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THUNDERBIRD, THE AMERICAN GRADUATE SCHOOL OF INTERNATIONAL MANAGEMENT • VOLUME S2, NUMBER 1, 1998 COVER STORY 2 COVER STORY The Greatest Business Show on Earth The entertairunent industry is masterminding blockbuster global growth. Can you learn from its experience? SPECIAL SECTION 19 Honor Roll of Donors 1997-1998 DEPARTMENTS 17 T-BIRD NEWS 35 UPDATES 50 NETWORK NEWS FEATURES 1 PAGE ONE Thunderbird Global Business Forums address timely issues 8 FACULTY IDEAS Exporting service quality requires consistency and flexibility 9 ALUMNI LEADERS Basil Drossos '76 and GM de Argentina lead General Motor's global expansion 11 CORPORATE PARTNERS GM forges ties with Thunderbird 12 TECHNOLOGY Distance learning technology brings the MIM for Latin America to students in Mexico 14 EXECUTIVE EDUCATION Alumni welcome Executive MIM class to Europe 16 EYES AROUND THE WORLD The riots in Indonesia were a reminder of the risks of living and traveling abroad, says James (Dusty) Scott '96 52 EUROPEAN FOCUS More than 100 alumni and business leaders attended the Global Business Forum in London Plus: photos from European Reunion '98 55 MIDDLE EAST New York alumni learn about opportunities in the Middle Eastern financial markets, Sandra Kay Johnson '79 reports PAGE ONE TIllmderbird Forums Go Global Globalization and lifelong learning. Take these two Thunderbird strategies, translate them into programs for alumni, and you have the Thunderbird Global Business Forums, a series of conferences and forums bringing relevant information to T-birds around the world. Name the cityWarsaw, Stockholm, Miami, New York, Mexico City, Buenos Aires, Shanghai, Bombay, Sydney, and many more-Thunderbird will be there. The first of these forums, held in London (see p. 52), is a harbinger of things to come. An overflow crowd heard a dozen top European executives lend the wisdom of their personal experience to such topics as European trends in mergers and acquisitions, marketing in a global economy, telecommunications, and the media industry. The idea is to use Thunderbird resourcesfaculty, alunmi, corporate partners, trusteesalong with key individuals and companies, to present solid information that alunmi everyGlobal Business Forwns: How to Get Information • Thunderbird Web Site: www.t-bird.edu. Details about upcoming forums and registration information are available in the alumni section of the Thunderbird Web Site. • Regional Newsletters: Be sure to keep the Alumni Office informed of your current address so you won't miss announcements of current events. • Thunderbird magazine: Each issue of the Thunderbird magazine will carry information about upcoming events. Speakers are often not confirmed until after press time, however, so check the web site and current mailings for the latest information. Sponsors clearly recognize the value of such a program. With Reliance National Insurance Company (Europe) as the title sponsor, w.J. Hopper & Co., Ltd., Delta Air Lines, Inc., and the American Chamber of Commerce (UK) jumped on the bandwagon for the forum in London. Plan on more to come. As this magazine goes to press, alunmi in Seoul, Hong Kong, Bangkok, and Taipei are participating in the Thunderbird Global Business Forum, "On the Road," listening to experts talk about weathering the Asian financial crisis from the perspective of various industries and different size companies all over Asia. Next year, Latin America is on the agenda, with the Thunderbird Global Forums scheduled for March 8-12, 1999, "On the Road" in Sao Paulo, Buenos Aires, and Santiago. Homecoming, too, will bring the Thunderbird Global Business Forum concept to North America on the Glendale Campus November 6, 1998. The topic is, "Invest in Yourself: where can use in their professional lives. The European forum, for example, was headlined by Leonhard Fischer, Deputy Member of the Board of Managing Directors of Dresdner Bank, one of the youngest individuals to assume such a high position in banking. When he talked about "Euroland" and the coming of the Euro, alunmi listened. Manage Your Global Career," and the agenda includes keynote speaker, Baxter Urist '74, group president of products and international television, The Children's Television Workshop. Add to that, Thunderbird faculty members like Shoshana Thncer and Kenneth Ferris, a Thunderbird trustee of the caliber of Cyrus Freidheim, Vice Chairman of Booz-Allen & Hamilton, and you get an idea of the kinds of players the forums will present. Alunmi, too, will be called upon to lend their expertise. Bart Kohnhorst '83, Global Accounts Director, Europe, for Nortel, and Mads Lillelund '87, a European regional executive with Lucent Technologies, were among the participants in the London forum. __ tlIIIt {MIll ",.,..... j;~' ~"",. 'lYing the concept together and providing leadership are the members of the Thunderbird Alunmi Association Board and Regional Councils. The European and Asia! Pacific Councils are already established, and the Latin America Council is projected to be formed next year. -N. C. • J1'" 7J 1 fl .' n -'wUJji!UU/e tetbG",$iJbl~frto..~iJi: •• ---c.-...",.~h Lessons from the Greatest Business Show The entertainment industry is masterminding blockbuster global growth. Can you learn from its experience? THUNDERBIRD 52 I 1 I 1998 on Earth d Borgerding '79, senior vice president and managing director of Walt Disney Television International Asia Pacific, based in Hong Kong, doesn't hesitate when asked what his company is doing to be a global leader. "Read our annual report," says Borgerding, "Michael lays it out beautifully." The "Michael" he is referring to is Disney CEO Michael Eisner, the Lion King of the world's most powerful entertainment company. And the report is impressive: In 1997, 20 percent of Disney's record revenues of $22.5 billion came from international sources; Disney now owns the world's Jim Ward '83 n a global economy, size is everything At 11:30 a.m. on July 31, 1995, history's second-biggest corporate takeover-Disney's acquisition of Capital Cities/ABC Inc.-fundamentally shifted the balance of power in the entertainment business by transforming Disney into a $19.3 billion global behemoth. In the three years since, the competing moguls of media have been scrambling to match Disney's empire, including Time-Warner largest cable network, ESPN, and one of the premiere television broadcasting companies, ABC; the company will launch the Disney Channel in Italy this fall, its eighth international Disney Channel, joining Taiwan, the United Kingdom, Malaysia, Spain, France, the Middle East (23 countries), and Australia and has plans Jim McNamara '77 (Time magazine, Warner Bros. film for several more. Plus it operates theme parks in Europe and Japan, markets home videos in 82 countries, and has a lO-year $100 million global licensing deal with McDonald's (oh, did we mention the recently released animated film, Mulan, which will bring the mystery of ancient China to licensed merchandise, interac-tive games and a line of children's books?). Welcome to the greatest business show on earth: the globalization of the new entertainment economy. What used to be a collection of Hollywood studios vying for market share is now a heated competition among vertically-integrated global megaconglomerates. And what used to be an industry with limited global access is now virtually unlimited thanks to cable, satellite, wireless and other teclmological advances. The potential outcome is both exciting and sobering-entertainment and marketing access to every man, woman and child on the planet. Says Martha Van Gelder '88, executive director for South East Asia and the Indian Subcontinent, Buena Vista Home Entertainment (Disney's global home entertainment marketing company), "It's become a very strategic game of chess." And are there any lessons about the global economy to be learned from this game of chess? You bet. and music, HBO, CNN, Turner Entertainment Networks), Rupert Murdoch's News Corp. (Fox TV, 20th Century Fox Film, Star TV), and Viacom (Paramount, Blockbuster, MTV, Nickelodeon). The question is, is big better? "In a global economy, size is everything, putting fingers in lots of pies," says Disney's Borgerding. "Ultimately, however, your product has to deliver and meet consumers' expectations." Like other industries, entertainment companies need new markets to feed the voracious growth expectations emanating from Wall Street. Oddly enough, the industry's perceived core product, the movie business, is not a high-growth business. Guess what is? Cable. Broadcast TV. Theme parks. Video Distribution. Merchandising of creative content. Emerging markets. "In the glory days Hollywood was about power and mogeldom," notes Jim McNamara '77, president of Universal Television Enterprises, responsible for all international and domestic television production and distribution. "Today it's about growth and wealth for shareholders. Even Eisner admitted the real gem of the ABC deal was the ESPN global cable network" Equally important, adds Borgerding, are the defense strategies integration provides. "First, vertical integration insures a company is not locked out of key markets or distribution channels," says Borgerding. It allows companies to both make content and distribute it, a critical issue in global expansion. "Second, since the entertainment industry is in a phase of tremendous change, the smart players are getting big and strong to withstand those winds of change and to hedge bets by putting a finger in lots of pies." The downside of vertical integration is the risk that the pieces don't fit together, that corporate cultures clash, and that expected synergies don't THUNDERBIRD 52 / 1 / 1998 ccess and technology can change everything eventuate. "The studios have in some instances integrated vertically for the sake of integrating vertically, trying to own all the steps on the food chain, and not because it really was a sound business idea," cautions McNamara Borgerding agrees. However, when integration does work and the asset bases complement one another, the results can be magical-and profitable. "The TurnerfI'imeWarner merger is very positive," says Melanie Rohrbach '90, vice president of brand management for the Cartoon Network Latin America. "CNN and Time are a good match. The Cartoon Network and Michael Krafft '92, vice president of Metromedia International Inc., has spent the last five years developing Michael Krafft '77 communications and media busi- Melanie Rohrbach '90 Looney Tunes are powerful. To be able to take advantage of the momentum across horne video, TV channels, publishing, licensing, theme parks, magazines, online and movies makes us powerful." The lesson to be learned? In the new global economy size is necessary, but you still need to run, jump, shoot and outrebound your opponents. THUNDERBIRD 52 / 1 / 1998 nesses in Eastern Europe, Russia, and Central Asia. His big boss is John Kluge, Metromedia's founder, who built and operated the largest independent television broadcasting array in the U.S. In the late '80s Metromedia sold these companies for nearly $7 billion to News Corp.'s Rupert Murdoch, who then changed the entire landscape of the entertainment industry by launching the Fox Network. In other words, Metromedia was thinking market access 30 years ahead of the competition. Are they doing it again today? "I believe that we are now doing what Metromedia did 30 years ago in the U.S.," says Krafft, "only now, our wireless networks will be capable of reaching hundreds of millions of people worldwide with new convergent technologies." The "convergence" Krafft refers to is a result of three worldwide trends. First, until recently, access to global communications was restricted by limitations of channel spectrum and government control. Today, emerging delivery technologies- satellite, cable, wireless, digital, Internet-have created an inexpensive and almost limitless spectrum. At the same time, the state-owned media and telecom industries of emerging markets are being opened to foreign participation. Add the third element of the equation, the rapid deregulation and convergence of the telecom and media industries, and you have the formula, says Krafft, for explosive geometric growth. "If you take the power of the Internet, which is essentially global already, combine television, radio, horne and office and mobile telephones, and deliver multimedia capacity to the end user, you are in essence taking the power of control from the handful of the media executives and equalizing people around the globe," says Krafft. "I believe the entire genre of the entertainment industry will explode into more added-value services than we know it today." The key, however, is foresight in the midst of dizzying change. Consider Metromedia's strategy in some emerging markets. "Our strategy is based on a simple premise," notes Krafft. "In some countries, only 4 in 100 people have their own phones. By getting into these embryonic markets and by using wireless technology, we bring not only telecommunications, but also a vast array of multimedia products. We believe we can establish a valuable beachhead, before our competitors." The lesson to be learned? In the new global economy, the companies that can deliver all the desired consumer content- voice, data, audio and visual products- to end users in a cost-effective manner will win big. ontent is king "Best thing about this business that you can never forget?" muses Universal's Jim McNamara. "You can have a verticallyintegrated company with a great collection of assets and delivery channels. And then someone else comes up with a pro- The Disney Channel Middle East was launched in 1997. Disney's Edward Borgerding '79 poses with Mohammed Basrawi of Orbit Satellite Television & Radio Network, Middle East. gram that people like and suddenly everytiling shifts somewhere else." Welcome to the greatest truth about the greatest show on earth. Forget vertical integration. Forget delivery. All that ultimately matters in the new global entertainment economy is content. "All the delivery and distribution systems in the world cannot help you if you are not giving consumers something that they want to listen to, read or watch ," states Sunder Kimatrai '92, managing director of 20th Century Fox India. Kimatrai is not talking about the generification of consumer tastes worldwide, either. He is talking about consumer satisfaction, the fact that consumers around the world want to hear a good album, see a great TV show, or watch a film and do not really care which major corporation provides it. Jim Ward '83, vice president for marketing for U.S.