October of 1996, when Business Week ranked Thunderbird as one of the top international business schools in the world, it also noted that the percentage of giving among Thunderbird alurrmi was low compared to other leading business schools. In response, the School posed a challenge to Financial illgh1jghts its alurrmi to increase that giving, and the alurrmi responded. In the first year of that challenge: • The number of alurrmi gifts increased by 190,.6 • The total dollar amount of alurrmi gifts rose by 24% • Though overall still low when compared to our competition, Thunderbird's percentage of alurrmi who contributed to the school grew from 12% to 15%. Thunderbird's Enterprise Initiatives Office had a particularly successful year. This program raises funds to support the School's trade development assistance and international business training programs. Enterprises Initiatives funding from domestic and foreign governments, only one of its sources of support, increased 80% over last year. The Campaign for Thunderbird, a fundraising initiative including fiscal years 1990-1995, raised contributions to build the physical infrastructure of the campus, and enhance faculty and student support. Many other immediate priorities were also addressed. During this As we look to our future fund raising priorities, we continue to seek your investment in all aspects of Thunderbird's global leadership. Scholarships and faculty support will be major priorities of our new fund raising efforts. Building the School's technology infrastructure and enterprise initiatives will be other key priorities. Investment in the global leadership of Thunderbird-and its students, faculty, alurrmi, and corporate partnerswill be an investment with great return! • fund raising initiative: MAJOR FUND RAISING PRIORITIES 1990- 95 • Over 40% of contributed income supported buildings and facilities • Approximately 30% of contributed income provided financial support for students • The remaining contributed income, approximately 30%, was used for other important institutional priorities, including faculty development and curriculum enhancement. 30% financial support for students ... NEXT 5 YEARS Global Leadership Priorities: ... Scholarship support ... Faculty support ... Technology infrastructure ... Enterprise Initiatives 40% buildings & facilites 30% other; faculty development, curriculum enhancement THUNDERBIRD 51 / 2 / 1997 21 BOARD OF TRUSTEES Chainnan of the Board Cyrus F. Freidheim, Jr. Vice Chainnen of the Board Gary K Herberger Richard J. Lehmann David C. Lincoln Board Members Barbara Barrett International Business and Aviation Law Paradise Valley, Arizona John E. Berndt President F1uor Daniel Telecom Richardson, Texas David A Brooks Hillsborough, California Edward M. Carson Chairman and Chief Executive Officer, Retired First Interstate BancoIll Los Angeles, California Tore Diskerud Chairman Desert Troon Companies Scottsdale, Arizona Jack E. Donnelly '60 President Bailey & Donnelly Associates Phoenix, Arizona Bennett Dorrance General Partner DMB Associates Phoenix, Arizona Cyrus F. Freidheim, Jr. Vice Chairman Booz-Allen & Hamilton, Inc. Chicago, llIinois AnnM. Fudge President Maxwell House Coffee Company Executive Vice President Kraft Foods, Inc. White Plains, New York George N. Fugelsang '63 Senior General Manager, Chief Executive North America Dresdner Kleinwort Benson North America New York, New York William F. Gillis President Parent Care Paradise Valley, Arizona Ronald L. Goode Chief Executive Officer Pharrna-Links Lake Forest, llIinois William H. Grumbles, Jr. Chairman Turner International Inc. Atlanta, Georgia Gary K Herberger President Herberger EnteIPrises, Inc. Scottsdale, Arizona Roy A Herberger, Jr. President Thunderbird, The American Graduate School of International Management Glendale, Arizona Merle A Hinrichs '65 Chairman The Asian Sources Media Group Aberdeen, Hong Kong Alain Labergere President CPCEurope Brussels, Belgium Richard J. Lehmann President Banc One COIlloration Columbus, Ohio David K P. Li, C.B.E. Director and Chief Executive The Bank of East Asia, Limited Hong Kong David C. Lincoln President Arizona Oxides, Inc. Phoenix, Arizona Ernesto Martens Chairman and Chief Executive Officer CINTRA, SA de C.V. Co\. del Valle, Mexico James A McClung Vice President, International FMC CoIlloration Chicago, llIinois Allen T. Mcinnes President and Chief Executive Officer Tetra Technologies, Inc. The Woodlands, Texas Clayton E. McManaway, Jr. '59 (TGC Ex-Officio) Vice President, International Operations The Fairfax Group, Ltd. Greenville, South Carolina Clarke A Nelson Chairman Landmark Genetics, Inc. Jackson, Wyoming E. V. O'Malley, Jr. Chairman of the Board, Retired The O'Malley Companies Phoenix, Arizona Paul F. Oreffice Chairman and CEO, Retired Dow Chemical Co. Scottsdale, Arizona L. Roy Papp President L. Roy Papp and Associates Phoenix, Arizona James G. Parkel Consultant President/Chief Executive Officer, Retired IBM International Foundation