Thunderbird Magazine, Volume 53, Number 1 1999

              THUNDERBIRD, THE AMERICAN GRADUATE SCHOOL OF INTERNATIONAL MANAGEMENT • VOLUME 53, NUMBER 1, 1999
- OVER STORIES '
2 Do You Know Me?
Global brands can build sales, but just
how do you keep them sipping Coke in
China or munching at that McDonald's
in Moscow?
7 Branding the World
Kelly O'Dea '72 went from branding
cattle to branding some of the world's
largest companies. Now he's branding
Thunderbird.
8 Global Brand
Management
Thunderbird's Dr. Chistopher Miller
discusses five global branding trends
and offers four keys to effective global
brand management.
On the cover: Tony the Tiger TM
Kellogg Company ©1999 Kellogg
Company. Used with pennission.
15 INVESTOR'S REPORT
A special feature, this FY '98/99 report
lists donors and spotlights how their
investments were used by Thunderbird.
51 EUROPEAN REUNION AND BUSINESS
FORUMS
When Ogilvy & Mather's Luis Bassat
talked, everybody listened! Outstanding
programs and elite venues excited
audiences in Barcelona, Frankfurt,
and Stockholm.
Thunderbird Mission Statement
~develop
high-potential individuals
to serve the advanced
management needs
of international enterprises.
Visit Thunderbird at
www.t-bird.edu
10 LETTER FROM ELSEWHERE
A Taste of Provence: David
Carpita '67 shares second career
secrets from his French country
inn and cooking school.
12 EYES AROUND THE WORLD
Comments From Kosovo: While
Ren Obrigewitch '87 was helping
refugees, Philip Reeker '91 was
enduring Slobodan Miloservic.
14 THUNDERBIRD ALUMNI
ASSOCIATION
Thunderbird and its alumni
have been working diligently to
'reconnect.' Joy Lubeck '86
invites you to join a beneficial
partnership.
39 NETWORK NEWS
40 CAMPUS NEWS
42 UPDATES
Electronic First Thesdays
My Thunderbird Intranet Reconnects Alumni and School
Need a T-bird contact at GE? How about a list of
T-birds living in Bombay? Or contact information for
those who export wines or handle M&As? Thanks to
Thunderbird's new alumni intranet, which becomes
active in November, alumni can do so instantly.
Called My Thunderbird, the system offers single sign-on access
to Thunderbird alumni and School services.
"Thunderbird has made a significant investment in technology
because we believe in maintaining strong ties with the world's
most global alumni body," said Roy A Herberger, Jr., president of
Thunderbird. "This system gives alumni unprecedented access
to each other."
My Thunderbird is a password protected intranet, that
seamlessly links T-birds regardless of locale. Alumni can
instantly locate friends
by name, class, industry,
employer, region, or job Velcome Joe McVicker '98
type. They can also join
discussion groups,
research School-offered
services, access alumni
chapters or TAA region­al
council pages, and
read individual profiles.
5 8Th..nderbi'd (J'5iJBte. )OJ are pa1: ci the most valuable
JSi1ess netwa1< In the WO'Id - the Th.rderbird netwa1<.
"S'e are 31,CXD (J'lrlJaIes ~ In Bli SO stzlIes In the
S.!I'1d mae tharlllJ OCU'IIrIes, waI<i1g fer mae tharl
2,OOl~.
(\..ast '1rvtet4: 9/1f!) 3:19:47 PM>
mobile, global T-birds, but one that connects them without
requiring any computer expertise," McVicker said. "Everything
from entering one's profile data, to attaching files, is 'point and
click.'" McVicker added that My Thunderbird is extremely easy
to use; in fact, most of T-bird's faculty created profiles and
posted syllabi and course materials within three weeks of its
campus-wide rollout.
"Having successfully established My Thunderbird as a valued
tool for students and faculty worldwide, we are very excited
about extending this capability to Thunderbird's worldwide
alumni base," said Rich Zbylut, chief information officer and vice
president of business development at Thunderbird. "My
Thunderbird creates electronic First Tuesdays every day­allowing
alumni and the School to continue sharing a unique,
lifelong, global business
relationship. "
"Every alumnus can
create a free, lifetime
email address through
My Thunderbird," said
J oe McVick er ' 98,
director of application
development at Thun­derbird.
"They can post
resumes, photographs,
business materials, and
Th..nderbi'd GktlaI EUslness Rrums .,-0Yide e>pert
spedk.ers ,en timely is9.Jes In regkns ~ the wa-Id.
My Thunderbird will
initially allow alumni to
access one another.
Interactive alumni-stu­dent-
facul ty-staff
access will be offered in
the future-with an
option that allows
alumni to block student
access to their data if
they so choose.
"My Thunderbird is
the culmination of a
tremendously ambi­tious
undertaking on
the part of Thunder­bird's
leadership, the
rea:rnect aILImI !I'1d lnIrociJ::e Th.rderbird to
!I'1d poIltlalIle!rln.
The My Thunderbird intra net gives alumni unprecedented access to each other
and the School. T -birds can search for alumni and services.
Web page links." All T-birds will be electronically segmented by
School "affinity." For instance, alumni, student, faculty, and staff
all have different affinities. So do members of each class, com­pany,
profession, and region.
School's 1&IT staff, and
the Thunderbird Alumni Association," beamed Joy Lubeck
'86, avp, Alumni Relations. "The system gives T-birds elec­tronic
access to each other, which further strengthens an
"That system helps people network
more effectively since they can create spe­cific
peer or discussion groups," said
McVicker. For instance, finance folks can
post articles or presentations, on say,
GAAP, or IPOs, in one peer group. Human
Resource types can post compensation or
recruiting materials. All groups can also
'discuss' current issues online.
The affinity group system will allow the
School to send out reunion information
and other relevant data to specific groups.
"What we've created with My Thunder­bird
is a system that not only links highly
Sign up & Sign on
Thunderbird cannot, because of pri·
vacy concerns, make alumni informa·
tion-except names-available on My
Thunderbird without each alumnus'
consent. So please use the enclosed
response card to authorize data
release so that friends can locate you.
Alumni with Web access can register
(or sign up electronically at
httpflwww.t·bird .edu 1alumni after
October 1). The School will then
assign initial passwords and I.D .s for
creating profiles and email accounts.
alumni network that is already second-to­none
worldwide."
According to Lubeck, alumni can use My
Thunderbird to seek expert advice in dis­cussion
groups or access data from the
library. "The bottom line here is that My
Thunderbird can further increase the
value of your Thunderbird degree," Lubeck
said. "It provides everything our alumni
need to reconnect with and maintain life­long
relationships with other alumni, cur­rent
students, faculty, and School
resources that can significantly enrich
their careers and lives. "
Lindsey Michaels •
•
TM
THUNDERBIRD 53 111 1999
Battle For Global Brand Identity
by Lindsey Michaels
WHETHER THEy'RE SIPPING COKE IN CHINA OR
munching at a McDonald's in Moscow, casual
travelers understand the basic concept of
global brands. What most don't understand,
however, is just how much it takes to suc­cessfully
launch, then manage, a global brand.
Thunderbird recently accepted the challenge of preparing pro­fessional
marketers for an Internet-based millennium by creating a
formal global brand management emphasis for the MIM curricu­lum.
The School also established the Thunderbird Global Brand
Center, a multi-faceted global hub that will actively foster two-way
linkages between the School and a wide range of corporate and
government clients.
"The concept of global branding isn't new. It's just more com­plex
in this age of growing mega-chains and ecommerce,"
explained Chris Miller, assistant professor of international market­ing.
"Our challenge is to broaden people's views beyond their own
borders, to show them the ways in which the world is more similar
than different. Because global branding is one key to achieving
those double digit sales gains shareholders demand."
WHAT IS A BRAND?
"The easiest way to understand branding is to realize that it is a
commercial way of talking about reputation and relationship, " said
Kelly O'Dea '72, a veteran advertising executive who has spent
the last 27 years with OlgiyY & Mather and Bozell Worldwide. "The
image I have of a product is the reputation that product has with
me. And the way I develop my point of view regarding that product
is all the interaction that I have with it-or that brand-through
advertising, product use, newspaper articles, word of mouth, and
product performance. Through that, I form a relationship with that
brand which drives the reputation and value that I attach to it."
Since branding is all about one-on-one relationships, companies
who want to take their products global must look at each country
and culture differently, added O'Dea, who has managed global
accounts for Ford, Shell, Kraft, AT&T, IBM and Microsoft, and is
now vice chairman for international operations and global clients
at Bozell Worldwide.
"A brand that is successful in a local market will not, by defini­tion,
automatically be successful as it crosses borders,» he
added. "When you put on your global marketing hat you have to
be bifocal-to look at both the differences and the similarities
across borders.»
Paul 1illman '86 may have suc­cessfully
launched Rice Krispies
Le'go my Eggo and Treats and grown the Eggo busi­move
over world. . . ness, but one of his most enlight-ening
experiences came while
marketing Kellogg's cereal in Germany. That's when Tilhnan, who
is a vice president of convenience foods marketing at Kellogg, first
realized that Tony the Tiger was having an identity crisis.
"Global branding is a hotly discussed topic,» Tillman says.
"Companies need to get the maximum bang for the buck out of
each brand, and all things being equal, you have a much better
shot at success leveraging a brand that is already successful in one
market than you do starting from scratch.» Since people around
the world are not the same, especially when it comes to taste,
companies must decide which elements of their brand to standard­ize
and which to customize for each market.
Tilhnan and other leading marketers say that many things influ­ence
a company's approach to globalization, including company
philosophy (centralized versus local autonomy), category matu­rity,
competitive factors, and raw material differences. And since
such factors change, each company's approach must also evolve.
"Kellogg has invested a lot of time and effort in building strong
brands and equities like Tony the Tiger, the red Kellogg's logo and
Snap, Crackle and Pop,» said Tilhnan. "Therefore, many of these
well-established elements are 'exported' intact around the world.
For example, Kellogg's Com Flakes has the same English language
brand name around the world. While you can still find examples of
Kellogg's brands or characters that dif-fer
from country to country, we put a ~
lot of effort into making sure that the '
key equities follow the global standard.
"In fact, I led a project at Kellogg to
bring Tony the Tiger's image back into
global alignment after noticing that
Tony looked slightly different in
almost every
country." ------~
Since there
GERMAN PACK­AGES
FROM 1983
AND 1984 SHOW
TONY WITH A
FOOTBALL SHAPED
HEAD THEN WITH
HIS GLOBAlJ..Y
STANDARDIZED
IMAGE.
TM
I J i ;
I> {
I
wasn't any consumer driven rea­son
for the differences, Kellogg
standardized Tony, at Tillman's
urging. Today, Tony looks the
same worldwide, although both
his name and the product's are
translated into other languages.
As a global food manufacturer,
Kellogg must also decide how
much product formulas should
be amended to suit the local
palate. It's an important question.
Brand sales typically increase
when products are customized for
each market, but country-specific
formulas add expense. Even when
formula standardization looks
attractive, there are still other
issues: raw material vari­ances
between regions
years, and country-spe
legal standards for vitamin for­tification
and package labeling.
CREATED SPECIFICALY FOR
LATIN AMERICAN MARKETS,
THE DULCE DE LECHE
FLAVOR SUCCESSFULLY
'CROSSED OVER' TO U.S.
MARKETS. IT IS NOW SECOND
TO VANILLA IN U.S. SALES.
Nothing says
lovin' like
something from
the oven ...
Just how do you explain Mexican
food to Latin Americans? Pills­bury's
Heather (Johander)
Felt '94 is finding out. She
launched Old El Paso Mexican
food in Latin America and has
been facing dual challenges, since
she must introduce both her brand and a new food type.
"Surprisingly, Mexican food is a highly unknown concept
throughout much of Latin America So, we're introducing our Old
El Paso line throughout Latin America and positioning it as some­thing
that is fun and easy to make for dinner,» said
Felt, who is a marketing manager for three of Pills­bury's
megabrands. Pillsbury launched its Old El Paso
line in Latin America with in-store demonstrations
and an educational 'how to' approach. A 'Gustation
Station,' which is a mobile sampling station, is sent to
grocery stores, where chefs demonstrate product
assembly step-by-step, handing out free samples as
they work
"Obviously, Latin American packages are printed in
Spanish, but the primary elements of the package in
terms of color, logo usage, and logo placement are
used consistently around the world,» Felt said. For
example, in the case of Old El Paso, Pillsbury always
uses a red roof at the top of the front panel, the same
color yellow for the background, and the same mesa
and cactus scene. However, in some cases, the photos
differ from those on U.S. packaging.
"For example, we suggest that burritos be made
with came mechada, or shredded meat, which is more popular in
Latin America than ground beef," said Felt. "We also show a differ­ent
product presentation on the Latin American package, with the
burrito folded up restaurant-style since this is where most con­sumers
first encounter Mexican food.» Despite slight presentation
differences, Pillsbury has globalized Old EI Paso formulas.
Interestingly, Pillsbury has also had the experience of having a
THUNDERBIRD 53 11 1 1999
product that it designed specifically for Latin America cross back
into the U.S. to become a favorite.
"In the mid 1990's, Pillsbury's Haagen-Dazs brand developed a
caramel-type flavor called Dulce de Leehe which is as common in
Latin America as vanilla is in the U.S.," Felt said. "Two years ago,
based on the success of the Dulce de Leche flavor in Argentina,
we began offering it in U.S. markets with large Hispanic popula­tions.
It took off so amazingly that within a few months, we were
selling it nationwide. It's now the number two flavor in the U.S.
behind vanilla."
Did somebody say
McDonald's? ..
Tricia Berg-Kucia '96 sure
did. She's an international
analyst with McDonald's Cor­poration.
"Some cultures
have different eating habits,
such as not eating breakfast out, or having lunch as their primary
'long' meal of the day with family," explained Berg-Kucia "As these
are habits of the culture, they are very difficult to change. We still
use mass media and sales promotions, such as Monopoly and
Beanie Babies, to build the brand. But, sometimes it's just a wait­ing
game while markets ac.ijust."
Market ac.ijustments are important to Fritz Grutzner '87 too.
"Once we get a 'success model' here at J&J, we try to roll it out
with the same formula and
packaging around
the world, n said
Grutzner, who is
vice president of
marketing for
Johnson & John­son's
Consumer
Products Company. "But that's not always possible, like with our
Head to Toe baby bath. In the United Kingdom, for example, peo­ple
don't say 'head to toe' so we rolled out the product in the U.K.
as Top to Toe baby wash." In general, however, Grutzner said that
J&J has discovered that mothers and babies around the world
have many more similarities than differences.
Dana Manciagll '84 explained, "At Kodak, we used images
heavily since most of our clients were visual thinkers, but transla­tion
and cultural problems were still a concern. n Manciagli is a for­mer
vice president of worldwide marketing at Kodak. "Although
most of our collateral pieces were standardized, in Japan, for
instance, we specifically hired well-known Japanese photogra­phers
and used local subjects. That's because it was culturally
important in Japan, where 'face' is so important, to acknowledge
prominent Japanese photographers. n
Creating a higher
standard ...
Peter Levin '66 bypassed
Detroit and drove his 1998 Cad­illac
Seville straight to the Frank­furt
International Auto Show in
Germany. That launch marked
the first time General Motors (GM) had ever debuted a Cadillac
abroad. Levin is director of brand development at Cadillac.
"We wanted to send a message to the European customer and
the European press that Cadillac was taking the global market
in Europe, in particular, more seriously,"
Levin explained. "We also allocated initial
production quantities to help our
European distributors realize the oppor­tunities
brought forth by that launch."
The move worked; Seville's European
sales increased 60 percent over the prior
year.
Although GM sold overseas for several
years, Cadillac was one of two North
American brands that GM has ear­marked
as 'global.' That meant elevating
brand recognition from simple aware­ness,
to truly crafting a global Cadillac
image. "We were competing against
other global luxury brands so we knew
that going global would also strengthen
home market sales," Levin
explained, "Market research
also showed that since many
of our luxury customers travel
internationally, it was impor­tant
to reinforce the point over­seas
that they were dealing
with a globally-recognized
prestige brand."
