Thunderbird Magazine, Volume 52, Number 1 1998

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