New Fairfield, Connecticut Bernard G. Rethore Chairman of the Board, President and Chief Executive Officer BWIIP International, Inc. Long Beach, California J. Kenneth Seward '57 Senior Vice President, Retired Johnson & Higgins Paradise Valley, Arizona William J. ShaIP President, Global Support Operations Goodyear Tire & Rubber Company Akron, Ohio Richard Snell Chairman and Chief Executive Officer Pinnacle West Capital Corporation Phoenix, Arizona 22 THUNDERBIRD 51 I 2 I 1997 Donald L. Staheli Chairman and CEO, Retired Continental Grain Co. New Canaan, Connecticut Charles M. Stockholm '56 Managing Director Trust Company of the West San Francisco, California William C. Turner Chairman Argyle Atlantic Corporation Phoenix, Arizona H. Gene Wick '60 (TAA Ex-Officio) Vice President of Operations, Retired RJ. Reynolds Tobacco Company, International Redmond, Washington Trustees Emeriti John F. Burlingame Stamford, Connecticut Robert H. Duckworth Senior Advisor, Retired First Interstate Bank of Arizona, NA Paradise Valley, Arizona G. R. Herberger Chairman of the Board Herberger EnteIllrises, Inc. Scottsdale, Arizona Joseph M. Klein '47 Pacific Palisades, California John C. Pritzlaff, Jr. Former Ambassador to Malta Scottsdale, Arizona James P. Simmons James P. Simmons & Associates, Inc. Phoenix, Arizona Daniel D. Witcher'5O CoIllorate Senior Vice President, Retired The Upjohn Company Kalamazoo, Michigan THUNDERBIRD GLOBAL COUNCIL Klaus E. Agthe North American Liaison VIAG La\itAhl\ia Regional Managing Director (India) LG Group Software Development Centre Wayne Anderson Executive Vice President AmeriCare Employers Group Tony Astorga Senior Vice President, Chief Financial Officer and Treasurer Blue Cross and Blue Shield of Arizona Richard H. Baer Managing Director, North and South America International Division The Dial CoIll Dennis Belcher Executive Vice President The Bank of Nova Scotia Marvin B. Berenblum PartnerlDirector Heidrick & Struggles Dorothy Bigg Assistant Deputy Commerce Director Trade and Finance Group Arizona Department of Commerce Seth D. Blumenfeld President MCI International, Inc. Stephen R. Bova President Global Banking Division Electronic Data Systems William R Brown '67 President Latin American Operations Carrier Corporation Adil Ahmed Bushnak Consultant Adil A Bushnak Consulting Leon Chester Vice President, International Operations NCH Corporation Charles A Clogston Vice President, Sector Controller Administrative Division Cargill, Inc. HughK Coble Vice Chairman F1uor Corporation Dwight Coffin Vice President, Human Resources Continental Grain Company Patrick Connolly Executive Vice President Dresdner Bank, AG Ross Crawford Chief Executive Officer H. O. Mohr Research and Engineering, Inc. Vincent S. Daniels '74 President Certified Training and Consulting, Inc. Dieter Diehn Senior Vice President and Chief Financial Officer Siemens Stromberg-Carlson RobertA Dilworth '60 Executive Vice President and Managing Director Europe USG Europe, Ltd. Jeffrey Duxbury Director of Global Transportation Management NCR Corporation J. Melville Engle President and Chief Executive Officer Anika Research R. Timothy Epps Vice President, People Systems Saturn Corporation Diana B. Fahey Vice President and Director International Human Resources Arthur D. Little International, Inc. Gene Famula Senior Director of International Human Resources and Benefits American International Group, Inc. John F1asco '75 Financial Consultant Merrill Lynch Aldo Fozzati, Ph.D. Vice President and General Manager Delco-Remy International (Europe) GmbH James H. Fuller President Latin American Region Allergan, Inc. Theodore J. Fuller '72 Director (Retired) Johnson & Higgins Richard GaJlio Group Vice President and General Manager Toyota Industrial Equipment Toyota Motor Sales Donald Gee '77 Vice President Trade Finance Group Union Bank of California Miles R. Greer '75 Executive Director CoIllorate Development Sara Lee CoIlloration Thomas O. Harbison President Communications Industry Group Electonic Data Systems Peter A Henggeler Senior Manager Estate and Tax Planning Bank Leu JackA Henry Managing Partner Arthur Andersen Michael J. Hickey Vice President, HunlaIl Resources Nabisco International Fitzroy Hilaire (TRY US Ex-Officio) Director of External Development Avon Products, Inc. Aleana Hiles '78 Senior Vice President Bank of America llIinois Anne Hill Director, International Human Resources Planning and Development Baxter Worldtrade Gilbert Jimenez Senior Vice President and Chief International Credit Manager Banc One International Corporation Henry Kay Vice President, International Marketing Meadox and Medi-tech Divisions Boston Scientific Corporation Allyn W. Keiser '73 President CapMAC Financial Services Fuad E. Khadder Executive Director and Regional Treasurer American Express Bank, Ltd. William Kimmins Treasurer Anheuser-Busch Companies, Inc. Klaus Kirchesch Executive Vice President of Finance Mannesrnann Demag AG Robert F. Kistinger President and Chief Operating