T A B L E O F C O N T E N T S

t{Etvs

AIM Attains GlobaAccreditation

ProfessorAmerasingheNamed l\,4anof the Year

Pofessor Bemardo,one of Ten0utstandingYoung Petsons

of the wodd

AIM Now aCeftified Hotspot

Student 0tfice6lndocled

overseas StudentsProgram 2004

tssuEs

lnvesting in Wo*forceTransitionr A Must in

Today's World

The Dav,m and Dusk ofLiquor Marteting

DmtoPitEt{t

The 2004 AsianCSF Awards

The lnternational

DevelopmenlManagels

t ousrnY

Class Factory?

I\rarketingto Business:828 Challenges

&$iness Process0utsou.cinq:A lJnique0pport!nitytorthe Philippines

EIlnEPNEI{EURSIIIP

TheWo/dEntrepaeneurof the Year

Down the Path otGlobalEusiness

FEAruNES

Ashok Soota:A Frurt is Knownby the Fruit lt Bears

Using the Power ofNetlvo*ing

ETWONKI1{G

ALUMNINEWS

IIIESSAGE FROM

THE CHAIEI\4AN

A l\,4iniBeunionwilh a [.4ighry lressage

LETTEBS FFOI\4 ALUMNI

CLASS NOIES

:18 l Rtcus: CHINA

l0 rEAo stoRY:BRIDGING LEADEHSHIPTRANSFORI\4ING SOCIETIES

C,ver photogr.ph: Jos Puno

TlrAjidM.n2g..i.rfo.lpubliarionof6.^.ieInnifeofM...8.Mt[MIrA0)042/1o/98KDNPP(s)l076/,/2ooorssN0llc790]wnhcdibri,lomc.1lthcIIiIIfrilut.of�$b.ni123P:gd.Rd-,M.*.tici9'!hi|ipPin6,T.l.Nos.:1632)s,2.1o|1|s9241'5l43.T.!.h'\632)s'3-]34|.Emil.dd6:m@n.il''B'.dn.p|icopyright2oo-{Tl.AsidM.e3.i^lr@6�,R.prcddion in :.y nl:M 'n whol. ot in p.n, in Enslidr or dhct h,gq.g6, *itLour pnor *rind Fdision i! Pbhibit d.

I V E S S A G E F R O I V T H E D E A N

As an Institute of lranagementPublicatron

The Asian ManagerDecember2004

EDITORIALTEAIV

Rohelto de ocampoEdilorin Chief

Gt'g AlienzaExecutive Edrtor

Pralhal Sh8maAssociate Editor

\fu .ne Bsulists-Ev!flg€li6trManaging Editor

Short.t Krligbsk-llamliliSections Editor

Slmaaa R.inrPriy.dk l{6r.y.[ftfunbh Amsi.

Contibuting Wilers

Jairy M.n.liliArt Dlrector

Eden CdrdcmsCirculation I\,{anager

EOITOFIAL BOARD

nobono da ocampoPresidentand

Dean of the lnstitute

M.rvoo C.liExecutive Managing Di.ector

Inslitutiona and Investor Relations

Dulca Crsachn!Execulive Drrector

Fede€tion of Al[.[ AlumniAssociation, inc.

Greg AlietEaDirector

Al[,{ AlumniRelations

Dear Alumni,

The changes that we have witnessed and encountered lately in the Institute have been both rwealingand unexpected. They were unexpected because we barely had an inkling about the dramatic turnofevents that was in stote for us, and revealing because through our responses we have been ableto realize the strength and the character ofthe Institute and its administration.

The reverent Helen Keller said, "Character cannor be developed in ease and quiet. Only throughexperience of uial and suffering can the soul be strengthened, vision cleared, ambition inspired, andsuccess achieved." The rapid changes in the Institute were discomforting not only to me and to thesenior administration, but also to our faculry our staff, and our stakeholders. The uncertaintynecessitated a positive response. And we responded well.

I am proud to say that today as an adminisuarion we are more unired, more focused, better srructured,ald consequently more responsive to the immediate and the long-rerm needs ofour clients andstakeholders. Our two recent internationd accreditations stand as an evidence to rhis fact.

We are making deliberate efforts to increase our presence across the region. We have also experiencedfaculry taking increasing interest in conducting empirical research, something that AIM now plansneeded to srep up. Apart from thb changes, the Institute continues to take interest in its alumni,and is making conscious efforts to bring the Alumni closer to one another and to rhe school.

For this issue, we have decided on Leadership as the theme. In light ofthe changes in the globalenvironment, we believe that the world needs influentid leaders who can steer the direction ofouractivities towards increased international development and prosperity, !7e have featured a few ofsuch leaders in our alumni, and ir is with great pride that we acknowledge their contributions to thebusiness, society, and to the spirit ofinternational collaboration.

'We expect more of such leaders in our dumni in years to come.

L E T T E R S T O T H E E D I T O R

Thank you for sending me The Asian Maligc6which I have not received for quite some rrme.This journal has been very helpftrl to update thedevelopment ofmaragement. The research arti-cles and topics and opinions on contemporary'ubjects are very approprirre and informative.

I hope to receive che journal regularly.

RISHI LAL SHRESTHA, BMP TO2

I am delighted to nore that our Institute is pro-gresing. I regularly get a copy ofthe Asian Man-ager from which I am able to get an update ofour Institute.

K V RAGHAVAIAH. lTthTMP

I would like to see articles which are more onttends on what is currently being practiced by

Add a section on contacts of former classmates and provide an opportunityfor alumni to help other AIM currenr and former srudenrs get ahead in theircareers through a srrong alumni support system to grow fellow AIM graduatesprofessionally and personally. Add more news and email addresses ofAIM alumni.

Also, put the magazine on the net for those who want ro download the magazinein pdf format. It will save costs of distriburion. AJAI RArrrDHAwA" MBA resl

top corporations in the Philippines and SouthEast Asia. Less on theory, more on practice.It would help ifthe articles are more pracricalfor middle managers. I find the articles roo the-oretical. I would also like ro see more opin-ions/edirorials

GEORGE DANILO OTAIIES, T'IBA 1999

Please collect subscriprions from Alumni andsend hard copy to all the counrries where wehave A lumn i . I r h i nk A IM shou ld make anarrangement so that Alumni can get one hardcopy for each issue.

MD. AMIYAR HOSSAIN CHOWDI{URY.

, M

199a

Consider providing life membership, or 5-ycar,or lO-year membership to interested subscribers.

Talk about spouses ofAIM alumni (or evenchildren, if they are old enough) as they areequally relevant as the AIM alumni.

The objective ofthis magazine should not beprofit maLing but to share information and pro-mote networking, and hence, should be reason-ably/ minimally priced to cover costs.

TUIUKESH GUPTA, MBA 1996

I very seldom receive The Asian Manager eversince I gnduated in 1997. The rnagazine is poorin terms of distriburion.

WELLYrcHA, MBIi 1997

(Sone ofth. bttes 'o rb. Ed;tor um tnka fon the.ontue"B ad !ug.'tio"' fon Th. Aiaa Matuso Sat,q)

TA IV ] R E S P O N D S

The Asian Manager continues its proudrradir ion now under rhe wingof theAlumniRelations Office (ARO). This is in line with theimpetus to bring the Alumni closer to the schooland ro one another This is also consistent withthe ARO mission: ro help bui ld a dynamicparrnership benveen the lnsrirure and is Ajumniby nurturing a lifesryle ofAlumni Serviccs,

Executive Flucation, Referrals and Recruitmenr,Ventures and Events (SERVE) that keep AIMalumni firlly engaged with the Institute and witheach other"

Ve accepr the challenge of bringing TAMcloser to the Alumni. Our next issue in particularshould bear the perceptible imprints ofchalgcsconsistent with the above mission statemenr.

But we shall need alumni enthusixm in at leasrtwo immediate ways: helping r:p&te our alummdetab.le so rhar we.ould improve distr iburion.and helping to contribute articles and writc-upsfor TAM, beginning with Class Notes. \We thankyou in andcipation ofyour response. God Bless.

GREG ATIENZA k.curive Miror, Thc A.i.n Md{scr

WE WANTTO For your comments or suggestions, write toTHE ASIAN MANAGER at tam@mait.aim.edu.ohor fax (632) 893-3341HEAR FROM YOU -.

T H E A S A N M A N A 6 E R I O E C E M B E F 2 O 0 4 A S A N I N S T I ! J T E O F M A N A G E I V ] E N T

AI M

AIM Pres . Rober to de Ocampo and DeanNieves Confesor receive the certif icate ofaccreditation from Dr. Miton Blood, Man-aging Director of Accreditation Services ofAACSB International in l\4ontreal, Canada.

/f

,/EQUIS

Not al l schools, however are qual i f ied to go down the accreditat ion track. AlM, as oneof the el igible few, went successful ly through the accreditat ion process, emerging asone of only two business schools in the region to be awarded the European quali ty label.

AIM has been awarded full accreditation bv the EFMD. which runsth6 European Ouatity lmprovement System {EOUIS}, a leadinginternatronal system of qual i ty assessment , improvement , andaccredi tat ion of h ioher educat ion inst i tu t ions in manaoementbusiness adminis t ia t ion. EOUIS fac i l i ta tes standard set t ing,benchmark ing, mutual learn ing, and the d isseminat ion of goodpractice acros; borders.

The mission of the Association to Advance Collegiate Schoolsof Business (AACSB lntemational) is excellence in managemenTeducat ion rn co l leges and un ivers i t ies . Accred i ta t ion s tandardsencourage and pro;ide guidel ines for schools to pursue continuousimprovement . A l l AACSB member schoo ls share a commonpurpose - the preparation of students to enter useful prolessionaland societal l ives.

The AACSB accreditation process provides members a common reference point forquality and performance in management education. Because of its srandard-by-standard

fl,;fiil'ffi 3i,1] Ii,?; ?i ll" f,x1 l%3[3::: :,'f"1 i i n t h e wo r I d s u c h a s H a r v a r d'

Accredltatl onDual accreditation certifies AIM as among the best business schools in the world

GOING THROUGH THE RIGORS

of attaining international accreditation

affirms the Asian Institute of Managementt(AIM) commitment to provide top quaiity

education. In 2003, AIM was awarded the

European QualityImprovement accredi-

taton from the Euro-

pean Foundation for

Management Devel-

opment. Inearly2004,

this was followed byEOUIS DirectorJulio Urge 1|lg accreditation fromawards the certificate ofaccreditatlon to lnstitute the Association toDean Nieves confesor'

Advance collegiate

Schools of Business (AACSB International).

