Thunderbird Magazine, Volume 51, Number 2 1997

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