-based Lucasfilm Ltd., takes the "content is king" rule one step further: Content that has an ability to last will rule in the new entertainment economy. "Content that has an ability to last is actually content that can become a brand and be managed as a brand," says Ward, who is responsible for the development and execution of the worldwide marketing of all Lucasfilm assets, including one of the greatest theatrical brands of all time, Star Wars. "Star Wars is modem mythol- Make the Most of the Web: Global Entertaimnent IndustlY: inment industry ut leaving your desk) to find nt industry merger; to learn who was recently lIywood blockbuster; or to read the text of the Berne the Protection of Literary and Artistic Works? As access to news, movies, cartoons, and music reaches the far corners of the globe, so does access to valuable web sites on global enterta inment and multimedia. This should be exciting news for the decision makers in the entertainment industry. From your desk- whether it be in Los Angel~ Luxembourg, or Laos- you can access web sites which will keep you and your company QA: top of the latest news, trends, and legal issues related to the everexpanding entertainment world. Several useful entertainment-related sites are listed below. University of Southern California's HollyBiz (http://wvvw.usc.edu/source/holly.htm). Don't let the location or name of this site lead you to bel" that the information avail-able at HollyBiz is solely Hollywood-based. The links are ternational as Mickey Mouse has become. HollyBiz incl to free daily news highlights and full the section features entertainment (Did example, that Nickelodeon'S iz also leads you to the webn Film Institute; the Academy of levision Arts & Sciences. Movie dataas are links to Billboard magazine and and Intellectual Property Law and Network (http://wvvw.medialawyer.com/). site your gateway to professional and legal services related to the global industry. Do you have a question about the business or legal aspects of a new enterta inment venture? Try the " Ask an Entertainment Lawyer" link on this page to ensure that you do not violate any intell laws. At this site, you will also find an example "Contract of the M contracts of your own. (This month, the model play Option And Rewrite Agreement"). Directory of thousands of entertainment industry contacts, Hollydex helps you to locate attorneys, buyers, consultants, producers, screenwriters, and other entertainment professionals in locations all over the world. For an inside view at what the media moguls are up to, visit: Walt Disney Co. (http://wvvw.disney.com) TIme-Warner i(Il(I502t-97.7'231S), International business research is our job and we'd be entertainment ventures take off! THUNDERBIRD 52 / 1 / 1998 ogy based on themes that have been told over and over through the centuries and around the world," says the former director for Nike's $400 million global advertising account at Wieden & Kennedy. "Like Nike, it is based on a belief system that people are willing to attach themselves to over time. At the end of the day it's not about short-term revenues, but about the long-term power of the content." Most dangerous of all is what Ward calls the "cart-leading-the-horse syndrome"- content being developed specifically to further licensing, merchandising and theme parks. "If that continues to happen," warns Ward, "it's going to collapse, because at the end of the day the content will not be strong enough to hold the very licensing and merchandising revenue that has been created. It's an ugly cycle. Just take a look at what happened with GodziUa." Disney also seems to have found the right approach. Lion King has been out five years, the revenue is still coming in strong (witness Broadway). Snow White came out in 1937 and is still making money for the company. Same with Mickey Mouse. Disney says it invests in characters and stories; not short-term hits. Ultimately, it's about building the brand-around the world. Baxter Urist '74, group president of products and international television for Children's Television Workshop, says his company's 27 years of experience THUNDERBIRD 52 I 1 I 1998 with global licensing have taught him similar lessons. "You have to balance pure commercialism with what your brand is all about, and learn to distinguish between what is a long-term evergreen brand like Sesame Street, and a shortterm merchandised movie," states quality family entertainment and products, that is what Disney stands for" -and why it has been so successful worldwide, says Van Gelder. Urist. "We have found in the case Baxter Urist 74 The lesson to be learned? In the new global economy, it doesn't matter if you can deliver 100 or 1,000 channels-what matters is consumer satisfaction and brand integrity. of worldwide licensing you have to remain very true to your longterm brand." So is a "merchandised" movie that generates a lot of short-term revenue, somehow bad bus.iness? No way, says Buena Vista Home Entertainment's Martha Van Gel-here is no der. "This is an industry where we Michael Richter are constantly launching new '88 such thing as an unlikely partnership Business everywhere is prone to inertia: it does what is familiar even product and reinventing our strat-egy," points out Van Gelder. "It keeps you ever mindful of how deadly it is to get stale in this industry." Besides, says the Kuala Lumpur-based T-bird, long-term or short-term Disney never compromises it's brand, period. "Disney thinks about the preservation of the brand in every deci-sion. The trust of the con-sumer, the promise to deliver the very best in in the face of superior alternatives. Unfortunately, global markets ruthlessly punish anyone who cannot adapt when confronted with developing or shifting circumstances. The concept of "partnerships" in the new entertainment economy is a good case in point. "People want Madonna, they don't care what record label she is with." That's how Rob Anderson '93, who spent two years in Poland starting up Warner Bros. Music's retail business, defends his decision to form partnerships with competing music companies. "When I got to Poland all the major labels had a closed shop and no one was talking to each other," says Anderson. This struck him as making no business sense at all. "When you are a new industry in a developing market like Poland, cooperation, not competition, is vital," he says. The reality was many of the local retailers had never even sold before. Some would buy only the amount of product that could be sold the next day. Within five weeks Anderson had convinced the other label representatives to form an informal "trade organization" where information could be shared and resources pooled. "As a developing industry, if you're all working in unison and singing from the same hymnbook, then you're educating the customer, which benefits everyone," notes Anderson. The wisdom of unconventional partnerships is also well-understood by Hong Kong-based Michael Richter '88, vice president of marketing for Thrner International's TNT & Cartoon Network. "The cable business in Asia is very competitive," explains Richter, the former head of marketing for STAR TV's 24-hour sports channel and ex-vice president of marketing for MGM Gold Networks (Asia), "but it's not a cutthroat competition, because everyone has a common obstacle, which is, How do you get money out of the market and how do you get penetration?" Case in point: When Richter left Star TV, the company merged its sports channel, STAR Sports, with its fiercest competitor, ESPN, to counteract the rising costs of broadcast rights at the hands of program suppliers playing off the two competitors. "That partnership is pretty phenomenal when you think about it," admits Richter. "I don't think it would happen in any other market. It's not uncom-mon to pick up the phone and talk to your counterpart at another network to compare notes on cable operator claims regarding various marketing commitments," says Richter. The lesson to be learned? In the new global economy, even developed markets sometimes call for "competing" partnerships in order to survive, cut costs, and accelerate revenue in unpredictable circumstances. One final lesson to take away from the experiences of T-birds in the global entertainment industry: Guess what major entertainment company was given permission to educate China's future leaders? FACULTY VIEWPOINT It was Big Bird and not-for-profit Children's Television Workshop. "We spent a lot of time talking to the ministry of propaganda and ministry of education telling them what we're trying to do for them," sums up Baxter Urist. "We told them it's not about us trying to spread our gospel. We told them it's about China using Sesame Street to achieve its goals." Hollywood, are you listening? • - Thomas McMiUan Images used with permission from Cartoon Network, Turner Entertainment, Turner Broadcasting, and Walt Disney Co. 1: ~ ~ of prorectioni~ ~~ha?~:~~Ul~~~~e 1be Wffi ~ey get from ~o~ fo'· cultural industries-films, books, and your own conclusions. eign movies are then given out to French magazines-is now being heard round Looking at it another way, on behalf of film makers in the form of subsidies to the world, according to Thunderbird pro- the cultural industry argument, Robert produce French language films," Robert fessors JIobert and ShoshaDa 'lBncer. Tancer agrees that there IlUI¥ be reason Tancer points out. Many treaties and international agree- for concern. In the 1940s, when Mexico The United States views these types of ments have clauses that exempt what are had a total protectionist industry, he says, restrictions as trade barriers, he says. called "cultural industries," ostensibly to they had a thriving 1lbn industry. Then in Trade agreements normally require that enable a country to retain i1B unique cul- 1945, the regulations were eased, Holly- the partners treat each others' goods in ture. "Countries want to protect them- wood came in, and the Mexican film the sarne way they treat those of their selves from outside influence," says industry literal1y vanished. own country. In legal parlance, it's called Robert Tancer, whose law degree gives Even language is not immune to influ- "national treatment; he explains. Shohim a unique perspective in teaching ence, regardless of the efforts taken to shana Tancer takes that a step further such courses as technology transfer and protect it. Shoshana Tancer said that one saying that "although the entertainment intellectual property protection. of her students, a Russian, was surprised industry is worldwide, these restrictions Canada, in an effort to ensure high by the amount of English that is spoken can create problems for further expanCanactian content in its intellectual prop- in Quebec, a Canadian province known sion," and clearly that's the issue. erty, exercises restrictions through its for its promotion of French language. It's "Obviously, the ultimate determination Foreign InvestmeDt Review Board, says what Tancer calls "Frenchlish," a bas- is what the CODSUmerwants," the Tancers Tancer. The C8nadian government even ~ French. "They're speaking more agree,"and that means the people, not went so far as to keep an American mega- English than they realize," she says. the cultural eJite." bookstore from doing business in Although the news currently makes "The truth of the matter is French peo- Canada. Canada the primary subject in the intel- pIe would rather see Hollywood movies The issue has become Yel)'visible, ~ 1ectual property tug of war, the Tancers than French movies," sa.vs Robert Tancer. Shoshana Tancer, who also holds a law agree that this is a much bigger world- Shoshana adds, "There are some wonderdegree and teaches Regional Business wide issue. "You can't look at this as a ful Canadian movies, but most of the Environment, North America. She points Canadian, or even a Canadian and French Canadian movies that are subsidized by to a recent 19-nation conference on the issue," says Robert Tancer. He cites the Canadian govenunent are on things topic convened by Canada that drew min- Korea, which for historical as well as cul- like acid rain Most people would rather isters of culture to Ottawa "in a concerted tural reasons, does not allow Japanese go to the movies for entertainment than effort to try and control or protect their movies to be shown in the country. for edification," she concludes. cultures." Although attendees repre- -Most countries in Western Europe "Although it's now noisy and loud, it's sented countries as diverse as Mexico have cultural content laws," ~ Robert the death knell, really,· Robert Tancer and Sweden, the United States was not Tancer. "In France, 50 percent of the predicts. "Clearly the trend is for free invited ... " And the reason the United movies have to be French." "Measured in trade, and free trade means national States was not invited," says Shoshana hours shown, not number of films," adds treatment." -N. C. Tancer with a smile, "is that the U.S. does Shoshana Tahcer. THUNDERBIRD 52 / 1 / 199B FACULTY IDEAS Taking Success Abroad Exporting service quality is a successful balance between consistency and flexibility By David E. Bowen y ou notice a loose thread on your favorite sweater. But as you consider pulling it, you must wonder if you're going to get only that thread or if the entire thing is going to unravel. This is essentially the issue service organizations wrestle with when they go abroad. When exporting service quality, a company must be aware of the cultural sensitivities and fundamental values of its new market. Equally important, though, the company must fully understand its own service culture, especially if that has been the basis of its competitive advantage. It's certainly possible that changing one element or policy could cause a company's service culture to unravel. Disney's entrance into France offers a good case in point. After being phenomenally successful in both California and Florida, followed by success in Tokyo, it thought it had a foolproof cross-cultural service formula; however, with Disneyland Paris (formerly known as EuroDisney), that formula faltered. To Change, or Not to Change? When serving customers abroad, it may be necessary to modify service policies to accommodate new cul-needs that shape how they experience service: security, esteem and justice. To feel that we've received quality service, we need to feel free from physical and financial harm; we need to maintain or even enhance our feelings of self esteem; and we need justice, to believe we were treated fairly, either equally or equitably. Expectations are the standards consumers use in assessing the quality of service they re ceive. It's how they keep score. Did the service provider keep its promises? Did it provide individualized attention? Were its employees competent and courteous? Expectations vs. Needs. Needs are more basic and affect customers more deeply. Expectations concern our satisfaction with everyday service encounters-did I have to wait in line long before being served? Needs concern the lifelong search for gratification of existence and identity issues-did the service provider violate my sense of self-worth by disregarding my complaint or forgetting my name? We react to violations of expectations with disappointment or dissatisfaction; we react to violations of needs with anger or outrage. If you distural mindsets, regardless of how successful those policies have been in the past. This is a tough pill to take for a company with a "triedand- true" formula, as was the case with Disney. One of Disney's biggest strengths comes from the internal consistency of its service culture; all its policies reinforce one another. Could changing that formula weaken Disney's competitive advantage? Regardless of cultural origin, customers satisfy customers by not meeting their expectations, you can still recover. If you dissatisfy customers by violating their basic needs, you lose them. Regardless of cultural origin, customers are people first and consumers second. All people have three basic are