KODAK'S DANA MANCIAGLl '84
STANDARDIZED PRODUCT
SHEETS WHENEVER POSSIBLE,
THEN HAD COPY TRANSLATED.
INJAPAN,HOWEVER,WHERE
'FACE' IS IMPORTANT, SHE
HIRED PROMINENT JAPANESE
PHOTOGRAPHERS AND
FEATURED THEIR WORK.
Levin said Cadillac had primarily been a regional domestic
brand that was targeted toward a very traditional customer with
traditional values. Those customers wanted 'tried and true' prod­ucts
and tended to be at least 55 years of age. "But, our more
global customer is younger, has a strong sense of individuality, and
is very confident and forward thinking," Levin said.
in Europe. Global marketing materials, however, still feature the
standard Cadillac logo, as well as the pillars upon which GM has
built its brand: "ingenious technology, expressive design, and a
personalized ownership experience." But advertising and product
sheets are adapted for each country.
The Cadillacs themselves reflect global needs and tastes. For
instance, the new Seville is under five meters long, which is impor­tant
for parking in Europe and Japan, and is available in right- and
left-hand drive models. In France, Italy, and Germany, they are
powered by six cylinder and diesel engines-in addition to a tradi­tional
V-8-and have more of the understated look that is favored
MANAGING THE PROCESS
"Before you even begin to think about developing a brand man­agement
process, you have to ask what type of product you really
have," Thunderbird's Miller explained. For instance, he said, food
products traditionally require more global flexibility and spending
than cars or computers because of individual taste preferences.
Germany's Dresdner
Bank Practices Target
Sector Branding
around the world for
other people. They're
the people we've
branded to. We've
established such a
presence that nearly
everyone in that field
globally knows
Dresdner.
"In North America,
another area we've
worked to brand is
real estate. We're
highly specialized
because we deal with
real estate invest-ment
trusts, and cor­Wne
the oth., brnnding stories in
this issue deal with leading U.S. compa­nies
that expanded globally, this one spot­lights
an established European entity that
employs a sector branding strategy out­side
of Germany. George FugeIsang '63
is Dresdner's chief executive, North
America. He is also on the Board of
Trustees of Thunderbird. Dresdner is the
third largest bank in Germany and now
ranks number 13 in the world.
porate real estate companies.
Companies that are publicly
traded that develop, own, and
manage real estate. If there are
sixty large real estate invest­GEORGE
FUGEIBANG
"In Germany, we were
traditionally a large, 'uni­versal'
bank that focused
on traditional, long-term
relationships with corpo­rations,
individuals, and
family-owned companies.
But as deregulation
began, and Europe began
moving toward adopting a
single currency and uni­fied
market-essentially,
knocking down borders­banks
began to adopt a
defensive position, since
more open markets meant
that others could come
into their market. This, in
turn, meant that domestic
banks had to strengthen
their competitiveness and
client service at home.
'63 SAID BANKS MUST
"I absolutely agree with those who say
that Citibank is the pre-eminent global
brand in financial services from the point
of view of wide name recognition. Its
global identity sprang from being a retail
banker in so many world markets," said
Fugelsang. "We're more of a focused
BE JUST AS GWBAL AS
TIlEIR KEY CUENTS.
player. We approach
branding in a global
context, by emphasizing
industry segments
where we think we have
especially deep knowl­edge
and experience.
"For example, project
fmance, such as infra­structure
projects­things
like a power
plant in Latin America,
or a mining project, or a
refinery. The U.S. has a
number of very impor­tant
project sponsors,
people who build things
ment trusts in the U.S., we probably deal
with fifty-five of them. We're also very well
known in the insurance segment, and
among large energy and power companies.
"Obviously, Dresdner's size in North
-Instead of trying to be
very big across the board
in all markets, a financial
institution can become
important by targeting
specific segments. If you
focus, and tightly define
what you do in your
selected segments, and you
do it really well, your brand
becomes well known
within those segments.-
- GEORGE FUGElSANG '63
America doesn't ap­proach
that of the largest
U.S. domestic banks. But
as with any IlU\ior inter­national
bank, we want
to serve our clients glob­ally
because they are
global in their activities.
There's no way you can
be a truly global financial
player if you don't have a
significant presence in
the world's largest capi­tal
market. That's why
we're here and growing
in North America.
Once that market was secure, they could
expand into international markets where
they could get a better overall balance of
revenue. Dresdner did that too.
"Outside of Germany, our business has
come to focus more on investment bank­ing
in the past few years. But, since
Dresdner Bank was not known as an
investment bank per se, we took a IlU\ior
new step about four years ago; we
acquired a prominent two hundred year
old British 'merchant bank,' Kleinwort
Benson. Now our brand name for global
investment banking is Dresdner Kleinwort
Benson, which ties our long-established
universal bank name with one of the great
old names in investment banking, to make
it clear just who and what we are." •
[ilugelsa:nfJ may be reached at
gfugeisaOdresdner.com
THUNDERBIRD 53 11 1 1999
"We have a formal process for managing brands at Pillsbury,"
said Sharon ( Schechter) Mallery '89, the director of brand
development for the Green Giant brand worldwide. "There is a
director, like me, for each of our four mega brands: Pillsbury,
Green Giant, Old EI Paso, and Haagen-Dazs. We are part of the cor­porate
staff, reporting directly to the CEO and are totally indepen­dent
of the business unit whose brand we manage. That keeps us
impartial and objective as far as setting strategy for the brand, and
deciding whether what we are doing is right or wrong for the
brand worldwide today."
Mallery's group uses a highly defined, six-step brand equity man­agement
process that includes regional input. Still, there may
always be tension between what corporate controls and expects,
and what local management is held accountable for, said Kellogg's
Tillman. That's why he lists 'influencing' as a key critical success
factor for global brand management.
GENERAL MOTORS IS
TAPPING INTO THE
CONCEPT OF EUROPEAN
CRAFI'SMANSlllP TO HELP
BUILD CADILLAC INTO A
GLOBALL~RECOGNlZED
PRE:STI<.E BRAND.
"The underlying assumption is that the local manager would
understand local consumers and what makes them tick. Then
comes being an advocate for that customer--educating corporate
management on exactly what the tradeoffs are for your country
when executing a global campaign. Ultimately," said Tillman,
"there is a fair amount of debate that goes into those decisions so
influencing is becoming an increasingly important skill as global­ization
becomes a stronger dynamic in larger companies. "
Profit & loss statements present another challenge, he said.
Should the corporate office control the regional office's P&L since
it controls most of the branding and advertising decisions? Or
should P&L responsibility rest at the regional level since local
managers must push local sales? And, if P&L responsibility is
regionalized, how should the company address country-tcH:ountry
sourcing and currency flux issues?
"Say the managing director in Germany gets his product from a
plant in England he doesn't control," Tillman said. "Do you give
him profit responsibility for everything except the cost of goods
sold? And what happens if Germany's currency relationship to the
British Pound goes sour? His P&L would be impacted depending
on the foreign exchange risk philosophy of the company." While
each company seems to handle P&L nuances differently, most
alumni said P&L responsibility resides at the local level in their
companies. Most also said that their biggest P&L worry is the clout
distributors have gained through mergers and globalization. Those
distributors can now dictate aggressive terms and buy regionally
from the lowest priced country.
According to Bozell's O'Dea, the Internet is significantly impact­branding
globally. "Every day millions and millions of pea­travel
around the world without leaving their desktop or
home, because they're doing it with the Internet. As
result, attitudes, wants, and needs are starting to spill
over borders and cultures far faster and far more
dramatically than they ever did before," he said.
"If you're going to use the Internet as a signifi­delivery
channel for your brand, you have to
lienrtarld that once you go on the Web you are
and anybody in the world can access
That, O'Dea said, is when companies
facing difficult brand questions.
end, he said, technology will spark a
global melding of attitudes and
will increase the number of brands
global successfully. •
Altlwugh Coca-Cola is a global
we omitted it from this story
cot'erl~d the company in our last
ES
paul.tillman@kellogg.com
HFelt@pillsbury.com
patricia.berg-kucia@mcd.com
fgrutzn 1@cpcus.jnj.com
DanaM@lmageX.com
peter.levin@gm.com
SMallery@pillsbury.com
Branding The World
Kelly O'Dea '72 likes challenges,
especially global ones. That's why
the veteran advertising executive
spent 27 years leading worldwide
accounts for Ford, Shell, Kraft, AT&T, IBM,
and Microsoft for Ogilvy & Mather's and
Bozell Worldwide. Now vice chainnan for
international operations and global clients
at Bozell, O'Dea and his team have taken
on another task: branding Thunderbird.
"Sometimes you look back on your life
and see that some of your decisions were
really right even though at the time you
didn't know why you were making them.
All I knew was that I wanted to go global
and didn't want a typical MBA T-bird was
one of the all time best decisions I ever
made," said O'Dea, who authored AT&T's
The Right Choice and Ford's Driven By
You brand strategies. He also organized
and initially led the IBM global account
that produced the highly successful
Solutions for a Small Planet global brand
repositioning campaign.
In 1994, he said, IBM was highly decen­tralized.
There was no single IBM brand
that transcended borders; it was driven by
separate activities and markets globally.
"One of the things we had to find out was
whether or not it was even possible to
have one core idea which would drive the
IBM brand worldwide. The answer was
definitely yes. "
Market research showed that IBM was
seen as big, American, and slightly out of
touch with customers. It was respected,
but not loved. And, that IBM eI\ioyed a
tremendous amount of goodwill globally.
"The result was Solutions for a Small
Planet wherein we focused on the parent
brand IBM, signaling to the market that
IBM was listening, that it was changing,
that it was back." IBM began running a
series of global ads such as the one depict­ing
two Frenchmen discussing IBM com­puters-
in French-while walking along
the Seine. Subtitle translations were added
for each local market. "No market ever got
an ad showing a scene from its culture or
spoken in its language. That's because the
goal was reinforcing IBM's globalness and
the commonality of computer needs
across markets."
The campaign worked, sending IBM's
sales and stock price soaring.
"I came to Bozell
because they get where
things are going," O'Dea
said. "They're well
wired and Web-wise,
having shifted from a
mere advertising agency to a truly global,
full communications enterprise." Bozell
has 4,000 people in 120 offices in 60 coun­tries,
several major global clients, and is
already tackling Thunderbird.
Since the School is creating a new mar­keting
plan, Thunderbird officials
approached O'Dea and Bozell for help. "I
jumped at the chance," O'Dea said, "not
only because I'm an alum who wants to
give back, but also because I think Thun­derbird
can be a famous global brand and
Bozell can really help make that happen.
"The new Thunderbird Global Brand
Center is a critically important develop­ment
and a keystone of the Thunderbird
O'DEA'S ADVICE
• .. CDIIIfortIIIIewldt ........
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.... IOWItI ... -.,sGlllous.ItIIIpIct
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• .. c.yber SIV¥Y. Don'tjustUndlL ......
new fIdtnoIogy: ... ltat..,opporIDo
nIty. UtI tIIChnoIogy ...... ftIlWOIIt
that brings dIffwent ...... poInIs of ..,
... taIent ....... cun .... , ......
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• .. ,......~ Toda;'sfast·
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• Il0l*. 0pp0rtunIIiIs .... by and
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IIIOUIIy foaIItd OR tDcIay .... tIOInorIvw.
Gear your"'''''''' tile hodIan­which
Is" mowing.
• Don't apply If you don't tIy.lJnder..
standing Isrtt nurtInd I,ty..., ........
buttons on • CiIIIIIpUIIIr, phont. orfax.
er.... mIIIons of OIIHIHIII. ntIIdonshIps
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global brand," said O'Dea. "It
could become both the sym­bol
and reality, where Thun­derbird
is the premier source
of global knowledge, global
experience, global capabil­ity."
Launched formally in September, the
Thunderbird Global Brand Center is a
multi-faceted global hub that actively fos­ters
two-way linkages between Thunder­bird's
multinational students and faculty,
alumni, companies, and others who are
looking for a global training edge.
O'Dea says such linkages are critical.
"In the old days, there were really only
two ways of approaching the global brand­ing
process: the traditional headquarters
approach and the multi-local approach."
The first is efficient but not locally sensi­tive.
The second is locally sensitive but
inefficient and ill-suited for global brands.
"A more successful brand organiza­tional
model is what I call the networked
or transnational organization." That's
where an organization strives for global
reach and efficiency, while also respecting
local sensitivities and the need for market­by-
market flexibility. "The networked
organization is a much more horizontal,
less vertical, approach to global market­ing,
which eliminates the unnecessary dif­ferences
that exist between borders. It's
better wired, and is more circular than
hierarchical, so that you have a multidisci­plined,
multinational brand network that
is better linked and more focused on simi­larities
than differences across borders."
Today, the School, like O'Dea, is empha­sizing
the importance of having the alumni
body networked to its global branding
effort. That's why Thunderbird recently
created the alumni intranet and database
which is being rolled out November 1. The
School has also invested significantly in
the Thunderbird Alumni Association
(TAA), which has established four Region­al
Councils to reconnect and better seIVe
alumni. In addition, the Thunderbird
Global Business Forums are now provid­ing
timely, region-sensitive seminars
throughout the world. Lindsey Michaels
O'Dea may be reached at
kodea@newyork.bozell.com
THUNDERBIRD 53 / 1 / 1999
Global B..- -. d
Manage ent
Dr. Christopher M. Miller
Asst. Professor, International
Marketing
A !though a bmnd has
always been accepted as an
important organizational asset,
the decade of the 90s will most
likely be remembered as the
decade of crises for brands. For
example, in April 1993 Philip
Morris announced a price cut
on Marlborough cigarettes. Wall
Street analysts interpreted the
cut as a trend toward declining
brand equity. During the next week, Philip
Morris lost $14 billion of market capitaliza­tion
and the top 25 consumer packaged
goods companies collectively lost $50 bil­lion.
These branded product crises have
been attributed to the short-tenn orienta­tion
of brand managers; proliferation of
brand extensions; the rising power of
house brands; and cross-cultural mistakes
in internationalizing brands. The decade of
the 90s has reminded us of the need for
effectively managing the brand asset in an
increasingly global marketplace.
The concept of global branding is not
new. Arguably, it has existed since early
Greek artisans used identifying marks to
symbolize point of origin and quality
before distribution throughout the
"known" world. But there is a strong,
renewed interest in global branding
because of five key market trends:
Rising Economies of Scale
As global markets become more compet­itive,
obtaining truly sustainable competi­tive
advantage is becoming increasingly
expensive. The cost of research and devel­opment
for physical product differentiation
has exponentially risen in many product
classes. Production cost advantages may
require plant capacities that exceed
demand within local markets. Even adver­tising
copy creation and media buys are
beginning to exhibit some global econo-
8 THUNDERBIRD 53 I 1 I 1999
mies of scale. To remain competitive, finns
must globalize their brands to amortize
these costs across local markets.
Exploitation of Experience Curves
and Knowledge Transfers
As finns compete in local markets, they
gain experience and knowledge regarding
a brand's development. They learn how to
create profitable and defendable brand
positions, techniques to gain trade support
and cooperation, and effective brand pro­motional
campaigns through a combina­tion
of good market research, intuition,
and luck. Once developed, this experience
and knowledge is of somewhat limited
additional value to other local brands due
to potential cannibalism and/or the dilu­tion
of effectiveness due to overuse.
However, it may be fully or partially trans­ferable
to new markets, particularly if the
home market is a lead market in the prod­uct
category.
THUNDERBIRD GLOBAL BRAND CENTER
People interested in joining the
Center's listserv may sign up at
globalbrandcenter@egroups.com
The Thunderbird Global Brand Center may
be reached by phone at (602) 978·7074 or
by email at globalbrandcenter@t·bird.edu.
Capitalizing on Geographic Image
Spillover
With the dramatic increase in global
communication, international business
and leisure travel, and the globalization of
the news and entertainment industries,
many local brands gain global exposure
without any active corporate support. In
these situations, the corporation should
begin actively managing the brand globally
to capitalize on the "spontaneous" brand
awareness and equity. If it doesn't, gray
markets may damage brand equity in the
"spontaneous" markets and potentially
spill damage back into the home market.
Seeking New Growth Opportunities.