AIM is the only graduate school in the coun-

try to receive the international accreditation

from either accrediting body and only one

of wo graduate business schools in the re-

gion to receive this dual honor from both

the European and American-based systems."The

accrediting entities have not only

seen AIM as among the best in the world,

but also as having some unique features

of its own. AIM has been a very effective

bridge for understanding Asian business

systems. -Ve offer an excellent MBA but

beyond that, we are able to relate all these

to the particular characteristics of doing

business in Asia," said AIM President

Roberto de Ocampo.'Apart

from the MBA offering, we are

one of the few, if not the only, management

school with masteral degrees in development

management or public-sector policy-making,

as well as entrepreneurship. This provides

the student total immersion. He will not

only be a good business person but aiso a

good decision-maker. He will know what

to do whether he is with the private.or public

sector."The

accreditation bodies particulariymentioned that AIM is one of the few

schools in Asia to have a close link with

major multiiateral institutions like the-fforld Bank and the Asian Development

Bank. They noted, for example, the fact

that the \florld Bank looks at us as a con-

tent provider for its Global Development

Learning Nerwork."On

top of all these, AIM's internation-

al faculry and student body provide students

exposure to cross-culturai characteristics."

T H E A S I A N M A N A G E R I D E C E M B E R 2 O O 4 A S I A N I N S T I T U T E O F ] \ , 4 A N A G E M E N ]

ProfessorAmerasinghe Named Man of theYearCitation recognizes Amerasinghe's services to the development of Asia

PROF. NIHAL AMERASINCHE, PhD

ofNM's Center for Development Management

has been awarded Man of the Year 2004by the

International Biographical Centre of Cambridge,

England.'Ihe citation recognizes Prof. Ameras-

inghe's "services

to the development of Asia."

The prestigious Man of the Year award is

issued by way of aWarrant of Prociamation and

is conf'erred on "a

select few individuals whose

achievements and leadership stand out in the

International Community. "

Prof. Amerasinghe's extensive experience

as a former international civil servant ciearly

shows his ieadership. His deveiopment manage-

ment experience spans more than three decades

and covers 28 countries in the fuia Pacific. From

1979 ut 2001, he held senior positions in the

Asian Development Bank (ADB) Programs and

Projects Department. He became the director

generai of ADB's Agriculture and Social Sectors

f)epartment prior to joining AIM tn 20A2. He

pioneered ADBt agriculture and rurai develop-

ment operations in China and Mongolia. He

was also in the ADB Management Team of the

Greater Mekong sub-region during its formative

years. At CDM, he is the lead faculty for the

Program and Project Deveiopment and Man-

agement, and for courses on lnternationai Fi-

nancial Institutions.

Recentiy Prof. Amerasinghe was also

chosen for distinguished standing, and received

an honorary appointment to the Research

Board of Advisors of the American Biographi-

cai Institute."Selection

of the International Bio-

graphicai Centre Man of the Year is

made by the Editorial and Advisory

Board o f rhe In te rna t iona l B io -

graph ica l Cent re , " sa id the Cent re 's

director general, Nicholas Law. "Tens

o l ' thousands o f b iograph ies are re -

viewed each year by rhe lBC. and io f these we handp ick those most - 5deserv ing o [ th is un ique honor . " f f i

The lnternational Biographical ry

Centre is one of the leadine bio- #d

graphical relerence book puf, l i r l , .r ,

in the wodd. w i rh more th rn J0 \

Who 's Vho r i r les in over 170 sep- /

a ra te ed i t ions . Among these t i r les ,

some of which have been establ ished

for more than 30 years are, the Dic-

tionary of International Biography

and more recentiy, the 2000 Out-

standing Scientists of the 2ist Century

and tWho's \fho in the 21st Century.

.;,

PHOTO: JOVEI- LOFlENZO

=.!

Prof. Bernardo, One of Ten OutstandingYoung Persons of the World

PROFESSOR FRANCISCO BERNARDO III

was honored the Outstanding Young Persons of the \fforid

of 2004 by the Junior Chamber International (JCI) on

November 24,2004 during the 5gthJCI Worid Congress

in Fukuoka, Japan.The TO\? program ofJunior Chamber International

serves to recognize up to ten individuals between the ages

of 18 and 40 who exemplif, the best attributes of the

world'r young people.

Honorees seiected in past years have represented the

heights of progress in all human endeavors. Many have

gone on to even greater achievements. All have continued

to serrre humanity in a great variery of ways.

Young men and women may be nomina.ted in one

of ten categories for the TOYP honor. Winners will be

selected by an internationa.l panel ofdistinguished judges.

AIM Now aCertified Hotspot

V,'ITH THE THE, INSTALL.

ment of wireless fideliry (\ViFi) on

campus, the Aian Institute of Man-

agement is now ofificialiy a "hotspot."

\Wireless fideliry flViFi) is a local

area nerwork (LAN) thar uses high-

. frequency radio signals to transmir

and receive data over distances ofa

few hundred feet.

\7iFi Wireless Access Points

(\fAPs) are located in all case-rooms,

beside the swimming pool, at the Zen

garden, in the dorm lobby, at the sec-

ond floor ofthe library, and in the

Lopez, MBM'73 and Malaysian

conference rooms.

IT H E A S ] A N I \ 4 A N A G E R ] D E C E M B E R 2 O 0 4 A S A N I N S T T U T E O F M A N A G E I \ , 4 E N T

Student Officers Inductedlnduction ceremony across all programs first ever in AIM history

THEAIfuf TRADITION OF EXEM.plary ieadership ancl managemenr lives on asa new set of Student Association (SA) andclass officers took their oarh on Sept. 2,2AA4.

It was the first ever induction ceremonyof SA and class officers across all ofAlM'sfive degree programs: MBA, MM, MilM,EMBA and ME. The Student Association isthe council that supervises the clubs and seresas liaison with the administration and withgroups cutside of AIM.

AlM president Roberto de Ocampo pre-sided over the oath-taking and exhorted theofEcers to carry on the torch of leadershipand, just like the generations of alumni beforethem, become d1'namic agents of changewithin and beyond the Institure. The board

SIUDEiTT ASS0CtATt0N tSAl 0fFttEfis

Chairman: Ferdinand "Peedee" Al idoVice Chairman: Nishant Sandhi0verseas Chairman: Srikanth Ghanla

ctAss 0tFrcFRs

Master in Management {MM}President Boboy YonzonVice President Sanjey VashistTreasurer: Jasper ConsultaSecretary: Cather ine Tan

Master in Development Management{MOM}President: RJ Atencio

Vice Presidentt Anil BahugunaTreasurer: Christina EspinoSecretary: Nguyen Ngoc MinhPH0: Nelflor Atienza

Master in Business Administration{MBA}IPresidenl Brian Micheal DizonVice Presidents:Techie Joyce Ramos {section Bl,Carlos Lorenzo Vega {Section A)Treasurer: Marie Florinda Lucio

Master in Business AdministrationiMEAlr lPresident: Rahul SinghVice President: Meenal Bhat

Treasurer: Patricia Bustos

Executive MBA {EMBA} Manila 5President Claude BodanVice President Rene MayolTreasurer: Susan UySecretary: Moi Buenviaje

CTASS RTPRESENTATIVE$

Executive MBA-$GVKenny Mijares

Master in Entrepreneurship (MF)ME 7: Genevieve AndradaME 8: Enrico FranciscoME 9: Rosemarie Boni facio

of directors of the AIM Alumni .A.ssociationand former SA chairmen from different batch-es liker.vise graced the evenr, congratulatedthe new officers, and inreracted with the stu-

dents, who are "alumni-in-residence."

In hisspeech, Mr. de Ocampo encouraged the stu-dents to meet with him on issues and concernsand to network with alumni for activities.

0verseas Students Program 2004AS PART OFAIM'S OVERSEAS STUDENTS PROGRAM FOR

SY 2004-05, Student Services, Admissions and Registrars (SSAR) organizedand sponsored a one-day city tour for AIM's overseas students and theirfamilies last November 13,2004.

The whole day affair which was attended by 45 participants (someMBA, MM and MDM students, three inbound ISEP students, six spouses,and six children) covered the tour of the following: the Fort BonifacioDevelopment Corporation (The Fort, Market Market, Serendra Showroom& Saies Office, American Cemetery, and the Bonifacio Ridge); AyaiaMuseum; Pantalan Resraurant at Manila Bay; a drive at the CCP Compiexarea (CCP, Folk Arts Theater, World Tiade Center, Center, and SenateBuilding); visits to the National Museum, Museo Pambata and the RizalBagumbayan Lights and Sounds at Inrramuros; and Baywalk.

*+rffiRsefrF#**u*u*PRffiSFEdgE@

rusv"dA Affiffi4

. I h E A S ] A N N " 4 A N A G E F D E C E M B E F 2 O 0 4 A S A N I N S T T U T E o F M A N A G E M E N I

Investing in Workforce Thansition:A Must in Todav's World

The W'orkfotce Life-CJcle

Good companiet inuett in their peopb,

Good companies inaest in hiring ltrategierto select tbe ight peopb for the right position,

thry hite for ubnt axd nain for thilb.

Good companies intest in naining anddzt'eloping tbeir people to increase the baman

ca p i tal ualu c of the i r orga n izzt io n.

They al.so prouide edacational opportanitiet toenure qaaliry candidater are read! fol ?rcmotions,

new dstignments and neu t)enturet.

They inuest to inproue rctenion ratcs,hee? peoplt happ! at worh, and mahe them

more produrtiue.

IN AN AGE IN \rHICH BUSINESS EVENTS SUCH ASm&a and restructuring are inevitable, and even desirable ar times,good companies also invest in workforce transitions. In viewingtransition as an investment rather than a cosr, they recognize theneed to provide not only for the successful ransitions ofdepartingemployees through structure and support but also for the effecttheir actions have on their business, remaining staff, effectivelymeeting business objectives and reducing rhe risks thar hinderthose objectives, their corporate image, and the impact they haveon the communiry.

Organizations develop comprehensive ourplacement andcareer transition straregies for multiple reasons, srarting with thegenuine desire to rreat their former employees with digniry andassist them in continuing their career. They also recognize that,by providing effective support for depaning employees, they reapdividends that go far beyond simply avoiding reprisals and lawsuits,A well-managed workforce change can maintain or even strengthenemployee, communiry and investor relations. It is also imponantfor ensuring high morale, productiviry and retention amongremaining employees.

C-areer Transitions

A successful career transition goes beyond finding a new job.

Job loss and career transition can be one oflifet most stressful

events. One needs to manage the stress involved wirh change,recognize both the difference and rhe relationship between changeand transition, and have the srrucrure ro effectively navigate thetransition.

Generally, stress levels relate direcdy to individua.ls' perceptionsof negative changes in aspects oftheir lives. Ninety percenr ofexecutives in transition report stress ,rssociated with looking fora job. The information collected in a recent global study conductedby DBM indicated rhat the level ofstress individuals experienceduring career transition, in addirion to the actual job loss, is direcdyrelated to the levels ofdifficulry experienced in four key areasoflife.

. Their relationship with dreir parmer or close family membersr Control over future eventsr Feelings associated with self-esteemr Control over structure and rrmeEmployees who experience rhe least vulnerabiliry ro stress

also tend to:. Feel rhey benefited strongly from career transition supportr Involve their partner in various aspects oftheir job search

, Most execqtives experience the leasr difficulry with areas ofjob loss relating to control ofstructure, rime, and level ofself-esteem. The most srress during career transition tends to be felt inthe area ofcontrol over futur€ evenrs, including disruption tonormal family life, loss ofincome, fear oflong-term unemployment,and inabil iry ro plan for rhe furure.