people first and rs THUNDERBIRD 52 / 1 / 1998 Disney's sustainable source of competitive advantage has been built upon a strong service culture that provides clean, safe, family fun. It knows that people can't have fun until their basic needs for security have been met, and, in the eyes of most, "unclean equals unsafe." So Disney's grounds and facilities are kept in pristine condition, alcohol is not served in the theme parks, and employees follow strict guidelines for dress and personal hygiene. Corporate Culture Meets Country Culture. As Disney exported this service culture to France, it did so in total-its entire set of values and management practices that reinforce "clean, safe, family fun ." In doing so, however, Disney encountered some clashes between its corporate culture and the country's culture. The French did not respond favorably to Disney's noalcohol policy, or to its strict guidelines for employee appearance. In dealing with this cultural clash, Disney had to ask: If we drop the alcohol policy, do we lose nothing more than the alcohol policy? Or, if we pull that, does Disney's entire service culture begin to unravel? Enjoying alcoholic beverages is an established, accepted, safe part of family life in French culture. Flexibility and Firmness. With this in mind, Disney eventually decided to ease its no-alcohol policy for Disneyland Paris by allowing beer and wine to be served. However, it was less flexible on the issue of employee appear;lnce. While Disney made a few minor concessions for individual expression, it concluded that its employees' appearance and its guests' need for security were too closely related to allow for significant policy changes. If guests see employees with facial hair or odd jewelry, for example, their need for security could be violated and Disney's competitive advantage could disappear. The Disney example suggests two important lessons for exporting service quality. First, never assume that everything you do will be loved by everyone and, second, don't assume everything you do is equally important. A firm should analyze each service policy individually to determine its importance in the firm's core service culture. Then, as it prepares to venture into new international markets, it must decide what policies can change to meet the expectations and needs of new customers and what must stay intact to maintain the firm's competitive advantage. • David E. Bowen is a professor of management in Thunderbird's Wortd Business Department. His book, Winning the Service Game, co-authored with Benjamin Schneider, has been published by the Harvard Business School Press in four languages. ever underestimate the task of doing business in Argentina. Take it from one of the largest international corporations in the world. General Motors almost made that very mistake when it reentered the Argentine market in the mid-90s, according to Basil Drossos '76, president and managing director of GM de Argentina. "Many companies like ours are fully integrated with larger subsidiaries in Brazil, and there is a great tendency sometimes to consider Argentina as an offshoot or remote operation attached to Brazil. You really can't succeed in doing that," Drossos explains. "Yes, the full integration of the operation in Argentina with Brazil and the Mercosur is a must. But the task of doing business in Argentina needs to be respected and a competent local management team, with competent local expertise, is paramount." In 1995, Drossos was tapped to lead a team of 40 international executives in Argentina. Representing nine nationalities (Drossos was one of only five Americans among them), nearly all the executives spoke Spanish and had prior assignments Basil Drossos '76 explains how GM de Argentina is leading the movement working outside their home countries. And it wasn't by chance that Drossos was chosen to lead this international cadre. After earning his degree at Thunderbird in 1976, Drossos spent 19 years working in the automotive industry, almost exclusively in Latin America. His leadership had been put to work in GM operations since 1979, first in Mexico and Venezuela, and later in Coloumbia, Ecuador, Peru, Boliva and Chile. He learned the many cultural nuances of doing business in Latin America in general-and learned to recognize and respect the uniqueness of each country. In speaking the local language, assimilating Latin culture and talent within its Engines are manufactured in Rosario for local production of the Chevrolet Corsa 4-door sedan and wagon. The plant also exports parts and vehicles to Brazil and Italy. management group, and bringing significant investment to the country, Drossos and his team have been able to establish interpersonal relations with government officials at all levels. Those are critical in achieving the company's objectives for growth in Argentina. Understanding the full scope of the challenge requires a history lesson, because the story of GM de Argentina actually began more than 70 years ago. In the 1920s GM embarked on its first major international expansion effort, starting with Germany and the United Kingdom and expanding to South America. The GM Export Company of Argentina debuted in 1925 with enormous success. Two weeks after the first Chevrolet rolled off the assembly line, more than 2,000 orders were received. GM's success in Argentina continued for more than 50 years. Then, because of the country's political, economic and social unrest, GM decided to withdraw from Argentina in 1978. "That was a significant decision on the corporation's part, because it was a market in Latin America where we had always had a significant presence. It was kind of a The modem, high-tecMology complex in Rosario is part of the GM global expansion strategy for developing countries ()Jld is the template for five other plants being built simultaneously around the world. THUNDERBIRD 52 / 1 / 1998 signal by the largest corporation in the world, essentially saying enough was enough in Argentina," explains Drossos. "Our decision to return was a bellwether decision for Argentina, in that it ratified the new economic, political and social course that Argentina had decided to take as a nation. " A series of trade agreements among Latin American nations in the 1980s began to set the stage for GM's reentry to Argentina. The formation of the Southern Common Market, or Mercosur, in 1991 was a key step-a landmark trade agreement among Argentina, Brazil, Uruguay and Paraguay. So in October 1994 GM once again undertook industrial activities in Argentina with the installation of a plant in Cordoba to produce a full-size pick-up. It now also produces the new Grand Blazer (sport utility vehicle). When Drossos came on board one year later the company was preparing to construct an industrial complex in Rosario. to more than 10 percent market penetration today. Employment has grown from about 500 people in .early 1995 to about 2,200 people. Total invoicing has grown from less than $100 million in 1994 to an expected $1.3 billion for 1998. Its operations now include four locations: the Cordoba plant, the Rosario plant, the Buenos Aires central offices, and an aftersales center in General Rodriguez. Drossos is quick to shift the credit, however, from himself to his management team. A big part of GM de Argentina's success, he contends, has been the result of advanced recruitment efforts and the company's commitment to provide leadership opportunities for local management and executives. "Beginning with the Cordoba plant, GM Argentina developed probably one of the most highly sophisticated recruitment assessment, selection and training processes that the corporation has employed anywhere else in the world," he explains. That led to a further-refined recruitment, selection and training process for the Rosario plant. With more than 22,000 resumes submitted for about 1,600 available jobs, a high degree of selectivity was needed. This included testing and prescreening to be sure the candidates would conform to GM's needs and new management style with regard to lean manufacturing principles, consensus decision making and working in teams. Unfortunately, success in Argentina has been somewhat overshadowed by labor tensions in GM's U.S. operations. According to recent reports in Business Week, the United Auto Workers (UAW) union has had 13 strikes in three years. The most recent was a 54-day stand off last summer that shut down all North American operations. What is one of the UAW's major bones of contention with GM? The so-called exodus of jobs to Latin America and Asia. But while GM and the UAW continue negotiations in the United States, the corporation is moving ahead with the largest single international expansion effort it has undertaken since the 1920s. The modem, high-technology complex in Rosario is part of the GM global expansion strategy for developing countries and is the template for five other plants being built simultaneously around the world. In fact, the Rosario complex set several corporate benchmarks under the direction of Dros" The task at hand was to put the fledgling company on a solid footing, to build the Rosario plant, which was done together with the expertise of the GM de Brazil manufacturing community, and to prepare the company for major expansion," Drossos recalls. "Our decision to return was a bell-sos. First, the $350 million total cost was actually a low investment; perhaps half the going rate in the industry for something of that magnitude. In addition, the 22-month schedule, from the ground breaking in December 1995 to the first unit rolling off the line in October 1997, established an industry benchmark world- In all three respects Drossos has managed the task exceedingly well. Since its inception, GM de Argentina has grown from 0 percent market penetration in 1993 wether decision for Argentina, in that it ratified the new economic, political 10 Basil Drossos '76 President and Managing Director. GM de Argentina. Vice President of GM Overseas Distribution Corporation .1992-1995: Andean regional direc-tor, Latin American Operations, responsible for vehicle activities in Venezuela, Colombia, Ecuador, Peru, Bolivia and Chile. • 1989-1992: Regional sales director for southern Europe at GM Europe in Zurich, Switzerland. .1987-1989: President and managing director of GMChile. • 1979-1987: Other assignments within GM have included materials management director for GM de Mexico and assistant comptroller for GM de Venezuela. • Drossos earned an MIM degree from Thunderbird in 1976; he also holds an MBA from Xavier University in Cincinnati, Ohio. THUNDERBIRD 52 I 1 I 199B and social course that Argentina had decided to take as a nation." wide for the speed with which the plant was constructed. Drossos, though humble, isn't surprised by this recent success. "Our Latin American operations in Mexico, Brazil, Venezuela, Colombia, Ecuador, Chile and Argentina are certainly pockets of excellence within the GM corporation in many respects," he says. "The execution in Rosario is just a further example of that." It's that example of excellence GM hopes to replicate in its operations around the globe, with leaders like Drossos to pave the way. -Jessica McCann • , CORPORATE PARTNERS GM Forges Ties with Thunderbird I t's one of the oldest, most bask strategies in the business world: When you want to succeed in a new way, you align yourself with and learn from someone else who knows that business-a mentor, coach, teacher. Today, companies that want to succeed in the global market are discovering the benefits of aligning themselves with Thunderbird. General Motors, for example, has histOrically done business around the world. The emerging global reality in this industry requires that the successful competitors, including GM, must be fully integrated around the world. What happens in Bangkok quickly affects what happens in Detroit. "1 don't think that's a secret within GM, on Wall Street or anywhere else," says Alec Bedricky, executive director, supplier quality and development, worldwide purchasing at GM. It's also no secret the company has made a great effort in the '90s to recognize that reality, and compete effectively in what has become a brutally competitive global auto industry. GM's relationship with Thunderbird has helped provide the framework for that success. As a global manufacturer of cars, trucks, and automotive components, GM has operations in 50 countries and employs more than 650,000 people worldwide. Along with designing, manufacturing and marketing of vehicles, the corporation has substantial interests in telecommunications and space, aero-space and defense, consumer and automotive electronics, and financial and insurance services. In 1998 it ranked 69th among the top global companies in the world, according to Business Week, with a market value of more than $48 billion. "GM is implementing detailed global strategies in all areas of the business, and I think the corporation has recognized Thunderbird as the true source for highquality, appropriately-trained global talent to take GM into the next century," says Bedricky, who also serves as GM's key executive and champion for its Thunderbird University Relations team .. "GM has a short list of business schools that it recruits from-Thunderbird is one of them." The corporate relationship with Thunderbird has many sides. Currently, there are more than 65 Thunderbird alumni on record employed by GM around the world. Not only does GM actively recruit graduates and students to fill full-time positions and internships around the world, it also has been a generous contributor in establishing scholarships and fellowships at the school. GM also taps into many of Thunderbird's executive education opportunities. Two of its larger divisions-Delphi and GM Powertrain-participate in international consortiums, semicustom programs whereby several noncompeting firms meet three times a year to discuss global business issues. Other units within the The modern, hightechnology complex in Rosario is part of the GM global expansion strategy for developing countries and is the template for seven other plants being built simultaneously in Poland, China, Thailand, Brazil and Russia, among others. company take part in Thunderbird's open enrollment programs; Saturn and the GM Desert Proving Grounds are two frequent participants. Thunderbird conducts custom programs for GM's Asia-Pacific operations and its worldwide purchasing organization. The school also has begun working with the emerging GM University on developing internal education programs on topics such as human resources, leadership, purchasing and finance. "GM is one of executive education's largest clients, if you aggregate all those components," says Frank lloyd, vice president of executive education at Thunderbird. "Where ever you go in GM, you're finding people that entered the organization locally-in Michigan, Ohio and Indiana, or in England, Germany, Belgium or China. They need to be prepared to work in a global industry and GM is looking to Thunderbird to help them develop managers and leaders who are able to do that. " GM has gone even further in developing its Thunderbird relationship. It was one of the first companies to develop an internal newsletter for Thunderbird alunmi, and it has a task force assigned to managing the Thunderbird relationship. Executive