Many national markets with strong
brands are relatively mature and have lim­ited
growth potential. To obtain the rev­enue
growth rates demanded by today's
capital markets, many brands must expand
into markets with high growth and/or rela­tively
weak brands in the category.
Consolidation and Globalization of
the Retail Trade
In recent years there has been a trend
towards retail trade consolidation, particu­larly
in U.S. and European markets. The
resulting mega-chains gain competitive
advantages from infonnation technology,
logistic systems, and negotiation power
over manufacturers. Recently, many have
begun crossing borders with their retailing
operations and/or their buying centers. In
some categories, this has allowed strong
brands to expand their geographic cover­age
by leveraging strong trade relation­ships
at the expense of small local brands.
Global Brand Typology
Although all global brands are, by defini­tion,
managed across borders, there are
different types of global brands capitaliz­ing
on these five market trends. A brief
review of brand characteristics helps clar­ify
the different types of global brands.
• A brand is a trust mark, an implied con­tract
between the brand owner and the
customer.
• A brand consists of a set of owned
assets-name, logo, symbols, and slogans
-that are used to represent the trust mark
in the marketplace.
• The marketing of the brand creates a
mental franchise or mind share attached
to these assets.
• The franchise begins with brand aware­ness,
but more important than simple
recall is the meaning of the brand in the
marketplace.
• This meaning, or brand schema, typi­cally
will include a personality or essence
of the brand, brand associations (who
buys the brand, when they buy it, why they
buy it, etc.) , and expectations of the
brand's attributes.
• Additionally, the mental franchise of
strong established brands includes percep­tions
of quality, a history of customer satis­faction
and loyalty, and emotional bonds
between the customer and the brand.
A global brand's assets, meaning, and
marketing mix may either be globally stan­dardized
or adapted to local market condi­tions.
The following three types of global
brands are commonly found in the mar­kets,
each capitalizing on different market
trends.
First are brands with globally standard­ized
assets-same name, logo, symbols,
and slogans in all markets -that allow
the brand's meaning and marketing mix to
freely adapt to local conditions. Global
decision making is limited to staffmg of
local subsidiaries and to linguistic transla­tion
of assets. Local subsidiaries decide
the brand's meaning and develop the mar­keting
mix. They usually have P&L
responsibility and a strong sense of entre­preneurship
regarding the brand.
This type of global brand can yield a
high degree of local "fit" that may translate
to high growth rates in local markets.
However, this type does not capitalize on
economies of scale or knowledge transfer
across markets. Additionally, the brand's
meaning can become confused when
image spillover occurs due to the lack of
coordination across markets. There
appears to be a trend away from this type
of global brand in recent years.
A second type of global brand has stan­dardized
assets and some standardization
in the brand's marketing mix. Globally
standardizing the physical product, global
pricing, and/or standardizing themes in
advertising copy are most common.
Global decision making establishes the
standardized mix elements and the accept­able
range of adaptation for non-standard­ized
mix elements. As such, this type of
global brand may capitalize on economies
of scale and knowledge transfers across
markets-if internal conflict is minimal.
Internal conflict arises when the local sub­sidiaries
view the global decisions as con­flicting
with local conditions, particularly
when the subsidiary has P&L responsibil­ity.
These conflicts can reduce the entre­preneurial
nature of subsidiaries and
reduce the growth rate.
Often forgotten is that standardizing
and/or establishing limited adaptation
ranges for the marketing mix does not nec­essarily
lead to a standardized global
brand meaning. Cultural and economic dif­ferences
may result in different and/or
confused interpretations of the standard­ized
mix. Still, this appears to be the most
common type of global brand existing in
the marketplace.
The third type of global brand has stan­dardized
assets and meaning. Global deci­sion
making establishes the brand's
persona, desired associations, and
attribute expectations. Local subsidiaries
translate the brand's meaning to local cul­tural
and economic conditions and
develop the marketing mix to effectively
communicate that meaning. As such, this
type of global brand may have localized
mix elements and not capitalize on
economies of scale. Additionally, the non­tangible
nature of the brand's meaning
and market specific interpretation of the
mix makes this type of global brand diffi­cult
to manage and evaluate objectively.
Global and local decision-makers need a
strong, common understanding of the
brand's meaning, as well as mutual trust.
When effectively managed, this type of
global brand can capitalize on most of the
benefits of both globalization and localiza­tion.
It is most commonly found when the
brand's meaning revolves around a single
source or country of origin.
To further complicate the task of global
brand management, many brands compet­ing
across borders are constrained by his­tory
and legacy. Perpetual national
licensing agreements, past marketing mis­takes,
and globalization by acquisition of
strong local brands may constrain a firm's
global brand management options. The
cost of successfully overcoming these lega­cies
and implementing a preferred type of
global brand may exceed the benefits. •
Dr. Miller may be reached at
(602) 978-7042 or millerc@t-bird.edu
FOUR KEYS TO EFFECTIVE GLOBAL BRAND MANAGEMENT
In our studies to date, we have tentatively concluded that four key steps are
crucial to effective global brand management.
• Focus on the benefits of being a global brand. Firms with a clear understanding of the
benefits pursued tend to avoid many of the global brand mistakes.
• Determine the type of global brand that yields the desired benefits and clearly state
which parts of the brand are globally standardized and the acceptable range of local
adaptation.
• Immediately address historical legacies. The longer a firm delays the costs associated with
overcoming the past, the higher these costs become.
• Match the organizational structure to the global brand strategy. Implications for the
global to local relationship must be included in all deliberations, particularly when
deciding where P&L responsibility resides.
THUNDERBIRD 53 / 1 / 1999
ETTER FROM ELSEWHERE
-----~ -- ~~ -~-- ~~~
The lush fields and vineyards of Provence beckon as
David Carpita '67 winds his way from the 1999
Thunderbird Barcelona Reunion toward his home near
the village of St.-Remy-de-Provence. Purple eggplants,
ripe tomatoes, and giant peppers bow toward the rich
French soil, begging to be picked. Grapevines give promise of wine
to come. Lavender perfumes the air.
It's easy to see why tourism has followed the plow to this region.
Carpita and his wife Nito, have followed too. The couple runs a
thriving country inn and cooking school that typify Provence.
Turning a Hobby into Business CarpitaandNitohad
purchased their French mas (farmhouse) in 1985 when he worked as
an investment banker in Bahrain. They'd planned it as a vacation
home. But, the idea of converting it into an innIcooking school
formed in the early 1990's when Carpita decided to leave banking for
"something else." He had been in international investment banking
for 25 years, in more than half a dozen countries, including Europe,
Pakistan, Thrkey, and Bahrain.
"The big problem with working for someone else," said Carpita,
"is that you're always depending on them to make decisions that
affect your future. So we analyzed what we do best." Entertaining
was part of their lifestyle, and since Provence is a major market bas­ket
of France, an inn seemed the natural choice.
Pion •• rlng a we wanted to add
gliding or
theexper-
PlU ... ~ they asked themselves.
.,...rm'e~j"·.l• lIl•nd d '0_3, "no problem a natuml teacher. So
cooking school was born.
in a sense, we pioneered
idea. Now they're
"Our concept is to show people Provence through our eyes," he
said, so he and Nito make it a point to know interesting places and
local restaurants. They also arrange wine-tasting tours. During the
week-long cooking schools, Nito takes visitors to the local open-air
market in St. Remy to select produce and cheeses. Once there,
noses quiver with the smells of sausages, cheeses, fresh berries, gar­lic,
and peppers. It is a harbinger of the feast that will come later
from Nito's hand.
Market day also means stall after stall of Proven«;al fabrics, the
colorful prints of yellow, blue, red, and purple that mimic the field
colors. Lavender sachets, colorful vegetables, and traditional pot­tery
tempt buyers at every turn. Later, Mas de Cornud's culinary
guests will tour an olive-pressing mill, a goat fann to see goat cheese
in the making, and a local bakery to choose the bread for the day.
Din i n gin Pro v e nee Meals from the day's cooking class are
served elegantly at long tables covered with bright Proven¢ prints.
Guests dine outdoors when the sun is wann, or indoors in cool
weather. Dinner, served in traditional French courses, begins with a
typical Proven¢ appetizer like "Aubergines Mas de Cornud," a Nito
creation of eggplant, olive oil, garlic, tomatoes, anchovies, and
cheese. The main course might be breast of duck or leg of lamb
stuffed with herbs, picked fresh from the Carpita garden.
Easy conversation is made easier with free-flowing wine. Carpita
is the wine expert, and he chooses several to complement each
dish-perhaps a fruity white from the southern coastal region near
Aix, or an intense red from the vineyards north of Avignon.
Amid the comfortable informality, guests become fast friends as
they sip wine and nibble the traditional tapenade of capers, garlic,
and olives. About half come from the U.S. The others come from
France, Europe, and other lands. All are welcomed as friends.
Each evening, Carpita invites everyone to join in a game of
petanque, also known as boules, played with steel balls on a smooth
dirt court. He instructs guests in the few rules of the game and in
technique. "You can throw it that way, if you wish," he said tactfully,
"but they'll laugh at you if you do that on the courts in town. "
• gin 9 t h • Bus i n e 55 Word of the Carpita hospitality
fill quickly. Some guests stay just two or
exploring Provence. With five luxurious guest rooms and one fami­ly
suite, each with its own bathroom, Mas de Cornud can accom­modate
up to 14 guests.
Behind the French country ambience and casual lifestyle, it's clear
that this is a business-more like two or three businesses. "We prac­tice
good business principles-things I learned at Thunderbird and
along the way in my international business career.
"Service is everything. If you're not prompt in your response to
people, you lose business. We use email a lot, and our fax machine
is on all the time. We are fortunate to have a very well-traveled clien­tele,
but that also means we have to offer a very high level of service
to meet their expectations."
Nito's Egyptian background, combined with Carpita's small-town
Montana upbringing, bring a certain innate hospitality to everything
they do. "People in the Middle East cannot do enough for you if they
feel comfortable doing it," says Carpita, "and I grew up in Montana
where we didn't lock our doors and people say 'hello' to each other."
Mar k e tin 9 the Bus i n e 5 5 Marketing is critical, said
Carpita, who handles the marketing and finances. "As good as you
might be, if you don't get the word out effectively, you'll soon be
out of business. We do direct mail, and we keep investing in tech­nology.
Our Web site [www.mascornud.com]wentuplastyear.It·s
also important to be in guidebooks, and we are in several."
Networking with Thunderbird alumni and members of the
International Association of Culinary Professionals (IACP) has been
both fun and profitable for the Carpitas. Having hosted the
Thunderbird European Alumni Reunion in Istanbul in 1990, they
found it easy to take part in organizing an IACP meeting Paris.
"Because of my financial background, they made me
money man, " Carpita said. "I knew we'd made it when we
were at the final dinner at the Ritz. At the head table was
Julia Child, the president of the IACP, Cordon Bleu
owner Andre Cointreau, and Nito and I in full formal
dress. We had arrived!"
Local acceptance is also nec­essary
for success, Carpita
said, and he and Nito have
received a warm welcome in
David Carpita '67
and his wife, Nito,
wanted to control
their destinies.
They took skills and
savings from their first
careers, combined
them with their love
of hospitality, then
started a second
career as French coun­try
inn proprietors.
St. Remy. "This area has always accepted a foreign element,"
Carpita said. "Many Europeans have second homes here. Princess
Caroline of Monaco also lives here and the local people have left her
completely alone.
"'Know your competition' is basic to marketing, and not just
understanding their pricing. We stayed in most of the hotels in town
during our renovations, so if we're full, we can recommend a good
alternative. And we love going to the restaurants because we're at
home everywhere we go."
Re i n ve n tin 9 Yo u rse I f The Carpitas undertook a major
renovation and expansion last year, building a gleaming state-of­the-
art teaching kitchen and expanding the public areas to provide
a larger parlor and bar. That kitchen, designed by Nito, greets stu­dents.
A large fireplace and stocked bar greet parlor guests on
chilly nights.
The couple will add hiking and be part of the Backroads' com­pany's
travel program next year. They also hope to partner with
vocational cooking schools in the off season.
And the best part this second career in Provence? "Our futures
are in our own hands," Carpita said. •
David Carpita can be reached by phone at 33 (04) 90 92 39 32 or
byemauatmascolrnud@lconlpuse~~.(:om:
12 THUNDERBIRD 53 I 1 I 1999
That was how Ren Obrigewitch '87
described a visit to Mitrovice, Kosovo two
weeks before NATO began its 78-night
bombing run. Obrigewitch is a senior finan­cial
manager for Mercy Corps Internation­al,
a U.S.-based relief and development
organization. Obrigewitch spoke to Thun­derbird
magazine on June 26, just after the
bombing stopped and NATO ground troops
began deploying into Kosovo.
T-bird: What are your feelings about the
bombings? And, how do the locals feel?
Obrigewitch: While I don't advocate
Albanian independence in Kosovo, no peo­ple
should be subjected to the injustice
these people have been through. When the
bombing started, there was not a lot of
popular support for it-or NATO-in
Macedonia There's still not. In fact, right
after NATO announced that it would
bomb, my wife, Kelly, who is a medical
officer at the American Embassy, was
booed by a growing crowd as she left
work. An hour later, that crowd turned
hostile, overwhelming the embassy and
trashing the grounds, and embassy vehi­cles.
It was a very tense night for all of us.
As an American-based NGO [non-gov­ernment
organization), Mercy Corps was
targeted. One of our local employees was
killed. Three of our offices in Kosovo were
looted or vandalized. Many of our local
staff members went into hiding or tried to
escape. We were all warned to be careful.
T-bird: Tell me what you and Mercy Corp
have been doing to help the relief effort?
Obrigewitch: Mercy Corps has operated
one of eight relief camps in the region. Our
camp, which housed up to 8,000 people,
was an exception in that it had a full
kitchen that served hot, fresh food daily. It
also had latrines, hot water, medical tents,
and some social activities.
The initial influx of refugees was so
rapid and alarming that the Macedonian
government couldn't handle them. Sixty to
eighty thousand people were stopped for
days at the main border crossing, while
officials tried to register them,
which was very difficult given that
many had fled without identifica­tion
or had had those papers taken
or destroyed along the way. There
were no latrines or tents. No food.
Women were giving birth in the
mud. The conditions were horrible.
Many of those people were our
friends and co-workers. Some were
looking for lost members of their
families. Most told terrible stories.
Alumnus Has Ring Side Negotiation Seat; Witnesses History
S lobodan Milosevic walked out of the last-ditch, one-on- with tourists, fairly modem, and prosperous. Sarajevo even
one discussion, turned to U.S. Envoy Richard hosted the 1984 Olympic games. "Then Milosevic came to
Holbrooke, and said, "Will I see you again?" Holbrooke power, turned over much of the economy to his family and
replied, "Well, that totally depends on you." It was cronies, and they pretty much ruined everything."
'fuesday, March 23,1999 and Philip Reeker '91 had just been a Reeker believes that the key to solving some of the current
part of history. Holbrooke flew to Brussels to tell NATO that his ethnic issues in the Balkans is revitalizing the economy. "Without
final talks had failed. Reeker returned to his now pivotal press Milosevic, Yugoslavia-and the rest of the region-has great eco-attache
post in Skopje. Bombs began falling on Kosovo. nomic potential. It has strong agriculture, and can easily develop
"As someone who was right there in the lead up to the air the service sector-including tourism. There is also a lot of
campaign, I can tell you that no one wanted to A potential for profitable manufacturing, given the
bomb," Reeker began. "Looking back, we spent the decade or so well-educated labor force currently burdened by
better part of a year trying to reach a peaceful solu- ago Yugoslavia high unemployment rates." Reeker added that trade
tion. We shuttled between Pristina and Belgrade, ' h . assistance is very important for the Macedonian
culminating with the talks at Rambouillet and in was t e economic economy, and that U.S. aid to Macedonia has already
Paris last February and March. Milosevic just envy of other increased three-fold from a year ago.
wouldn't really engage on anything; he is a dinosaur Eastern European According to Reeker, a number of VIPs visited
who appeared increasingly isolated and misin- countries. Macedonia during the Kosovo crisis, including the
formed. " Secretary of State and President Clinton. He found
Reeker, who was assigned to U.S. Ambassador to Macedonia First Lady Hillary Rodham Clinton particularly impressive. "She
Christopher Hill, wound up assisting Holbrooke, too. "What we really got it," he said. "She quickly grasped the whole situation
proposed at Rambouillet was very 21st Century," he said. "We and its impact on Macedonia And after returning to the U.S.,
weren't worried about who Kosovo belonged to. In fact the goal Mrs. Clinton personally spoke with CEOs of some major compa-on
the table was to eliminate weapons on either side, to let nies." As a result, several, including Liz Claiborne, have already
NATO handle security. To open the door to prosperity, industry, re-activated manufacturing contracts in Macedonia •
and democracy, to bring peaceful self-rule back to Kosovo, and Philip Reeker rww works for James Rubin at the Department
to bring all of Yugoslavia back into the West, into Europe." of State, as Director of the Office of Media Relations in
A decade or so ago, he explained, Yugoslavia was the eco- Washington, D.C. He may be reached by email at
nomic envy of other Eastern European countries. It was popular ptreekerOhotmail.com or by telephone at (202) 647-2492.