Officer Chiquita Banana Group Chiquita Brands, Inc. Monika H. Kroener Managing Partner Crown Management D. Larry Kroh '69 Vice President, Human Resources Latin America/Caribbean American Express Travel Related Services Michael C. Kwee '70 Chairman and Chief Executive Officer Prudential Asset Management Asia Limited Fernando Leal Senior Vice President and President AsialPacific Phanna Market Region Phannacia & Upjohn, Inc. Tony LeDinh Vice PreSident, International Landis & Staefa, Inc. Thomas W. Lehmer Chairman and Chief Executive Officer InterBrands, Inc. Michael Longua Director, International Recruiting and Personnel Development Johnson & Johnson Clint J. Magnussen Private Investor Richard Mallery Attorney Snell & Wilmer Robert H. Manschot Chairman RHEM International Enterprises, Inc. Jack Massimino '74 President and Chief Executive Officer Talbert Medical Management Corporation Vincent J. Masucci '71 Senior Executive West Coast Operations American International Companies Chris J. Matlon '66 Senior Advisor Sunchi Capital Corporation Jon McGarity Principal EthiX Associates Donald J. McLane '74 President Pacific/South Division Nordson Corporation Clayton E. McManaway '59 (Chairman, Thunderbird Global Council) Vice President, International The Fairfax Group, Ltd. Richard G. Meise President and Chief Executive Officer MicroTest, Inc. McDiarmid R Messenger '72 Principal Structured Trade Services Jean-Pierre Millon President and Chief Executive Officer PCS Health Systems, Inc. James F. Mooney Chief Financial Officer IBM North America IBM Corporation Brian Murphy 'SO Vice President, Western Region CNA Worldwide Darin Narayana President and Chief Executive Officer Bank One International Corporation Dennis J. O'Brien Advisor to the Chairman Caltex Petroleum Corporation Robert O'Connell President Edelman Associates George O'Keeffe '77 General Manager - Services IBM Greater China Group Robert G. O'Malley President MicroAge, Inc. Christopher Pawlowicz Director, Staffing Monsanto Company Daniel Prescott President The Prescott Company Richard E. Ragsdale '68 Chairman Community Health Systems, Inc. Nick Renna '72 Director, International Trade Finance U.S. Division Toronto Dominion Bank Bernard G. Rethore Chairman, President and Chief Executive Officer BW/IP International, Inc. Stephen Rizley '93 General Manager Cox Communications David H. Roberts '73 Vice President SAIO Citibank, NA Dan Robinson (TRY US Ex-Officio) Manager, Market Access, Corporate Strategic Services, Global Purchasing Xerox Corporation Jean-Claude Saada Chairman and Chief Executive Officer Cambridge Holdings Incorporated Alban W. Schuele '70 Executive Vice President and Chief Financial Officer Hoechst Marion Roussel Frances Aldrich Sevilla-Sacasa '78 Senior Vice President Lehman Brothers, Inc. Harwood Shepard, Jr. Managing Director GT International, Inc. Dennis A Sokol '74 Chairman and Chief Executive Officer First Medical Corporation Peter J. Solomon Managing Director International Resources Consultants Pty., Ltd. Scott M. Spangler President First Phoenix Capital, Inc. Allan H. Stefl Senior Vice President Nestle USA, Inc. John Stuart '66 Senior Vice President, Marketing RuralIMetro Corporation J. Taft Symonds Chairman of the Board Maurice Pincoffs Company, Inc. Peter Thomson Director General The Chartered Institute of Purchasing & Supply HollyH. Vene Executive Director Europe/Africa Searle Martin S. Vogt '70 Director, International Persormel Alcon International Christian Wildmoser Managing Director B. Metzler GmbH James Young Assistant to the Chairman Electronic Data Systems Harry M. Zachem Senior Vice President Public Affairs Ashland, Inc. Associate Members Frederick F. Avery President and Chief Executive Officer Avery Abbey Ltd. Michael Boyatt '50 Vice President (Ret.) Esso Inter-America, Inc. John C. Cooper '61 Managing Director Merrill Lynch Bank and Trust R. Sam Hawkins President Asia Pacific Region Honeywell Asia Pacific Noe Kenig International Business Development Robert Londono '69 President RCMS Corporation James A McClung Corporate Vice President FM C Corporation Allen T. McInnes President and Chief Executive Officer , Tetra TechnologieS, Inc. Ruben Mendez '78 President EEB, Inc. William Schoppenhorst Consultant to the President Circuit Components, Inc. Cecil B. Thompson Managing Director Cygnus Corporation Roger W. Wallace Director General Investamex Clarence H. Yalm, Jr. '62 President Ajay Leisure Products, Inc. THUNDERBIRD ALUMNI ASSOCIATION (TAA) BOARD Chairman of the Board H. Gene Wick '60 Vice President of Operations (Retired) RJ. Reynolds Tobacco International, Inc. Redmond, W AlPhoenix, AZ President of the Board Christopher P. Johnson '86 Sr. Relationship Manager Bank of Nova Scotia San Francisco, CA Vice Presidents: Communication and Alumni Services Conunittee Vickie A Austin '93 Director of Marketing Modem Healthcare, Crain Communications Chicago, IL Chapter Development Committee Thomas L. Guetzke '86 Director of Global Business Development Pentair