speakers from GM regularly come to the campus for Winterim and other occasions, and a representative of GM has served on the Thunderbird Global Council since 1990. ----J.M • THUNDERBIRD 52 11 1 1998 11 Distance learning technology brings the MIM for Latin America to students in Mexico s Latin American economies have become increasingly linked to the global economy, the demand for local executives is on the rise. Multinational companies are realizing the value of recruiting bilingual Latin American business graduates who not only have the necessary business savvy and language skills, but who also grasp the problems and cultural nuances of individual countries. Likewise, local companies are seeking nationals capable of reorganizing and modernizing their organizations, to defend their turf and expand abroad. Recognizing this demand, Thunderbird has launched a new program this year that will give multinational and Latin American companies what they're clamoring for. The Master of International Management for Latin America (MIMLA) program is a distance learning course in which students will receive instruction in Mexico via videoconferencing, Internet 12 THUNDERBIRD 52 I 1 I 199B chat rooms and a variety of other distance learning techniques. It provides the international management education Latin American executives need and offers an alternative to students who would like to study abroad but are not able to because of a current job, fami ly issues, or economic reasons. The program is ajoint project of Thunderbird and the Instituto Tecnologico y de Estudios Superiores de Monterrey (ITESM). Eliezer de Leon-Gonzales, one of the MIMLA program's first students, says he had been looking for an opportunity like this one for a while. "I've always wanted to get my MBA or another master degree, but I wasn't able to spend two years abroad, because of my family and my work," says the Monterrey entrepreneur and father of three. "So when I heard about this program, I thought that's wonderful because it's the best of both worlds. I can stay at home, continue my work, and still study and get an MIM degree from a prestigious American school." The program is marketed as an MBA++, because it includes coursework on basic and advanced business subjects, plus a global vision, plus learning how to use interactive distance technology. The latter is the wave of the future because international business executives must learn how to do business, work in teams, and get the work done at a distance through technology tools available to us today. De Leon-Gonzales will be joined by 115 other Mexican students from Mexico City, Guadalajara, and Monterrey. Many are (top) MIMLA students will receive instruction in Mexico via video conferencing. Internet chat rooms. and a variety of other distance learning techniques. (below) Eliezer de leon-Gonzales. a student from Monterrey. Mexico. location of the headquarters campus for ITESM. was one of the 116 students who were admitted to the first Thunderbird MIMLA program. managers at some of Mexico's most prominent companies, such as CEMEX, Vitro, ALAS, and Bancomer. They'll learn from professors at both Thunderbird and ITESM in a virtual academic environment. Dr. Humberto Valencia, Thunderbird's associate professor of marketing, is director of the program at Thunderbird and Dr. Antonio J. Dieck-Assad directs the program at ITESM. A STRATEGIC PARTNERSHIP. Thunderbird and ITESM each bring certain strengths to the program. Thunderbird offers expertise in global management education that has been ranked the number one program in international business by U.S. News and World Report for three consecutive years. ITESM has considerable expertise in distance learning education and has a vast virtual university infrastructure at its disposal. With more than 60,000 undergraduate and graduate students, ITESM is the largest private university in Latin America. The university is based in Monterrey, and has 26 campuses throughout Mexico. Through the MIMLA program, students will be exposed t(} the most current trends in international management, with a special emphasis on the business issues facing Latin American executives. That exposure was a key factor that led Mayte Maciel to the program. "Learning is a principle matter to continue your progress in a professional career. You can not stay with your bachelor's degree. You have to keep learning and know the new things that are coming," says the tourism professional from Mexico City. Maciel tried to enroll at Thunderbird previously, but she wasn't able to get her personal affairs in order to study abroad. The distance learning opportunity presented by MIMLA was a perfect match and has allowed her to move forward with her career goals. Valencia expects the MIMLA program to expand beyond Mexico next year. Recognizing the scope of ITESM's Virtual University (the network encompasses five satellite channels linking 78 sites in eight countries), other Latin American countries will be added to the program in the future. Key targets for 1999 include Colombia, Peru, and Ecuador. Argentina, Brazil, Chile, Puerto Rico, Venezuela and Uruguay are also likely prospects in the future. PERSONAL liNKS. The program began with a lO-day orientation and inresidence seminar on globalization at Thunderbird in August. The seminar was taught pri- Dr. Bert Valencia, Thunderbird director of the MIM in Latin America (MIMLA) program, opens the week-long on-campus seminar prior to the distance learning segment of the program. • is modeled after Thunderbird's tripartite program, including courses in international business, international studies and English Business Communications; • can be completed in 22 months; • will use telecommunications systems and electronic networks supported by teaching tools such as compact discs, the Internet, audiovisual and printed materials; • is organized in a lock-step format, meaning students must take courses in sequence and progress through the program as a group; • will utilize the virtual library services of both ITESM and Thunderbird; students will access the resources through an Internet! Intranet/Interface using a password. Carlos Cruz-Limon, Rector, Virtual University, ITESM, greets students during the beginning of their Thunderbird MIMLA program. marily by Dr. Mary Teagarden, professor of world business, and Dr. Patrick Cronin, assistant professor of international studies. Professors from ITESM also gave lectures during the week. "One goal of the orientation was to familiarize the students with the distance learning technologies they will be using in the program," explains Valencia. "Another major goal was to give students and faculty ample opportunities to meet and bond together, thereby strengthening their future virtual interaction." While distance learnmg programs offer many benefits, one of the drawbacks is the less-personal interaction among students and faculty that can occur when most of that interaction happens electronically. This is why the initial orientation will play such a critical role in the program's overall success. "We want to create as much of sense of community as we can," says Cronin, "and bringing students here to Thunderbird for the first week was an important step in that process-to give them a larger sense of being a group and not just a handful of people who might go to anyone location in Mexico." Teagarden concurs, "The on-campus experience is critical." In addition to the lectures, the orientation included team building and leadership exercises, group discussions and case studies, and social and recreation activities. The participants also formed a student government while on campus, holding an impromptu election in the AT&T Auditorium. After the seminar, students returned to Mexico, where they will meet at distance learning sites on Fridays and Saturdays every other week to receive course transmissions. The program will end with another week-long seminar on the Thunderbird Campus. This will be an interactive capstone course led by ITESM faculty that will focus on Latin America regional management issues. At the end of the seminar, a graduation ceremony will be held with the program instructors and school officials. The true test of the MIMLA program's success will take place as these first students begin to use their skills in their jobs. Cesar Olaya hopes his MIMLA degree will help him advance in the burgeoning television market in Latin America. "The program looked attractive to me because I wanted to do an MBA program with international culture in it," explains Olaya, who works for Television Azteca in Mexico City. "Right now my company is growing into Central and South America by purchasing TV stations there. So I have a lot of opportunity to really put to work the education I'm getting here." -Jessica McCann • THUNDERBIRD 52 11 1 1998 13 Alumni Welcome Executive MIM Class to Europe When Barbara Carpenter began setting up the European trip for this year's executive MIM class, her goal was to ensure the participants would be able to interact with local business and community leaders, and get a feel for the local culture, wherever they went. Fortunately, even if Carpenter had not been there before, she knew immediately who to call in each city. "With Thunderbird alunmi being everywhere, it became obvious pretty quickly that we should involve them," said Carpenter, director of the Executive Master of International Management (EMIM) program since 1997. More than 100 alunmi live in Belgium and the Czech Republic. The 27 members of the EMIM 6 class met most of them-as well as a number of dignitaries, and top business and government leaders-due in part to the efforts of the alunmi chapter leaders in Brussels and Prague. Even the normally subdued Carpenter had a hard time containing her excitement as she recounted the guest list for the receptions the chapter leaders helped set up during the week-long European trip. "It was pretty powerful." Frederic Agneessens '88, the alunmi chapter leader in Brussels and member of the TAA-European Council who admits to having the "Thunderbird mystical sickness," said he was flattered Carpenter included him in the planning process. "We were more than happy to assist her and do all that was necessary for our fellow students in Glendale." Not only did he set up a conference and cocktail reception for the EMIM group, but several smaller meetings with business and government leaders as well. The Honorable Minister of State Willy Claes, a 14 THUNDERBIRD 52 I 1 I 1998 Armual overseas trips are an integral part of the EMIM degree program. distinguished visiting professor of International Studies at Thunderbird, spoke at the reception before about 100 people. Other meetings organized for the EMIM class included the European Commis-sioner of Competition, and Belgium's Secretary General of Foreign Affairs. In Prague, EMIM students got a similar reception. TAA European Council member Tanya Morrison '85, a managing director at a personnel and management consulting firm, helped the school rent the residence of the Honorable Jenonne Walker, U.S. Ambassador to the Czech Republic, for a late afternoon reception. The ambassador spoke to the students and more than 40 other guests. "It was terrific-nothing short of. It could not have been more perfect in terms of times and meeting people," said George Peabody, a self-employed member of the EMIM class from Thcson, Arizona, about the European trip. "To have the personal one-on-one contact with business leaders in particular, and the U.S. Embassy staff, that's just not typical of a trip you might take for pleasure." That's the whole idea behind the annual trips. Carpenter describes them as an integral part of the overall EMIM degree program, which allows full-time working professionals a chance to earn their master's degree by attending classes every other weekend for two years. Almost onethird of the EMIM 6 class, who received their degrees in August, were commuters, some coming from as far as Idaho, Oregon, and Michigan. The annual overseas trips are arranged in places where students will have opportunities to meet with corporate, alumni, and government leaders, and are usually timed with significant events that could impact the companies doing business in that area. The expansion of the European Union and the introduction of the euro currency were two factors that made Belgium and the Czech Republic logical choices this year. The support from local alumni was another reason. Executive master's degree candidates have typically traveled to Mexico City during the first year of their program. In the second year, the group usually visits two cities either in Europe or Asia. Involving alumni gives students a chance to meet their counterparts in other areas of the world to discuss business strategies and opportunities, and develop valuable business contacts and knowl-edge they can bring back to their companies along with their degrees. In late August, Carpenter said she planned to take the new EMIM class to Guadalajara for the first time. A month earlier, she had already begun contacting local alumni there to set up events and company site visits. everybody, I can't think of a downside," said Carpenter. "The EMIM program funds everything, alumni get to see faculty, they get an update on the school and they meet the EMIM students; and students and alumni each get new contacts. It also raises Thunderbird's profile, which benefits everybody." • "It's just a win-win-win situation for -Jennifer Barrett OWN YOUR OWN BUSINESS Unlimited Income Potential in the Exploding Telecommunications Industry! Dynamic NYSE company is expanding globally! Tbird Alum looking for motivated leaders and trainers. Full-time or part-time. For brief message, call toll-free: 1-800-942-9304, then dial 20351# or 20002#. Also 24-hr. FAX-on-demand: 1-850-654-8829, Doc. 7580. If you had the chance to go back in time and get involved early with an industry leader like McDonald's or Microsoft, would you? Here's your chance! Call me, Georgia Nachtman, toll free: 1-888-235-4299, PIN# 4294 (California). Or e-mail me:firstname.lastname@example.com THUNDERBIRD 52 11 1 1998 15 Living and traveling overseas means being prepared for anything By James (Dusty) Scott '96 T hunderbirds are proud of being "citizens of the world," but in our enthusiasm we sometimes forget there are risks to living and traveling overseas. In May 1998 more than 150,000 expatriates and Indonesian citizens were evacuated from Jakarta in six days. The events in Jakarta are a reminder of one type of risk that can occur anywhere. The Indonesian people are very much like the forces of nature that formed the archipelago; a volcanic eruption is difficult to predict. There were, however, tremors as a result of the failing economy and an abrupt halt to rising expectations of all Indonesians. The general populace quietly supported students as they protested the re-election of President Soeharto. On May 13 six students from Trisakti University were killed in clashes with secwity forces. The response from the Indonesian people the following day was the worst riots in Jakarta in 30 years. News releases described Jakarta as a war zone and reported that access to Soekarno- Hatta international airport was blocked. Vehicles heading to the airport were stopped and checked for ethnic Chinese. Nearly 1-,200 lives