T-bird: What's life like now that the
bombing has stopped?
Obrigewitch: Our camp has been dropping
by 500 to 1,000 people every night as peo­ple
hurry to get home. But their lives won't
be easy. There are lots of land mines. Many
of their homes and villages are gone. So are
their livestock and other things. They face
the process of rebuilding, not just physical
structures, but their entire lives.
what we call "IDPs" or Internally Dis­placed
Persons. Many will never have real
homes again.
country is land-locked and surrounded by
hostile neighbors and you can imagine
how much they were hoping for help.
Mercy Corps is responsible for western
Kosovo, where 385,000 people used to
live. We'll be providing emergency food
and non-food assistance. Working short
term on infrastructure. Providing some
medical and educational support. Eventu­ally,
our main focus will be on micro­enterprise
and agricultural development
since Kosovo has traditionally been an
agriculturally-related economy.
People are being killed every day.
Homes are being burned. Things are very
volatile. Many Serbs who weren't involved
are leaving simply because they fear
revenge. These are people who have lived
in Kosovo their entire lives. They are mov­ing
to Serbia, where they will become
T-bird: President Clinton just visited the
area. How was he received?
Obrigewitch: You can imagine that with
feelings still running high, security was
intense and that made logistics a real
headache. The President visited camps,
American soldiers, and the government
and was received well by the international
community-but not by most of the locals.
Yes, I think most were proud that a world
leader visited their small country, but you
have to realize that Macedonia was in a
tough spot. It didn't support this war. But
since it was a small, poor country it had to
work with NATO.
Macedonians had hoped that
Clinton would bring news of a big
economic package since they've suf­fered
so much economically. You
see, Macedonia's largest trading
partner was Serbia. So, if things
were horrible before-and they
were-you can imagine what they're
like now. Add in the fact that the
T-bird: What lies ahead for this region?
Obrigewitch: The Balkans have always
faced ethnic and religious contlict and hos­tility.
That's not going away. In this case,
there were victims on both sides and
transgressions on both sides. Both must
share the blame. Although the immediate
threat of violence has largely ended,
hatred is still here. Differences are still
here. So is distrust. In fact, NATO is pro­viding
the only security in this region right
now-and it will be needed for a number
of years. But at least people are starting to
talk. It will be a very long, slow process,
but both sides must share the
responsibility for rebuilding
this region. At the very least, I
hope they can learn to live with
each other without resorting to
weapons. •
Ren Obrigewitch now works for
Mercy Corps in JruJnnesia. He
can be reached at kro@men.net
THUNDERBIRD 53 11 1 1999 13
14
..
" HUN 0 E R.B I R 0 A L U ~I N I ASS 0 C I A T ION
Dear Colleagues,
s of November, the Thunderbird Alumni Association (TAA), which represents all alumni, will have a new, more alumni­friendly
structure. Instead of just having one Board of Directors to represent all 31,000 alumni, the TAA will have four
regional councils: North America, Latin America, AsiaiPacific, and EuropelMiddle EasU Africa. A global board, com­prised
of two members from each council, will be formed.
The TAA believes that the new structure will provide better, more focused representation for alumni in each region, since regions
often face different issues at different times. The structure will also make communicating with members of each region easier, which
should lead to broader and deeper dialogues among alumni themselves, and between alumni and the School.
illtimately, it is those dialogues that help the School offer the type of Thunderbird Global Business Forum topics, Executive
Education programs, internship, MIM curriculum, and research programs that help alumni address their ongoing professional needs.
Previous SchoolffAA efforts will provide better support for the School as well as alumni. Those have already sparked the following
enhancements at Thunderbird:
• The new alumni database and intranet that are being launched next month, as well as lifetime
emails.
• The Thunderbird Global Business Forum series, which takes timely, expert data out
to two regions per year. The Forums allow Thunderbird to reconnect with alumni who
want advanced training. They also allow School officials and alumni to connect with
local goverrunent and corporate leaders, and prospective students.
• Global Issues '99, the first Executive Education program specifically designed
to meet the unique, continual career development needs of Thunderbird alumni.
Global Issues '99 will be offered at the Glendale Homecoming November 1-4
• The Global Brand Management Center, which will harness the School's global
knowledge, experience, and resources, then offer them to alumni-and others­who
need the type of comprehensive global research, training, and/or interns.
• More overseas Executive Education offerings, and recruiting initiatives that
are now underway.
Thunderbird endorses the globalization effort including additional programs
and events. The School also publishes region-specific newsletters twice each
year for all alumni in the Latin America, Asia, and Europe regions, as well as
Thunderbird magazine, which is published three times per year-and is now
placed on the Web.
As you can see, Thunderbird, its TAA, Board of Trustees and Global Council
members, and many of the School's 31,000 alumni in 130 countries, have already
teamed up to begin strategically branding Thunderbird and positioning us for
the new millennium. Now, I'd like to personally invite you to reconnect
Thunderbird.
Sincerely,
Joy Lubeck '86, avp, Alumni Relations
THUNDERBIRD 53 I 1 I 1999
Joy Lubeck '86
the 24 Thunderbird Alumni
Association European
reunions.
To the Shareholders
OF THUNDERBIRD
The terms 'shareholder' and 'return on investment
are not words ordinarily found in a
donor report. However, as the world
leader in global business education, we feel a
special accountability to the thousands of
alumni, friends, corporations
and foundations around the globe
who 'invest' in THUNDERBIRD.
We believe that you -like other shareholders­should
know how your investment is being used
and managed, as well as how it is helping
Thunderbird achieve its goals.
So we encourage you to review this special
Thunderbird Investors Report, and to learn
about some of the ways your investment
in Thunderbird contributes not only
to the success of the School-but also to you,
its shareholders.
Roy A. Herberger, Jr.
President,
Thunderbird
THE ANNUAL THUNDERBIRD FUND
Summary of
FISCAL YEAR 1998/99
FOR FISCAL YEAR 1998/99, we are proud to report the
following fund raising results and investment returns:
Every year Tbirds and &iends of Thunderbird contribute unrestricted or minimal­ly
restricted gi&s to the Thunderbird Fund, the School's annual giving program,
with most gifts in the range from $100 to $10,000. The Thunderbird Fund involves
more alumni than any other aspect of the School's fund raising program. In fact, last
year 400 more Tbirds joined the ranks of donors to The Thunderbird Fund bring­ing
the total number of alumni donors to 3,522. However, the School's percentage
of participation remains low compared to our peers. Alumni can truly have an
impact on the School through donations to the annual Thunderbird Fund.
Consistent, annual contributions to the Thunderbird Fund are essential for main-raining
the high standards that have earned Thunderbird its worldwide reputation
Revenue Sources 1998/99
Contributions 6- Investment 8%
for excellence and education, because they
give the School the flexibility to respond
quickly to opportunities.
Thunderbird's overall financial picture has
never been better. However, to achieve
Thunderbird's mission, to enhance the
educational experience for current stu­dents
and to respond quickly to opportu­nities,
the School needs the financial flex­ibility
provided by consistent, unrestricted contributions from its alumni and
friends. Contributions to the annual Thun- Expenses 1998/99
derbird Fund enable the School to take
advantage of new opportunities, to increase
services to alumni, and to conduct such
essential activities as providing scholarships,
supporting lectures and curriculum devel­opment,
supporting the Merle A. Hinrichs
International Business Information Center,
and launching technological initiatives.
General 6- Administrative 14%
Auxiliary Enterprises 16%
16% Instructional
6- Educational 54%
2,961
Contributors
1997/98
3,369
Contributors
1998/99
Corporation!
Found4tion
Gifts
$1.3million
Alumni
Gifts
$1.5
million
Giftsfrom
Non-alumni
Friends
$990,000
Number
of donors
increased by
14%.
BetweenJuly 1, 1998 andJune 30,
1999, philanthropic contributions to
Thunderbird totaled $6.2 million.
THE THUNDERBIRD RISING CAMPAIGN
The Thunderbird Rising CAMPAIGN
What is Thunderbird Rising?
Thunderbird Rising is the largest, most ambitious and successful fund raising campaign in the School's 54-year history.
The overall goal of the campaign is to raise $50 million dollars. As of June 30, 1999, Thunderbird alumni, friends,
corporate and foundation donors had contributed a total of $42.5 million toward the $50 million goal.
When did the campaign begin, and when does it finish?
Phase I of the campaign ended in 1995, and raised a total of $20 million. Phase II of the campaign, which began in
1995 and runs through the spring of 2000, involves raising $30 million. During Phase II, Thunderbird donors have
already invested $22.5 million.
The School needs to raise $7.5 THUNDERBIRD RISING
million toward that goal this year. INVEST IN GLOBAL LEADERSHIP
What are the priorities of the campaign?
Phase II of Thunderbird Rising has four specific funding priorities: (1) student support (scholarships, fellowships and
internships); (2) faculty support (endowed professorships, chairs, and externships); (3) global programs (curriculum
enhancements, life-long learning, distance learning, technology and infrastructure improvements); and (4) unrestricted,
operational support.
What progress has been made?
The area of most significant growth has been in major
multi-year and planned commitments from leading
alumni and leadership volunteers, including members of the
Thunderbird Board of Trustees, Thunderbird Global Council,
and Thunderbird Alumni Association Board and Councils.
Thus far, the School has raised:
$6.4 million toward a planned $10 million goal for
faculty support;
$5.9 million toward a planned $9 million for
student support;
$5.9 million of a planned $11 million from
global programs, and;
$4.3 million for unrestricted gifts, which is money that can
be used based on the institution's priorities, including faculty,
student, or program support above.
FY 98/99 Major Gifts Highlights Thunderbird Rising W Randolph Hearst
Phase I Foundation
Karl-Magnus S. Karlsson '88
While these financial highlights sound numeric, they are really all 1989-1995 Norwest Bank
Paul Oreffice
about people. These people have all made major gift investments in $1,000,000 and above Philip Morris USA
Jack E. '60 and Renee Leonard and Pauline
Thunderbird and are representative of the many global leaders who Donnelly Rickards
Merle A. Hinrichs '65 Alvina Sabanas-Wells
have generously supported Thunderbird's continuing success. IBM Corporation Gerald and Virginia
Joan and David Lincoln Oppenheimer Foundation
Individual Major Gifts: Major Corporate and William C. Turner and the Jules and Doris
Stein Foundation
• Sam '88 and Rita Garvin. Foundation Gifts: $500,000 and above
AT&T Foundation $50,000 and above
The Garvins made an exceptional • Coca-Cola. Coca-Cola commit- Barnes & Noble Inc.
contribution this past year of ted $300,000 to launch the new $250,000 and above Cox Communications Inc.
John F. Burlingame Earl-Beth Foundation $1 million to create the Samuel L. Thunderbird Global Brand Berger Erickson, Estate of Emerson Electric Company
Garvin Distinguished Professor- Center. The company also contin- The Goodyear ure & The Goodyear ure &
ship in Global Entrepreneurship. ued its outstanding support of Rubber Company Rubber Company
Microsoft Corporation Farnham J. Johnson '50, '78
• John Berndt. Berndt, who is the student scholastic awards. Phelps Dodge Corporation Pharmacia & Upjohn
immediate past chairman of the • Continental Promotion Group,
Lloyd A. Straits '66 Foundation
Elbridge and Evelyn Stuart Phelps Dodge Corporation
Thunderbird Board of Trustees, Inc. Owned by alumnus Sam Foundation Silva/Bradbury Families
contributed $500,000 to support Garvin '88, Continental Promo- William and Mavis Voris
Thunderbird's new technology tion Group committed $300,000 $100,000 and above
BankAmerica Foundation $25,000 and above
initiatives (a critical growth area for scholastic awards to students Continental Grain Consular Corps of Arizona
for a global business school). involved in global brand Company Dresdner Bank AG
Clifton B. Cox Dresdner Kleinworr Benson
• Gary and Jeanne Herberger. management. Gary and Jeanne Herberger North America
The Herbergers created a • Citibank / David Roberts '73 / Thelma H. Kieckhefer General Motors Corporation
$500,000 student scholastic Katharine Worthington Taylor. Thomas J. Machia 54, Johnson & Johnson Estate of Company
award endowment, the latest gift A group of Citibank Thunderbird Norwest Bank Rodney A. Taylor '75
in a long history of family dona- alumni, led by David Roberts '73, Frank L. Wadleigh '49 Daniel D. Witcher '50
tions. Gary Herberger serves on and Thunderbird friend Mrs. $10,000 and above
Thunderbird's Board of Trustees. Katharine Worthington Taylor, Phase II Abbott Laboratories Fund
• Joan and David Lincoln. The helped create the James L. 1995-2000 Allegheny Teledyne Inc.
Worthington, J r. Memorial Allergan Inc.
Lincolns committed $300,000 to
$1,000,000 and above
Bayer Corporation
launch Thunderbird's Global Fellowship. The fund of over
Roy A. Herberger, J r.
Mark J. Belisle '72
$90,000 honors the memory of Geoffrey C. Bible Business Ethics initiatives. As a Samuel S. '88 and Rita Chiquita Brands Inc.
Thunderbird Trustee, David James L. Worthington, Jr., '60, a Garvin Cyrus F. Freidheim
Lincoln's long-term leadership and Thunderbird graduate and long- J. Kenneth '57 and Chrysler Fund
time Citibanker who was the first Jeannette Seward CIGNA Corporation philanthropic commitment to the
American casualty of the Persian $500,000 and above
DollarMark Solutions
School is well-recognized. Robert S. Eichfeld '67
Gulf War. John E. Berndt Fluor Corporation
• Dr. Se Ung Lee '70. The first Gary and Jeanne Herberger Robert M. '79 and Melanie
Korean to graduate from Thun- • Cynthia Ploss Robinson Estate.
$250,000 and above
Franko '80 and the Franko
derbird, Dr. Lee made a significant The Cynthia Ploss Robinson Aramark Corporation
Family Foundation
Memorial Fund was established Ford Motor Company contribution to create the Thun- Barbara Barrett Ronald L. Goode
derbird Korea Scholarship Fund. through generous contributions John F. Burlingame Robert E. Hannay
His gift marks an important mile- from the Robinson estate. Citibank, Citicorp Founda- Merle A. Hinrichs '65
tion and Alumni RobertA. Hohmann '49, stone in major donations from Participants Estate of
alumni outside the U.S. This honor roll reflects campaign gifts Coca-Cola USA Foundation Johnson & Higgins
made to Thunderbird as of June 30, 1999. Continental Promotion Nobuyuki Kondo '83 and
• Ted Fuller '72, The Thunderbird Rising Campaign Donor Group Yvette B. Morrill '83
Dr. Paul Oreffice, Honor Roll gifts include singular gifts, Joan and David C. Lincon MBNA America Bank N.A. documented pledges, gifts-in-kind and Theodore J. '72 and Joan MCI International Inc. Thomas Harbison. planned gifts. Cumulative giving through- Fuller Amy B. Morrill
A long-term advisor and support- out the life of the campaign is not includ- Thomas O. Harbison
ed. In addition to the aforementioned Se Ung Lee '70
lrenemae Mosford
er of Thunderbird, Mr. Fuller donors, we appreciate those individuals Cynthia Ploss Robison,
Nordson Corporation
made a major financial commit- and corporations who support Estate of L. Roy Papp
Phillips Petroleum Company
ment to the School last year. Dr. Tanhnuunadle rbbaisrids . by giving consistently on an Richard Snell David H. '73 and Sarah
Oreffice (a Thunderbird Trustee) $100,000 and above
Roberts
made a significant multi-year We have made very effort to insure as BankAmerica Foundation
Katharine W Taylor
pledge to Thunderbird. Mr. accurate a listing as possible. Some names Bank One Corporation
Teledyne Industries Inc.
may have been inadvertently omitted. If Tenneco Inc.