Corporation Minneapolis, MN Self Governance Committee Bruce B. Olson '82 Manager of Trade Credit and Joint Venture Equity Surnitomo Corporation of America San Francisco, CA Student Programs Committee Carolyn Polson O'Malley '71 Executive Director Desert Botanical Garden Phoenix,AZ Fund Raising Committee Mike A Santellanes, Sr. '60 Sr. Partner/Chair (Retired) Price Waterhouse Interamerica San Jose, Costa RicalPhoenix, AZ Board Members: Annette A Cazenave '79 President and Partner Skylark Partners Inc. New York, NY Beatrice E. Cueto '87 Vice President Bankers Trust Company Miami, FL Michael T. Dillon '78 Executive Vice President KeyBank South Bend, IN Marcos R Garay '79 Managing Director Bancomer SA Mexico City, Mexico Joseph A O'Neill 'SO Director of Marketing Motorola Network Communications DivisionLatin America Boca Raton, FL Lydia Middleton Reed '91 Director of Development Association of University Programs in Health Administration Arlington, VA Michael L. Stitt '89 International Banking Officer First Union National Bank, Headquarters Charlotte, NC Eric Peter '97 President Thunderbird Student Government (TSG) Thunderbird, The American Graduate School of International Management Glendale, AZ THUNDERBIRD INTERNA TlONAL SYMPOSIUM Roberta Aidem Marianne Almquist Barbara Barrett Regina Bidstrup Betty Bool Jane Buffmire Mary Bunyan Susan Case Margaret Craig Chrisman Karen Clements Patricia G. Crews Carol Crockett Kishore Dash Candace Deans GeriDeMuro Renee Donnelly Kay Driggs Joaquim Duarte Bob and Marcella Greening Jeanne Herberger Kax Herberger Roy and Pam Herberger Evelyn Leonard Higgins Sue Huck Toby Jones Lyn Laflin Sally Lehmann Evelyn "Pit" Lucking Audrey T. Magnussen Suzan Makaus Doris Mason Sharon DuPont and Robert McCord Carol McCrady Betty Miller Barbara O'Malley Suzan O'Neil Doris Ong Marilyn Papp Vera Reidy Irene Ringdahl Vada Roseberry Mary Ell Ruffner Jenny St. John Steve and Sue Ann Scott Jeannette Seward Patty Sinunons Alice Snell Jean Spangler Bruce and Betty Stodola Nancy O. Swanson Shoshana Tancer Betsy Taylor Arlene Tostenrud Cynthia Turner Georgia Wolfe THUNDERBIRD 51 /2/ 1997 23 "' 1 !)!) ()-!) 7 ----~ -- Honor Roll of Armual Gift Donors We thank these generous individuals, corporations, foundations and organizations who have donated to Thunderbird, The American Graduate School of International Management, during the fiscal year ending June 30, 1997. In particular; we thank our alumni, who continue to contribute in increasing numbers. These outstanding philanthropic leaders are applaudedfor their foresight, enthusiasm and generous support. These investments enable Thunderbird to develop high-potential individuals to serve the advanced needs of international enterprises. Kachina Club Executive Samuel S. Garvin '88 Leadership Robert J. Lambrix '63 Ambassadors Thomas George Susan D. Libera Knust Alumni andfrieruls Club Bert Getz Circle '77 Club who donated $5,000 T Ronald L. Goode George R. Lindahl Jr. and up Alumni andfrieruls Richard M. Greenwood '73 Alumni andfriends '54 Alumni andfriends T John E. Berndt who donated T William H. Grumbles Jr. who donated $1,000 John B. Lovelace '50 who donated T Geoffrey C. and Sara C. $2,500-$4,999 Thomas Dudley Hobson and up in unrestricted James C. McCarty '74 $1,000-$2,499 Bible G Robert A. Dilworth '60 m'79 funds James A. McClung G Frederick F. Avery ITWahib Said Binzagr Martin Eugenio IT Joseph M. Klein '47 George A. Anderson '74 John R. McDermott Jr. W.P.Carey James G. Coatsworth II Hernandez '97 Nobuyuki Koudo '83 James Evert Anderson '81 John Cotton '47 Paul Robert Tillman '86 Alain Labat '80 Marianne Mcllvain Clifton B. Cox John G. Cullen '68 Mavis and William T David KP. Li Mark J. Belisle '72 Spalding '79 Roy A. Herberger Jr. Berger Erickson Voris T Joan and David C. MlijaBelle '75 Allen Lance Mcinnes '90 Robert A. Howell (Estate of) Lincoln Lisa Ann Bellm '89 Michael P. McTigue '70 Irenemae Mosford Griffith D. Frost '80 President's Thomas G. Malone '80 James Matthew Bogin '85 Robert P. Mosier '72 IssaPeters Richard A. Holt '71 Grant P. Miller '76 Satjiv S. Chahil '76 Michael Nissman '70 Mary Ryan Foss-Skiftesvik Nobuynki Kondo '83 Council G Jean-Pierre Millon Michael T. Dillon '78 Laury B. and Pat '86 Yvette B. Morrill '83 Yvette B. Morrill '83 William Montague Ferry Patwardhan '79 Alumni andfrieruls T L.RoyPapp T L. RoyPapp Christina M. Burnet and Thunderbird who donated $2,500- Timothy John Polland '51 J. Phillip Samper '61 Bruce A. Fiell '85 David Hoantee Peng '87 T Richard B. Snell $10,000 in special '87 Marcos R. Garay Velasco A Carolyn Polson and Club T Charles M. Stockholm '56 unrestricted funds G Richard E. Ragsdale '67 '79 Mark E. O'Malley '71 Alumni andfriends T William C. Turner Norman H. Blanchard Jr. TGBernard G. Rethore Mary Giese '65 Douglas Lee Red '81 '59 G John Stephen Rizley '93 George E. Grady '57 Javier Robles de Acuna Sr. who donated Robert Breau '62 G David H. Roberts '73 Gary L. Greenberg '85 '86 $500-$999 W.L. Lyons Brown Jr. J. Phillip