were lost and damages to property was estimated at $250 million US. Against this backdrop embassies and multinational corporations moved to evacuate their employees. Despite the loss of life and property 16 THUNDERBIRD 52 / 1 / 1998 destruction, the evacuation from Indonesia was a "forgiving" one. Mistakes could be and were made without serious consequences. Several factors-sufficient warning time, more than one major airport, viable conununications systems, and a lack of violence directed against expatriates- contributed to the safe departure of nearly 150,000 individuals. Four key lessons can be learned from this incident that apply to any evacuation process. Stick with the plan. It's important to establish a plan for retrieving critical business data, shutting down the office and evacuating employees; it's equally important to adhere to it. There were several situations during the Jakarta evacuation in which employees abandoned established plans and developed their own arrangements. Some companies tried to book themselves on two or more Several multinationals were fortunate none of their employees were killed or injured when questionable charter flights were organized to evacuate large groups of employees. This airplane skidded off the end of the runway upon landing at Seletar Airport in Singapore, May 16, 1998. (AP Photo) they lost their seats moving back and forth between options. Resources are limited during a crisis; don't jeopardize them by changing the plan. Keep sufficient cash on hand. Prices tend to inflate immediately in a crisis and the usual sources of funds often are not available. Cost of commodities increased dramatically because of shortages, as major grocery stores and restaurants closed in Indonesia Airlines accepted only cash as payment, once credit cards could not be verified. Several individuals claimed the departure tax for Indonesians and resident expatriates leaving the country rose from roughly $100 US per person to $500 US. Banks closed because of the turmoil and did not open again until the following Monday. Even then, cash withdrawals were limited to about $500. To navigate Continued on page 54 aircraft with the intent of taking the first available flight; others hastily arranged charter aircraft. Some employees first tried to get out on U.S. Embassy evacuation flights; others refused to go on available flights to locations other than Singapore. Employees often traveled alone between the two airports, increasing their risk of injury and making it difficult for companies to account for them. A nwnber of companies actually delayed their departure because • Register with youremba8sy and monitor travel W8l'I'IinWJ closely. • Make sure you are part of a calling chain or some other emergency alert system • Have an unrestricted ticket and arrange to pay fees in advance. • Make a list of personal belongings and other items to take with you in the event you can never return. • Keep photocopies of important documents and prescriptions. • Be prepared to leave your pets behind and make arrangements for their care while you're gone. Foundations Program JumpStarts Students This fall, Thunderbird's entering students were plunged headlong into the sphere of international business with the new Foundaions of International Management course-a two-week intensive, experiential program that presents several essential skills and perceptual tools within the context of international business. The three-credit-hour required course is offered for the first time this fall. The course was designed to respond to employer demands for enhanced mastery of the "soft" skills taught in the course, and the students' need to have these skills in order to maximize the learning experience at Thunderbird. A few of the seifomanagement topics are stress and time management, why high potential people derail, an in-basket exercise, ethical management, personal action planning, and culture shock assessment. Class exercises include a desert survival exercise, a creative problem-solving (egg drop) exercise, the Bara-Bara CrossCultural Simulation, the MeyersBriggs Decision-Style Inventory, a Communication-Style Inventory, and a Career Planning Matching Model. Students will also learn !BIC research tools and resume writing. 1\vo films shown as part of the program are Rashomon and Twelve Angry Men. A major activity is the threeday Global Tycoon Business Simulation. Students and their assigned "management team" will "manage" a company through many quarters of operations, competing against other teams in their industry. The simulation allows the students to use the teanl skills they developed earlier in the program and gives them a broader integrated perspective T-BIRD toward the varied activities that comprise modern businesses. It also introduces them to corporate strategy. Each team must manage marketing, production, finance, personnel, purchasing, sales and other activities. Record Numbers Enroll in Overseas Programs Approximately 200 students studied in overseas programs this summer, with nearly 100 of them at the French Geneva Center in Archamps, France. The second largest group was in Guadalajara, Mexico, where the 50 attending students and faculty are celebrating this popular program's 25-year anniversary. Other student groups, of about 20 each, studied in Tokyo, at the Japan Center; in Shanghai and Beijing, China; and in Eastern Europe, with coursework conducted in Prague and Russia. By the end of the year, 500 current students will have attended one or more of Thunderbird's overseas programs, reported Earl Gibbons, associate vice president for Overseas Programs. These programs include the School's overseas centers in France and Japan, Sunlffier and Winterirn programs, and exchange programs offered in cooperation with other schools around the world. In anticipation of the larger group of students in Archamps this sum- French Geneva Center, Archamps mer, new computer systems, extra laser printers, and a new network server were added to the center's facilities. Gibbons cites these and other upgrades to the School's facilities as significant factors in the increased student interest. "Every single aspect of the programs, including the qualifications of the faculty and the facilities, has been improved," says Dr. Gibbons. An active internship program in Europe has also helped attract a number of students to the French Geneva Center, with several students arranging to study one term, and take an internship during another. A growing number of students now attend multiple overseas programs in succession. For example, a student may attend the French Geneva Center in the fall, go to Latin America during Winterim, and attend the Japan Center in the spring. Web Team Unveils "My Thunderbird" This summer, the Web team has been developing a project called "My Thunderbird," which centers around integrating the student, faculty, and class information from the School's DataTel database system into an easy-to-o use Web environment. Using "My Thunderbird," professors will no longer need to build course pages from scratch. The information from DataTel will provide the framework for course pages, including lists of students enrolled, meeting times, rooms, etc. Exec. Education, Career Center Get New Home September was moving month for a large portion of the Executive Education group and Career Services who moved to a new building located in the northeast part of the campus near the storage hangar. The move will enable all of the Thunderbird Executive Education (TEE) portion of the department to be housed in one area. This includes the Thunderbird International Consortium, the custom offerings, open enrollment courses, and the certificate programs. The staff will also be closer to the TEE classrooms and more accessible for servicing program participants. Also in September, the group formerly known as the Career Services Center, took on a new name, the Career Management Center, and moved into its new quarters sharing the building with Executive Education. The upgraded space is designed to be more useful and practical for both students and employers by separating on-campus recruitment from job search activities. The first floor is dedicated to student research and job searching along with the Career Management staff and internship offices Students will come to the first floor for advising and will be able to completely focus on activities related to their job search and preparation. The second floor is devoted to interviewing and on-campus recruiting. The ten interview rooms have state-of-the-art equipment enabling the recruiter to plug in a laptop and communicate with the office via email or fax. THUNDERBIRD 52 I 1 I 1998 17 New Senior V.P. for Academic Affairs Appointed Laurel Kimball Joins Development Staff President Roy A. Herberger, Jr. Laurel Kimball recently joined announced the appointment of the Development Office staff as Dr. John W. Seybolt as the Assistant Vice President of LeadSchool's new Senior Vice Presi- ership Gifts. She has a PhD in dent for Academic Affairs. Sey- higher education leadership and bolt is currently dean and policy, and has served in various professor of management of the development and fundraising David Eccles School of Business capacities at A.rizona State Uniat the University of Utah. He is versity for 15 years. She most well-known in academic circles, recently was the Director of both as a scholar as well as for Development at the College of his leadership at Utah, where he A.rchitecture and Environmental has helped the Eccles School Design atASU. expand its international capabili- In her role as Assistant Vice ties and increase President of Leadership its outreach to Gifts, Laurel will help man-key external con- age the office's comprehen-stituencies. sive development program During Sey- to raise funds from individu-bolt's tenure as als, most notably alumni; dean at Utah, the playa key role in the Thun-school imp le- derbird Rising Campaign; mented the most be responsible for leader-significant curricu- ship annual giving and work lar changes in the Dr. John W. Seybolt with Sarah Highstone on school's modern history, estab- expanding the School's annual lished the institution's first formal fund initiatives. faculty development program, and established new programs in areas such as global business, management communications, and technology management. The school also recently completed a $9 million building drive. Seybolt, who has been affiliated with Utah since 1974, holds an undergraduate degree from Yale University, an MBA from Utah, and a PhD from Cornell University. His research, teaching, and consulting have focused on organizational behavior issues, and he has published extensively on subjects such as work motivation, employee retention, leadership, and organizational effectiveness. His work in the international arena has included research on the work attitudes and motivation of Chinese executives as well as on the work attitudes of Mexican managers. In addition, through his leadership, Utah was officially named a Center for International Business Education and Research (CIBER) by the U.S. Department of Education. New Courses Armolillced Four new courses with particular relevance to current issues in international management have been added to the Thunderbird curriculum: Competition Policy & Intellectual Property Technology Policy & International Competitiveness Electronic Commerce Foundations oj International Management A major change in the schedule occurs this fall as Thunderbird changes to three equal 14-week periods from its previous standard of two 15-week semesters and a short summer term. Each trimester will be preceded by a two-week period during which new students will take the required Foundations of International Business course, and continuing students will be able to take one of several single courses offered on an all-day basis during the two-week period. 18 THUNDERBIRD 52 I 1 I 1998 emando Andresen-Guimaraes, ambassador of the Portuguese Republic to the United States, (2nd from left) spoke to the Thunderbird Community on "The Portuguese View of European Integration.· On the far right is Mrs. Andresen-Guimaraes. In the center is Sandra Day O'Conner, Justice of the U.S. Supreme Court, and Thunderbird Professor Emeritus. Joaquim Duarte. TAA Forms Asia Pacific COlillcil The TAA Asia Pacific Council met for the first time on April 25 in Bangkok, Thailand. Council members representing six major Asia Pacific countries spent a day discussing strategic planning and initial objectives. Among the council's short-term priorities are recruitment of additional members from unrepresented countries and assistance with marketing and communications for Thunderbird in the Asia Pacific region. The TAA Asia Pacific Council met again as this magazine went to press on September 5 in Hong Kong. Members in attendance at the first council meeting in Bangkok were: Walter Ettlin '89, Levi Strauss Asia Pacific, Singapore; Lorne Fetzek '92, Stange (Japan) K.K.Tokyo, Japan; Mitsunori Hashimoto '94, Kanagawa University, Tokyo, Japan; Steven Novkov '69, Cigna International, Bangkok, Thailand; Pat Patwardhan '79, Patwardhan Center for Leadership and Management, Pune, India; David Hoantee Peng '87, Mercury Asset Management pIc, Taiwan Rep. Office, a subsidiary of Merrill Lynch & Co., Inc., Taipei, Taiwan; Michael F. Richter '88 MGM Gold Networks (Asia), B.VHong Kong, China; Eric Schroder '79, J&H/Marsh McLennan PB Co., Ltd., Bangkok, Thailand. Students Produce Targeted Resume Books The International Career Opportunities students are preparing 12 specialized resume books, each targeted to a different industry or region of the world. The five regional resume books carry resumes of students interested in jobs in or related to Asia, Europe, Latin America, Middle East, and C.I.S./Eastern Europe. The seven industry resume books are for Technology, Marketing, Financial Services, Global Portfolio Management, Non-Profit Organizations, Consulting, and Media/Entertainment/Fashion. Alumni who wish to order one of the resume books should contact the International Career Opportunities Program, Thunderbird Career Management Center, 15249 N. 59th Ave. Glendale, AZ 85306-6000. Telephone: (602) 978-7469 Fax: (602) 978-1410 E-mail: email@example.com meant a separate division of the company called 'International.' And, if it was a U.S.