Harbison (a Thunderbird Global this is the case, please excuse our over- Bankers Association for The Committee of 200
Council member) funded School sight. Please let us know immediately and Foreign Trade Foundation
we will recognize your generosity in the Friends of Thunderbird United Parcel Services Inc. operations and important presi- next issue of Thunderbird magazine.
dential initiatives.
STUDENT SUPPORT
"Our family has enjoyed a 40-year association with
Thunderbird. Jeanne and I continue the family
tradition of INVESTING
IN THUNDERBIRD,
and scholarships, because we know that
scholarships help attract better students."
GARY HERBERGER, THUNDERBIRD TRUSTEE, AND HIS WIFE, JEANNE
SCH 0 LARS HIPS have become one of Thunderbird's most important tools to attract the best students from
around the world. However, despite growth in outside funding for scholarships, gaps still exist. For example, in FY 98/99,
Thunderbird provided nearly $4.5 million in student scholarships. Of that $4.5 million, only $750,000-17 percent of
need-was covered by corporate or private sponsors. School operating funds and annual contributions to the Thunderbird
Fund provided the remaining 83 percent of scholarships.
Since scholarships play such a critical role in helping Thunderbird compete for top students, increasing scholarship funding
is a main priority. For instance, although the average financial aid given to a Thunderbird student is substantial- $6,200-
students typically leave the School with almost $31,000 in school-related debt. Just over 30 percent of entering students
received some type of scholarship award or assistantship last year.
The good news is that individual donors like Gary and Jeanne Herberger are addressing this problem head on. The couple
created a $500,000 student scholastic award endowment last year. Corporate and foundation giving for scholarships also
increased by 8.5 percent in FY 98/99. Here are three examples of corporate scholarship funding:
• Fluor Daniel Corporation.
A scholastic award donor since 1996,
Fluor Daniel funds one Presidential
Scholastic Award, which pays the full
tuition of one student each year.
• Pharmacia and Upjohn .
Pharmacia and Upjohn funds two
Presidential Scholastic Awards per year.
The company has been a scholastic
award donor since 1996.
• Phelps Dodge Corporation .
Phelps Dodge became a scholarship
award donor in 1995 and now funds
two Presidential Scholastic Awards
per year.
FACULTY SUPPORT
ACADEMIC EXCELLENCE is the cornerstone
of Thunderbird's mission.
In FY 98/99, major donors
helped Thunderbird continue
Its tradition of excellence
by investing in new
academic initiatives,
including the three highlighted below.
Global Entrepreneurship
"A very high percentage of T-bird students
fit the entrepreneurship profile. They're
entrepreneurs - not just in the sense that
they own a business - but because they
tend to be natural leaders, more self-confi­dent,
and have tenacity and drive."
PAUL JOHNSON, PROFESSOR
One of the most significant alumnus gifts
last year came from Samuel S. Garvin '88
and his wife Rita. The Garvins donated
$1 million to create the Samuel L. Garvin
Distinguished Professorship in Global
Entrepreneurship. The Garvins' gift pays
tribute to Sam's father, who originally chal­lenged
Sam's choice of attending Thunder­bird
instead of Wharton (where both Sam's
father and grandfather had gone). The
Garvins' gift also honors well-known
Thunderbird Professor Paul Johnson, who
helped Sam craft the business plan for his
$400 million company. Garvin's gift
should allow Thunderbird to help attract
additional entrepreneurship faculty, and
key speakers, as well as to pave the way for
other gifts that will help build Thunder­bird's
global entrepreneurship curriculum.
Global Brand Center
"My investment is only seed money.
We must seek other sizable donations
from alumni and companies in order to
reach our final vision for the Global
Brand Center."
SAM GARVIN '88, PRESIDENT AND CEO,
CONTINENTAL PROMOTION GROUP, INC.
Founded this past year with $300,000
grants from Coca-Cola and Continental
Promotion Group, the newly-created
Thunderbird Global Brand Center is
becoming a jewel in Thunderbird's crown.
Although Thunderbird has always offered
opportunities for companies to utilize stu­dents
and faculty for research and market­ing
projects (like InterAd) , there was no
mechanism to maximize these opportuni­ties.
With the Thunderbird Global Brand
Center, the School now offers a single
point of contact for companies that want
to access the expertise of Thunderbird's
faculty, students, executive education and
information resources. In addition, the
Center will serve as a leading training
ground for students interested in global
brand management.
Global Strategy
"Today there is no 'overseas.' It's all
global. I believe what we're doing here
at Thunderbird is absolutely necessary
for today- and even more important
for the future."
]. KENNETH SEWARD '57
J. Kenneth Seward '57 and his wife
Jeannette made an extraordinary $1.84
million gift in FY 97/98 to endow The J.
Kenneth and Jeannette Seward Chair in
Global Strategy, and their active support
and leadership continues. The endowment
is designed to enhance development of exec­utive
education and masters-level course­work
in one of the most important areas of
international business today: global strategy.
Seward chose the area of global strategy for
his Thunderbird investment based on his
years of experience as a senior vice president
for insurance giant Johnson & Higgins. At
Thunderbird, global strategy is an integrated
curriculum that draws on virtually all func­tional
areas within the World Business cur­riculum.
The Sewards' endowment honors
current Thunderbird Professor Edgar
Barrett, the first chair holder.
GLOBAL PROGRAMS
"Our gift was motivated by the increasing importance
of information technology to
education. Our intent is that its use
at THUNDERBIRD
leads to greater utilization of IT
applications at the leading edge
of learning and cost effectiveness."
JOHN BERNDT, THUNDERBIRD TRUSTEE
TECHN 0 LOGY During the last three years, Thunderbird has invested more than $10 million in
technological upgrades. This technology expansion has allowed the School to remove virtually all time and place
constraints from the learning experience, and to more easily connect with Thunderbird alumni worldwide.
During FY 98/99, several key technology initiatives came to fruition, in part thanks to financial supporters like former
Board of Trustees chairman John Berndt. Berndt contributed $500,000 this past year specifically to support Thunderbird's
new technology initiatives.
My Thunderbird
Thunderbird students in Archamps, Tokyo and Moscow
are now connected via My Thunderbird, the School's new
intranet, to Thunderbird's Glendale campus, to faculty
and staff, to campuses in Latin America, and to scores of
information and research databases. My Thunderbird is a
multi-level global intranet that extends, enhances and
accelerates the learning experience.
It has quickly become a pervasive part of student life.
Beginning this fall, alumni can access My Thunderbird -
and each other - to network and problem solve. The
My Thunderbird intranet also makes Thunderbird the world's
first truly global, electronically-linked international business
school.
MIMLA
In FY 98/99, technology allowed Thunderbird to achieve
another milestone: expansion of the Master of International
Management for Latin America (MIMLA) degree program.
MIMLA, Thunderbird's first distance learning program, is
now offered at five locations in Mexico, as well as in Lima,
Peru. MIMLA uses a combination of satellite videoconfer­encing
and high-speed ISDN telecommunications lines to
allow students in Mexico and Latin America to participate
in classes televised live from the Thunderbird main campus.
MIMLA students can also access faculty, fellow students,
and school databases in Glendale through the My
Thunderbird intranet. There is already one MIMLA student
for every six traditional MIM students at Thunderbird.
The Annual
THUNDERBIRD Fund
The President's
Council
Benefactors
Alumni and friends who
contributed over $10,000
John E. Berndt
Geoffrey C. and Sara C.
Bible
George Bradbury
Robert M. '79 and Melanie
A. Franko '80
Cyrus F. Freidheim Jr.
Samuel S. Garvin '88
Gary K. and Jeanne
Herberger
Merle A. Hinrichs '65
Mark Holley '91
Gerald Oppenheimer
Cynthia Ploss Robinson,
Estate of
Fern Silva
William and Mavis Voris
Associates
Alumni and friends who
contributed between
$5,000-$9,999
Barbara Barrett
Norman H. Jr. '59 and
Margaret Blanchard
w.L. Lyons Brown Jr. '60
John E Burlingame ,
Patricia A. Burns Boyd 77
James R. Calvert '95
James G. Coatsworth II '47
Clifton B. Cox
John G. Cullen '68
RobertA. Dilworth '60
Tore Diskerud
Bennett Dorrance
Excellency Anwar EI-Khalil
David G. Fisher '67
Ronald L. Goode
Thomas D. Granger '65
Richard J. Lehmann
Joan and David C. Lincoln
Paul Oreffice
L. RoyPapp
Richard E. Ragsdale '67
David H. '73 and Sarah
RobertS
Mike A. Santellanes Sr. '60
J. Kenneth Seward '57
William C. and Cynthia
Turner
H. Gene Wick '60
Bruce Gregory '80 and
Isabel M. Wtlcox '81
Robert E. Withers III '68
"Tuition is the price we pay
to receive an education.
The support we give
beyond our tuition is the
price we pay to BUILD
A COMMUNITY."
WILL WARNE '99
Members
Alumni and friends who
contributed between
$2,500-$4,999
Frances Aldrich Sevilla-
Sacasa '78
Robert Breau '62
David A. Brooks
Harry A. Cockrell '73
Jack E. '60 and Renee
Donnelly
J. Melville Engle
Bruce A. Fiell '85
A1do Fozzati
George Nels Fugelsang '63
Theodore J. '72 and Joan
Fuller
Bert A. Getz
George E Getz
William H. Grumbles Jr.
Roy A. Herberger Jr.
Joseph M. Klein '47
Nobuyuki Kondo '83 and
Yvette B. Morrill '83
David K.P. Li
Ernesto Martens
Marianne Mcilvain
Spalding '79
Allen T. Mcinnes
Jean-Pierre Millon
F. Francis Najafi '77
John R. Norron
Toshiaki Ogasawara
James E. Presron
Bernard G. Rethore
Leandro P. Rizzuro
Ed Robson
J. Phillip Samper '61 ,
Michele Marie Samuels 84
Alban W. Schuele '70
Marcia A. Shelron Crumley
'76
Fred M. Smoot '66
Richard B. Snell
Joel A. Stead '85
Allan H. Stefl
Charles M. Srocitholm '56
Terrence Thomas
Samir I. Toubassy
Diego J. Veitia '66
Louis A. Weil III
Bary Scripps Wtlkinson '92
The Leadership
Circle
Alumni and friends who
contributed between
$1,000-$2,499
James Evert Anderson '80
Carl Lee Bach Jr. '74
Brian Bates
Erik Beaumont '93
Lisa Ann Bellm '89
Louis C. Bergman '71
Patricia Birch Giddings '51
Richard David '95 and
Grainne Gardiner Bliss
John L. Borden .'80 ,
Kristin Lynn Bnerton 96
Harold D. Brown '71
James K. Bruton Jr. '76
Peter D. Burgess '60
Stephen C. Burrell '69
Chenta Chen '82
Peter Andrew Chudy '87
Jeannettee Chudy
John C. Cook '79 . ,
Christine B. DeWItt 81
Jon C. Dietz '78
James Roy Easter '79
Robert Scott Eichfeld '67
Lynn Elizabeth Elting-Siegel
'87
Knut Eri ksen '81
Enrique '91 and Amy Lynn
Figueroa '92
Paul L. Frantz '85
Lynn Freidheim '92
Mary Giese '65 .
Marquis Henry Gilmore
'63
Daniel J. Goldsmith '65
George E. Grady '57
Gary L. Greenberl? '~5 and
Patricia A. HerbIg 85
Elizabeth Griot Peterson '82
Jacobus Groot '73,
Michael H. Gross 66
Geraldine Gurley Lamonica
'70
Stephen Farrelly Hall '69
Ruthmarie S. Harpham
Tracy K. Hastings '48
Paul L. Hertenstein '64
David A. Hicks '67
George L. Hiller '72
William Hopper
Joan S. Horgan '93 ,
David Hobart Howell 84
R. Bruce Hughes '49
Mikako Inamasu '91
Timothy Edward Jarvis '88
Christopher Paul Johnson
'86
Farnham J. Johnson '50,'78
Gilbert R. '81 and Therese
M. Miller Khoury '80
Steven L. Klemme '85
Bart Kohnhorst '83
James Kou '86 ,
David R. Lawrence 68
Susan D. Libera Knust '77
George R. Lindahl Jr. '54
Kathryn Dawn Lindquist
'84
Susan Hurd Loo Pattee '88
Barry J. Mason '58
Craig G. McBurnett '78
James A. McClung
John R. McDer~ott ~r. '81
Michael P. McTigue 70
Muzzafar Mirza '82
David Carter Moll '83
Robert P. Mosier '72
Michael Nissman '70
UlfW. Nofelt '75
Javier F. Ortiz '92
Eileen C. Parisi '92
Duane A. Partain '74 and
Jane M. Scheidecker '82
Elizabeth Ann Payne
Palermo '82
Charles Adam Peake '90
Robb K. Peglar '72
Issa Peters
Roberta Poritsky '80
Douglas Lee Red '81 ,
Michael Eugene Rugala 84
John R. Rush '71
James C. Schwartz '70
D. Douglas Segars '84
Sara K. Sheldon '85
Gerardo H. Simmermacher
'94
Heidi Heileson Smith '92
David John Smi th '93 ,
Frederick B. Stambaugh 79
Anna Talago '84
Melissa R. Taylor '81
Paul Robert '86 and Janet
Tillman
John E. Tuberty '60
Jorge H. and L. Teresa
Valdivieso
Martha R. Von Hiliebrandt
'80
John A. Warner Sr. '48
William and Lynda J.
Webster '80
James Alan Wey.bret,'79
Kimberly H. Wlehl 80
James L. Williams '72 ,
Winthrop A. Wyman 56
Thomas D. Yates '75
Barton K. Yount III '71
This honor roll reflects
annual gifts made to
Thunderbird during the
period of July 1, 1998 to
June 30, 1999.
Thunderbird gratefully
acknowledges all those
listed here.
We have made very effort
to insure as accurate a list­ing
as possible. Some
names may have been
inadvertently omitted. If
this is the case, please
excuse our oversight.
Please let us know imme­diately
and we wi~1 r~cog­nize
your generosity In the
next issue of ThunderbIrd
magazine.
Corporations, Charles Schwab & Dynegy Inc. M Hewlett-Packard New York Stock The Ayco Charitable
Foundations, Company Inc. Earl Beth Foundation Company Foundation Exchange Foundation Foundation
M Charles Schwab M Elf Exploration Inc. Higgins Foundation Newfield Exploration M The B.E Goodrich
Organizations and Corporation M Eli Lilly & Company Hoffmann La Roche & Company Company
Government Foundation Foundation Company Nike Inc. The Clorox Company
M Chase Manhattan M Enron Foundation M Home Depot USA Inc. Nizhny Commerce Foundation
A.O. Smith Foundation Foundation Equifax Foundation Honeywell S.A. Nordson Corporation The Franko Family
Inc. Chevron USA Inc. M The Equitable M Household Inti. Inc. M Northern States Power Foundation
M ABN AMRO Bank N.v' Chiquita Brands Inc. Foundation Inc. Hughes Electronics Company The James E. & Faye L.