It is imperative that employees faced with job loss focus. on and take advantage ofrhe opportunities inherent in the situation

- reviewing career objectives, exploring new avenues of professionalgrowth, broadening their business network, and advancingtheir career,

Many ofthe leading multinarionals have been providingcareer transitioning support to retrenched employees because theyhave long recognized that to lead a company requires one to be agood corporate citizen. These companies have adopted this pracriceworldwide and have provided ourplacement and career transitioningsupport to their afiliates, subsidiaries, and offces all over the world.

Outplacement in tie Asia Pacific

A number ofleading compaaies in fuia and rhe Pacific havegradually adopted outplacemenr in the past several years, srarringwith Australia and New Zealand, followed by Hong Kong, Sin-gapore, Japan, Korea, Malaysia, and Thailand.

by M.do R. GaturPresident and Managing D rectorDrake Beam l/orin (Phi pprnes)

T I ] E A S I A N M A N A G E F D E C € M B E N 2 O 0 4 A S I A N N S T I T U T E O F M A N A G E M E N T

During the early parr of the current decade, the slowingglobal economy drove large Japanese companies to slash money-losing operations and thousands ofjobs, an act that was unimag-inable before, given the Japanese practice ofproviding lifetimeemployment. By September 2001, a roral of 1.09 million peoplehad lost rheir jobs due to restructuring and bankuptcies. Thepersonnel cutback was helped by natural attrition, but manyemployers were forced to ask a large number ofworkers to rakeearly rerirement programs that offered severance payments on topof premiums equal to months ofsalary. Increasingly, companieshired outplacement agencies to help their reriring workers findnew jobs.

At about the same time, Korean companies also had to layoffa large number ofworkers and many provided career transitioningsupport to their workers. Here are some ssnple cases ofcompaniesin Korea who adopted career transitioning as a part oftheir strategr.

Agilent Technologies

Agilent Technologies,a major communicationsand life sciences companyproviding test, measurementand monitoring solurions,undenook a plant relocationin 2000. While manycompalies announce plantclosures and large-scale lay-offs simultaneously, Agilenttook a different approach.\{/hile 150 employees atvarying levels were to beaffecred, Agilent announcedthe shut down eight mondrsprior ro.the closure.

The key issues Agilentaddressed included main-taining employee morale andproductiviry, providing astrucnrre that would eliminate or dirninish the risls ofabsenteeism

in the face ofguaranteed job loss, and support smooth career

transit ion during and afier the closure.

lmmediately following the announcement ofthe closure,

Agilent implemented a series of change management workshops

that helped employees understand the reladonship between change

and tralsition, common reactions ro change, and how to manage

stress during a change. These workshops were followed by an on-

going series of company'wide communication activities designed

to include and inform both management and employees on the

change process.

The next step was to establish an on-site Career Transition

Cenrer. sraffed by ouride Career Managemenr experu, to monitor

and manage the emotions ofcontinuous consultation, and to

prevent absences and operation intenuptions by providing on-sitejob search and consult ing supporr services.

As a result ofrhe in-depth suppon and structure that Agilent

provided, I I I employees activelv participated in rhe CareerTransition Cenrer, 92.4% ofwhich succcssfully transitioned tonew careers. At rhe same time, employees continued their workand Agilenr was able to successfully relocate the operation.

Daewoo Motors

L)nc o[ rhc mo.r publi. ired \ r reer l rrn\ir ion programs inKorea is the Daewoo Motors Hope Center. F-stablished jointly byDaewoo Motors, the Korean lvlinisrry of Labor, and DBM, theHope Centert aim is to address rhe shur down ofDaewoot Bupyongmanufacruring plant and the job loss ofpotenrially thousands ofemployees. In addition, the negative impact felr by the ciry ofIncheon due to the loss ofthe plant added pressures to Daewootplanned restrucruring.

Daewoo Motors recognized that rhe obligation ofcorporateresponsibility was necessary

to show respecr and support

for those leaving the com-

pany and rheir families as

well as to implement mea-

sures rhat would help reduce

the risks felr by the ciry

ln a move previously un-

common for a large Korean

company, Daewoo Motors

recognized rhat job loss or"retirement"

was no longer

a personal problem but an

important issue on which

corporations, individuals,

and the Korean government

needed to work rogether to

find solutions.

Ofcourse, there was

an elemenr of skepticism

from Daewoo Management.

Vhy should they invesr a

large sum ofmoney to take

care ofworkers who no longer worked lor them? \Vhat value does

career transition support add to their workforcei Whar would be

che reaction ofthe workers and the union?'Ihe approach was

equally as impressive.

The Hope Center started out serving only a small number

offormer employees, 70 out of thousands, at the same time when

striking unions made headlines around the globe. As the ransition

progressed, panicipants in the Hope Center staned talking to the

unions and Daewoo employees, their former co-workers, about

the support they were receiving, and demonslra[ing eased tensions

and emotional stabiliry Cradually, more and more workers under-

stood the value oftransition management and how they would be

benefiting and started parricipating actively. At the same time, the

strikes became quieter and Dacwoo management was convinced.

The joint administration ofthe Hope Center by Daewoo

employees and outside Career Managemenr experts, as well as the

support ofthe Ministry of Labor and the Ciry of Incheon, paved

I H E A S I A N M A N A G E F D E C E M B E R 2 O O 4 A S I A N N S T I I U I € O F M A N A G E M E N T

... helping employees successfullytransltron to new careefsts notthe only factor to be addressed whenfacing a restrucruring. Helpingcompanies to move towardsstronger corporate citizenship,a more flexible labor market. andimproved business results are rhemost imporrant issues to address.

the way not only for a physical Career Transition Center, bur alsofor a cirywide acrion plan. From promoring a campaign amonglocal businesses to hire former Daewoo workers, ro organizing JobFairs open not only to Daewoo employees but also to the generalpublic, a firm commitment ro the welfare ofthe local economyand irs cirizenship wal consranrly rcinlorced.

From the support ofthe Career Transition Center, manyemployees moved through the tradirional route ofre-employment,supported by twenty Career Management experts and a full-scaleJob-Lead and placement effort. In addition, the stren$h ofself-Employmenr effort. among [ormer employees and specializedconsultants are adding measurably to the economic developmentofthe ciry through the establishment ofa wide variery ofnewbusioesses opened by former Daewoo workers, fiom automotivecenters to entertainment establishmenrs.

Daewoo's unconventional efforts have led the move of morenumber of large Korean companies ro rethink cheir straregies whilelooking at corporatechange. Vhile of para-mount importance,ognizing rhat helpingemployees successfullytransition ro new careersnot the only factor toaddressed when facinga resrructuring. Helpingcompalies to move towardsstronger corporate citi-zenship, a more flexiblelabor marker, and improvedbusiness resuls are the mostimportant issues ro address.

Employees in transi-tion cannot completelyescape the real discomfortsposed by job loss. Ve knowthat with solid planning,communication, and re-source selection, organiza-

Philippine Practices

ln rhe Philippines. affiliares of mulrinarional, ".. ,h. bigg.r,market for outplacement and career transitioning services. Theymake available to retrenched employees appropriate individualoutplacement programs: six months and longer to senior managersand high ranking executives, three months to managers, and shonerprograms for others. Managen are provided access to ofiice facilities,secretarial, and administrative support as they position themselvesfor new opponunities, be it a career in the same industry or anotheror in the same functional area or another Rank and file emploveesacrively parricipare in career ourplacemenr workhops where iheyrediscover themselves, pursue new opporrunities, and develop theircapabil it ies ro meer rhere new opporruniries,

Career Transition Centers are established to provide continu-ing counseling support ro employees when there is an unusuallylarge volume ofretrenchments. The counseling suppon would

include self-assessmenr,assistance in personal finan-cial planning, assessment ofentrepreneurial skills if theyare interested in entrepre-neurship, sessions on liveli-hood, and selling of productsand services.

In the pasr, Philippinecompanies would normallypay the minimum amounrrequired by law whentrenchment is done. Somewould pay more, say onemonth or more for wery yearof service, A few would pro-vide additional assistance,such as providing counselingsupport, which may includebrief sessions with searchfirms, banla and insurancecompanies, and companies

tions can help minimize the negative efects ofseparation. Thisftees both the organization and ia remaining and former employeesto realize new business objectives.

The experiences ofboth Agilent and Daewoo Motors showa dedicated effort towards srrong corporate responsibility foremployees, past, present and firture company goals, and for thecommuniry The career transition program fot departing employeeshelps them adapt in a changed environmenr, while the companyis able to maintain a positive corporate image in the local commu-niry. By taking social responsibility with a commitment to thetransition, the company moves in accordance with the purpose ofdownsizing - to successfully improve business results.

\)7hat has happened in Japan and Korea dramatizes how theworld economy has changed and how business has recognized itssocial responsibiliry during retrenchments.

-Ihe easier act could

have been to do whac is comfortable br-rt companies have opted tomanage the potential social problem thar retrenchment brings.

specializing in livelihood and skills training. Some Philippinecompanies have started to appreciate rhe value ofproviding addi-tional safery nets to employees being retrenched, which includesadopting outplacement and career transitioning as a pan oftheir

corporate stratery. Providing outplacement support to retrenchedemployees and career transitioning suppon to employees, in general,needs to be considered more and more ro maintain a core ofworkers who can take care ofthemselves and will not be a burdento society. Doing so is an excellent exercise ofcorporate socialresponsibility which can generate payback in the long-term,

Mdia R. Gztu n thc Pf id.ht ad Mdhagi"g Diftctor ofDBM Phil;ppiu a a nmboofMRA Ch$ of 1973. DBM i' th. uouuid! hdd.t it pttuidins 'natusi. huna" ft'oatc.solutions tbat heQ organiationr aLgn th.t tuorkfot.B to na, chasgi"g b"i"6, ,ed!Krotu, fol ooo 35 run fot nr ikao'ra,i,c a"d.f..ti,e carecr nanritioa rcruicet, DBM

?/o/id.t '.tut.' ia ef,?lot.e lcction, d@?hpn.nt, rct"ntiof,, and ia,tit;on. DBM bs@o 235 ofies did "a4 300 s.tui.. locatio,t i, nor. tha" 52 co"hffn, uoltdoid..

T I ] E A S I A N M A N A G E F D E C E M A E R 2 O C 4 A S A N N S I T I ] T E O F M A N A G E M E N T

by Manish Arneia

he global alcohol beverage industry is characterizedmarur i ry :nd low growth . where rhe l iq r ro r compan ic 'have struggled against a global health kick and heaw

prrce compeu on.In recent years, the liquor industry h'x undergone a dramatic

shift. Many global brewers and distillers have merged to reducecosts and gain market share. For example, Diageo, rhe world'sbiggesr wines and spirits company came into being through amerger ofGuinness and Grand Metropolitan. lt then increasedits core strengths by acquiring Seagramt business and other brands(Merger Endgames: Industry Consolidaion and Long-Titm Strategy,AT Kearney Report), The latest additions to this merger wave areBelgium lnterbrew and Brazil\ Ambev, which is now the biggestbrewer in the world.

