Thunderbird Magazine, Volume 47, Number 2 1992-1993

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