Abbott Laboratories M Chiquita Brands lnter- Ericsson Inc. Corporation M Northern Telecom Inc. Preston Fund of Ayeo
M Abbott Laboratories national Inc. Foundation M Exxon Educarion M IBM International M Northern Trust Charitable Foundation
Fund M Chrysler Corporation Foundation Foundation Company The Japan Times
Alexander & Baldwin M Chrysler Fund M FMC Foundation IMC Global Inc. M Northwestern Mutual The Norton Foundation
Foundation Ciba Specialry Chemicals Fideliry & Deposit ITT Industries Inc. Life Foundation The Thomson
M A1liedSignal Foundation Corporation M First Chicago NBD Illinois Tool Works Norwest Foundation Corporation
Amerada Hess Ciber Education Corporation Foundation M Novartis US Foundation The Vanguard Group
Corporation M Citibank, NA First Union Corporation Ingersoll-Rand Company M Oppenheimer Funds Thunderbird '98
M American Express M Citicorp Foundation M First Union Foundation M Intel Foundation Disrributor Graduation Committee
Foundation Coca-Cola Company Fleet Financial Group M Interpublic Group M Osmonics Inc. Thunderbird Alumni
M American Home Coca-Cola USA F10wserve Corporation M Inti. Data Corporation PCS Health Systems Inc. Department
Products Corporation Foundation Fluor Daniel M J.P. Morgan & Company PRG International Thunderbird
M American International Computer Associates Corporation M James S. Copley M PepsiCo Foundation Inc. Information Technology
Group Inc. International Fluor Daniel Corpora- Foundation Perkins Education Services
M American Standard Conair Corporation tion Foundation M Johnson & Higgins/ Pfizer Foundation Thunderbird Phoenix
Foundation M Conoco Inc. M Ford Motor Company Marsh & McLellan M Pfizer Inc. Alumni Club
M Andersen Consulting Consular Corps of Fund Companies M Pharmacia & Upjohn Thunderbird Student
Foundation Ariwna Freidheim Family Fund M Johnson & Johnson Company Government
M Anheuser-Busch M Consumers Energy of Ayco Charitable Company Pharmacia & Upjohn Thunderbird Tour
Company Inc. Foundation Foundation Johnson Controls Foundation Participants
Anheuser-Busch Continental Grain Fuji Bank Ltd. Foundation M Philip Morris Companies M Towers Perrin Forster &
Foundation Company Gannett Foundation Gerald & Virgina Inc. Crosby
Anika Therapeutics Inc. Continental Promotion Gates Rubber Company Oppenheimer Philip Morris Toyota-Lexus
Aramark Corporation Group M General Electric Fund Foundation/Jules & Management Toyota Motor
M Argonaut Group Inc. Cooper Tire & Rubber General Mills Doris Stein Foundation Corporation Corporation
Ariwna Business Foundation Foundation M Kellogg's Corporation M Philip Morris USA Toyota Motor Sales USA
Leadership Association Crestar Foundation M General Motors Citizenship Fund Phillips Petroleum Tricon Foundation
Inc. Cummins Engine Foundation Kenneth Rush Company U.S. Bancorp
Ariwna Wholesale Foundation M General Re Foundation Pinacor M U.S. Bancorp
Supply Company Dain Rauscher M Gillette Company Kerr-McGee Foundarion M Pinnacle West Capital Foundation
Armco Foundation Foundation Global One Key Foundation Corporation U.S. Borax Inc.
Armstrong World DaimlerChrysler Globe Foundation M Knight-Ridder Inc. Pittston Company United Parcel Service
Industries Inc. Corporation M Goodyear TIre & Rubber Landis & Gyr M Polaroid Foundation Foundation
M Arrow Electronics Inc. Daryl G. and Louis A. Company Communications SA PricewaterhouseCoopers United Scates Depart-
Arthur Andersen & WeilllI Fund M H.J. Heinz Company Lanelle B. Robson Protrade International ment of Education
Company Foundation M Dean Witter Reynolds Foundation Foundation Corporation UNIMED
Avery Dennison Inc. HSBC Midland M Leo Burnett Company M Prudential Foundation Pharmaceuticals Inc.
M BP America Inc. M Deluxe Corporation M Hallmark Corporate Inc. M Pusch Ridge Software M US WEST Foundation
Banc One International Foundation Foundation Levi Strauss Foundation Qualcomm Inc. USAlD Center Business
Group Desert Troon Companies Harcourt General Lockheed Marrin R.R. Donnelley & Sons Skills Development
M Bank One Ariwna N.A. Dictaphone Corporation M Harris Bank Foundation Corporation RJR Nabisco Foundation M USG Foundation Inc.
Bank One NA Diego Veiria Foundation M Harris Foundation M Lucent Technologies Reader's Digest M Unilever U.S.
M Bank of America Dr. Pepper Company Hartford Insurance M M.W. Kellogg Foundation Foundation Inc.
M BankAmerica Dresdner Bank AG Group Mallinckrodt Group Inc. Reliance National Uniphase Corporation
Foundation Dresdner Kleinwort Haworth Inc. Markem Corporation Insurance Company United Technologies
M BankBoston Benson North America Hershey Foods Martin K. Eby M Reynolds Metals Corporation
Bankers Trust Dunn & Bradstreet Cor- Corporation Construction Company Company Foundation M United Way
Foundation poration Foundation Hewitt Association LLC M MasterCard M Rubbermaid Foundation Universal Foods
Barnes & Noble Inc. International SBC Foundation Foundation
M Baxter Allegiance McGraw-Hill Sallie Mae Inc. Volgograd Commerce
Foundation <Lis a member of General Motors'
Foundation Inc. Schering-Plough w.L. Lyons Brown Jr.
Bayer Foundation M Merck Company Foundation Inc. Charitable Foundation
M Bechtel Foundation University Relations Team and Foundation M Seagate Technology w.J. Hopper &
Beiersdorf Inc. Merrill Lynch Senior Care Consultants Company Ltd.
Berkshire Hathaway Inc. a Thunderbird alumna, I work M Merrill Lynch & Smarr Comercio E M Wachovia Foundation
Boeing Company Company Foundation Importacio Walt Disney Company
Bova & Holt very hard to ensure that Inc. M Sprint Foundation Foundation
M Bristol-Myers Squibb Thunderbird stays on Monsanto Fund Sprint International Warner-Lambert
Foundation Inc. list.
Mony Foundaton M Stanley Works Company
M Bucyrus-Erie GM's key institution Morgan Stanley & State Farm Companies Washington Mutual
Foundation Company Inc. Foundation Foundation
Burns Family By putting together a business plan M Morrison Knudsen Swiss Bank Corporation M Wells Fargo Bank N.A.
Foundation that showcased the School's diversity, Corporation Symantec Corporation M Whirlpool Foundation
M CIGNA Foundation Foundation SyrnondsFoundation Winthrop A.Wyman
M Campbell Soup programs, and c0'G0rate services, we M Motorola Foundation TCF Bank Minnesota Family Fund
Foundation M NCR Foundation FSB Women's Enterprise
Cargill Inc. were able to help M make another Nabisco International TRK Architecture Foundation
M Caterpillar Foundation $125,000 investment in Nalco Chemical Management Young & Rubicam
Certain Teed Foundation Company M TeleAex Foundation Foundation
M Champion International Thunderbird. " M NationsBank Tenneco Inc. M Zurich Re-Insurance
Corporation Corporation Textron Inc. Centre
Charles Delmar TAMARA (WAIDELICH) TERRY '94
M National Ciry Bank The Associates First
Foundation Capital
• CLASS OF 1947 • CLASS OF 1950
Number Donating 22 Number Donating 19
% Donating 27% % Donating 22%
Total Gifts $9,474 Total Gifts $3,405
Average Gift $431 Average Gift $179
Roben S. Backer Alton L. Ashley
Sidney Braufman M George S. Bjerklie
Harold Ross Carpenter Ralph R. Bower
Jr. Richard R. Bupp
* James G. Coatswonh II James w. Clarke
Nicholas J. Danna Stephen M. Conger
Alfred G. Eriksson Robert M. Frehse Jr.
Raymond Johnson Flores Malcolm E Gleason
Lindsey P. Henderson Jr. M* Farnham J. Johnson
Alfred P.JanIrus Fli2abeth Grace
Joe H. Jolly Kuhlman
Harold Kalmans Duane D. Mowry
Tunothy King Glenn W Pederson
* Joseph M. Klein Roben Plazibat
Roben L. Mclntire Alvin G. Robins
William Edwin Mitchell Graham D. Ruff
John H. Moynahan Richard L. Watson
John E Nielsen John N. Wilson
William I. ReedJr. Robert E. Wright
Charles O. Ritter Joseph N. Wyble
M Robert S. Thomas
GeorgeH. Walters • CLASS OF 1951
Henry C. Whiting Jr. Number Donating 10
% Donating 15%
• CLASS OF 1948 Total Gifts $1,675
Number Donating 15 Average Gift $167
% Donating 19% * Patricia Birch Giddings
Total Gifts $4,325 Dale E. Correll
Average Gift $288 M Royal D. Gustafson
Robert L. Bean Jerome E. Johnson
M* Tracy K. Hastings Frank R. McCarter
M William E. Henley John L. McFadden Jr.
John Denver Henson Jack J. Moss
Richard C. Hessen John T. Rogstad
Donald J. Lenerrz Angelo V Scianamblo
Sigmund L. Liberman Harry B. Turner
Lowell K. Marcus
M Alfred E Miossi
M Roben B. Moyer
John Nazro Jr.
Clyde K. Rodkey Jr.
M James S. Thomas
* John A. Warner Sr.
Fallon J. Weldon
• CLASS OF 1949
Number Donating 18
% Donating 19%
Total Gifts $2,635
Average Gift $146
Joseph D. Bencomo
Edward C. Boyle
Lloyd C. Clark
* Neil M. Clark
Leroy R. Craig
Reynold E. Darnell
Roy B. Davis
James S. Dickerson
Raymond L. Hooper J r.
* R. Bruce Hughes
Gayle J. Lorenat
James G. Maguire
KennethJ. Miller
David W Moir
M Dwight A. Steffen
Joseph A. Viner
Frank L. Wadleigh
M Clarence L. Wasson Jr.
• CLASS OF 1952
Number Donating 18
% Donating 27%
Total Gifts $1,349
Average Gift $75
James L. Bell
MiltOn J. Berrey
Paul C. Black
L. Steve Cornell
Barbara J. Edmunds
Laurence M. Finney
Raymond T. Gillen
Roben B. Gooden
Richard I. Johnson
Ralph R. Kelly
JohnA. Macy
Dana A. Nelson
Norman H. Sanguinetti
Samuel Schulman
Andrew D. Vais
Raymond L. Voisard
H. Ted Withers
Charles M. Wood
CODE KEY
Memberofa
gift club
BoldfaceA donor who
has made
consecutive
contributions in
1997-98 and
1998-99
M Participates in
the corporate
matching gift
club
t Deceased
• CLASS OF 1953
Number Donating 17
% Donaring 25%
Total Gifts $2,799
Average Gift $165
Thomas J. Adams
Eugene P. Benz
M Edward C. Campeau
Cynthia Choyce
James L. Doiel
Margaret E. Dougherty
John H. Eikenberry
Jean Fonriede Burns
* Benson I. Hattem
M* Thomas B. Hitchcock
Frank L. Hubbard Jr.
JamesT. May
M Samuel A. Neblett
Philip W. Sweany
Harry A. Tiber
Charles S. White
Charles T. Wood
• CLASS OF 1954
Number Donating 5
% Donating 7%
Total Gifts $1,105
Average Gift $221
Yolanda Cerqueria
Wallace C. Craig
Charles G. Keller
* George R. Lindahl Jr.
Shinji Miyashiro
• CLASS OF 1955
Number Donating 16
% Donating 19%
Total Gifts $1,400
Average Gift $87
Paul E Anderson
John R. AstOn
Eric E. Ericsson
M A. Carter George
John R. Izard
Barbara Allan Lawrence
Jack E. Lockledge
Gloria G. Peterson
Shuman
Richard E. Punnett
George R. Rainoff
Robbins Risher
Richard H. Romney
M William H. Ryan
Dale L. Sheets
RoyW Young
Barbara A. Yunker
Bettison
• CLASS OF 1956
Number Donating 19
% Donating 21 %
Total Gifts $8,065
Average Gift $424
Glenn A. Beck
Frederick C. Brenner
M Don S. Coatswonh
Stewart S. Galt
M MilesJ. Gehm
James R.Jackson
Roy W. Johnson
Harry J. KratOvilleJr.
Harry J. Laubach
James K. Meneely Jr.
Harold R. Miller
Harry C. Neal
Ernest S. Olson Jr.
John G. Reddan
M Thomas E. Rogers
Robert A. Shuman
M* Charles M. Stockholm
William R. Tiernay
• Winthrop A. Wyman
Ladimir Joseph
Zvanovec
• CLASS OF 1957
Number Donating 36
% Donating 29%
Total Gifts $9,930
Average Gift $275
Robert E. Bagwill
David W. Berkey
Alexander Boggio
W. Douglas Buckmaster
Donald L. Campbell
Anhur M. Carpenter
Donald E. Clausen
Roger L.P. Coombs
Richard Lee Cummings
Robert R. Edsall
Murray E Ehlers
Norman V. Fellers Jr.
Jerome Firsty
John D. Gilben
• George E. Grady
Thomas B. Haines
Daniel D. Harkins
M John C. Hay
Belmont Haydel Jr.
L. Shippen Luquer Jr.
Arthur G. MastOras
William B. McKaig
Parker Mclaren
David Miller
Harold W. Nelson
M Timothy S. Reed
Donald B. Roberts
J. William Ross
WilliamJ. Rush
Donald F. Schroeder
M Robert L. Schroeder
Gerard C. Scott
* J. Kenneth Seward
James M. Stothers
Thomas S. Trefts
Dean Warner
• ClASS OF 1958
Number Donating 28
% Donating 21 %
Total Gifts $3,392
Average Gift $121
Arnold K. Andersen
Fred R. Andresen
H. Ray Adcison Jr.
Walter A. Busrard
Bennett O. Cole
James Stephen
Dahlstrom
Lloyd N. Darden
William S. Fishback
Juergen R. Goldhagen
Philip D. Hoffman
J. Dean Huelat
Richard G. Karrer
George B. Keen
Walter A. Kellogg
Michael E Kendall
M Robert E. Laport
Fred W. Libby
M* Barry J. Mason
Nancy Mathis Edwards
John P. McGill
PloutO J. Poulios
John Crawford Robinson
Jack D. Ryder
CanutO Sanchez Jr.
Elizabeth K. Sherman
Ronald V Sigler
Pieter A. Vas
Roben L. Westcott
Your contributions
• ClASS OF 1959
Number Donating 29
% Donating 18%
Total Gifts $3,785
Average Gift $131
George B. Blake
• Norman H. Blanchard
Jr.
Richard S. Bloomberg
Mary E Boyle
Richard Leroy
Cummings
Kenton E. Draigh
Francis P. Graves
Banon L. Hartzell
Alfred C. Herrmann
Kenneth Hollar
William H. Holtsnider
Daniel T.Jacobsen
Wallace L. Johnson
Dennis Keeley
Melvin B. Kerman
John G. Kyle Jr.
Harry R. Mallot
James H. Manley
Patrick B. Mattison
Terrence T. McGrath
Frank S. Moore
Thomas D. Patterson
Louis J. Porta
David A. Reider
John A. Slagle
C. Raben Thompson Jr.
Thomas J. Wetzel
James M. Whitman
Emil Z. Zilai
also support the Thunderbird Case Series
(TCS), which is the official case clearinghouse
for international business cases that have been
authored by Thunderbird faculty. The Case
Series is important not only because it is an
efficient means of teaching global business
to students, but because it also allows Thun-derbird
faculty to interact with corporate prac-titioners
and keep coursework relevant.