Adding to this global wave ofstrategic realignments, beeris fast becoming the alcoholic beverage ofchoice over spirits. lfirh

35olo market share in 1997, beer rose to almost equal to sPirits in2002 (Glabal 77end: in Aboholi.c Indutry, RDS Business and IndustryRepoft, Apil2004). Euromonitor forecasts thar by 2007, it will

take a lead with 42% market share.Another challenge that liquor industry is facing is that the

consumer groups, which were earlier targeted as one large

demographic islaod, have been fiagmented into distinct psy-chological groups. Unlike a decade ago, the consumers today havea number ofoptions in terms ofbrands and segments. A fastemerging change is in rerms offlavor substirution depending onconsumpcion conditions. The generation Y consumers include avery young and skeptical group ofpeople, rvho are defining theirorvn world ofdrinking. They have a muldcude oftase preferenceschat they like to be made available at bars and pubs. This malesit difficuh for rhe alcohol companies to keep pace with theirchanging preferences.

So how are the liquor companies managing these challengesalong with government laws and restrictions?

Considering the global change in the drinking patterns, thealcohol beverage companies are working at keeping rheir currentcbnsumers and at the same time trying co lure new consumers byusing different marketing and product gimmicks.

From tropical fruit based drinks to Pepper Vodka, Organicbeers and malrernatives, the segment that defines new age beveragecontinues to grow ('Ba ttling Beuerages In&atry Oueruizu" lYilliamA. Roberts). Ncohol marketers have found that by blending thebest ofdifferent categories, they can appeal to consumers whoseekvarious benefits such as flavor as well as added health benefits.

T H E A S A N M A N A C E R D E C E \ T 1 B E F 2 O O 4 A S A N I N S T T 1 ] T E O F M A N A G E M . N I

And by mixing it up, liquor marketers get a colorful palette offlavors never seen before.

Furthermore, beverage marketers are increasingly trying rocommunicate with consumers on a personal level. For example,theJohnnie li'alker Relationship Marketing Program called "Journey

ofTaste" has been implemented successfully in most ofin markets.This "mentor program" (as ir is usually called) fearures a guidedScotch whisly education to the consumers led by a qualifiedJohnnieValker Ambassador It not only allows rhe consumers to appreciatethe Scotch whisky or rhe brand but also allows rhem to develop aIong-term association wirh the brand. Guinness, a beer brand, isalso entering the second year ofirs Believer mentor program designedto convert Cuinness drinkers into effective brand ambassadors("Neu, Spirit at Diageo," Man Kinsman).

Adding to that, liquor marketers are taking a move away from"in-your-face" or hard sell advertising ro a more subtle marketingapproach. Another wave of"one-ro-one" marketing that liquormarketers have intoduced is called guerilla ald grass root marketing.It is a viral marketing rechnique that anempa to make each encounterwich a customer appear as a unique, spontaleous personal exchangeofinformation instead ofa calculated markering pitch choreographedby a professional advertiser. Liquor marketers have pioneered thistechnique after dweloping a keen understanding oftarget consumersand the way ro communicate with rhem. For instance, HeinekenUSA began strategically placing people they referred to as "opinion

Ieaders" into bars to consume Heineken producrs while hangingout with other bar patrons (Future of Guerilla Marketing, HeatberTodd, Bnaage \X/orld, August 2004) A voCka company also uses asimilar kind ofstrategy where an attractii: woman at a bar willorder cocktails fearuring rhe brand and ralk about the producr topeople who approach her

Moreover, with the rise in global obesiry consumers are be-coming more health conscious. However, liquor makers are keepingpace with the needs oftheir consumers by unveiling new marketingcampaigns, and promoting low carbohydrare or diet-friendly prod-ucts ("Liquor IndusnT Neu Pitcb, Hou to drink on a diet,",*sociatedPrrss). Diageo for insrance, is urging bartenders ro push drinks likeJohnnie Valker Red Label and Ginger. The mixer ofscorch anddiet ginger ale conrains 96 calories, which is a low intake. Bacardi,

trates that five ounces ofwhite wine has more calories ( 121) thanfive ounces ofBacardi and diet coke (66 calories).

Nonetheless, there are conventional markering techniquesthat the marketers use to revive their brands and capture youngermarkets. Cognacs or scotches suffer from a stodgy image rhat theyare mosdy consumed by older men. Hence, cognac makers Hennessyand Courvoisier have been trying to reach out to the younger marketby building their brands in the entertainment industry and urbanmarkets. Liquor marketers have also recognized that strong brandnames, which deliver high sales and profits, have the potential towave the magic wand on new products. The launch ofthe initialCourvoisier 'Autumn

Collection" marked the Liquor Company'sanempt to transform it from being "the world's first cognac" to anicon offashion. The launch was part ofa wider trend where makersofluxury brands rry to capitalize on their labels by extending theminto new areas of business.

he markedng ofliquor becomes more complicated whenthe marketers are faced with the dilemma "To push ornot to push?' Even thoLrgh rhe l iquor companies rry rosell their brands, they have to recognize that alcohol

beverages may be consumed irresponsibly and can therefore createproblems for individuals and the society as a whole. It becomesmore diflicult when government and volunary organizations inmost ofthe countries are keeping a close e}re on them and pressurizingthem with government taxation and markering restricrions.

The liquor companies' associarions presently try to minimizethe extent to which under-age consumers are exposed ald attractedto alcohol advertising by employing self-regulation codes. \Vith orwithout government restrictions, big liquor companies take intoaccount the importance ofhaving ro advertise and market theirbrands responsibly. For example, Diageo! on/offtrade promotionsencourage responsible consumption by adults who choose to drink.It also does not support activiries that encourage excessive consump-tion. Its promotional activities exercise caution when products thatare consumed are in shots. Nevertheless, sometimes it becomesdifficult for the marketers ro move against the normal consumptionpatterns in order to act responsibly.

However, there are also liquor marketers who are findingcreative ways to play around government restrictions. In manycountries, the government does not allow the advertisement ofliquor on TV and other mass media. To counter this, the liquorindustry has inrenrionally blurred the line berween products byadverrising cocktail mixers, soft drinks or soda water using thebrand name ofpopular liquors. This phenomenon, known as"surrogate

advertising" (duplicating the brand image ofone productextensively to promote another product ofrhe same brand) hasbecome widespread in many countries and continues to gain mo-mentum. For example, in India, the Bagpiper club soda advertise-ment featuring movie celebrities is similar ro an earlier adverrisementof Bagriper whislT. ("Sunogate adumising- needzd a spiited attach,"Tbe Hindu Businets Line. Indi.a)

In a nutshell, the marketing for liquor will continue to haveits highs and lows as it tries to keep up with a very unpredictablemarket. Neverrheless, as it goes through the challenges to capturethe right consumers, wines and spirits alrrd the market's consumptionbehavior may be worth watching our for

on the other hand, is going retro. The companyis bringing back its campaign, which illus-.

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D F C F M B E H 2 O O 1 A S I A N N S T ] T U T E O F M A N A G E M E N T

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AWABOEE FROIlITHE PHILIPPINES, ENV BONfulENTAL EXCELLENCE CATEGORY L-R:Y Bhq Dato iVustapa[4ohamed, Mif is ter , Pr ime [ ,4 in isteas Deparrment j IMr. Ed!ardo Amistad, Presidenr, lJCPB-C]tF FoLrndat ior l( B a c k L - B ) T a n S r i D a t o S € r i ( D f ) A h n r a d S a r j i B i n A b d ! l H a r n i d , C h a r m a n , P e r m o d a l a n N a s 0 i a B e f i a d ;I\,4f. Rarnon R.delRosario Jr., Pr€sid€nt, PHIN[4A; andTan Sr Daro Dr. Lin See-Yan, Cha]rman, LtN Associates

L'H Daiuk (Dr.) l r . [ , ' lohd Annas bin Hj . [ .4ohd N0r; l r l r . Edqardo Amisrad; Mr Viv iz ia Saradhi ; [4rBomualdo 0ng; Dr. ZainalAbidin b in Abdui [ ,4ajeed;Tan Si Daio Ser i lDr. )Ahmad Sar j i Bin AbduiHamidr Bhg Dato [/lustapa I\,4ohamed; [4s. P€arlTwarii I\j]s. Surbhi Shamaj I\4r. Jokin Garalea;N4r Shr iA Ealakr lshnan; 1,4r . Ramoi R. del Rosar io, Jr . j and Tan Sr i Dato Dr L i f See-Yan

imporranr Hil l Srations and places ofrourisr artraction.The corporation gives emphasis in the areas ofchildcare,

where employees are eligible to receive Children Education Allow-ance. They have the Merit Award Scheme that is extended to em-

ployee's children who secure percentage above distinction. They

also give awards scholarships every 1,ear to children of regular/retired/pensioners and employees who die while in the Corporationt service.

The First Philippines Holdings has had a long standing tra-

dition ofculrivating and nurturing their people. This year, thecorporation was choseo as runners up for its program on Employee'Wellness.

The key areas in which the program is run are: HumanResource Development, Employee Well-being, Corporate SocialResponsibiliry futes and Rituals, and the Awards/ Rewards System.

Another runners up, J&J (ohnson and Johnson) Philippioes,was selected for its project on CREDO-based Employee CareProgram. The key areas covered under the program were:

Total Person Development, Employee Empowermenr, TeamImprovement, Leadership Development, and CREDO basedorganization transformarion.

Edaran Otomobil Nasional Berhad (EON) was selected as

the third runners up for its programme on Better \(orkplace -

Better Performance.

Special AwardBuiness Ethics Inttitarc of MakyiaThe special award was presented to an organization that was

formed in Februarv 1997, under the name ofBettet Business Bureau(Malaysia) with the endorsement and support of the Ministry ofDomesric Trade and ConsumerAJfairs, to create positive awarenessin ethics among businesses in Malaysia,

This special organization was formed to play a pivota.l role in

voluntarily bringing together all parties concerned in the business

world towards a common cause - a culture ofbusiness ethics and

greater accountabiliryThe institute initiared the Business Ethics Award in Malal,sia.

The above programme was initiated with the support from the

Ministry of Domestic Trade and Consumer Affairs. The awardswere given to participants from the vvholesalers, retailers, restauranc

and supermarkets business sectors.

I

The 2004 Asian CSR AwardsTHE RVR CENTER HAS HELD A TMDITION OF

recognizing corporations maling outstanding contributions ro thesociery The annual Asian forum for Corporate Social Responsibilirypresents a unique venue for recognizing such corporate entities andtheir contributions rhrough the Asian CSR awards. During therecent conference at KL in Malaysia, the tradition was repeated onceagain - and under five different categories this year, there were sixcorporations as winners, and nine as the runners up.

Support and lmprovemsnt of EducationEducation is unanimously recognized as one ofthe most

importlnt means to international developmert. The Metrobankfoundation ofthe Philippines won the award under the category -Support and Improvement ofEducation. The Foundation's yearlysearch and awards for outstanding reachers has become an institutionfor teachers in the Country.