-based company, that meant everywhere else in the world except the United States," he says. "Today, people see a more seamless set of borders and they don't tend to pigeonhole people. " The course Barrett teaches, Global Strategy, is an integrated course in the MIM program, drawing on virtually all the functional areas within World Business and many of the areas within International Studies. "It's an attempt to synthesize and see things from the perspective of all, as opposed to just the pieces," Barrett explains. Seward witnessed this fundamental change in international business operations throughout the course of his career. He joined insurance brokerage firm Johnson & Higgins in New York as a trainee in the "international department" in 1959 and spent the next 20 years of his career "overseas." In 1979, Seward returned to New York as a vice president and administrator of Johnson & Higgins' overseas subsidiaries. He was elected to the board of directors in 1982 and became president of J&HlUNISON in 1989. From 1985 until hen you watch your only child receive a master's degree at formal commencement proceedings, you can't help reminisce a little-perhaps about her first day of school or maybe her first few steps as a mischievous toddler. For Ken Seward '57, watching his daughter, Nicole '96, receive her MIM at Thunderbird likely took him back even further to his own youth. His father's success in international business had long ago inspired Seward to explore similar opportunities himself. Now, Nicole carries on that legacy as the third generation of Sewards to embark on an international career. "Today there is his r~tireme~t in 1993, h.e was responsible for all J&H mternational operations. no overseas. It's COMING HOME. The knowledge Seward obtained all global and I at Thunderbird helped prepare him for the many . ' , challenges and opportunities in his career. He believe what we re believes that education was ,the foundation upon doing at Thunder- which he built a long, exciting career. Even after b· d' bIt 1 Seward was well on his way, he returned to IT IS a so u e Y Thunderbird as an important resource. necessary for "I've always believed in what we're doing at d 'b . Thunderbird. When I returned to the United States to ay s usmess in 1979, I started recruiting at Thunderbird," he This year Ken and his wife, Jeannette, ensured that legacy will continue, if not necessarily for future genenviromnent." says, " ... and then Thunderbird recruited me." erations of Sewards, then for hundreds of future Thunderbirds. The Sewards contributed a substantial gift to endow a faculty chair at the school. Valued at more than $1.84 million, the endowment is the second largest contribution to the Thunderbird Rising Campaign to date. The funds will enhance resources for the development of master's degree coursework and executive education programs in the area of corporate global strategy. The J. Kenneth and Jeannette A. Seward Chair in Global Strategy is multidisciplinary and comprehensive in nature and will be rotated to areas of greatest opportunity as determined by the School's president. The first appointee to the new chair is Professor M. Edgar Barrett, senior vice president for Executive Education. SEAMLESS BORDERS. As Seward reflects on the milestones and challenges of his career, he recognizes his experiences are quite different from what his daughter and other future Thunderbirds will probably encounter. "When I decided I wanted an international career, I knew that meant working o~rseas. Today there is no overseas. It's all global, and I believe what we're doing at Thunderbird is absolutely necessary for today's business environment and something that will be even more important in the future," Seward says. Chaired Professor Barrett expands on Seward's point. "In the '50s when you talked about a career in international, it often 20 THUNDERBIRD 52 I 1 I 1998 Seward has contributed his time, knowledge and expertise to the school in many ways through the years. He was involved in the establishment of an insurance module in the World Business curriculum and was instru-mental in securing Johnson & Higgins funding of the Winterim Insurance & Risk Management seminars. He has been a featured speaker at the seminars many times. For his outstanding professional achievement in his career, civic service and Thunderbird activities, Seward was honored with both the Thunderbird Distinguished Alumni Award and the Jonas Mayer Outstanding Alumnus Award. A Thunderbird trustee since 1983, Seward also was one of the founding members of what is now the Thunderbird Global Council. Now, as chairman of the Thunderbird capital campaign, Seward says the endowment is the next logical step. The following people hav tributed cash and/or estat of more than 51 million t Thunderbird Rising Camp • Jack Donnelly '60 • Roy A. Herberger, Jr. • Merle A. Hinrichs '65 • Joan and David Lincoln • J. Kenneth '57 and Jean Seward • Hon. William C. Turner • An anonymous donor w has been connected wit Thunderbird since its fir decades has contributed 54 million gift to the sch "I guess I'm putting my money where my mouth is," he quips modestly. "I just feel very lucky and I want to give something back." -Jessica McCann . In October, 1997, Thunderbird announced Phase II of its most ambitious fund raising effort to date. Through this campaign, known as Thunderbird Rising-Invest in Global Leadership, the School seeks to raise a total of $50 million to support students, faculty and global academic programs. The Thuderbird Rising Campaign is meeting with fund-raising success unparalleled in the School's history. The Thunderbird annual fund is a key component of this overall campaign. The financial support Thunderbird received from its donors expanded in a number of ways during the 1997-1998 fiscal year. Total funds raised increased 111% over the previous year. This included annual contributions as well as pledges, deferred gifts and major in-kind gifts. As we look at the annual contributions, Thunderbird realized the following accomplishments: • The dollar amount contributed by alumni increased nearly 50%. The average gift increased over 60% from approximately $128 to $208. • The dollar amount contributed by corporations increased 30%. • In addition to alumni, Thunderbird has a number of individual friends who support the School. Contributions from friends 300% INCREASES IN CONTRIBUTIONS increased over 300%. • Cash contributions from Trustees increased over 40% reflecting their commitment as leaders of the School and the Thunderbird Rising Campaign. • Government fund raising decreased, reflecting a shift in strategies as the School expands its overseas programs. Government sources provided vital start-up funding for these operations. • The School leverages contributions from alumni and friends with corporate matching dollars. ~orporate matching gifts increased over 300%. Most major fund raising campaigns seek to increase larger asset-based gifts from donors while maintaining and incrementally increasing on-going annual support, which is generally cash ts or readily liquid assets, such as securities. Annual support is very important to the School's annual operating needs, and major pledges and deferred gifts build resources for the future. This year cash support of endowment and capital funds realized huge increases-up to 3 times more than the previous year for capital, for example. The annual fund cash totals-which usually have little restriction in their use and are important because of the flexibility the School has in their use-remained relatively stable. In words that Thunderbirds can relate to, the SO% 30% INCREASES IN CONTRIBUTIONS School is diversifying its portfolio. We are strengthening and diversifying both our short- and long-term positions with cash, securities, trusts, insurance, real estate, etc. In the next fiscal year we foresee continued fund raising success. We will continue to build the vital base of steadily increasing annual support from individuals, corporations, foundations and government. The area of greatest growth is expected to be in building for the future-in securing major gifts, pledges and deferred gifts which will expand the endowment and capital fund base. As the Thunderbird Rising Campaign progresses you will see exciting new returns on your investments in our students, faculty, and global academic programs. THUNDERBIRD 52 111 1998 21 Honor Roll of Armual Giving: JULY 1,1997 JUNE 30, 1 998 We thank these generous individuals, corporations, foundations and organizations who donated to Thunderbird The American Graduate School of International Management's annual fund during the fiscal year ending June 30, 1998. In particular, we thank our alumni and leadership volunteers whose contributions continue to increase. All of these outstanding philanthropic leaders are applauded for their foresight, enthusiasm and generous support. Their investmen in global leadership enable Thunderbird to develop high-potential individuals to serve the advanced needs of international enterprises and our global community. PRESIDENT'S Members: Fred M. Smoot '66 Geraldine Gurley CORPORATIONS, national Company COUNCIL: Alumni and Friends T Richard B. Snell Lamonica '70 FOUNDATIONS, M Baxter Allegiance who have donated Joel A. Stead '85 A Mitsunori Hashimoto '94 Foundation between $2,500-$4,999 Mavis and Willianl Tracy K. Hastings '48 ORGANIZATIONS Bayer Corporation Benefactors: Alumni and Friends Norman H. Blanchard Voris Benson I. Hattem '53 AND GOVERNMENT: M Bechtel Foundation who have donated Jr. '59 Barry J. Wade '68 Paul L. Hertenstein M ABN AMRO Bank N.V. 1\1 Bell Atlantic Foundation $10,000 and over James Matthew Bogin H. Gene Wick '60 '64 M ADP Fowldation M BellSouUl COJporation '85 Robert E. Withers III David A. Hicks '67 M AG Communication M Borden Foundation Inc. Geoffrey C. and Sara Robert Breau '62 '68 G Aleana L. Hiles '78 Systems Fmmdation Braathens SAFE C. Bible Patricia A. Burns Boyd Wintlunp A. Wyman '56 George L. Hiller '72 M AMOCO Foundation Inc. M Bristol-Myers Squibb T John E. Berndt T Bennett Dorrance '77 Thomas B. Hitchcock M AT&T Foundation Fmmdation lnc. Robert Scott Eichfeld '67 T Edward M. Carson LEADERSHIP CIRCLE: '53 Abbott Laboratories M Bucyrus-Erie G Patrick Connolly R. Bmce Hughes '49 M Abbott Laboratories Foundation G Samuel S. Garvin 'S8 Clifton B. Cox Arthur F. Humphrey Fund Burns Family Robert E. Harmay G Carl John Deddens 'Sl Alumni and Friends who III '79 M Adobe Systems Inc. Foundation T Gary K. and J eanne T Jack E. Donnelly '60 have donated between TimotllY Edward Jarvis M Allan L. Zimberoff & M Business & Legal Reports Herberger T Cyms F. Freidheim Jr. $1,000-$2,499 '88 Associates 1\1 CIGNA Foundation Amy B. Monill T Arm M. Fudge Marc P. Allain '91 Farnham J . Johnson Allegheny Teledyne Inc. M CPC Intemationallnc. Ire ne mae Mosford T George Nels Robelt Emest Anderson '50 '78 Allergan Inc. 1\1 Campbell Soup T L. RoyPapp Fugelsang '63 '47 Steven L. Klemme '8.5 M AlliedSignal Foundation Fowldation Alvina Sabanas-Wells BertA. Getz G Tony Astorga A Curtis L. Kovach '91 1\1 Allstate Foundation M Caterpillar Foundation Katharine W. Taylor George F. Getz A Carl Lee Bach Jr. '74 James L. Landis '68 AlphaStar Digital Challenger Worldwide T William H. Grumbles Ali Mohammed Bahaj David Michael Leech '72 Television Inc. Associates: Jr. '79 Heather Ann Leon31'd M Americ31l Express M Chanlpion lntemational Alumni and Friends Janet E. Haskell '78 Henri-Jean C. Bardon '85 Wise '94 Foundation COlporation who have donated William Michael lIayes Brian Bates Susan D. Libera Knust 111 An,eric31' Home Ch31'les Delmar between $5,000-$9,999 '72 Robert L. Bean '48 '77 Products Corporation Foundation W.L. Lyons Brown Jr. T Roy A. Herbe rger Jr. Lisa Alm Bellm 'S9 George R. Lindahl Jr. 1\1 American Inter- M Charles Schwab '60 Thomas Dudley Erik Gunnar Braathen '54 national Group Inc. Corporation John F. Burlingame Hobson III '79 '81 Kathryn Dawn M American President Foundation ThomasJ. Burns'49 Edgar Brett Kitchen '88 Peter D. Burgess '60 Lindquist '84 Companies Foundation M Chase Manhattan J81nes R. Calvert '95 Joseph M. Klein '47 Michael J. Carnplin '78 Mary Lynn Manning '86 M Anlelican Standard Foundation Ne il M. Clark '49 J31nes Douglas Krejci '94 Donald P. Carson '72 Barry J. Mason '58 Foundation M Chesapeake Corporation James G. Coatsworth T David K,P. Li Danel E. Carver '76 Mari81me Mcllvain M Anunimti Pwis Lintas FOlmdation II '47 TG James A. McClung Chenta Chen '82 Spalding '79 M Andersen Consulting M Chevron Corporation John G. Cullen '68 Christina M. Burnet Harry A. Cockrell '73 Michael P. McTigue '70 Foundation M Chiquita Br31'ds Mukesh E. Desai Peng '87 Robert T. Coyne '69 Minoru Min31noto 'S9 M Anheuser-Busch Intemational Inc. G Robert A. Dilworth '60 A David Hoantee Peng TA Michael T. and David Carter Moll '83 Company Inc. Foundation Robert M. and Melanie '87 Constance C. Dillon Robert P. Mosier '72 Arrunark COlporation M Chrysler Corporation A. Fr81lko '79, '80 Timothy John Polland '78 Michael Nissman '70 M Argonaut Group Inc. M Chrysler Fund Mark Holley '91 '87 Willianl G. Drewes '74 A Mark E. and Carolyn M Anow Electronics Inc. M Citibank A Richard A. 1I0lt '71 TG Bernard G. Re thore Lyrm Elizabeth Eltin '87 Polson O'Malley '71 Arizona Business M Citicorp Foundation Nobuyuki Kondo and Yoshiakj Sahoda '80 Willian' Montague Elizabeth Ann Leade rship M Compaq Computer Yve tte B. Morrill '83 J . Phillip Samper '61 Ferry '51 Palermo '82 Association, Inc. Corporation T Joan 811d David C. A Mike A. Santellanes Mary Giese '65 Keith J. Parker '68 M BASF Corporation Consular Corps of Lincoln Sr. '60 Mark Louis Goldman '80 Sarall Parker '92 M BP Anlerica Inc. Arizona T Emesto ~1artens DanaJ. Schneider Jr. '69 Daniel J. Goldsmith '65 Issa Peters Banc One [ntemational 1\1 Consumers Energy TG Allen T. Mcinnes William Stanley George E. Grady '57 Bruce B. Proctor '75 Inc. Fmmdation George Nicholaw '49 Schrom 'S1 M31ibcth S. Rahe '74 M Bank One Arizona Continental Promotion G David H. Roberts '73 Martin Eric and N.A. Group T William J . Sharp Code Key: M31'ibeth S. RaIle '74 111 Bank of America Corel Corporation Frederick B. Stambaugh Edward Larry Rice '70 1\1 Bank of Boston M Coming Inc. Foundation '79 T indicates a trustee of the School Ziad M. Sultan '92 G indicates a member of the Global Council James C. Schwartz '70 M B81lk of New York M Coutts & Company USA Cluistopher Francis A indicates a member of the Alumni D. Douglas Segars 'S4 M Bank of Tokyo- Intemational Swanson '84 Association Board or a Regional Council Alex Charles Smith '82 Mitsubishi D.J . Schneider Family William C. Turner indicates membership in a gift club Me lissa R. Taylor '81 M BankAmelica Foundation T John E. Tuberty '60 Fmmdation 1\1 De81l Witter Reynolds Edward L. Wess '76 Boldface indicates a donor who has made consecutive contributions in 1996-1997 and in 1997-1998 Sarah C. Whitmore '78 M B31lkBoston lnc. Bruce Gregory and M indicates participation in the corporate B31)' SClipps Wilkinson M B31'c1ays Foundation M Delta Airline Isabel M. Wilcox 'SO, matching gift program '92 Bames & Noble Inc. Foundation '81 Jesse D. Young '81 Baskin-Robbins Inte r- 22 THUNDERBIRD 52 11 1 1998 M Deluxe Corporation M J.C. Bradford & Foundation Company M Deutsche Bank NA M J.M. Huber Corporation Diego Veitia M J.P. Morgan & Company Foundation M Janles S. Copley M Dow Chemical Company Fowldation Foundation M Johnson & Johnson Earl Beth Foundation Company M Elf Exploration Inc. M Johnson Wax Fwld Inc. M Eli Lilly & Company Jules & Doris Stein Foundation Foundation/Gerald & M Emerson Electric Virginia Oppenheimer Company Foundation Enron COIporation M Kellogg Company M Enron FOWldation M Kellogg's Corporation I'll Equitable FOWldation Citizenship Fwld Inc. M Knight-Ridder Inc. Exxon Company USA M LaSalle National Bank I'll Exxon Education I'll Leo BllI11ett Company FOWldation Inc. M FMC Corporation M Lockheed Martin Corpo- M FMC FOlmdation ration Fowldation M Federal-Mogul M Lucent Technologies Corporation I'll M.W. Kellogg M Fel-Pro Inc. MBNA America Bank M Fel-ProlMecklen- N.A. burger Foundation I'll MMI Companies Inc. M First Chicago NBD I'll Mallinckrodt Medical COIporation Company Limited M First Union FOWl dation M Marine Midland Bank Fluor Corporation M MasterCard M Ford Motor Company International