During the past four years, Thunderbird pro-fessors
have developed 70 international cases
exploring real world
used in the
• ClASS OF 1960 • ClASS OF 1962 Donald M. Shullcin • CLASS OF 1967 M John G. Hazard James M. Ttffany
Number Donating 24 Number Donaring 26 Ronald O. Stearns Number Donating 45 Peter J. Hellman J. Wayne Warson
% Donating 15% % Donating 19% Michael M. Sussman % Donating 20% L. Lee Hendricks Sidney B. Watts
Total Gifts $27,022 Total Gifts $5,591 John L. Vene III Total Gifts $26,785 Joseph I. Kimm M Anne Webster Hayden
Average Gift $1 ,126 Average Gift $215 T. Michael Walsh Average Gift $595 G. Peter Kohl III Jeffrey S. White
* w.L. Lyons Brown Jr. Arthur J. Ballard Charles L. Winkelman Stewart G. Anderson Jr. Henry S. Kopek James L. Wtlson
M* Peter D. Burgess Alan H. Blank Robert F. Begani * David R. Lawrence Mark C. Wilson
M* Robert A. Dilworth Robert Breau • ClASS OF 1965 William E. Bradford David L. Long Thomas C. Young
* Jack E. Donnelly Alan C. Chapin Number Donating 27 M WtlLiam R Brown Phillip M. Lunn
M. Lee Goode Leon D. Estes % Donating 19% John L. Campbell John N. Main • CLASS OF 1970
Don D. Heath Barbara M. Eyre Gillen Toral Gifts $21,310 Dennis M. Corrigan RobertA Martin Number Donating 58
Robert G. Heinemann WtlLiam B. Hartley Average Gift $789 William Francis Craig David R Mcintyre % Donating 13%
Alan A. Herro Edward V Heath Philip F. Calkins Jeffrey Leroy Dickinson David R. Midgley Total Gifts $12,159
Jerry L. Holmes John M. Kelley Robert A. Cushman John E. Dudley Leland Wayne Miles Average Gift $210
James L. Hyek George M. King Robert L. Davis William A. Duh Stephen D. Nadler Brian W. Bell
Gerald H. Kangas Darrell Y. Lininger · William R Dunnuck Claude H. Bennett 1II Mary Giese
M Robert SCOtt Eichfeld M* Keith J. Parker
Robert F. Kidney Richard B. Lotb James S. Borona * Daniel J. Goldsmith
Thomas D. Farver M Edmund O. Piehler Jr.
Robert E. Knuth Brian E. Lynch John G. Fenimore Dorsey B. Ray Houston W. Briggs 11
Robert N. Malcolm George A. Mendenhall M Thomas D. Granger Ralph D. Ferguson Robert E. Schlegel William G. Brown
M William L. Nystrom M Walter B. Pfister Robert W. Gravell * David G. Fisher Kenneth P. Skuse M Bradley P. Bruggeman
JohnJ. Ross Walter S. Plowman James A. Hallmann Charles W. Graham III James S. Trowbridge Gary A. Counts
M Mike A. Santellanes Sr. Charles L. Rensfield Charles B. Hardy Peter Grassl John J. Verity Danal H. Dennison
Elwood H. Schneider Jr. M William A Rosenthal Terrence H. Hayden Robert Greening Algis Vosylius Bruce R Duston
* Merle A Hinrichs Linda J. Eaton Veblen Robert W. Shepherd Wallis R Sanborn II James T. Grossmann William A. Wagner
* John E. Tuberty Christof J. Scheiffele William B. Hudson M Ralph M. Harmon Montroville Bowen A Ronald Erickson
Robert J. Walker Terry S. Singer Richard A Koechlein Thomas S. Falk
M Martin M. Lentz
Gilbert C. Hensley Walker III
William E. Weber Horace Speed III David A Hicks M Richard Weden Libby G. Ginneni
H.GeneWick John D. Stanton Robert L. Love John C. lckis Robert S. Wtlcox Samuel J. Guarino
Henry H. Windsor III M Thomas Franklin Tom J. McSpadden Lance S. Jensen Louis C. Williams M* Geraldine Gurley
Surrency Gary W. Nelson M Richard S. Kelso . Robert E. Witbers III Lamonica
• ClASS OF 1961 William E. Van Carlos R. Ortiz Edward K. Kimmel Norman F. Woods Philip W. Hagenah
Number Donating 24 Goidtsnoven WtlLiam H. Parker Donald M. Krumm Henry P. Wright Robert M. Harris
% Donating 21% Shirley Wood Hartley Jerome Kay Pascoe James G. Leigh N Robert W. Hewes
Total Gifts $7,115 Robert C. Pool Douglas R. Linder • CLASS OF 1969 David L. Huhn
Average Gift $296 • CLASS OF 1963 Lawrence W. Prager John T. Lyons Number Donating 48 Oliver G. Jakob III
George Armenta Number Donating 18 Thomas M. Preston Jeffrey J. Marchant % Donating 17% Charles E. Johanson
Richard J. Autenreith % Donating 17% John V Savage William J. Messen III Total Gifts $7,480 Charles L. Johnston III
Duane E. Bellmore Total Gifts $4,770 l. Conrad Schwab John P. Moynier Average Gift $156 RichardLannin
Melvin T. Bethke Average Gift $265 William M. Shapiro Wolfgang A Oplesch WtlLiam Harry Barbee William J. Luke Jr.
J. Steven Cole Jr. Thomas H. Aageson • CLASS OF 1966 William D. Page JuanA Barro Curtis Lynch
John G. Haase John W. Breyfogle III * Peter N. Berns M William l. Magallanez
David T. Hodgin Andrew Cairns Number Donating 29 Richard E. Ragsdale
Michele A. Betene Gillett Theodore U. Marcin
M Curtiss Klus Gary E. Christensen % Donating 15% M Edward H. Reading
Jurgen E. Brendel John R. Mattison
David P. Mayo · George Nels Fugelsang Total Gifts $10,525 Eugene S. Rice
James R. Brokken George D. May III
F. Van Dorn Moller Ronald J. Gienger Average Gift $363 Gary F. Smith
M* Stephen C. Burrell · Michael P. McTigue
M Leavitt B. Ahrens Jr. Samuel H. Stenson
Mark D. Moriarty * Marquis Henry Gilmore John L. Stoody Garth D. Clizbe James E. Morrell
M James H. Parker Bruce L. Heine John E. Amos Jr. W. Richard Ferell Marilyn J. Muessel
James H. Paulino John R. Huminski David S. Arms Eugene C. Sullivan II
Richard D. Fredrickson Alexander E. Naughton
A James Perry Jr. Maurice P. Johnson Peter E. Baer Howard K. Trilling
Dennis C. Giacone · Michael Nissman
Richard R. Bilbtough David Hunt Warner
Marina Pressendo Scheer Robert A Len Anne C. Werner John C. Gillett Thomas B. O'Keefe
John P. Rutten Bebe May M Howard J. Boyer
Joel T. Wmeburgh John D. Hager Robert E. O'Neill
M* J. Phillip Samper Lynn D. Mayer Robert G. Douglass Jr. , Stephen Farrelly Hall Stephen P. Onuparik
Jay H. Tate Donald B. Murphy Alan L. Fredette • CLASS OF 1968 John Heard Michael D. Perren
Marcin J. Taylor Stuart J. Perkins M' Jonathan R. Giddings Number Donating 52 David C. Hilliker M Lawrence D. Phillipps
Shigehiro Uchida Harold B. Shaeffer Gerald H. Gogol % Donating 17% M Carl N. Holmes Walter S. Powers
Gerald C. Van der M. Leslie Warrington , D. Michael Griffin Michael H. Gross
Total Gifts $18,608 Tlmotby RH. Jones Chase Chonggwang Rhee
Klomp David R Wtlson Average Gift $358 Michael F. Julian , Edward Larry Rice
OsmonG.Way Edward D. Hill
• CLASS OF 1964 Kenneth W. Holbrook
Ronald Thomas Alonw Kathleen M. Kidder Richard S. Roberts Jr.
Karen G. Wtlliams-Bell Richard R. Austin J. Richard Krause Richard J. Rogers
Charles E. Workman Number Donating 22 Stephen P. Jeffery Peter A. Bachhuber Thomas F. Krill W. Lynn Rowsell
% Donating 17% William A. Jetter Kenneth A. Banks Wesley A. Kruse Thomas B. Sanders
Total Gifts $2,950 Keith K. Kaneko Charles M. Barringer Larry R. Lamb Frank J. Schiendler Jr.
Average Gift $134 Joseph M. Lo Piccolo B. Wayne Battenfield Samuel!. Matson · Alban W. Schuele
Ira G. Berlin Richard E. Mar Louis J. Benvenutti Martin P. McNamara · James C. Schwartz
Bruce R. Bleeker Thomas O. Markle John P. Berg E. Allan Paloutzian Robert B. Snyder
Walter C. Boice Thomas D. Morse Robert E. Blomquist Randy C. Pikuet Donald R. Srranik
M. John Butler Jr. M Charles A. Platt Philip R. Brisack M John C. Polhemus R. Mason Truluck
Robert W. Chamberlin Gerald E. Rupp Ronald E. Case M Bob F. Reece Gary Charles Walter
John F. Daliere Mack Bender Shaw • John G. Cullen Daniel R. Root Gary T. Weddington
Richard H. EllistOn , , Fred M. Smoot John W. DeKellis Jeffrey P. Rudolph George A. Wenz Paul L. Hertenstein Uoyd A. Straits Vincent B. Fagin Jr. Carlos A. Scheer Harold S. Westphal Jr.
BruceT Hord Stephen K. Swenerton Michael J. Geier Glenn W. Scherkenbach Alfred C. Williams
James B. Kelly III Diego J. Veitia Carl L. Georgeson William H. Schmidt
Donald J. Larson Jonathan G. Verity Steven L. Gold Barry L. Soloff
John P. Lewis A. Kirkwood Young George E. Grimmett John W. Speiser
James A. Lyddon M Peter E. Gunther Kenneth A. Sperling
Garry S. Moore Robert L. Harfie1d Sanford J. Stone
Luis C. Pi-Sunyer F. Berry Hayley John E. Sullivan
J. AntOnio Sanchez
• ClASS OF 1971
Number Donating 45
% Donating 15%
Total Gifts $8,800
Average Gift $196
James C. Adamany
Robert J. Austin
Louis C. Bergman
Robert M. Betette Jr.
David C. Brewster
Theodore W. Brink
Harold D. Brown
M Charles E. Buchner
Phillip E. Casey
Eugene H. Castle Jr.
W. Jack Christensen
John W. Daniel
Ralph L. Diamond Jr.
William C. Drypolcher
Jon B. Dwinell
A. Douglas Gilmore
Gary J. Goodman
Michael R. Hanson
Dennis W. Harte
J. Michael Hogan Jr.
Charles J. Jones
William T. Kelley Jr.
Dan M. Kimberly
M James G. Kohl Jr.
Donald F. Kozak
Gary L. LangStaff
M Robert A. McBride
Ross S. Nishihara
Peter C. Palmen
John C. Patterson
M Richard K. Phillips
Karl S. Reiner
Walter G. Reiner
Lance M. Renault
David E. Rich
* John R. Rush
R. Craig Russell
Edward J. Schlachter
Donald James Sobery
Herbert L. Steed
Phillip N. Strongin
Jack D. Taylor
Kenneth S. Vanosky
William T. Walsh
* Barton K. Yount III
• ClASS OF 1972
Number Donating 71
% Donating 17%
Total Gifts $15,666
Average Gift $221
Claudio B. Altmann
Richard A. Ambrose
Kris W. Anderson
Thomas R. Arwood
Stephen N. Badenhop
William H. Barkell
D. Bruce Blankenship
John F. Brandenburg II
M Gary L. Buckingham
Guy V. Carpano
M* Donald P. Carson
William D. Chapman
Stephen E. Chilton
Michael G. Clennan
Johannes C. Combee
Carl M. Conney
George E. Cookman
M John S. Cullison
James W. Echle
Gary J. Faysash
Nick P. Fiorentino
Joseph P. Flynn
M Barton A. Francour
* Theodore J. Fuller
William R. Grant
Herbert L. Harris
M Susan Hayes
Jack N. Hays
Warren F. Heringer
William H. Hermes
* George 1. Hiller
Jonathan B. Holcomb
James E. Holt
Michael C. Hopkins
Robert N. Kopec
M William C. Kristy
* David Michael Leech
Stephen B. Maddox
Lawrence 1. Martin
A. Irwin Massey
M Bruce A. McNulty
Albert A. Melvin
Clair F. Moore
* Robert P. Mosier
Stephen K. Nasman
1. Peter Niggeman
Martin J. Nodilo
Roberto Orci
* Robb K. Peglar
Aldo Pia
Joseph A. Piela
Gary F. Qualley
Alan 1. Reese
Nicholas F. Renna
James R. Rice
Gary B. Ruedebusch
John F. Ryan
William C. Rye Jr.
Dan iel R. Sears
David Lawrence Seldon
Robert J. Sherr Jr.
Craig G. Sirruo
James J. Stone
Keith N. Stukenberg
W. Allen Taft
Thomas H. Tegart
Christine Topoulos
Aloysio Vasconcellos
* James L. Williams
Phillip R. Wilson
Clifford R. Wise Jr.
• ClASS OF 1973
Number Donating 44
% Donating 13%
Total Gifts $27, 114
Average Gift $616
Hal R. Allen
Dimitri Andonov
Ruth J.Amold
Richard J. Breit
Frederick H. Bruns
Harry A. Cockrell
M Jerry Douglas Conner
Peter M. Donahower
Richard A. Driver
Ernest Escobedo
Holland B. Evans Jr.
Christian Febiger
Stephen W. Graeber
* Jacobus Groot
Steven L. Haynes
John C. Howell II
Jim Janovsky
Charles E. Jones
Sandra Werth Kerrest
Bill Tak-Ming Ling
Richard 1. Lobdell
Hutchings T. Looney
M David A. Love
Ronald E. MacDonald
James Marchant
Ronald R. McDaniel
Gary G. Miller
Kenn G. Morris
David S. Movsky
Sam Murugasu
John 1. Nebel
Alan G. Nordell
MichaelJ. O'Shea
Jagdish P. Patel
M David H. Roberts
Brarlley M. Roof
Robert F. Rose
Gerry O. Sibley
Eugene A. Spindler II
Frank A. Steffey
Jurgen F. Strasser
Peter R. Wallin
Gary A. Withall
Stephen D. Youmans
• ClASS OF 1974
Number Donating 89
% Donating 16%
Total Gifts $1 1,365
Average Gift $128
Jeffrey C. Anderson
M Nancy J. Armstrong
M* Carl Lee Bach Jr.
Neal W. Baker
Robert W. Bauchman
Keith E. Bell II
M Del A. Bishop
Michael E. Bixler
P. Boyer
Robert C. Brady
M John F. Brady
M Paulette Braune Lang
Rebecca Ann Brewer
William J. Brininstool
Patiste G. Bronos
Kenneth D. Campbell Jr.
Linda Carlson Haun
John P. Castro
A. William Charlton
Robey A. Clark
Charles W. Cliburn
Cindy Cotton Brady
Michael D. Crotty
Roger K. Cunningham
Richard U. Denning
William 1. Devir
M MyronJ. Domareck
M* William G. Drewes
Douglas B. Dunsmore
Bruce J. Eberly
Joseph A. Elliott Jr.
William E. Esch
M S. Lane Faison III
Donald T. Farrell Jr.
Warren E. Feller
WilliamB. Ford
Kenneth 1. Foster
Lori M. Foster
Richard A. Franke
Roland W. Gillis
Edward C. Gordon
Peter M. Greenhalgh
M Andrea L. Gregory
Schoen
M James S. Harper
J. Michael Haun
Barry 1. Heinlbigner
Walton A. Henderson
M Scott V. Hitchcock Jr.
Julie Houk Goodrich
James W. Howard Jr.
James M. Howard
Mark E. Howard
Ralph E. Jackson
Karen E. Johnson Wegerr
Sidney W. Johnston
Leonard j. Kistner
Jerald Kosak
M Robert E. LangJt.