Intended to bring out the best among teachers and students,the foundation, through various programs, helps the young tocompete with the best oftheir peers nor jusr locally, but also in theinternational arena

Among the runners up, Caltex, Philippines was chosen for irsproject Caltex Mentor Program.

Through the program, ir was able to address DepEdt concernofthe alarming rate ofnon-readers by offering funding as well assweat equiry

Alother company in the runners-up category Nestle, Malaysialaunched a healthy school campaign in primary schools with theobjective ofimproving nurrition amongst primary school childrenand encourage good eating habits.

The third runners up was rhe Jammu & Kashmir Bank Ltd, India.The bank launched a comprehensive programme to promote edu-cation among the deprived sections ofthe society. During theprogramme, a large number ofstudents belonging to the deprivedsections ofrhe society was provided financial assistance, The bank

has also developed a system ofproviding targeted training to its staffto enhance their knowledge and efficrency.

Povarty AlleviationPoverty is one ofthe major issues in development and almost

all the societal divides today are in one way or the other triggeredor aggravated by poverty.

For rhis year, Gujarat Ambuja Cemenr Ltd won rhe award inthe category Poverry alleviation.

. It instituted various programs on Inregrated Rural Developmenrwith ar underlying objective ofpoverty alleviation. The corporationrealized that by addressing any one issue they would nor be able toalleviate poverty, thus they adopted an integrated approach withvarious activities having significant impact.

The projectt edge is in the recognition ofthe importance ofsustainability and replicabiliry; hence, it has mobilized participationfrom a wide range ofstakeholders including government, NGOs,people from rhe communiry and the privare.ecror.

The First Philippines Holdings corporation was the runnersup in this caregory

The company launched a project "Integrated CommuniryDevelopment Program in Paliparan' under which it aimed to establishand suengthen a sustainable multi stakeholder structure rhat wouldoversee the implementation ofpoverty alleviation projecrs for morethan 4000 urban poor families. The project served ro address issuesranging from strengthening communiry organizations to basiceducation and healthcare to environmental manasement to theissues in land tenure and livelihood.

Environmental ExcellenceThe UCPB Foundation was awarded in the category ofEnvi-

ronmental excellence.In response to the appeal ofthe governmenr ro the corporare

sector to help in environmental rehabilitation and protection, the

1 i .

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LlFtIll\4E ACH IEVEMENT AWARo EE FRoIV IiIALAYSIA l-R Y Bhg Dato lvluslapa l\Iohamedj Dr.ZainalAbidin bin Abdul lt4ajeed, Chairman, Business Erhics Instiluto ofMalaysisj (gack L'RlTan Si Dato Seri{Dr. lAhmad Sar i iBinAbdulHsmid; lMr. Ramon R. delnosar io, Jr . ;and Tan Sr iDato DrLinSee.Yan

UCPB Foundation ventured inro a reforestation program ina major lVarershed Reservation. They were given an initial five-year stewardship of a torally deforested area.

One ofthe runners up - Mass Tiansit, Hong kong was selectedfor its pro.ject on corporate sustainabiliry reporting. Through theproject, the corporation made efforts at bringing reporting ofnon-

financials up to world class standards.UMC (United Microelectronics Co) was rhe orher runner' '

up, selected for its project on the Green Foundry in the New CenturyUnder the project, UMC aimed to conduct intense coordi-

nation, communication, training, and implemantion activities noronly within LrNC but also with its cusromers, suppliers, anJ espe-cially the local communities.

Small Company CSRRecognizing that they dont have much funds for philanthropic

activities, the Sunlet Systems P Ltd made CSR integral to theirbusiness operarions. They utilized their sphere ofinfluence -

employees, distributors and customers in implemenring their CSR

Program.They conceptualized, designed and developed rwo comics

and CSR online training tools. These comics and consulting toolshave resulted in a multiplier effect, as rhey are now being sold anddisseminated o other SMEs who can learn and adopt rhese practices.

Another project is an initiative in a rural communiry which

is involved in womeD empowerment through Information and

Communication Technolory. The program is sensitive to the externalneeds and extends CSR in the communiry by focusing on marginal

womenfolk and using their core business know-how (i.e. ICT) asa means and tool to empower them.

Best Workplace PracticesHindusran Peuoleum Corporation Ltd. was chosen as the

winner under the category "Best lVorkplace practices"Hindustan Petroleum Corporation (HPC) provided for ap-

propriate work life balance ofemployees. One example is providingresidential accommodation to employees in their neighborhood of

' Refinery Installation, LPG Bottling plants with all the recreationalfacilities. They also have Holiday Home facilities at a rental at all

T H E A S J A N M A N A G E B I O E C E M g E R 2 O 0 4 I A S A N I N S T T U ' E O F M A N A G E M E N I

AWARD€e FRol\4 lN0lA, PoVERTY ALLEVIATI0N CATEG0RY L-R: Ms. Pearlllw€ri, G€neralIVanager, Community Development, Gudja|aiAmbuja Cem€nt Ltd;Y ghg 0ato Mustapa l\Iohamed;lVr. Ramon R. del Rosario Jr; and Tan Sri Dato 0r. Lin See-Yan

T H E A S A N M A N A G E F D E C E M B E R 2 O 0 4 A S I A N N S T I T L J T E O F M A N A G E M E N T

tA The International Movement

!/ of Development Managers

LOCAL.BASED GRADUATES OF THE ASIAN INSTI.tute of Management's Master in Development Managemcnt programorganized the Internarional Movement of Dwelopment Managers(IMDM) in February 2003 to serve as their official alumni asso-ciation and network.

AIM's MDM program prepares dwelopment execurives andpractitioners to manage andlead public and civil sociery organizations,cooperatives, and private nonprofit firms amidst economic andpolitical transitions in rhe Asian dwelopment conrexr,

The fresh impetus ro form and institutionalize an MDMalumni association and nerwork was set in morion when MDMBatch 14 (2003), led by their class president Henry Tenedero, hikedto Thgay.tay City on July 16, 2003 for astrategic planning session to prepare forthe hosting ofa national conference ondwelopment management.

The strategic planning session rurnedout to be very fruitful, spawning not onlyan action plal for two-day national con-ference bur also a vision and missionstaremenr of MDM Barch 14, and a firmresolve and groundwork plan to organizean MDM alumni association and neworlc

Vtrile preparing for rhe conference,MDM Batch 14 in cooperation with theAIM Alumni Relations Office srartedreaching out to MDM graduates ofotherbatches. On February 20, 2003, rheIMDM Steedng Comminee was organized.

V/irh the theme "lradership and

Development Management Strategies foreffective Social Change," the nationalconGrence was held on March 3 and 4 2003 at the AIM ConferenceCenter in Manila, A distinguished panel ofplenary spcaken composedof key government, business, and civic leaders; AIM-MDM faculry;and successful MDM graduates expounded on leadership issuesand concerns focusing on the theme

Before rhe close ofthe conference on March 4, the InternationalMovement of Development Managers was launched adopting thevision and mission statement of MDM Batch 14, as follows:

"V'e envision ourselves to be dynamic, professional and enlight-ened Developmcnt Managers and lraders effecting positive changedrough the pursuit ofgood governance and sustainable dwclopment.

Towards this end, we commit ourelves to:. A culture of excellence. Mastery of self. Synerry in actionThereby enhancing our will to improve dre qualiry oflife.Vith the IMDM "brand" came a dynamic logo characterized

by a cubic and arowed design symbolizing the va.lues that the IMDM

stands for and the direcion in which ir is headed.IMDM *ras incorporated or Aprrl23,2003 with the following

as Board ofTiustees and Officers: Sr. Josefina T. Magar (Batch 8),Chairman; Atty. Francisco Dagnalan (Batch 3), Mce Chairman;Coratec T. Jimenez (Batch t3), President; Prof. Sofronio C. Dulay(Batch l4), \4ce President; fulene Q. Gella (Batch l l), Secreta4';Dr. Elmer T. Soriano (Barch 8), Tieasurer; Sr Consolata O. Manding(Barch 5), Auditor Fr Banolome C. Sagadal (Barch 9), PRO; HenriS. Tenedero (Batch l4), Representative to AIM Alumni ,Associarion;Fr. Tito D. Soquino (Batch 10), Representative to AIM AlumniAssociation; Una D.L. Patawaran (Batch 7), ,Asst. Secrearyt MarcianoL. Tapiador, Jr. (Batch l), Asst. Treasurer; Alejandro L. Ambil

(Batch l4); Delia D. Josef(Batch 2),Assistant PRO; and Prof. Fredelita C.Guiza (Batch 2), Faculty Adviser.

As a nerwork, IMDM aims togenerate a collective effort in solvingproblems and serve as a venue for rheexchange of best practices and tools inprojecr and program management. lt isenvisioned to be a learning center indwelopment management.

IMDM pools deve lopmenr prac-titioners who can administer and facilitarethe diverse requirements ofpublic andprirate institutions:

. Teach and train using capacirybuilding modules;

. Design and implemenr pro-gram & project development;

. Conduct developmenr consul-talcy and research.

IMDM also seeks to assist rhe Center of Develooment Man-agement (CDM) by helping generare inreresr and enrollees ro rheMDM program.

The IMDM aligns its srategic focus ofactivities to achieve theMillennium Development Goals, sharing the same vision with theUnited Nations Development Program:

. Eradicate poverty and hunger

. Achieve universal primary education

. Promote gender equaliry and empower women

. Reduce child mortality

. Improve maternal healrh

. Combat HlV/malaria and other diseasesr Ensureenvironmentsustainability. Develop a mulri-sectoral partnership for dwelopment. Pursuc good governanceIMDM carries the noble objective ofcontributing to the solution

of the world's development problems thereby raising humaniry'soualiw oflife.

I N E A S I A N M A N A G E 6 I O E C E M B E R 2 O O 4 A S ] A N I N S I T U T E O F M A N A G E [ / E N T

Wha[ is a World Glass Factory?

MANUFACTURING ENTERPRISES AIIT,IING FORcompetitiveness through excellence would want to build and upgradetheir plancs and factories to "world class" status. Bur what is a worldclass factory (WCF)i Vhat is world class manufacturing?