Samper '61 Elizabeth Griot Peterson Mary Ryan Foss-Skiftesvik Nancy Carol Adams '81 '60 A Mike A. Santellanes Sr. '82 '86 G.E. Aguirre IT John F. Burlingame '60 Jacobus Groot '73 Michele Marie Samuels Gailian Dean Bagley Jr. '74 NOTES Patricia A. Burns Boyd DanaJ. Schneider Jr. '69 Michael H. Gross '66 '84 Robert L. Bean '48 T indicates a trustee of '77 William Stanley Schrom Thomas Lorin Guetzke James C. Schwartz '70 Robert F. Begani '67 the school T Edward M. Carson '81 '86 Marcia A. Shelton Eric Gordon Bing '94 FT indicates a former Steve Chanen GAlban W. Schuele '70 Helen D. and Khalil A. Crumley '76 Anne Rebecca Boer '83 trustee of the school Phillip W. Christie '69 T J. Kenneth Seward '57 Hachem '71, '72 Dennis A. Sokol '74 John L. Borden '80 G indicates a member of James G. Coatsworth II T William J. Sharp Angelina Usu and Craig A. Starkey '50 William R. Brown '67 the Global Council '47 Marcia A. Shelton Stephen D. Hall '79 Susan F. Stevens '73 William C. Brown '68 A indicates a member of Patrick Connolly Crumley '76 John S. Hazelton '72 C. L. Stickland Jr. Stephen C. Burrell '69 the Alumni Board A Beatrice E. Cueto Fred M. Smoot '66 Patricia Ann Herbig '85 Manuel Trigueros '76 Cornelia Wendell Bush '92 S indicates membership George G. Daniels '63 Richard B. Snell Martin Eugenio Hernandez John E. Tuberty '60 Michael L. Butler '78 in the Thunderbird T Tore Diskerud Joel A. Stead '85 '97 Jorge H. Valdivieso Douglas A. Cheline '95 International T Jack E. Donnelly '60 G Allan H. Stefl George L. Hiller '72 LyndaJ. Webster '80 Lloyd C. Clark '49 Symposiunl T Cyrus F. Freidheim Jr. T Charles M. Stockholm '56 E. Peter Hoffman '71 James Alan Weybret '79 Jeffrey D. Davis '71 • indicates membership T George Nels Fugelsang T William C. Turner Robert A Howell H. Gene Wick '60 James Roy Easter '79 in a gift club '63 Mavis and William Voris R. Bruce Hughes '49 Kimberly H. Wiehl '80 Jarulv G. Egeland '55 Boldface indicates a con- G James Fuller Barry J. Wade '68 Farnham J. Johnson '50 Daniel B. Wittner '92 Andrew Franklin Forbis secutive donor who made Christopher J. Fussner TAH_ Gene Wick '60 '78 Sam J. Wolf '72 '89 a contribution in 1995-96 '82 Bruce Gregory and Isabel Barton K. Yount ill '71 Melanie A. and Robert and in 1996-97. M. Stainow Wilcox '80 M. Franko '80, '79 M indicates participation Robert E. Withers ill '68 Theresa Marie Gruber in the Corporate Tapsoba '85 Matching Gift program Stephen Farrelly Hall '69 24 THUNDERBIRD 51 121 1997 Jane J. Hanlpson '79 Charles H. Bartlett Jr. Don S. Coatsworth '56 Kenneth O. Fosse 1lI '85 Richard A. Hemmelgarn Nicola Alexander and Tracy K. Hastings '48 '53 Judith K. Cole '79 Kenneth L. Foster '74 '75 William A. Klutho '83 Robert G. Heinemann '50 Joseph K. Bassi '77 John Joseph Collins '89 Patricia W. Foster '78 Deanna M. Hemphill '78 Ahmet F. Kodanaz '9J Thomas B. Hitchcock Byron W. Battles '78 Ariane and Johannes C. Charles H. Fowler '76 Mark Price Henderson '92 James G. Kohl Jr. '71 '53 Kristine Baumgart Combee '72 Geoffrey Joseph William E. Henley '48 Kimberly Ann Kotchka A Christopher P. Johnson Grutzner '87 John G. Comfort '68 Francolini CFA '84 John Denver Henson '89 '86 Martin Douglas Beirne Willie W. Cone '79 Barton A. Francour '72 '48 David Christopher Rosalie L. Johnson- ill'92 Stephen M. Conger '50 Peter J. Franetovich '95 S Jeanne Herberger Kotheimer '82 Fogg '79 David Stnart Benson Robert C. Conklin '76 Jnlie Ann Franz '88 S Katherine Herberger Curtis L. Kovach '91 Sidney W. Johnston '74 '82 Roger L.P. Coombs '57 Alan L. Fredette '66 S Pamela Herberger Joy A. Kovaleski '78 Thomas Eugene Jones '64 Brian Duff Bergquist '91 '71 Lynn Freidheim '92 Maria Isabel Hernandez J . Richard Krause '69 Vivian Jean Jones '95 D. Douglas Bernard '68 John C. Cooper '61 Marcia A. Futter '81 '92 George D. Krempley '77 L. William Kirby Jr. '79 Charles David Berzon '86 Frank Joseph Charles Galante '94 Paul L. Hertenstein '64 Thomas B. Kret '81 Junichi Kitayama '94 Mary P. Besser May '75 Corbishley '80 Jay Gangi '92 David C. Heslington '75 William C. Kristy '72 Richard Lannin '70 Thilo David Best '84 Dawn Elizabeth Cotton Lynn M. Garney '78 Samir Adnan Himani '82 Joseph H. Kubicek '89 Teri L. Lasley '95 S Carol G. Bidstrup Ward Paula Kay Garrett '93 Philip D. Hoffman '58 Susanne Grace Kuester '93 Gerald C. Law '86 Wesley D. Bigler '79 Janles Edward Craig Jr. Mark Kevin Garstka '92 Gary L. Hogenson '72 Naoyuki Kurimoto '91 Rolf K. Liebergesell '59 Patricia M. Birch '93 Donn F. Geisert '84 Kelmeth W. Holbrook '66 Mihoko Kushida '92 J.R. Michael Longua Giddings '51 Richard F. Crail '72 Michael Lirull Gerrard '91 Jonatllan B. Holcomb '72 Willirun Elliot Kushner '81 Igor llya Mrunrultov '67 Michael E. Bixler '74 S Patricia G Crews Dennis C. Giacone '69 Thomas R. Hollinshead Steven Joseph Kutcher Jrunes Mariano Marzo '85 Eric E. Bjerke '74 John S. Cnllison '72 R. Kelley Gibbs '73 ill'82 '82 Philip L. Mattllews 1lI '70 George B. Blake '59 KA. CunmUngs '75 Robert W. Gibbs '69 Mary L. Honda '81 Nicole