M Ford Motor Company M McDonnell Douglas FWld Fowldation I'll FoItune Brands Inc. I'll Merck Company Fowldation for the FOWldation Advancement of Cross- M Merrill Lynch & Com- Cultural Education and pany FOWldation Inc. Training M Microsoft Corporation Friends of I'll Mobil Foundation Inc. Thunderbird M Morgan Stanley M GTE FoWl dation Foundation M General Electric FWld M Morrison Knudsen Cor- General Motors poration Foundation Corporation I'll Motorola Foundation M General Motors M Mutual of New York Foundation FOWldation M General Re M CR Foundation M Gillette Company I'll NGC Corporation Globe Foundation M NationsBank M Goldman Sachs & COlporation Company National Christian I'll H.J. Heinz Company Charitable FOWldation FOWldation M National City Bank Hadeland Glassverk M National City M Hallmark Corporate COlporation FOWldation Nierling Foundation I'll Harris Bank FOWldation I'll Northem States Power I'll Harris FOWldation Company M HeUer Financial Inc. M Northelll Telecom Inc. M Hershey Foods M Northenl Trust Corporation Company I'll Hewlett-Packard I'll Northwestelll Mutual Company FOWldation Life FoWl dation M Hoechst Celanese M Novartis US Foundation Fowldation M Orion Capital I'll Home Depot USA Inc. Corporation Honeywell Inc. M Osmonics Inc. M Household M PNC Bank FOWldation International Inc. M Pacific Mutual Life M Hughes Aircraft Insurance Company Company Penn Racquet Sports M llM Intelllational M PepsiCo FOWldation Inc. Foundation I'll Pfizer Inc. M ING (US) Financial Phelps-Dodge Services Corporation Corporation I'll Intel Foundation I'll Philip Morris Companies I'll lntelpublic Group Inc. M Interra Financial Philip MOlTiS KK M International Data M Philip Morris USA Corporation M Philips Electronics M Intelllational Investment NOrtll Anlerica Group Phoenix Chamber of Commerce M Phoenix Home Lifc Mutual Insurance Company Phoenix SWlS M Pinnacle West Capital Corporation M Pioneer Hi-Bred In1.emationaIInc. M Polaroid FOWldation M Price Waterhouse FOWldation Pro trade lntemationai Corporation I'll Prudential FOWldation I'll Pusch Ridge Softwarc M Reliance Insm-ance Company M Reynolds Metals Company FOWldation Richard G. McDemlOtt, Jr. Family FOWldation M Rubbermaid Fowldation M Sara Lee FOWldation Scudder Charitable Foundation M Seagate Technology M Sony Pictm-cs Entedairunent M SprintFoWldation M Stanley Works M StorageTek Foundation M Student Loan Marketing Association M SWl Microsystems FOWldation Inc. Symonds Foundation M Telellex FOWldation M The B.F. Goodrich Company M The B.F. Goodrich Foundation Inc. The Committee of 200 FOWl dation M The Geon Company The Goodyear Tire & Rubber Company ThWlderbird StUdent Govemment United States AID I'll United States Bancorp FOWldation United States Depart-ment of Education United States Depart-ment of Commerce United States Government M UNOV A FOWldation M US Trust Company I'll US WEST FOWldation M USG FOWldation Inc. M UST Corporation M Unilever U.S. Fowldation Inc. M United Parcel Service Inc. M United Way M VISA lntelllational M Wachovia FOWldation M Wamaco Inc. M Wells Fargo & Company M Wells Fargo Bank N.A. I'll Whirlpool FOWldation M Zurich Re-Insurance Centre CLASS OF 1947 Living Graduates 84 Number Donating 27 % Donating 32.14% Total Gifts $11,015 Average Gift $408 Robert Emest Anderson Robert S. Backer Harold Ross Carpenter Jr. James G. Coatswortlt II Nicholas J. Danna Alfred G. Eriksson Alexander B. Feig Carl G. Gonzalez Lindsey P. Henderson Jr. Alfred P. Jankus Joe H. Jolly Harold Kalmans Timothy King Joseph M. Klein GIOIia I. Kreisher George E. Martin Robert L. McIntire Robert E. Michael William Edwin Mitchell John F. Nielsen William J . Piculell William I. Reed Jr. Charles O. Ritter I'll Robed S. Thomas Lester H. Wakefield George H. Walters Henry C. Whiting Jr. CLASS OF 1948 Living Graduates 78 Nwnber Donating 19 % Donating 24.36% Total Gifts $6,215 Average Gift $327 Robed L. Bean M*Tracy K. Hastings Wilbert F. Heitman M William E. Henley John Denver Henson Richard C. Hessert David C. Kilmer Jolm A. Lien Lowell K. Marcus Alfred F. Miossi M Robert B. Moyer John Nazro Jr. Clyde K. Rodkey Jr. William C. Slemons James S. Thomas Thomas B. Walll John A. Warner Sr. Fallon J. Weldon M Allan L. Zimberoff CLASS OF 1949 Living Graduates 102 Number Donating 17 % Donating 16.67% Total Gifts $251,361 Average Gift $14,786 Joseph D. Bencomo Edward C. Boyle Thomas J. Bmns Lloyd C. Clark Neil M. Clark Charles W. Cook Leroy R. Craig elTlBANK ALUMNI RAISE FUNDS An extraordinary relationship has existed between Thunderbird and Citibank for many years. In July 1997, alumni at the corporation undertook an ambito us fund raising campaign which made that relationship even more exceptional. Within less than a year, Citibank Tbirds had pledged more than $95,000 to the School to fund fellowship grants and support curriculum development. "We were much more successful than we thought we would be," said David Roberts '73, vice president of global risk management for Citibank. He is also Citibank's primary liaison with Thunderbird and says about 150 T-birds are currently employed by the company. "When we started this, we really had no .idea whether our goal was realistic. The money raised turned out to be an amazing success. It shows that Citibank Thunderbird alunmi are very committed to the School," he enthused. "We wanted to recognize Thunderbird's 50th anniversary and parallel the grant made by the Citibank Foundation. It was also an important way for us to recognize Jim Worthington and his leadership and commitment." Worthington '60, a Citibank employee for 28 years, was the first American to die during the Persian Gulf War. He had been working in Kuwait City as a consultant for the A1ahi Bank of Kuwait. In August 1990, Worthington was taken hostage and imprisoned in Iraq where he died of a heart attack at the age of 53. Through the years, Worthington had worked in various branches of Citibank and had been stationed with his family in Colombia, Brazil, Liberia, Indonesia, Singapore and India Two-thirds of the money raised will fund the James L. Worthington Jr. Fellowship. Beginning in fall 1998, two new $4,000 scholarships will be awarded each trimester until the funds run out. The remaining money, parallel with the $220,000 multiyear Citibank Foundation grant to Thunderbird, will support school curriculum initiatives. During this year's homecoming events, Citibank alumni will be honored for their contribution, and the first two James L. Worthington Jr. Fellows will be recognized. Mrs. Katharine Worthington-Taylor will also attend and will be presented with a memorial recognition in honor of her late husband. -,J.M. THUNDERBIRD 52 / 1 / 199B 23 Reynold E. Darnell R. Bruce Hughes Richard T. Johnson James G. Maguire George Nicholaw M Dwight A. Steffen Joseph A. Viner Frank L. Wadleigh M Clarence L. Wasson Jr. Kenneth D. Winter CLASS OF 1950 Living Graduates 91 Number Donating 19 % Donating 20.88% Total Gifts $3,510 Average Gift $185 Alton L. Ashley George S. Bjerklie Jackson W. Bosley Ralph R. Bower Richard R. Bupp James W. Clarke Robert M. Frehse Jr. Malcolm F. Gleason Virgil E. Heidbrink M*Farnbam J. Johnson Elizabeth Grace Kuhlman Duane D. Mowry Robert Plazibat Alvin G. Robins Peter D. Scott Calvin L. Van Pelt Richard L. Watson Jolm N. Wilson Joseph N. Wyble CLASS OF 1951 Living Graduates 70 Number Donating 9 % Donating 12.86% Total Gifts $2,010 Average Gift $223 Patricia Birch Giddings Dale E. Correll William Montague Ferry M Royal D. Gustafson Jerome E. Johnson John L. McFadden Jr. JackJ. Moss Harry B. Turner Frank E. Watkins CLASS OF 1952 Living Graduates 66 Number Donating 18 % Donating 27.27% Total Gifts $1,200 Average Gift $67 James L. Bell L. Steve Cornell Barbara J. Edmunds Laurence M. Finney Raymond T. Gillen Robert B. Gooden John E. Greyer Jr. Richard I. Johnson Ralph R. Kelly George W. Liddicoat John A. Macy Dana A. Nelson NormanH. Sanguinetti Samuel Schulman Elizabeth T. Truitt lnsch Raymond L. Voisard H. Ted Withers Charles M. Wood CLASS OF 1953 Robbins Risher William H. Ryan Dale L. Sheets George W. Tregea RoyW. Young Barbara A. Yunker Bettison Living Graduates 70 CLASS OF 1956 Number Donating 20 % Donating 28.57% Total Gifts $3,654 Average Gift $183 Thomas J. Adams Eugene P. Benz Richard S. Bowen M John E. Calley Edward C. Campeau Cynthia Choyce James L. Doiel John H. Eikenberry Jean Fortriede Burns Benson I. Hattem M*Thomas B. Hitchcock Frank L. Hubbard Jr. Edward J. Kelly Robert L. Myrick M Samuel A. Neblett Charles H. Peyton Petter Svenkerud Philip W. Sweany Harry A. Tiber Charles T. Wood CLASS OF 1954 Living Graduates 78 Number Donating 6 % Donating 7.690,1, Total Gifts $1,335 Average Gift $223 Eugene H. Blood M Ted Johnson Charles G. Keller George R. Lindahl Jr. Richard E. Lowe Harry J. Petrequin CLASS OF 1955 Living Graduates 87 Number Donating 14 % Donating 16.090,1, Total Gifts $1,000 Average Gift $71 Paul F. Anderson Paul C. Davis Edward E. Hillock Barbara Allan Lawrence Jack E. Lockledge GIOlia G. Peterson Shwnan Richard E. Punnett George R. Rainoff Living Graduates 92 Number Donating 19 % Donating 20.65% Total Gifts $5,025 Average Gift $264 Glenn A. Beck Norman Capps M Don S. Coatsworth Stewart S. Galt M MilesJ. Gehm Roy W. Johnson Harry J. Laubach Carl B. Meehan II James K. Meneely Jr. Harry C. Neal Miles H. O'Connor Ernest S. Olson Jr. Thomas E. Rogers James E. Schmutzler Robert A. Shwnan William R. Tiernay B. Clark Warren Winthrop A. Wyman Ladimir Joseph Zvanovec CLASS OF 1957 Living Graduates 128 Number Donating 27 % Donating 21.09% Total Gifts $3,367 Average Gift $125 Theodore D. Bihuniak Alexander Boggio Arthur M. Carpenter Roger L.P. Coombs Richard Lee Cwnmings Robert R. Edsall Murray F. Ehlers Jerome Firsty John D. Gilbert George E. Grady Daniel D. Harkins M Jolm C. Hay Belmont Haydel Jr. Robert L. Huff CPA L. Shippen Luquer Jr. Arthur G. Mastoras William B. McKaig Parker McLaren David Miller William M. Miller W. Darrell Moseley Timothy S. Reed Donald B. Roberts TItis honor roll refle<.'ts annual gifts made to TIlImderbird during the period of July 1, 1997- June 30, 1998. Thunderbird gratefully acknowledges all those listed here. We have made every effort to insure as accurate a listing as possible. Some names may have been inadvertently omitted. If this is the case, please excuse our oversight Please let us know immediately and we will recognize your generosity in the next issue of Thwulerbird magazine. 24 THUNDERBIRD 52 11 1 1998 Donald F. Schroeder Gerard C. Scott James M. Stothers Dean Warner CLASS OF 1958 Living Graduates 133 Number Donating 27 % Donating 20.30% Total Gifts $3,245 Average Gift $120 Derrill W. Alexander William H. Anderson Edgar T. Busch Walter A. Bustard Bennett O. Cole Uoyd . Darden J. Ham Dethero William S. Fishback Alvin George Fritzner Philip D. Hoffman Ricllard G. Karrer George B. Keen MichaelF.Kendall M Robert E. Laport George Lee M*Barry J. Mason Nancy Mathis Edwards John P. McGill Jack D. Ryder Canuto Sanchez Jr. Donald H. Schmoldt Elizabeth K. Sherman John J. Sherman Jr. Ronald V. Sigler Pieter A. Vos Robert L. Westcott M Peter L. White CLASS OF 1959 Living Graduates 164 Number Donating 30 % Donating 18.29% Total Gifts $5,790 Average Gift $193 Paul B. Arnette George B. Blake Norman H. Blanchard Jr. Mary F. Boyle John W. Campbell Richru'd Leroy Cwnmings Kenton E. Draigh Francis P. Graves Bartoli L. Hartzell James J. Hill Robert J. Holland Kenneth Hollar William H. Holtsrtider Daniel T. Jacobsen Wallace L. Johnson Charles E. Kammerer Dennis Keeley Sydney A. Kessler Rolf K. Liebergesell M RobertR. Linsenmayer Harry R. Mallot James H. Manley Terrence T. McGrath Bruce L. Perkins Louis J. Porta David A. Reider C. Robert Thompson Jr. Thomas J. Wetzel James M. Whitman Emil Z. Zilai CLASS OF 1960 Living Graduates 164 Number Donating 19 % Donating 11.590,1, Total Gifts $17,849 Average Gift $939 Diane A. Bishop M David F. Bravender W.L. Lyolls Brown Jr. M*Peter D. Burgess J . Millard Burr Robert A. Dilworth Jack E. Donnelly Charles R. Gist M.Lee Goode James L. Hyek Gerald H. Kangas Robert F. Kidney M William L. Nystrom John J. Ross M Mike A. Santellanes Sr. Elwood I-L Schneider Jr. John E. Tuberty H. Jack Wilson Henry H. Windsor III CLASS OF 1961 Living Graduates 123 Number Donating 23 % Donating 18.70% Total Gifts $7,205 Average Gift $313 George Armenta Richard J. Autenreith Kenneth L. Bennett Melvin T. Bethke James D. Black J. Steven Cole Jr. M John C. Cooper John G. Haase M Curtiss KIus Lewis J. Maviglia David P. Mayo F. Van Dorn Moller Patrick E. O'Sullivan M Jrunes H. Parker James H. Paulino M*J. Phillip Srullper Paul L. Scherzer JayH. Tate Martin J. Taylor Shigehiro Uchida OsmonG. Way Karen G. WilliamsBell Charles E. Workman CLASS OF 1962 Kevin J. McMahon Charles E. Niemann M Walter B. Pfister Peter J. Reitz Wallis R. Sanborn II Christof J. Scheiffele Terry S. Singer Horace Speed III John D. Stanton M Thomas Franklin SWTency Shirley Wood Hartley CLASS OF 1963 Living Graduates 107 Number Donating 9 % Donating 8.41% Total Gifts $3,185 Average Gift $354 Thomas H. Aageson Andrew Cairns Peter G. Escllauzier George Nels Fugelsang Marquis Henry Gilmore Bernhard D. Guenther Lynn D. Mayer Harold B. Shaeffer David R. Wilson CLASS OF 1964 Living Graduates 133 Number Donating 24 % Donating 18.05% Total Gifts $3,345 ~verage Gift $139 Charles P. Ancona Frederick B. Bagnall Ira G. Berlin Bruce R. Bleeker Walter C. Boice M. John Butler Jr. John F. Daliere David B. Goldman Paul L. Hertenstein Bruce T. Hord Thomas Eugene Jones James B. Kelly In Charles A. Lagergren Donald J . Larson John P. Lewis Luis C. Pi-Sunyer S. Christer Salen Donald M. Shulkin Robert J. Solomon Ronald O. Stearns Michael M. Sussman JohnT. Tung T. Michael Walsh George J. Willson Jr. CLASS OF 1965 Living Graduates 138 Living Graduates 139 Number Donating 19 Number Donating 25 % Donating 13.77% %Donating 17.99% Total Gifts $3,525 Total Gifts $4,545 Average Gift $186 Average Gift $182 Robert Breau Jerome N. Chaffee Alan C. Chapin William B. Hartley John M. KeUey Darrell Y. Lininger Richard B. Loth Brian E. Lynch Philip F. Calkins Robert A. Cusbman Jolm G. Datsopoui05 Robert L. Davis Wilson F. Mbright Mary Giese Daniel J. GoldsmjtJl Robert W. Gravell James A. Hallmann Charles B. Hardy Terrence H. Hayden William B. Hudson M Martin M. Lentz Donald A. Littlefield Donald R. McCann Jr. Tom J. McSpadden Tony Michaelson Gary W. Nelson Carlos R. Ortiz William H. Parker Jerome Kay Pascoe Robert C. Pool Thomas M. Preston William M. Shapiro John L. Shepherd Gilbert G. Morales John P. Moynier J. Thomas Nein Horst Peter Nolden EarlK Oman Wolfgang A. Oplesch Eugene S. Rice JohnC. Ryan Gary F. Sntith Samuel H. Stenson John L. Stoody Eugene C. Sullivan II Anne C. Werner Joel T. Wineburgh CLASS OF 1968 living Graduates 312 CLASS OF 1966 Number Donating 47 li · G d 194 % Donating 15.06% vmg ra uates Total Gifts $16,973 Number Donating 30 Average Gift $361 % Donating 15.46% Total Gifts $8,085 Average Gift $270 Edward Patrick Cline M John J. Di Fazio RobertG.DouglassJr. MichaelM.Feeney Alan L. Fredette M Jonathan R. Giddings M AlfredJ.Goytia Jerome R. Gratry Gerald H. Greene D. Michael Griffin Edward D. Hill Bryan T. Horney Oscar W. Hunsaker William A. Jetter Keith K. Kaneko L. David Le Blanc Joseph M. Lo Piccolo Richard E. Mar Perry S. Melton Jr. Derek E. Miller Thomas R. Mixon Thomas D. Morse M Charles A. Platt BrianJ.Reilly Gerald