There are many literarures and research trying to grapple withthis concept. There is a lot ofsubstance in these, but unfortunatelythese descriptions are not useful in grading or self-evaluating one'sfacrory or one's competitor on what stage or state of"world class"it is in. At present, there is no standard way ofgrading and bench-marking factories globally. Vhile rhere are awards and certificationprcgrams that rate and categorize company perfornnnce, they arefocused on just one performance indicator, roo broad to be usefulin raring facrories, or very industry-specific. Mormver, many oftheserate companies rather than factories. For instance, ISO 9000, Deming,

Juran and Malcolm Baldrige Awards, and Six Sigma just focus onqualiry management systems, ISO 14000 on environment manage-ment sysrems, and TPM (Total Production Maintenance) Award onmaintenance, housekeeping, and overall cquipment efliciency orOEE. These progrirms are open to all industries - primary processing,manufacturing as well as service - and have practically the samecriteria and standards regardless ofthe indusrry ofthe applicant ornominee. In others words, they miss, by intent or design, the veryessence and uniqueness of manufacturing operations.The GMP(Good Maoufacturing Practices) standard seems to be the closest corating maqufacuring performance. However, again, rhis standardwas essentially designed for the food and drug industries and theirpackaging suppliers, to ensure safe and quality produccs and processes.GMP does not stress productivity, yield, cycle time reduction andother non-quality and non-safety related indicators of excellentfactory performance. QS 9000 is another integrated manufacturingsrandard, but it is somewhat industry specific and designed morefor accrediting parts makers and suppliers ofcar manufaccurers,particularly in the area ofqualiry

Before we start defining "world class factorf', let us first definea factory This paper will focus on factories of manutlcuring indus-rries. The manufacturing industry is also known as secondary industrythat gets and processes raw marerials from the primary industryPrimary industries are those that process extracted materials fromnarure and Mother Earth; their outputs are called primary materialsor products like sreel and other metals, glass, rubber, plasdc, firels,cem€nt, flout and wood pulp. The factories of primary industriesusua.lly run continuously, Nowadays they are highly auromated andproduce to stock. In contrast, manufacturing facrories producediscrete producrs like cars and TV sets ouc of primary raw materialsor pats from other manufacturers; they may produce discontinuouslyand have rie option to make to stock or forecast or to make ro order.Another difference is that inventories in orimarv industries mav be

I I ] L A S A N M A N A G E R D . C E M B E R 2 O 0 4 A S I A N N S T I ! T E O F M A N A G E M E I I T

by BonoT. Domingo*i"?il:#"Ji*"J

necessary and not an indicator of"fat," while in secondary indusrries"leanness" in terms ofinventory is usually a sign of efliciency. Also,low output variety in the primary industries is a given, while insecondary industries it is now considered a weakness. ti(4rile we couldalso define \fCF's in the primary indusries and they do in fact exist,this paper will only attempt to define a WCF in manufacruring,where there are much more factories globally in numbers and muchmore intense competirion and the race to become excellent.

Factory operations essentially consist ofraw materials or partsplocurement, parts manufaccuring or processing, assembly - subas-sembly and final assembly, packaging, and shipping. This Iast stage- shipping thar includes finished goods storage and outbound logistics- rnay or may not be controlled by factory management. The samecan be said for procurement. 1'here may be several quality checksinside and between these operations. Some factories have parrs andproduct design capabilities. But most ofthe time, R&D is separatefrom factory management and this unit receives instructions fromrhe Marketing and Market Research groups, which are also indepen-dent from rhe factory. Thus in defining "world class factory," weassume that the factory is producing a saleable product, designed tosatisfy the end-user or buyer In other words, we assume that theR&D and Marketing units ofthe company have done or are doingtheir jobs accordingly and that the ball is now in the hands ofthefactofy managemenc co produce rhe right products the right way.

Ifall rhe factory operarions (prccuremenr ro shipping) describedabove occur inside the factory or a plant compound, we have a"physical factory." This paper will focus on "world class physicalfactories." ln this day and age ofoutsourcing and rcengineering, inan effort to cut costs or convert them from fixed to variable, many

.factory processes are now jobbed out or contracted our ro third partiesknown as subcontractors, contractors, or even to raw material sup-pliers. By further linking chis nework of companies with informationtechnolog;r, we can have a "virtual factory" running as ifit were onefactory under one roofand one management. So, what happenedto the original factory that oursourced, became emasculated in theprocess, and reduced to just a thinking (design) and marketing enrity?Can it be rated as a "world clas factory?" No, but its subcontractorscan, for they remain physical. We still need physical facrories to makethe widgets and widget pans. Somebody has still got to do the dirrybut lucrarive job ar end ofthe day, in spite of this outsourcing fever.And these widget contracton would a.ll have to be world class factoriesin order for any virtual factory or supply chain to achieve operationalexcellence and global comperitiveness

In summary, whar we are about to define as 'world class factory'is a physical factory in the manufacturing industry making saleableproducts. The reader may larer realize that many ifnot all ofthedescription ofa world class factory may be useful in describing world

class manufacturing supply chains and other integrated network ofphysical factories.

All indicarors ofexcellence in factory operations can be con-veniendy grouped into five: defect-free, fast, flexible, Iean, andenvironment-friendly. Vith 5 as rhe magic number, a usefirl analogythat comes to mind would be the 5-srar rating ofhotels and restau-rants. But the analogy ends there, for the 5-srar rating oftheseestablishmenrs is inaccurate and nothing but gauges oftheir'pricey-ness" rather than oftheir excellence in operations. I have receivedsloppy, inconsistent, and unreliable services from 5-star rated hotels,and excellent service from 3-star ones. \X/hile avoiding the pitfallsofthe hotel star rating thar confuse ffavel agents and ravelers alike,I propose the accumulation ofall the five indicators described belowor "stars" to achieve "5-star" or "world class" factory sratus. The fivestars defect-free, fast, flexible, lean, and environment-friendly -are not mutually exclusive,and they may influence one anotherpositively or negatively. But the degree ofinteraction, interdepen-dence, or correlation is not that srrong such that it is possible fora factory to have only some, say rhree or four ofthe five. I havewitnessed such 3-4 star factories. It is not an all-or-nothing propo-sirion. A factory can accumulate these stars during its journey ofcontinuous improvemenr. The sequence ofstars acquisition is notimportant: all I believe are equally difficult and important. Thesequence - defect-free, fast, flexible, lean, and environment-friendly- is just my personal suggestion for rhose who wish to clear thehurdles one at a time.

Note that I did not purposely include any specific managementprograms in any ofthe 5-star ratings. The five - defect-free, fast,flexible, lean, and environment-friendly - are intended ro be theresults or deliverables, the "what's," of any or all programs the factoryor company chooses to employ. All management philosophies orschools ofthought or "how's," are welcome, but they do not garnerpoints unless they achieve any ofthese five indicators ofexcellence.For example, a factory, in trying to achieve the 5 stars, may employprograms such as Toml Qualiry Managemenr (TQM), ISO 9000,Six-Siglna Program, Total Productive Maintenance (TPM), Kaizenor continuous improvemenr, Quality Circles, Business ProcessReengineering, Just-in-Time, Total Qualiry Environmental Man-

€ement (TQEM), ISO 14000, Single Minute Exchange of Die(SMED), 5S-Houskeeping, Supply Chain Management, ActivityBased Costing, erc. These are means to an end. They are not endsin themselves.

Star #l:

A world-class factory must have high quality outputs, inputsand processes. lt must have borh low external failure (defects thatescape the factory undetected), and low inrernal failure (defectsdiscovered and fixed inside the factory). Defect-free sales is notenough ifthere are extensive rework and repair operations going oninside. Inspection between stations should be nil or minimal. A!?CF eliminates most incoming inspecrion as they paftner onlywith reliable suppliers. At any suge or process, !?CF does not allow100o/o inspection, as this is evidence ofinadequate quality at thesource. In lieu ofinspection, a WCF employs extensively fool-proofing devices to prevenr defects. These machines and processes

are made robust against their operatort inarrenrion and even care-lessness. After sensing any defect produced or received or any ab-normality spotted for that matter, these smart machines swirch offthemselves and amract attention ro themselves wirh bells and lishtsto seek help. Moreover ro furrher prevenr defecrs from flowinjdownstream, WCF workers, all extensively trained on quality, areempowered to stop any line, machine, or prccess that producedefecs. The facrory in coordination with R&D, emplop the conceptofdesign for manufacturabiliry (DFM), which ensures that productsare not just designed for customer satisfaction, but also designedfor easy, defect-free, waste-free processing and manufacturing.Finally, a WCF would use dpm (defeca per million) or ppm (partsper million) as the metric ofchoice for qualiry levels. It avoids usingdefect rates in percentage since this is too gross and limited (l-100range) ald hard to comprehend and track. Most factories producea least a million units ofproducts in a year or less time - drugs, to1s,shirts, pens, TV ses, bullets, canned soup, condoms, cars. Even lowvolume but huge products like planes conrain millions ofparts, Soone million should be a more appropriate base than one hundred,in measuring and tracking qualiry and its improvement. \i7CFt

should achieve something like 300-1000 dpm (.030/o -0.1olo) defectrate, both externally and internally. In relative terms, assuming aconventional factory has 50lo defect rates, a WCF should have 98oloIess defects or better Six-sigma VCFt can achieve 3-4 dpm.

s.".*2, !1flWCFI produce "fast" nor in rerms ofproduction cycle time

or production rate, bur in rerms ofmanufacturing lead time orturnaround dme, or order processing time for make-to-order factories.It is fast not because offast machines and workers and high capacity,

but because it performs less number ofactivities than ordinaryfactories do to produce the same widgets. A \J?CF with slowermachines and lower capacity can process orders faster than one moreendowed with producdon resources. How does a VCF achieve thishigh speed? It does so by eliminating wastefi.rl, unnecessary processes,and then streamlining what remains as necessary, Through rhisapproach, process cycle times (from procurement to shipping, downto the sub-processes that make them up) are consrantly examinedand ruthlessly cut to the bare bones using world-class benchmarksas a guide. Also, with much less inspection and rework activiriesdue to its high quality described earlier, it further curs its lead time.Further, the lead-time reducdon comes with less storage and inven-rories and less materials handling, as will be described in the sectionon "[.ean'. Support groups like procurement and maintenance alsocut their lead times - finding and selecting suppliers, respondingto repair calls and fixing broken equipment. IVCF support groupscan achieve breakthrough records in curring their cycle time fromdays to hours, or from hours to seconds. For example, key suppliersof WCF's are either nearby coJocated inside the factory vicinity orlocated at most 3 kilomerers away from ir, rhus significantly cuttinginbound Iogistics and transport time. A VCF is also noted for itsextensive use ofvisual controls, devices embedded into all processesand equipment that emit lights and/or sounds to immediately alertoperators and the factory managemenr ofany situation that couldcause qualiry problems or production delays. Response time to

T I ] E A S ] A N M A N A C E N I D E C E M B E F 2 O O 4 A S A N I N S ' I I ] I E O F M A N A G E M E N T

abnormal situations amounts only to seconds. To further cut theorder processing time, a VCF may be directly linked to the point-of-sale (POS) - the cash register itself, the salesman taking orders,or the company srorefront website. As a result ofall these efforts andprograms, a VCF can dramatically cut its over-all total manufacturinglead time (or order processing time for make-to-order factories)ro 50olo or less ofthat ofconventional facories. This capability cangive it a very short "time-to-market" and "first mover" advantageover comPe tots.