Kutchukian Ian C. McCluskey '82 J. Bridget Blake Rodgers Mary and Robert B. Jonathan R. Giddings Roderick N. Honstein '78 Hornick '85 G. Arthur Misner Jr. '50 '89 Cummins '75 '66 Thomas A. Hoover '69 S Carolyn R. Lat1in David Carter Moil '83 Bruce R. Bleeker '64 Robert Eugene Curtis '91 John D. Gilbert '57 Bryan T. Horney '66 Larry R. Lamb '69 Gary A. Moore '68 Aplil Anne Bletchnlan '88 Robert A. Cushman '65 Peggy Ann Gitt '80 Steven L. Horton '78 Michele Ruth Landa John L. Muncy '70 J elJrey A. Bloch '83 Hugh Colgate Drunon '93 Malcolm F. Gleason '50 Donald Joel Howell Jr. Brooker '86 Bashar Nejdawi '90 Niels Harald Blok '89 Edward H. Danse '77 Rebecca Lynne Golden '91 David Robert Landry William H. Parker '65 Walter C. Boice '64 S Kishore C. Dash '89 Kyle Garfield Hranicky '93 '88 Robb K Peglar '72 S Betty Bool Panl C. Davis '55 Elizabeth A. Golden David Hu '82 Robert E. Laport '58 Stephen M. Pitt '73 Christopher L. Boone '92 W. Donald DeMoss '69 Achorn '79 Tony C. Hu '94 Federico Laschet '78 Roberta Poritsky '80 Arne M. Borgnes '56 S Geraldine DeMuro David B. Goldman '64 S Suzanne L. Huck John H. Latllanl '71 Marilyn POlmd '86 Garrett R. Bowden '75 S Candace Deans Panl G. Gomez '78 Arthur F. Humphrey ill Nancy L. Laxson ~lighton John David Pruitt '81 P. Boyer '74 Eric Andre Delllaye '89 Robert B. Gooden '52 '79 '81 John R. Rush '71 Bernd Brand '76 K. Mia Diekemper '78 David W. Goodrich Yick-Man De[mond Hung Peter J. Lazaro '85 Willirun H. Ryan '55 David F. Bravender '60 Vincent 1". Dierckx de Stephanie Lee Gorsuch '88 Nick Lazos '72 Steve A. Schleisman '72 Richard J . Breit '73 Casterle '87 '92 David Charles Hunt '88 S Sally Lelmlann Alexander I. Schwartz Thomas J. Brennan '79 Jon C. Dietz '78 Linda A Grandstaff '76 Jean Marie Ingebritson Martin M. Lentz '65 '80 Barbara Brennan Lopez- Mary F. Doan '80 Linda M. Grapengeter Smith '88 S Evelyn Leonard-Higgins Kathryn Strate Smith Belio '92 S Renee Donnelly '79 Ernane lung '89 Michelle Yvonne Levesque '81 Philip R. Brisack '68 John J. Dowd '68 S Marcella Greening Blake Alan Jackson '88 '92 Eugene C. Snllivan II Bradford Guy Brooker Deborah Christine Jill Heaton Gross '81 Daniel T. Jacobsen '59 John P. Lewis '64 '67 '86 Doyle '80 Cynthia Guajardo '91 David Dwight Johnson '79 Katherine A Lewis Patricia Acers Trosclair Tracey A. Brumflel S Kay Driggs Margaret Gumerlock James Fleming Johnson Sawyer '84 '90 Nelson '81 S Sharon I. DuPont Thomas '81 '85 Kathryn Dawn Tab T. Tsukuda '95 James K. Bruton Jr. '76 S Joaqnim M. Duarte Jr .. Carolyn E. Gutbrod '80 Sharisse Lyn Johnson '86 Lindquist '84 Nancy Vandenburg Kristi Rachelle Buckles Craig J3I1les Dudley '58 Jolie Lynne Gutentag '90 Cynthia Cay Jotmson '79 Bill Tak-Ming Ling '73 Westcott '76 Otto '85 Richard K. Dukes '84 Alejandro A Gutierrez '83 Darrell Shaw Jones Jr. '59 Gregory L. Linker '78 Martha R. Von S Jane Buffmire Douglas B. DWlsmore Willirull D. Hacker Jolm F. Jones '78 Susan Hurd Loo Pattee '88 Hillebrandt '80 Thomas A. Bnllis '78 '74 Thomas George Hackim S Florence V. Jones B. Carter Looney '94 Barlow M. Westcott Il '76 Joseph O. Bunce ill '64 Lee Michael Duran '87 '77 Mru'k P. Jordan '83 Mario Lopez-Belio '91 James M. Whitman '59 S Mary Bunyan John E. Durbin '78 Philip W. Hagenah '70 Craig E. Joyner '78 Bento Jose Louro '85 Roger L. Wittlin '78 Richard R. Bupp '50 James W. Echle '72 Margaret Pearl Hagstrom Keith K. Kaneko '66 Nicholas R. Lubar '74 Yung T. Wu '79 Ann Marie Burniston Stephan Juerg Egli '87 '92 Robert Kaplan '85 S Evelyn W. Lucking Thomas D. Yates '75 '91 Murray F. Ehlers '57 Spencer R. Hall '82 Ryu Kawrunura '86 L. Shippen Luquer Jr. Carlos A. Zambrano '74 Mark Evan Burr '93 Richard H. Elliston '64 Patricia Hrunbrick '81 Patrick Kawasjee '74 '57 Founders Jack Butefish '56 Mark A. Emkes '76 Philip B. Hamilton '77 M. Regan Kelley Orillac Thomas A. Lynum '84 Michael M. Byram '78 James A. Emslie '77 Jane Hrunilton '88 Ronald E. MacDonald Club Patricia L. Byrne Robert C. English '76 Fensteffilaker '89 Ralph R. Kelly '52 '73 Gaman '80 A. Ronald Erickson '70 Carol Hanlmond Michael F. Kendall '58 S Audrey Magnussen Alumni and friends Donald J. Caldwell '79 G. Scott Erickson '83 Robert G. Hatfield '68 S Marian L. Kendrick Linda Joy Magoon '84 Jason Gregory Call '93 Knut Eriksen '81 J eri Jean Hatteberg '89 John F. Kenny '74 Kendra Lu Mahoney '79 who donated Timothy P. Callaghan Peter Feddersen '67 Benson I. Hattem '53 Gilbert R. K110ury '81 Rosser L. Mainwaring '76 $150-$499 '94 David Feld '79 John C. Hay '57 Deborah Marie Kielty S Susan A. Makaus Patrick Adrull '83 Warren E. Calligaro '69 Warren E. Feller '74 Allison Marie Headrick '81 Laura Martin Makey '87 James C. Adamany '71 Jean-Andre Calvaire '88 W. Richard Ferell '69 Domicone '90 Whitney Scott Kim '87 Harry R. Mallot '59 Frederick Willirun Adruns James R. Calvert '95 Chase O. Ferguson '72 JoAnn Caroline Heck Terence King '81 Joe Emery Malone '89 '81 Jennifer M. Candia '84 Lauren Fessenden '81 Brinser '86 David Russell King '93 Mark David Mandel '82 S Roberta