Don C. Logue
Nicholas R. Lubar
H. Sumra Manning
Roy V. McConkey III
M Terry L. McManus
M. Renee McReynolds
Paul S. Mead
Richard E. Meisterling
Kent C. Mericle
Bruce D. Northrup
Ronald E. Pair
* Duane A. Partain
William N. Pary
Peggy A. Peckham
James S. Pepping
Frederick V. Perry
Karen A. Potter
M Ann E. Pretz Faison
Patrick M. Rankin
M Thomas W. Renich
Mario G. Sabatini
R. Lee Selby Jr.
M Richard M. Smithers
Jim E. Soffer
Jerome V. Stapp In
Daniel R. Sutton
Hans W. Thiele
Michael A. Thieme
M John W. Waddell
Donald C. Williams
Michael W. Wold
• ClASS OF 1975
Number Donating 84
% Donating 15%
Total Gifts $1 1,990
Average Gift $143
Rainy R. Atchison
S. Robert August
Amy M. Berthouex
Mary P. Besser May
Dennis M. Campbell
Dennis A. Cattell
Louis C. Chittenden
Taylor Collings
Paolo E. Colombi
M C. James Conner
Catherine W. Cooper
J. Paige Cornwall
Lambert
Willianl O. Culbertson
Robert B. Cummins
Kate C. Daniel
M Jane W. Dodson Ninls
Michael B. England
Gerald W. Farr
Sharon A. Feffer
Ronstadt
David L. Fletcher
Robert D. Forbes
Stuart W. Forman
John S. French
George Martin Fronske
Christopher C. Gaebe
Deborah Gaylord
Woodall
Richard E. Godftoy
Alan P. Goode
Rodney L. Granger
M Dale S. Gravelle
John C. Grisham
Bruce W. Harris
Thomas J. Hedges
Richard A. Hemmelgarn
Thomas L. Henderson
Yoshiharu Imai
Ira A. Kleiman
James L. Lovvorn
Franklin H. Mann Jon A. Hoffman
Michael D. Margolis Pamela S. Howard
Patrick H. Martin Robert F. Jamison
Kenneth N. May Rebecca Judd
Lynn E. McNeal Annick Kerrest Stevenson
Kenneth R. McPherson Robert T. Kitamura
William F. Muenster M Thomas M. McCaffrey
David S. Murphy M Robert E. Morey
Robert J. Murray III Robert Thomas Morris Jr.
M David A. Nims M Maegene Nelson
Alan G. Nixon Victor T. Nohl Jr.
UlfW. Nofelt James D. Perkins
Richard K. Ogawa Walid A. Ramadan
Jerry J. Ong Nancy Rose Bushnell
Brian P. Pinkstaff Linda Perlstein Russ
George A. Poe Christopher P. Sandvig
Donna Pollack James K. Secunda
Hershkopf Robert 1. Shanks Jr.
Herbert F. Radford M* Marcia A. Shelton
Gary 1. Rippen Crumley
M Michel Henry Tom C. Singleterry
Rittenberg Leslie Spector Varkonyi
Carlos A. Roncal Susan L. Stein-Levitt
David D. Rotchadl Cassandra D. Stiles
Michael T. Rothe M Ttmothy W. Sullivan
Thomas F. Schields Jr. M Constance 1. Thatcher
William Schlichter Jr. Larry K. Udall
Gregory H. Schupp Irvin S. Varkonyi
M Douglas H. Short III David C. Votruba
KnutSkabo M* Edward L. Wess
Robert L. Smith Jr. Henry Rick West
Will F. Smith Thomas E. Zapp
Emmett D. Steed
M' Richard W. Stephen • ClASS OF 1977
Molliann Stocks Number Donating 95
William Preston Stough % Donating 14%
David W. Swanson Total Gifts $19,266
David Byron Terrar Average Gift $203
Roger W. Ttrley Beth E. Babich
Gerard W. Tobin Barry R. Baldwi n
Kathy K. Tobin Susan S. Bauchman
M George Van Wageningen Gary C. Baylis
J. Jorge Verduzco Cynthia Benci Gibbs
Peter W. Wefe! Peter 1. Benziger
William G. Whitehead John F. Bergmann
James D. Wilson Valdis Berzins
M Sara Woodhull Patricia 1. H. Brem
* Thomas D. Yates Arthur G. Brina
M Mark E. Broskey
• ClASS OF 1976 Mark S. Bubar
Number Donating 58 Patricia A. Burns Boyd
% Donating 13% Josephine R. Chen
Total Gifts $12,921 David M. Chicka
Average Gift $223 Steven J. Clark
Mark P. Aledda Steven D. Clarke
James c. Alspach Peter G. Dannerbeck
Patricia W. Barnes Ricks Edward H. Danse
M Kathryn D. Barrios Brian W. De La Houssaye
Bernd Brand Maria C. DeMaio
Eric Braun Warden
Marion P. Brawley Daniel J. Donahue
* James K. Bruton Jr. James A. Emslie
M* Darrel E. Carver Laura S. Freedman
Martha S. Cook Pedrick
Bruno John Cornelio Jr. Salvatore J. Galadoto
James A. Doll Barry A. Goldberg
Mark A. Emkes Moira Gomez Madonia
M Robert C. English Joseph J. Gross Jr.
Norman E. Fite M John K. Hager
M Charles H. Fowler Philip B. Hanlliron
Richard E. Frank Joseph J. Hanrlly
M Robert C. Geddeis Thomas M. Harte
Katherine A. Gibson Randy 1. Hartshorn
Ian V. Gladding Lewis H. Hitchcock
Thomas E. Grady Charles 1. Irby
Linda A. Grandstaff Sandra A. Jenkins
Mark Paul Hale James S. Johnston
Eleanor S. Hamric Karen Kleinschmidt
Don H. Hiruo Steiner
M Dale G. Kramer Thomas R. Cath Joseph C. Schmieder Sharon R. Johnston George P. Craver Laurie Westmaas Loemer
Jonathan E. Kranz Alice F. Chang Richard E. Schnell M William Morris Jones e. Ross Croulet Richard Allen White
George D. Krempley Peter D. Chang Penelope T. Schoyer Kyoko 1. Kent Alain e. Cuissan de M* Kimberly H. Wiehl
Peter A. Lamb Michael e. Cirino Jo Ann Seager Kyoung Keun Kim Grelle * Bruce Gregory Wilcox
Robert G. Lees Nancy L. Clarke . Judi A. Shane M Simon Roy Kings M Eric A. Denniston Robert K. Williamson Susan D. Libera Knust Gary e. Cochran Patrick). Sinnott M L. William Kirby Jr . John Joseph Douglass Molly M. Wright Wefel
David J. Loechel John Willard Cogdill Gregson T. Sliff Elizabeth Konold M Deborah Christine Doyle Sang R. Yoon
Richard G. Lyons e. Ann Cramer Catherine M.e. Stone Peter G. Lamberton G. Michael Egart Jr. Jojiro Yoshida
M Peter F. Madonia Nordquist Anne A. Swank Robyn J. Lee Whitten Jesse R. Erickson Phillip M. Martineau Anthony R. D'Antonio Mariya A. Toohey e. Henry Longmire Jeanne M. Fine • CLASS OF 1981
Cheryl D. Mattocks Barbara M. Damm Fogarasi Kendra Lu Mahoney Desiree A. Finn Mannel Number Donating 109
James M. McNamara McKinney M Jeri T. Towner Denniston Mary Jayne E. Maly . Melanie A. Franko % Donating 17%
Stephen M. Miller Alfred DeGemmis Martha S. Uhlhorn Richard J. Marcyes Jr. James E. Freer Total Gifts $17,145
Ross Plasman Miller K. Mia Diekemper Thomas E. Waldorf John F. Marshall M Peggy Ann Gitt Average Gift $157
Radoslav Mladineo • Jon e. Dietz John D. Walker Carroll Beek McCallum Walter R. Gonzales Jr. M Frederick William Adams
Martha A. Mohn Brady M Constance e. Dillon Shelley F. Walker William M. McDougal Steven Paul Granger M Nancy Carol Adams
Stephen B. Montgomery M* Michael T. Dillon Thomas R Walker · Marianne Mcilvain Ellen Greenman Needles Suzanne Albright Uoyd
F. Francis Najafi M John E. Durbin M W. Bruce Walters Spalding M Armando Francisco Ronald Eugene Allen
Mark T. Nevitt Kenneth A. Erickson Stephen L. Warden Richard L. Mohagen Jr. Guerra Tracy Elizabeth Altemus
Edward J. Parr Jeffery M. Ferm Joseph J. Weber JoAnne Myers Daniel F. Hammang M Donna M. Ambrose
Frank M. Parsons Peter M. Flaherty Heidi Wmkelman M Martha 1. Navar Gentry Dianne L. Hart Christian Philippe Beghi
June B. Pearson Sweetser Stephen R. Fones Hammel ). William Nishnick Stephen Joseph Haugh Jonathan Marc Berman
Thomas A. Peterson Harold D. Foster Daniel E. Wise Ann Parry Mary P. Hooper Karen Louise Berman
William J. Richoux M Patricia W. Foster Albert A. Yarger Laury B. Patwardhan Jeane Hoover Stetson Barbara Bibas Montero
James D. Robinson IV Catherine French Hiromi Yoshida Pat Patwardhan Rona Housron Carolyn Maki Bonar
M Angelika Rooney Dean B. Gadda Stephen W. Yudicky Mark Payton Renee J. Ingrassia Ariens M Frances L. Bonham
Timothy L. Rowland Steven Lee Gandy • CLASS OF 1979 William D. Pharr Lowell Jacobsen Mary Kay Borsecnik
John Rickey Sample Jon J. Gasiot ). Mark Polhemus Susan M. James Mary A. Boyle
Deborah R. Schiller Gail L. Goggin Number Donating 98 Jeffrey A. Prileson LindaJ. Kamajian Judith M. Bresnen
MarkJ. Scott M Paul G. Gomez % Donating 15% Mark S. Rabens James R. Kerney Stetzler
Thomas D. Seaman Wendy Kathleen Graham Total Gifts $3 1,564 Robert M. Ramirez Linda Fay Ketchum M Tracey A. Brumfiel
M David A. Seavey Michael J. Grahanl Average Gift $322 Suzanne Remar Kalil Unnur M.G. Kornmayer Nelson
Hans P. Seibt Edwin Mark Green David B. Anderson Diane T. Resly Daniel J. Laraway Thomas Murphy
Gary W. Shortt Ralph Michael Hartman M Frederick Ronald Axelson Michael W. Roy John Leach Buescher
Steven e. Sievers Pavel Hillel Kathryn Anne Banks M Pamela K. Ryan Hugues Yves Lefebvre Michael Joseph Byrne
Robert G. Starks Charles W. Hoing Thomas Algirdas Denis W. Schreiber M Tracey Lerch Cantaru tci Joan Louise Caldwell
Walter R. Stebner Roderick N. Honstein Baranauskas Susan Shively Anderson Kent E. Lupberger Matthew Wayne Camp
Richard L. Stevens Anne W. Honstein M Richard A. Barasch Virginia Simonds Xavier Matesanz Gloria E. Cazares
Catherine Stevens ThomasJ. Hudson Eric George Baron Carl E. Sjoquist Andrew Chesley Marring M Kim A. Childs Busch
Castoldi Soonalyn Bhappu Jacob David A. Beals Valerie Smith Maurer JOM Phillip McKay Jr. M KelJy John Combs
James W. Stoeckel Ashok H. Jham M Kevin M. Becker M* Frederick B. Stambaugh Barbara Mattie Mertz Gary Russell Crump
Sheldon S. Sturgis HoSungJin John W. Blair Barbara A. Stone M* Therese Mary Miller Jennifer A. Dafnis
Thomas L. Sumner M Michael J. Johnson Ted L. Bowling Doucette Khoury M John Robert Davenport
Tom E. Sweerser Peter M. Kalil Randolph W. Boyer M Martin E. Susz Ruja Modabber Nothaft Donald Bradley Dawson
Max Ralph Tarbox Sami J. Katrib Manuel P. Bramao Sally L. Tischler Jeremy Nash * Christine B. DeWitt
Barry M. Tonkin T. Erie Keefer III Thomas). Brennan M Gregory e. Topp David Fldon Netz M Ellen Marie Dieringer
Genaro Torres Nancy B. Kelme Terry M. Bushman Robert James Vandevoort M Karen S. Norelli Richard Kane Driscoll
Lee J. Ure Joy A. Kovaleski Donald J. Caldwell Doris Mae Vincent Nettie A. Olsen John T. Dunn
Javier G. Vasquez William). Kriss Annette A. Cazenave M Stevon P. Warson M Roseann E. Paciotci Olga Fldek Turcotte
Martha H. Wahoski M Johnell J. Kusler Jim L. Clyde Jerry ). Watterwonh Salvarore J. Pappalardo * Knut Eriksen
Curtis S. Ward M Robert B. Landis MWillieW.Cone M Richard Waycott Darlene M. Patterson Michael Gordon Flynn
Craig D. Weber Mark O. Larsen * JOM e. Cook * James Alan Weybret George Patrick Pearson M Michelle Jeanne Foster
Stephen H. Williamson Howard Lasser WilliamJ. Cooney III Robert W. Whittemore Jennifer Ann Pinkerton Mark Allen Friebel
M Barbara e. WtIson Thomas Wai-Kit Lau Caroline B. Curtis Marie F. Wickham Krisranne Pond Edwin S. Friendly III
M W. David Wilson James A. Lavorato Randall K. Curtis Jennifer P. Woody Dietz * Roberta Poritsky M Marcia A. Futter
M ). Wright Witcher Gregory 1.. Linker Sonia Dias Lauren M. Proctor Laura A. Garavaglia
Marcella Woodworth Frank V. Lozano Dennis P. Downing • ClASS OF 1980 Queralt Kazemi
Mary Ellen T. Young Nancy E. Lueck Emslie Robert W. Duelley Number Donating 97 Juan Antonio Queralt Catherine Gordon
R. Alan Magnuson Mary Hewitt Dudley % Donating 15% M Mary Ruth Quist- Richard Alexander Green
• ClASS OF 1978 John M. Marks M* James Roy Easter Total Gifts $27,775 Newins Jennifer Ann Greenberg
Number Donating 114 M Robert H. Mason Michael D. Erdmann Average Gift $286 Carol J. Rauschenberger Jill Heaton Gross
% Donating 20% * Craig G. McBurnett John McDonald Evans Marie Accunzo Bucldey Annette L. Remick Margaret Gumerlock
Total Gifts $16,392 M Ruth S. McCurdy Brian T. Farmer • James Evert Anderson Lefebvre Thomas
Average Gift $144 John E. McKinney Vadim Fischer Winston Alexander Dennis Alan Roper John e. Hay
George A. Abreu R. Timothy McKnight Barbara Fletcher Barrie Thomas J. Ross Kurt Alan Heck
Frances Aldrich Sevilla- Kim W. Mcleroy Lewis . Robert M. Franko Susan Lytm Batchen William Allen Sahlin M Sharon Ann Hoffman
Sacasa William G. McMullen Joan Marie Gallagher Anna M. Beshensky Alexander 1. Schwartz Corrigan
Peter E. Asten Margaret A. McNiel McCarthy Nancy B. Blair Craver Young Tae Seo Maryanne Hoirup-
Catherine A. Baldwin GaryD. Palm M Rachel Geltman Susz * John L. Borden Mark F. Silvetman Bacolod
Nixon Diana Perry Doyle Thomas B. Gerhing Paul D. Briamonte Anton Stauffer M Mary 1.. Honda
M Elizabeth A. Barnes R. Jay Powell III Lisa Gimelli Hilliard Stamey L. Brotherton Lindsey Stewart Hinds Sanjiv Kapur
Byron W. Battles Maureen Powers Jack Dean Glen MJudyBrown Julie Ann Thoeny Kelly Anne Karbon
M Patricia Powell Bayrtl1am Raghavendra Prasad Mary M. Graham Stephen N. Buckley James F. Traner Jr. Bruce M. Kendrex
Gail P. Beske Christina A. Ralicki Mark e. Haslam Patricia L. Byrne Gaman Lillian L. Tung Lum M* Gilbert R. Khoury
Steven W. Bluth Rufrano Hubert Karl Hauser Joseph M. Callahan W. Gijs Van de Riert Deborah Marie Kielty
David 1.. Brothers Theodore Joseph Timothy B. Hays David Drennon M* Martha R. Von Terence King
Thomas A. Bullis Rectenwald Jr. M* Thomas Dudley Chapman Hillebrandt Loren Joseph Krebs
Michael L. Buder Lloyd R. Reeder Hobson III Christian Charette * Lynda J. Webster Susan Faye Lang
Michael D. Byington Thomas e. Reycraft Charles e. Howell Frank Joseph Corbishley Judith Wertheimer Linda Kristin MacFarlane
Thomas P. Carlin Lewis W. Ross Jr. Kenneth A. Jacuzzi Christine E. Couturier Kenley Jan A. Macy-Buescher
M Thomas Joseph
Mahowald
Leila Mansour Martin
Bar