S,"r+1, @[A VCF is lean in the sense that its uses much less resources

than its conventional counterpart in producing widgets ofthe samequa1iry and quantity. With extremely high productiviry and yield, itdramatically reduces inventories, space, machines, and even peopleand suppliers required to achieve the producdon target. Mosr WCF\adopt the market driven or "pull" rather than rhe more conventionalforecast/capaciry driven "push" concept ofproduction. The pullsystem ensures that only the needed produc6 and Parts are plannedand produced at the right time at the right quantiry Ordinary factotiesproduce based on capaciry or forecast (which is always wrong), andthey rend to be cluttered with inventories and other idle resources.\MCF's avoid overproduction and overstocking, without incurringsrock-ours. rhanks to their short lead times described earlier. Lessraw materials, work-in-process (!7IP), and finished goods meansreduced working capital iovestment, space and warehouse require-ments. A \VCF's toral inventories may be as low as l0o/o ofthat ofa conventional facrory producing the same volume. A commonobservarion inside a VCF is the absence ofwarehouses and storagespaces where we would normally expect them. A \VCF's output-to-space rario in terms ofmagnitude is better than that ofordinaryfactories. Most VCF's production processes are balanced in termsof cycle times, thus eliminating the need for 1VIP beween work-srarions. Set-up times are also reduced such that production batchsizes are grearly cut. They can achieve a batch size ofone - throughone-piece flow production, wher€in there is only one unit in eachsration and between each station at any one time. A \0CF is also leanin terms of manpower. lts multi skilled worker can operate severalpieces ofequipment at the same time, to as many as rwenry TheWCF's very high machine-to-man ratio sets it visibly apart from run-of-the-mill plants. A less evident difference is its high direct labor-ro-indirect labor ratio. A \(CF finds less need for a large number ofsupport groups and other indirect workers who manage inventories,warehouses, qualiry control, maintenance, and space.

Finally, a VCF is lean even in terms ofits business partners -

the suppliers ofparts and raw materials. They have few but highlyreiiable suppliers ofkey parts and marerials - doing sole-sourcing(one supplier) in some cases for key supplies. Being lean, a VCF isoutstanding in resource management.

s,".*a,@!@Being flexible, a VCF is clearly a factory for the fi-rture, a factory

with a future. With rhe global market's demand for more product

variery and models, factories with highly flexible and adaptive man-ufacturing systems would have definite marketing and cost advantages.A VCF does not have to produce products in high variety; but ithas the capability to do so in the short term as the need or marketdemand for them arises. The key for its flexibility is its very shortset-up time, rhe amount of time to changeover from one model roanother. In ordinary factories, this could take hours ifnot days. Longset-up times, in order to justiff and recover rheir high downtimecosts, translate to big production batches ofone model, high minimumorder quantities, and limited producr offerings. A VCF has programsto continuously r€duce all set-up times - streamlining, reengineering,and reinvenring rhe ser-up processes and procedures. WCFt set-uptimes just amount to a few minutes or seconds, instead of days andhours. The SMED (Single Minutes Exchange of Die) program,employed by many WCFI, aims to reduce set-ups of all equipmentand production lines to just 60 seconds. The die is used as its protog'pe,because this jig typically takes the longest to replace when changingproduc models. With short set-ups, high variety and small batch ororder sizes do not significantly increase unit production cosrs. Thiscosr a.lvantage translare. to very competit ive pricing opportunities.VCF's production lines employ the more flexible product layoutrather than the process layout. Equipment are grouped and lined upin sequence to producr a product or family ofproducts. [n conven-tional facrories, equipment are usually grouped by qpe. This processlayout is highly efficient, but very inflexible in terms ofequipmentutilization.. The WCF's lines are qpically multi-model lines, capableofproducing at least rwo different models at the same rim€. Thisnumber can easily jump to 20 in some VCF's in the automotiveindustry. Capable of trigh volume high variery production, a WCFcan do mass customization instead ofthe traditional mass production.\{4ren linked to the POS or point ofsale, a flexible, multi-modelline can do real time mass cusromization. Flexible lines mean the'$flCF's

have multiskilled workers capable of multi-tasking. It alsoimplies that their suppliers are capable of multi-model parts deliveryin small batch sizes at frequent intervals.

Star #5:

A !7CF nor only operates efliciently, but also operates in aclean and safe environment. Its processes are "brown," meaning theyare waste and polludon free. A VCF produces only "green" products,i.e. products designed for the protecrion and preservation oftheenvironment. Such products are usually recyclable, repairable, reman-ufacturable, re-usable, or biodegradable. WCF's products have beendesigned with proper disposables in mind at the end oftheir usefullives, It also practices good housekeeping ro keep the place orderly,cluner-free, and less accident prone. A dangerous and dirry factory,however productive, cannot be considered world class. A VCFpractices good and thorough housekeeping. It is prepared and equippedto effectively deal with external and internal emergency situations,like fire, earthquake, explosion, and accidenrs. A VCF is a conduciveplace to work in. Its workers and the communitv in it are proud ofir. A VCF serves as a model corporare cirizen in icr communiry.

P/of. R.,. T Dani,so tedch.r O?erd,ioa' Ma,asen?,t, Totat Quabry Matugenent dRusikst Plodil Rargi"..ri,r Hs cndil t ltd@dih..du.Ph

I t s E A S A N M A N A G E R D E C E M S E S 2 O O 4 A S A N ! N S i T U T E O F M A N A G E M E N I

Marketing to Business:B2B Challenges

rN 1002. PROF. JActN l O CA\/rNO ANlj CLARI_NCIIHcnderson urote an aniclc on B2B malkering ( i i lso knor.vn es' ' indusrr ial

malketing ) I-he ert icle ref irrcci ro l l2l3 as rbe exchrngcofveiues berrveen tuo cornplnics- l hev narratcd dr.rr:

l ht ntrketing duip/int ha, n'dr./itioutll.y hren io, nr ' t t n,t ' r) t . ' , u 4 r l , t r t . t , / ," t r t , t / , ' , ,1,1 , t t t .q i .

ustr't//y ot,trlookcd or igtnwl.'1fu etrllnsii on tonrtrner be/nt,ior, tlte I'our l)t,

n.h).r|ring, and so.firth. illost

i ntrulu t tor-y n arkc t i ng t ett:

L'ottr i td rctrial tnarket i n!

in a ttngfu thapttr, u,it/tr he ot tirt.fitll skrd hzl

sttuke!.7 h. sin( iistloke!.,.|l)a snn( ti d

rnte of rt4rket 1a-

warcl, ttxts, u/titlt rtvnft t7 t.xtt, u/u.t) p1 '11 t r !11 t t ) ' 19 o t? I t t -

dustritl nar*l rc- P

rnarktingatotirttiotts m,tt t , / tnarl ;et t ,e,t t ;1, I

Irrnt: lu, tr t a/tn,, . tr ,v tne

I I u i t l)( l.l on a a) ] i u ) /t etmar[tting. (/aiuto O.

Oa n, lr 6 Clarrntt

Hudtrson, R)B illatkering iu

t/t 2l st Ctrxtoy Asitut ,\7tnaqer,

)0D)

t is intcresting to note drer so l i tr le hasbeen u'r irrcn on thc topic w hcn a hugepor! ion ofccooomie tr-ansactions.rrc B2B innaturc. Moreover, rhe dln:rnrics oil12B nrarJietingrnrnagenrenr is rapit l l l evolving es a resrr lr ofglo,

Lral izrLt ion and doelopnrcnrs in infbrm.rt ion end comrnrLn ical ions Iccbnologr' .

I iB2B Mrrkerine is frcominq more sisnif icrnr, rhcnmenlgels lrrcc scvcral clucstions. \ \ 'har i l re rhe kcv chal,

lcngcs? \\ ih:rr markering phi losophl shoulci tho adolxi \ \ 'her

industr l practiccs can thev lcr ln f iom eech orher?'I

he eLrrhols ol this rrrt iclc rccenrlr condLrcted a researcfr

on nrarkct ing to businesses to decpcn their unrlcrstanding of rhe

! r r * r i , ' r r ' r nc r r r r , ' r r , J . r l ' n r . . . ' r t l r " , 1 . n . r ' r r . n t n r . r r . r q r r r r r r r t p r , r , r i , r '

rhar lddless kev chal lenges. lhel also r lenrcd to f in<l outhorr ' rnlnegcrs can srrcngthcr I l2l l rnalkering

pracrices in rhcir org:rnizlr ion. :Ln<1 horv' t r . l r 1 ' r r . t r . . , . . r r , n r , r k ( b r r ' i r c ' . e .

more Iucrative. The rcscarch

includcd several f i rcus group

discussions rvirh rop-level

exrauu\ ' t \ f rom rnitnLl-

f lcturing, scrr i-

Bgl conducrors,infbrrna-

est tion rechnologl'..l c lL 'a ( )n lmun lca l r ( )ns .

pSt end servicts scctors.

I f h ( l ump in i ( \ r cp '

P t r . ' t n reJ i n r hc h ' . u '

l fe grorrp discrssions(1 )ns l \ f f ( l ( ) l m l l l l r -

at narionalcorporarions.. l a r g . J ' h i l i p p r n . . , , r

por ations. ancl SNIE s(5mrll :urd rnediurn scale

indus t r i cs ) . 1hc rcsu l ts o frhc rcscarch conducrecl :rr. '

sumnr.rr ized in the succceding

prngraphs.

First, BIB customcrs facc

touehereornpetirion. (llobalization has changed

the narure ofcompcti t ion amongsr f irms. l ,ocalf irms lrc norv compellccl to srLlvivc rmidst com-

pcti t ion fronr large global pl:rvers who mav invade

their locel terr irories. Therc lrc no morc boundlr ics ro

compctir ion. Chin:r f i r l instence has emerged as e global

cosr lelder that threltcns rhc existencc ofvarious industlies

in other counrries. Moreover, ldvances in infonnlt ion

and commtrnications technololry bave furrher reshaped

Armi Cortes' .1] | . t ! E ' � l -a L L

bv Jacinto Gavino, Jr . , OBAFr . i r ' r ' . : I l l , , re; , ! .

r ! 'FS:n. ' r f B s r : i : : L l , r , r . l

yrrch. Ouxidt t/r

dntlnt., !tofe$ionnI

competit ion. ' i

ech nolop is no* evai leblc fbl businesses

to virtually communicate, interact, and transact with their end-customers. Competition is no longer defined in terms ofbestproducts per se, but best products at the fastest possible speed,with the mosr flexibiliry and at the least possible price. As glo-balization looms, the challenges for managers are how to findways to man€e the customers' cost structure, and how to providethem with products chat help create a differentiation suategy.

Second, 82B markering is a firnction ofanother demand.It requires an understanding of the industry faced by a customer,Customers face different product life cycles and industry drivers.As a result, they have different coping mechanisms and strategies.It is importanr rhen for managers to build market research capa-bilities that examine industry strategr, and produc$ ofcustomersfor them to determine how an organization can add value toanother organizarion.

Third, 82B marketing involves a buying process. Thechallenge of the manager is to identi{y the qntem ard understandits complexiry For instance, executives within rhe customertorganization may have different notions ofqualiry Some mayhave various criteria for product requirements. Winning a cus-tomer is a long and tedious process. There are politics withinthecustomer's organization that need to be understood. Customersexist in different types. Transacrional customers value price,whereas relational customerc focus more on qualiry and reliabilityofdelivery commitments. Profit zones move. A customer maycontribute a sizeable amount to profi$ today, but that may nothold rrue in the firture.