Aidem Donald P. Carson '72 Lome Michael Fetzek Gerald Peter Hees '83 Marie Gerianne Kissel Lowell K. Marcus '48 John Allan '92 S SUS311 Case '92 Kjell Hegstad '91 '85 Thomas O. Markle '70 66 S Marianne Almquist Frederick William Cefalo Paul S. Fitch '86 Virgil E. Heidbrink '50 Leonard J. Kistner '74 Karen Ann Marquardt Peter Rene Amrein '83 '83 Janles Seaver Fleming '82 Barry L. Heimbigner '74 Jeff Charles Kleinschmidt Mclellan '89 Robert T. A:ngIe '72 Michael F. Challine '76 Joseph P. Flynn '72 Jay G. Heiser '85 '81 Caroline Victoria Martin Owen Mark Appleman '89 Stephen E. Chilton '72 Willirun B. Ford '74 Curtiss KillS '61 '87 Richard H. Arno '88 S Margaret Craig Stephanie Ann Martin Sergio Asbwl '77 Chrisman '83 Moukarrrun K Atassi '92 Vern R. Christensen '80 Phillip M. Martineau '77 David A. Bagley '86 John William Citti '81 S Doris E. Mason Ali Mohammed Bahaj Neil M. Clark '49 Laverne C. May '60 '79 Randolph H. Clark '88 R. Blair McBeth Jr. '75 S Nancy Sue Ball Teresa M. Clarkson Sorlie Craig G. McBurnett '78 Christopher J. Barltrop '70 '89 Robert McCord S Barbara McConnell S Karen J . Clements S Carol McCrady Barrett Edward Patrick Cline '66 THUNDERBIRD 51 12 1 1997 25 1996-97 'Vi' - • . ·iJ Tracy Cameron James H. Parker '61 Kathleen M. Sifer '81 Laurie Westmaas Allergan Inc. M Exxon Corporation McDennott '94 Leigh Anne Parker '82 Ronald V. Sigler '58 Loefller '80 Alta School Rings M Fel-ProlMecklenburger Robert L. Mcintire '47 Duane A. Partain '74 Pamela Silvaroli '86 Charles S. White '53 America West Airlines Inc. Foundation John Phillip McKay Jr. Jerome Kay Pascoe '65 Gerardo H. Robert S. Wilcox '68 M American International M Fireman's Fund '80 Bart Patterson Simmennacher '94 Wade Wilkins '93 Group Inc. Foundation Byrne Patrick McKenna James G. Peebles '81 William B. Simmermon Barbara C. Wilson '77 M Ameritech M First Data Corporation '88 William Alan Perry '92 '90 W. David Wilson '77 International Fluor Corporation Parker McLaren '57 William D. Pharr '79 S Patricia Simmons Nancy Patricia Wilson '89 M Andersen Consulting Fluor Foundation Roland M. McLean '77 Luis C. Pi-Sunyer '64 Bobbye Lou Sims Paul A. Winter '76 LLP Friends of Thunderbird A. Scott McLellan '90 Edmund O. Piehler Jr. Kingston '88 J. Wright Witcher '77 M Anheuser-Busch Company General Motors Lynn E. McNeal '75 '68 Virginia C. Sipiere '79 Gary A. Withall '73 Inc. Corporation Bruce A. McNulty '72 Joseph A. Piela '72 Alex Charles Smith '82 S Georgia Ray Wolfe M Arthur Andersen & Globe Foundation John William McRanda! Michele Pieropan '87 Harry F. Smith '53 Jennifer P. Woody Dietz Company Foundation Gold Trail '84 Serge M. Pinto '75 MichaelO. Smith '72 '79 M Ashland Oil Foundation International Tom J . McSpadden '65 Charles A. Platt '66 S Alice W. Snell Henry P. Wright '68 Inc. M Goldman Sachs & Alan J. Mellinger '77 Timothy Franklin Robert J. Solomon '64 Michael C. Wright '76 Arizona Association of Company Perry S. Melton Jr. '66 Popper '88 James S. Sorlie '89 Mark A. Wysocki '91 Student Financial Aid M H.J . Heinz Company William J . Messett m Donna Christeen S Jean G. Spangler Nobukazu Yamaguchi Administrators M Harris Rank '67 Pourteymour '93 Wendell Spence ill '74 '73 Arizona Business Heilig-Meyers Renee E. Meyer Masserey Catharine E. Prein '83 Shirley A Spiller '89 Gregory Jon Yaussy '85 Leadership Association Foundation '85 John A. Quick '84 Christian Edward Hiromi Yoshida '78 Inc. M Hershey Foods Daniel R. Michener '85 Jacqueline Ramsdell '89 Sprinkle '91 John W. Ziebarth '62 BWIIP International Inc. Corporation S Betty B. Miller Kathleen Karen Ramsey James Charles Stanley '53 Allan L. Zimberoff '48 M Bank One Arizona N.A. M Hewitt Association LLC George L. Miller '79 '92 John D. Stanton '62 William Zimmennan Jr. '50 Bank of America M Hewlett-Packard Jeannette Lynn Miller Susan Elizabeth Rathburn Gregg Martin Steinberg In Memory Of Bank of Austria Company '90 '92 '84 M Bank of New York M Home Depot USA Inc. Lance A. Miller '71 Theodore Joseph Greg Martin Stevenson '83 Gifts donated in mem- Bank of Nova Scotia M Household Robert J. Miller '92 Rectenwald Jr. '78 Cassandra D. Stiles '76 Bankers' Association International Inc. Therese Mary Miller John G. Reddan '56 S Betsy Stodola ory of the following for Foreign Trade M Hughes Aircraft Company Khoury 'SO Georg KH. Red1bacher '90 Sheldon S. Sturgis '77 individuals M Barnett Bank M Intel Foundation Alfred F. Miossi '48 Brian John Reed '84 Titus T. Suck '91 Peter R. Cozzetto Baskin-Robbins M International Data Alejandro Mirkow '95 Philip Reeker '91 Toshiya Sugiyama '81 Michael G. Huffman International Company Corporation Muzzafar Mirza '82 George L. Reeves '59 Thomas L. Sumner '77 Tom D. Ingram Battery X-Change Japan America Beverage Charles C. Mitchell '50 Dennis Michael Reid '83 Thomas Franklin Walter Klingemann M Baxter Allegiance Company Luis Molinar-Sanz '76 S Vera Reidy Surrency '62 Carl L. Stickland, Sr. Foundation M Johnson & Higgins F. Van Dorn Moller '61 Nicholas F. Renna '72 S Nancy O. Swanson