E. Rupp Fred M. Smoot Lloyd A. Straits Stephen K Swenerton Jonathan G. Verity A. Kirkwood Young CLASS OF 1967 living Graduates 231 Number Donating 30 % Donating 12.99% Total Gifts $14,595 Average Gift $487 Stewart G. Anderson Jr. Juris Berzins M William R. Brown John L. Campbell Richard H. Dailey John E. Dudley Robert Scott Eichfeld John F. Girton Jr. James T. Grossmann David A. Hicks Robert A. Hopper John C. Ickis Lance S. Jensen Donald M. Krunun James G. Leigh IV Jeffrey J. Marchant S. Lee Alliston Ronald Thomas Alonzo M David R. Ansell Charles M. Barringer M Henry Flanders Batchelder n B. Wayne Battenfield Louis J. Benvenutti JohnP. Berg Philip R. Brisack Courtney H. Carswell Ronald E. Case John G. Cullen William J. Davis II John J. Dowd Steven L. Gold F. Berry Hayley M John G. Hazard Peter J. Hellman John A. Hobbs Joseph I. Kinun Henry S. Kopek Thomas P. Kreuser M* James L. Landis David L. Long Phillip M. Lunn M William C. Mattison Jr. David R. McIntyre David R. Midgley Gary A. Mullennix Charles L. Murray Stephen D. Nadler Steven L. Nason Keith J. Parker MacLaren D. Peace M Edmund O. Piehler Jr. Dorsey B. Ray Brent J. Sanford Robert E. Schlegel Voldemars Stuknls James S. Trowbridge John J. Verity Barry J. Wade William A. Wagner Robert S. Wilcox Robert E. Withers III Henry P. Wright Richard J. Zecher CLASS OF 1969 living Graduates 286 Number Donating 46 % Donating 16.08% Total Gifts $6,690 Average Gift $145 William W. Anderson William Harry Barbee Charles M. Bauccio Peter N. Berns Jurgen E. Brendel James R. Brokken M Stephen C. Burrell Garth D. Clizbe Michael M. Considine Robert T. Coyne RafaelE. Deschapelles Dennis C. Giacone Robert W. Gibbs John D. Hager Stephen Farrelly Hall John Heard David C. Hilliker M Carl N. Holmes JohnG.Ives H. S. Johnson Jr. Gregory G. Jones Timothy R.H. Jones James O. Judge Kathleen M. Kidder J. Richard Krause Thomas F. Krill Wesley A. Kruse Larry R. Lamb Samuel I. Matson Martin P. McNamara Michael O'Donovan Murphy Jr. E. Allan Paloutzian Randy C. Pikuet Henry R. Poertner John C. Polhemus Daniel R. Root Jeffrey P. Rudolph M. Ward Ryan GlennW. Scherkenbach William H. Schnlidt Dana J. Schneider Jr. Kenneth A. Sperling John E. Sullivan Anne Webster Hayden Jeffrey S. White James L. Wilson CLASS OF 1970 living Graduates 451 Number Donating 51 % Donating 11.31% Total Gifts $9,010 Average Gift $177 Dallas K Allison Christopher J. Barltrop Janles B. Behan Claude H. Bennett III James S. Borona William G. Brown Bradley P. Bruggeman Beverly Chan RexF. Dunn Bruce R. Duston LindaJ. Eaton Veblen A. Ronald Erickson Dennis R. Gesin Samuel J . Guarino Geraldine Gurley LanlOnica Philip W. Hagenah Robert M. Harris Robert W. Hewes Oliver G. Jakob III Richard Lannin William J. Luke Jr. Curtis Lynch Gregory A. Magee Thomas O. Markle Theodore U. Martin John R. Mattison Michael P. McTigue William G. Moore Marilyn J. Muessel John L. Muncy Alexander E. Naughton Michael Nissman J. Gus Nixon Thomas B. O'Keefe Robert E. O'Neill Michael D. Perren Lawrence D. Phillipps Edward Larry Rice Richard F. Rich William F. Ryan Frank J. SchiendJer Jr. James C. Schwartz David E. Shaffer Robert B. Snyder Gary V. Staggs Donald R. Stranik George A. Vergara George A. Wenz Harold S. Westphal Jr. Phillip E. Wilken Alfred C. WilliaDlS CLASS OF 1971 living Graduates 311 Number Donating 45 % Donating 14.47% Total Gifts $5,708 Average Gift $127 James C. Adamany Robert M. Betette Jr. David C. Brewster Theodore W. Brink W. Jack Christensen William H. Coughlin William M. Coulter Anthony B. DaSilva Jeffrey D. Davis Ralph L. Diamond Jr. Russell R. Diehl William C. Drypolcher Ronald C. Eld George T. English J r. James M. Folsom Gary J. Goodman Dennis W. Harte Michael K Herbert Richard A. Holt Charles J. Jones William T. Kelley Jr. Dan M. Kimberly M James G. Kohl Jr. Donald F. Kozak John H. Latham Jay G. Marks Jr. M Robert A. McBride Ross S. Nishihara Mark E. O'Malley Peter C. Palmen John C. Patterson Richard K Phillips Carolyn Polson O'Malley Karl S. Reiner Walter G. Reiner Lance M. Renault Pamela Reynolds Ryan JohnR. Rush Edward J. Schlachter Donald James Sobery Phillip N. Strongin George B. Turner Kenneth S. Vanosky William T. Walsh Jerome A. Wetzstein CLASS OF 1972 living Graduates 426 Number Donating 50 % Donating 11. 73";6 Total Gifts $12,827 Average Gift $256 Edward C. Auble Morris A. Barkan William H. Barkell D. Bruce Blankenship Guy V. Carpano M*Donald P. Carson Stephen E. Chilton Michael G. Clennan Carl M. Conney George E. Cookman JohnH. Daws Gary J. Faysash Nick P. Florentino Joseph P. Flynn Barton A. Francour Peter Griffen Herbert L. Harris Susan Hayes William Michael Hayes JackN. Hays William H. Hermes George L. Hiller Michael C. HopkinS Robert N. Kopec Max Krauss-Droguett William C. Kristy Roger L. Larsen David Michael Leech Lawrence L. Martin M Gary J. Matus M Bruce A. McNulty Robert P. Mosier Robelt H. Mueller M Michael F. O'Donnell Aldo Pia Gary F. Qualley Alan L. Reese Jeffrey T. Ruby Gary B. Ruedebusch John F. Ryan M Steve A. Schleisman Robert J. Sherr Jr. Craig G. Sirnio Lee F. Smith M John C. Solomon Keith N. Stukenberg W. Allen Taft Thomas H. Tegart Christine Topoulos Aloysio Vasconcellos CLASS OF 1973 living Graduates 353 Number Donating 36 % Donating 10.20% Total Gifts $13,763 Average Gift $382 HalR. Allen Ruth I. Arnold Richard J. Breit Frederick H. Bruns Harry A. Cockrell M Jerry Douglas Conner Peter M. Donal1ower Holland B. Evans Jr. Christian Febiger James M. Fitzhugh Richard O. Harris Jr. Jim Janovsky J. Lee Lamprecht Richard L. Lobdell Hutchings T. Looney M David A. Love James S. Love Ronald E. MacDonald James Marchant David S. Movsky Sam Murugasu John L. Nebel ..Alan G. Nordell Michael J. O'Shea Caralie Bea Olsen M Gary R. Olson Stephen M. Pitt David H. Roberts Bradley M. Roof Robert F. Rose Gerry O. Sibley Frank A. Steffey Richard T. Taylor Dean Van Clay Peter R. Wallin Gary A. Withall CLASS OF 1974 living Graduates 552 Number Donating 71 % Donating 12.86% Total Gifts $11,165 Average Gift $157 M Nancy J. Armstrong Douglas McDonald Arnold M*Carl Lee Bach Jr. Neal W. Baker Robert W. Bauchman Keith E. Bell II Avinder S. Bindra Michael E. Bixler Eric E. Bjerke P. Boyer M John F. Brady William J. Brininstool Patiste G. Bronos Linda Carlson Haun John P. Castro A. William Charlton Sang Tae Choe Robey A. Clark Michael F. Cortright Cindy Cotton Brady Michael D. Crotty William L. Devir Janles Edward Dodson Myron J. Domareck William G. Drewes Douglas B. Dunsmore Bruce J. Eberly William E. Esch Warren E. Feller William B. Ford Kenneth L. Foster Lori M. Foster Richard A. Franke Roland W. Gillis M Andrea L. Gregory Schoen Thomas A. Harris J. Michael Haun Barry L. Heimbigner Walton A. Henderson M Scott V. Hitchcock Jr. Julie Houk Goodrich James M. Howard Ralph E. Jackson Gregory G. James Karen E. Johnson Wegert Leonard J. Kistner Jay R. Kraner Michael R. Litton Nicholas R. Lubar H. Sumra Manning M. Renee McReynolds THUNDERBIRD 52 11 1 1998 25 Bruce D. Northtup Ronald E. Pair Michael R. Parker Duane A. Partain William N. Paty James S. Pepping M*Martin Eric Rahe M*Maribeth S. Rahe Antonio T. SaV"arese Jr. Michael J. Schoettler Richard M. Smithers Jerome V. Stapp III Daniel R. Sutton Randy P. Sweney Michael A. Thieme M J ohn W. Waddell Bernhard W. Wegert David J. Welch Donald C. Williams Michael W. Wold CLASS OF 1975 Living Graduates 588 Number Donating 67 % Donating 11.3goAl Total Gifts $8,575 Average Gift $128 M Raymond H. Aka Rainy R. Atchison S. Robert August LawrenceJ. Bradley Ross E. Bruner Robert C. Burnett Dennis M. Campbell Demtis A. Cattell Louis C. Chittenden Paolo E. Colombi Catherine W. Cooper K.A. Cummings Robert B. Cummins Kate C. Daniel Courtenay L. Daniels M Jane W. Dodson Nims Michael B. England Gerald W. Farr Sharon A. Ferrer Ronstadt Stephanie Ann Fittschen Robert D. Forbes Stuart W. Forman Christopher C. Gaebe Deborah Gaylord Woodall Alan P. Goode Rodney L. Granger M Dale S. Gravelle Thomas L. Henderson Ronald B. Hill Robert Lee Janson Joseph R. Layton Gary F. Magnuson Franklin H. Mann Patrick H. Martin Lynn E. McNeal Willianl F. Muenster David S. MUlphy Deborall T. NeIlson M David A. Nims Alan G. Nixon M Anthony W. Olbrich JerryJ.Ong Thomas Pedersen Serge M. Pinto George A. Poe Donna Pollack Hershkopf M*Bruce B. Proctor Herbert F. Radford Gary L. Rippen M Michel Henry Rittenberg Michael T. Rothe Thomas F. Schields Jr. William Schlichter Jr. Paul L. Sevier KnutSkabo Robert L. Smith Jr. WillF. Smith William S. Smith M Richard W. Stephen Richard A. Storch Daniel A. Strayer David W. Swanson Kathy K. Tobin M George Van Wageningen J. Jorge Verduzco William G. Whitehead M Sara Woodhull CLASS OF 1976 Living Graduates 460 Number Donating 59 % Donating 12.83% Total Gifts $12,133 Average Gift $206 Mark P. Aledda Patricia W. Barnes Ricks Eric Braun Marion P. Brawley James K. Bruton Jr. M*Dan'el E. Carver M Michael F. Chahine Bruno John Cornelio Jr. Kathryn S. Dannerbeck M Robert C. English Victor R. Florian M Charles H. Fowler Richard E. Frank Robelt C. Geddeis Katherine A. Gibson Norin1.ichi Goho Thomas E. Grady Linda A. Grandstaff Eleanor S. Hamric Jon A. Hoffman Pamela S. Howard Robert F. Jan1.ison Rebecca Judd Charlotte Kennedy Takahashi Edward K. Kimmel Rosemarie Klaus Neuhaus Steven E. Malm Bryan D. Manning Morris V. McKinney Robert E. Morey M Maegene Nelson Victor T. Nohl Jr. M. Brian O'Boyle Philip D. O'Connell III Kevin B. O'Regan Adrian Valdemar Popescu James O. Roos Nancy Rose Bushnell Linda Mary Russ James K. Secunda Robert L. Shanks Jr. M Marcia A. Shelton Crumley Tom C. Singleterry John Skelley Leslie Spector Varkonyi Cassandra D. Stiles AndrewJ. Strawcutter M Tinlothy W. Sullivan Yasuhil'o Takahashi M Constance L. Thatcher 26 THUNDERBIRD 52 11 1 1998 Larry K. Udall Louise C. Ure Nancy Vandenburg Westcott Irvin S. Varkonyi David C. Votruba Edward L. Wess Barlow M. Westcott II T. Jeffrey Whitehurst Thomas E. Zapp CLASS OF 1977 Living Graduates 686 Number Donating 86 % Donating 12.54% Total Gifts $9,743 Average Gift $113 Lynn D. Abernathy Farook Afsari Janet L. Anderson Skelley Beth E. Babich Zielinski T. Michael Bartley Susan S. Bauchman Cynthia Benci Gibbs William D. Bennett Peter L. Benziger Sarah M. Blodgett Segura Ethan G. Book Jr. Patricia L.H. Brem M Mark E. Broskey Peter D. Browne Mark S. Bubar Patricia A. Bums Boyd Josephine R. Chen David M. Chicka Peter G. Dannerbeck Edward H. Danse Brian W. De La Houssaye Maria C. DeMaio Warden Michael M. Dixon Susan L. Duval James A. Emslie Steven M. Erickson Bernard Fonteneau Laura S. Freedman Pedrick Thomas George Hackim John K. Hager Gerald W. Hallett Philip B. Hanlilton Thomas M. Hatte Randy L. Hartshorn Lizanne Hendrickson Duskajoy V. Hoffman M PatnelaJ. Holloway Dobson Charles L. Irby James S. Jehovics M Dale G. Kramer Jonathan E. Kranz Laurie Kreiger Kosnopfi George D. Krempley Peter A. Lamb Robert G. Lees Susan D. Libera Knust Jorgen H. Lie Ira S. London Raulee Mat'Cus JOM R. McLaughlin Roland M. McLean Kevin M. McLinden Lana McNamara Alan J. Mellinger Nolan N. Metzger M Guy E. Michael Stephen M. Miller Alfredo Neuhaus Nelle A. Newton Placek Keith D. Olson Edward J . Parr Frank M. Parsons Ashok D. Patel James D. Robinson N M Angelika Rooney Carol A. Sanderson London Cynthia R. Schiavo Pullinger Deborah R. Schiller David A. Seavey Judy J. Segner Mark A. Sommer III Robert G. Starks John T. Stevens Sheldon S. Sturgis Thomas L. Sumner Nossi Taheri Juan A. Tapia Barry M. Tonkin Genaro Torres Javier G. Vasquez Vicki L. Warren Craig D. Weber Stephen H. Williamson M Barbara C. Wilson M W. David Wilson J. Wright Witcher CLASS OF 1978 Living Graduates 585 Number Donating 96 % Donating 16.41% Total Gifts $14,248 Average Gift $148 George A. Abreu Peter E. Asten M Elizabeth A. Bames Byron W. Battles Gail P. Beske Marc E. Boiarsky David L. Brothers Thomas A. Bullis M. Brent BUiTis Michael L. Butler Michael D. Byington Michael J. Camplin Michael C. Cirino Nancy L. Clarke Gary C. Cochran Anthony R. D'Antoni.o Barbara M. Damm McKinney Alfred DeGemmis John X. DeMesa K. Mia Diekemper Jon C. Dietz Constance C. Dillon Michael T. Dillon John E. Durbin Kennetll A. Erickson Peter M. Flal1erty Stephen R. Fones Catherine French Deatl B. Gadda David A. Gaddie M Paul G. Gomez Wendy Kathleen Graham MichaelJ. Grahanl Edwin Mark Green James N. Hanson Ralph Michael Hartman Janet E. Haskell Deanna M. Hemphill Aleana L. Hiles Charles W. Hoing Roderick N. Honstein Anne W. Honstein Steven L. Horton Sachlko Iida Ashok H. Jham HoSungJin Peter M. Kalil Samuel M. Kane T. Erie Keefer III M Suzan W. King M John P. Klecker Joy A. Kovaleski William J. Kriss Johnell J. Kusler M Robert B. Landis Howard Lasser Gregory L. Linker Frank V. Lozano Nancy E. Lueck Emslie John M. Marks Robert H. Mason Craig G. McBurnett M Ruth S. McCurdy John E. McKinney R. Timothy McKnight Kin1 W. McLeroy Lewis William G. McMullen Margaret A. McNiel Shogo Miyamoto Brian J. O'Connor Bernard J. Ouimette Gary D. Palm Kathryn Palmer RatllVon Diana Perry Doyle R. Jay Powell III Maureen Powers Raghavendra Prasad Theodore Joseph Rectenwald Jr. Lloyd R. Reeder Lewis W. Ross Jr. Joseph C. Schtnieder Richard E. Schnell Jo Ann Seager Robert F. Simpson Patrick J. Sinnott Marguerite A. Sn1.ith M Jeri T. Towner Denniston Martha S. Uhlliorn Thomas E. Waldorf M W. Bruce Walters Stephen L. Warden M Craig C. Weeks Sarah C. Whitmore Heidi Winkelman Hammel Daniel E. Wise Hiromi Yoshida CLASS OF 1979 Living Graduates 646 Number Donating 97 % Donating 15.02% Total Gifts $32,493 Average Gift $335 Frederick Ronald Axelson M* Ali Mohammed Ballaj Thomas Algirdas Baranauskas M Richard A. Barasch Elic George Baron Jasna Lisac Baron M Kevin M. Becker Joan E. Bevans Jolm W. Blair Ted L. Bowling Randolph W. Boyer W. Philip Boyle Jr. Mary G. Brennan Thomas J. Brennan Kelly B. Burkholder Debora Sue Burks Karaffa Donald J. Caldwell Judith K. Cole M Willie W. Cone Caroline B. Curtis Randall K. Curtis Steve W. Damerow Craig F. Dawson Donna DiBiasiO Goldblatt Dennis P. Downing Kelley J. Downing Robert W. Dudley Mary Hewitt Dudley Brian T. Farmer David Feld Vadim Fischer Maarten W. Fleurke David W. Ford Robert M. Franko Joan Marie Gallagher McCarthy M Rachel Geltman Susz Thomas B. Gething Andrew Scott Gleeman Jack Dean Glen Mary M. Graham Linda M. Grapengeter Deborah L. Haas Jane J . Hampson Mark C. Haslam Timothy B. Hays Thomas Dudley Hobson III Charles C. Howell Jr. M*Arthur F. Humphrey III John Bradford Hunter Masatoshi Inoue Willianl Morris Jones Kyoko I. Kent M Simon Roy Kings M L. William Kirby Jr. Peter G. Lamberton Linda Lee Kowalske Robyn J. Lee Whitten C. Henry Longmire Kendra Lu Malloney Richard J. Marcyes Jr. John F . Marshall Mark L. McCracken C. Neil McDermott William M. McDougal Marianne McDvain Spalding George L. Miller Susan L. Mole W. Robert Mole M Ricardo MorenoCampoy M Martha 1. Navar Gentry J. William Nishnick Carol C. On' Stephen K. Orr Ann Parry William D. Pharr Jean-F'rancois Pinet J. Mark Polhemus Frank Thomas Probasco Mark S. Rabens Robert M. Ramirez Suzanne Remar KaJil Michael W. Roy M AI'Ule Patricia Saunders Deuis W. Schreiber M Kenneth T. Shand Susan Shively Anderson Valerie Smith Maurer M*Frederick B. Stambaugl, Barbara A. Stone Doucette M Martin E. Susz M Gregory C. Topp Doris Mae Vincent Alexander Von Girnbut Stevon P. Watson J erry J. Watterworth Richard Waycott Jennifer P. Woody Dietz CLASS OF 1980 Living Graduates 665 Nu
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