Alberta Thompson M Baxter Healthcare M Johnson & Johnson Michael B. Moore '75 Robin Reynolds '89 S Robert S. Tancer In Kind Gifts Corporation Company William G. Moore '70 Gail Diane Ribalta '79 Jack D. Taylor '71 Bayer Corporation M Johnson Controls Inc. Lisa Moore Brayer '83 Edward Larry Rice '70 Melissa R. Taylor '81 Alumni andfriends M Bechtel Foundation M Joseph E. Seagram & Sons Gllbert G. Morales '67 Michael F. Richter '88 S Betsy Taylor Burns Family Foundation Inc. J. Merritt Mount '89 Karl E. Ringer '56 William Lee Telling '71 wlw donated annual CIGNA Corporation Jules & Doris Stein John P. Moynier '67 Christopher Peter Constance L. Thatcher gifts of products and M CIGNA Foundation Foundation Michael O'Donavan Ritten '87 '76 services M Caterpillar Inc. M Kellogg Company Murphy Jr. '69 Michel Henry Rittenberg William R. Tiernay '56 ACOSport Celia M. Howard M Kennecott Corporation James J. Musel '91 '75 Roger W. Titley '75 America West Airlines Inc. Fellowship Fund M KeyCorp Vincent Melchor Mut- Alvin G. Robins '50 Gordon Reed Toedman Jr. Bernard Anderson Chanen Construction M Knight-Ridder Inc. Tracy '92 Fred Rodenhausen '78 '87 Concepts in Computer Company Inc. M LaSalle National Rank lanina Naydenova James Arnold Rodgers '89 Kazuaki Tokura '94 Training Corporation Charles Delmar M Levi Strauss Naydenova '95 John T. Rogstad '51 Richard Lee Tollefson Cox Communications Foundation Foundation Raymond Neag '58 Dennis Alan Roper '80 Jr. '83 DollarMark Solutions Children's Cerebral MBNA America Rank Samuel A. Neblett '53 S Vada S. Roseberry Ricardo Juan Torres '81 Tara Epps '96 Palsy Foundation N.A. Elizabeth A. Neidel '91 Helen B. Rudin S Arlene G. Tostenrud Maarten M. Fleurke '79 M Chiquita Brands MCI Foundation Victoria Neilson '82 S Mary E. Ruffner S Cynthia Turner Griffith D. Frost International MCI International Inc. David R. Nelson '82 M. Ward Ryan '69 Norval O. Tyler '64 Japan America Beverage M Chrysler Corporation M Marine Midland Bank Maegene Nelson '76 Rikia Marie Saddy Poole (Deceased) Company M Citibank N.A. M Markem Corporation David Eldon Netz '80 '90 Shigehiro Uchida '61 Penn Racquet Sports M Citicorp Foundation M MasterCard Thomas Bryan Newman John Rickey Sample '77 Koen F.M. Van Mossel '79 Frances Aldrich Sevilla- M Comerica Bank International '85 Cliff Joseph Samuelsen '81 Robert A. Van Valer '75 Sacasa '78 M Comerica Inc. MicroAge Inc. John F. Nielsen '47 Robert J. Saum '91 Robert James Thunderbird Alumni Concepts in Computer M Mobil Foundation Inc. PatriciaJ. Nilan '93 Jane M. Scheidecker '82 Vandevoort '79 AssociationlPhoenix Training Corporation M Morrison-Knudsen Nona Patrice Niner '81 Deborah R. Schiller '77 Mike R. Vann '72 Robert A. Van Valer Consular Corps of Company Inc. Tomoko Nishi '92 Michael Schirnmer '96 Dennis A. Velie '73 Daniel B. Wittner Arizona M Motorola Foundation Hajirne Noguchi '81 Robert E . Schlegel '68 J. Jorge Verduzco '75 M Cooper Tire & Rubber M NationsRank N.A. Jeffrey S. North '92 Denis W. Schreiber '79 John L. Vette m '64 Corporations, Company National Association of Thomas Edward O'Dea '84 John c. Schuldt Jr. '85 Michele M. von M CoreStates Rank N.A. Women Business Owners Robert John O'Keefe '91 Douglas Stewart Schulz Rautenkranz '88 Foundations, Cox Communications National Bank of Kuwait S Barbara J. O'Malley '88 Bruce Godfrey Wachtel Organizations Inc. Nestle USA Inc. S Suzan O'Neill Paul Anders Schwamm 'SO '83 D.J. Schneider Family Nierling Foundation Scott K. Oelkers '85 Andrew Martin Scott '90 Peter R. Wallin '73 and Foundation Nordson Corporation David W. Ogilvy '72 Gerard C. Scott '57 William T. Walsh '71 M David L. Babson & M Northern Trust Caralie Bea Olsen '73 S Sue Ann Scott George H. Walters '47 Government Company Company Ernfred Michael Olsen Yukino Watanabe Scott Dean Warner '57 M Dean Witter ReynOlds M Nynex Information '81 '90 John A. Warner Sr. '48 Agencies Inc. Resources Bruce Bennett Olson James K. Secunda '76 Ross Harrison Warner '88 M Dictaphone PCS Health Systems '82 D. Douglas Segars '84 B. Clark Warren '56 M A.O. Smith Corporation Corporation Inc. S Doris Ong Jeffrey Uoyd Seigrist '87 Clarence L. Wasson Jr. '49 M ABN AMRO Bank N.V. Diego Veitia Penn Racquet Sports Shukuko Onishi Adam '84 Young Tae Seo '80 Richard Waycott '79 American Countertrade Foundation M Pentair Corporation Stephen K. Orr '79 S Jeannette Seward Willy Detlef Weber '86 Association DollarMark Solutions Perkins Loan Fund Barbara Jean Owens '86 Harold B. Shaeffer '63 Anne Webster Hayden M AG Communication Dresdner Bank AG Phelps-Dodge Corporation Roseann E. Paciotti '80 Jayesh A. Shah '91 '69 Systems Corporation IIf Emerson Electric Phelps-Dodge Foundation Elizabeth Ann Palenno '82 Robert L. Shanks Jr. '76 Bethel Lorin Weiss '93 M Abbott Laboratories Fund Company M Philip Morris USA Kathryn Palmer Robert M. Shearer '82 Allan P. Welch '72 Alcan Deutschland GmbH English Speaking Union M Philip Morris KK Rathvon '78 Mathis H.
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