Given the myriad ofchallenges, whar philosophy shouldmanagers adopt in managing B2B marketingi One perspectiveis to look at B2B marketing as strategic marketing management.Managers must look at business not ftom an internal organizariontviewpoint, but from the perspective ofthe customer. From auniverse ofpotential customers, they need to clearly identifr whois the customer and what he values. (Theodnre Leuitt, Marheixgand thq Cor?orate Purpov, The Marheting Imaginatian, 1986)

28 marketing is not a random activiry.It requires a deliberate understandingofthe market and a set ofpurposefiJacriviries geared towards customeracquisition and retention. lfB2Bmanagers have a clear understandingofwhat customers value, then rheydo not have to struggle selling theirproducts and services. As PeterDrucker puts it, the "aim ofmarketingis to make selling superfluous... (It

is) rc know and understand the customer so well that the productor service fits him and sells itself" (PhilQ Kotbr "Defning Mar-hetingfor the twenry-frs century," Marheting Management, p,9,2003). "Fit of senice" allow managers to design, develop, andmarket products that add superior cusromer value. Such value

additions can be made in terms ofenhanci[g a customer's revenueporential, cost savings on operation, fast€r delivery and responsemechanism to the end customer.

A modified version ofPhillip Koder's fiamework on strategic

marketing management emphasizes the importance of the 3 C'sof market analysis fo r B2B matketing (PhilQ Kotler MarketingMazagemmt, 2003). Below, the authors provide a visua.l illustrationof such framework.

Market andysis requires a look at 3 C's. Managers must besensitive to context that includes global developments, techno-logical advances that reshape the nature ofthe industry andgovernmenr regulation. Second, they must look at customers'

STBATEGIC MARKM G MANAGEiIENI

profile including their needs and wants. Third, they must look

at customers' competition and gain knowledge on cornpetitors'stratery and major customers. It is only when the market analysishas been fi-rlly analped and undentood that menagers c:tn segmentand target potential customers and then conceptualize theirproduct's positioning itatement.

rVhile retail marketing allows flexibiliry in the marke(ingmix, B2B marketing has more restrictions. Ary alteration in the4 P's can have a drastic effect on the cosr ofoperation. Sincemost B2B products are indusffial in nature and require hugecapiul ouday, any alteration that is not responsive to lhe customertneeds and wants may be detrimental to the organization.

Analyzing the customer involves segmented research. Amanager must determine his most important customers usingthe principle ofABC. A customers are those that contribute to

80o/o ofrevenue, B are irt the middle, while, C cusromers are

those who demand a lot of time from the organization but con-

ribute an insignificant amount to revenue. Managers mus! decideto either develop B customers into A or relegare them to C. Ccusromen should be delered lrom the lisr or given to comprtitors.

There exist rwo kinds ofcustomers in terms ofpurchasepreference - tralsactional and relationship customers. The ffans-actional customer is price sensitive. The assumPtion is that theproduct is already homogenous in terms ofattributes and theonly differentiator is the price. The relationship customer focuseson the productt contribution to their organizations' lalue chain.

Such contribution: c;n be qualiry enhancement, cost savings. orspeed ofdelivery. The value must help the customer differentiatein products to the end consumer.

Competitors are identifiable. Managers must identiry theirmost relevant competitors and understand their strategy inacquiring and retaining cusromers. They must also understandthe organizational strucrur€ ofcompetitors and analyze areas of

l F E A S A N M A N A G E R I O E C E I " I S E S 2 O 0 4 A 5 A N N S l T U T E O F M A N A G E M E N T

strengrh :tid u,eakncss.

Managcrs must also bui ld a nrlrkct inf irni.r t ion systenr

to cnhirncc decision-makine c.rpabi l i rr , . responsiveness [o ma; kctchanges. ancl orqanizational f lexibi l i r i . ' . Tho nrust olg.rnize inf irrmarion that alreadv cxiscs rvirhin the organization but is currcnrlvinaccessiblc- F.xist ing ch:rnnels shorrld bc er aluated as possiblesourccs of inforrnarion (e.g. sales distr ibucors). Rrscerch f lrnrsmust be uscd onlv whco managcrs have alreadv identi f led

the rescitrch { lucstioms anci underst;rnd thcir rclcvancr ro srr.rre

gic planning.

If l32B N4arkering invc,lves soeral chal lenges and rcquircsstrategic markcting managenrenr perspecrir,c, horv clo managersin the industrv cope in order to scrvicc rheir cusrornersi

Managing the cusromers' cosr neccssitares intcrnai cosrmanaqcment for the organizetion. I t is important fbr nranagcrsro understand thcir or€lanizational cosr snucturc lnd to outsourccnon-core processes. Thel must lcarn to manage and trein otrt-sourced proviclets to mininrize disruprion in thc organizarionsprocesses. Moreover, as customers become more dcmaoding andprofit nrargins get quc.ezed. mani4ers need ro prioririzt & rationaliztrhcir target m.rrke t.

Creati t tg ir dif terentiat ion srraregr

l , , r . u r t o rn r r s .a l l r t b r a ' l i t

" t r u r r i . .

mcntality. N{anagers must be awarc

of needs and preferences rhrough

customer int inracy. I t is a te-

dious process. As one man-

ager from our focrrs eroupdiscussion research noted," ir

means understanding

nhat cusromers rake fbr

breaktast, which h,,tels

thev freqr.rent, andwhere rhey play golf"

' i t

(Conmenx liom apdrtiipd t, Foaa GrcupDistussion beld in DauaoPhilipp ines, Asian hrtiruxoJ Mtnagtmett, August200-,.

For instance, understanding t lre nlanuflcturingi

proccss ofa customer rvill allorv rhe

orgln irat iun to d. ' ign pr.,Jrr. r t rr , 'u nd

it thet rvill creare eftlciency and cost savings.

Infbrmation can be sourced fronr cus!orncr sar-isfacrion and feedback su rveys. f) i f ferenrelon

can also bc fbrmed in other u'avs:

Attention to QuaJity. Somc organizatrons pay arrenlon

to thc definition ofqualiry (e.g. some countries place grcarimportancc on rhc look offruir exports rvhile otlrers valuc

the sizc of che f iuir).

cr.rstorr izarirrn of selvier, l fer gadgcts I ' l )As t irr phar-nraecrrr ical

seles forcc).

Customized Service ie.g. non-st.rn. leld producr tearures

fbr spccir l custonrcr., tu. i l i rr t ine,-rcdit l incs. f icc doeLrnrcrrpr occssing)

I n f o r n r r t i o n r e . h n o l o g l e . g . l r r r k r r r g r r g ' r r r z J r r u u \ r r \ ( l l r i ' r \

s*tcm lr i th the cLlstorncr ro prlovit lc clel ircn dirccr to shel l ' .f ic i l i rar ion nranagcnlcnt ibr a paperlrss rr lnsacrion, poinr ofs:r le

:rppl icat ions that nroniror curronrcr ' pr-cfcrencc:)

KeyAccounts Managenreot (e.g. nrovirrg irrvav f ionr the conccptofscl l ing bv f ircusine ort thc enrlvsis of custorners brrsinrss neccls)

Cross rnerchandizing and bundling strategy (e.g. idenriA ploducts

rhet complernent en org.rnizarion.s prodrrcr of lcr irg)

Research and Development (c.g. cusromizine p.rckaging fbr

custonrers to extend thcir product s shclf l i fe)

SLrcccss in rhe buyine process demands

harmonizing divergc'nr interesrs in thc buving

centcr, N{anaqers cxn educate prarrres rn

the but'ing ccntcr on *'hat they neecl

and rhe corresponding product

anributes drev require. l_hev can

conduct post closing activin(e.g. botlr rechnical and sales)

to identi l l problenrs on thc

producr usc and under

stancl horv to enhance

sen'ice ro cusromer. If thc

austomer ls a conl i lom-

erate rher has ci i l l i ren t

buving processes across its

subsidiaries, then, man-

agers nlust L]ndcrstand

rhe buving process oi rhc'

subsidiar 'y and identi f i

i r s dcc i s i on make rs andinf lucnccrs.

Essenrirl lv,the practice ofB2B rnarkering denrlnds thar exc.-

utives bcconc gencral manegers and notjust functional expctts. Sincc markcting tcr

businesses is aJuncrion of another demand. the nrlc

of nranagers goes bcvood the managemenr ofthe.ll)ls.Thcv ncerl to have a deeper appreciat ion of how global

developments an.1 industrv issucs affect the businessesof their custonrcrs.

Furthernor-e, managers need to promo(e nrarker-

ing as a managcmcnt phi losophv. ' l

hev nrusr become

agcnts ofchange, cal l ing fbr rhe whole organization, aldnot just l t ' i ' rv oftheir dcper-tments, to respond ro lhechallcnges faced by dreir custoners.Ptoduct augmentation (e. g. farr dei ivcn, frc'c inrul l .rr ion,

BUSINESS PROCESS OUTSOURCING (BPO)'. THESE

terms refer to work sent offshore primarily by the United States to

countries'such as lndia, the Philippines, China, Vietnam, CIS etc.

is here to stay. Despite the predictions ofdoom and gloom owing

mainly to election year rhetoric in the United States, the business

support for offshore outsourcing has never been grearer Indeed' as

a recent study by the McKinsey Global Institute Points out, every

$1 spent by the United States on offshoring results in a value creation

potential in the US economy ofbetween $1.12-$ 1.45 primarily

from increased competitiveness ofUS businesses and the multiplier

effeo o[incre:sed narional savings. ln *te next five years approximareJy

$300-$500 billion worth ofservices will be moved offshore and/

or outsourced'.As more and mote work is being offshored, many countries

across the globe are competing with one another to position themselves

as the ideal location for offshoring work. The major countties that

compete for offshoring business are India, China, the Philippines,

Eastern European countries like Poland, the Commonwealth of

Independent states and Ireland. Much has been said and written

about rhe plowess oflndia as an oursourcing services powerhoute

and its dominant role in atcractive outsourcing business This article

will erplore the key issues rhat top decision makers consider in evaluating

a location for outsourcing. In this context the article will also briefly'

evaluate the attractiveness ofthe Philippines as an outsourcing location'

T f I E A S A N T , , i A N A G E R i o E c F ( , l 3 E F 2 O O a A S A N I N S T T U T E O F M A N 4 6 E M E N T

- Key strategic questionswhen €valuating BPO locations

Choosing the right location for outsourcing is as important as

selecdng which process to outsource CEO's worldwide have a choice

oflocations or countries from which to choose. The top five strategic

questior$ that CEO'S consider in evaluating a location are as foJlowst:

l. Does the location o{Ier cost savings thar justi$' the investment?

The top management undertakes a cost benefit analysis to estimate

the investment to be made and the savings rhat may be unlocked'

The underlying issue is what are the expected cost savlngs

2. Does the location offer access to quality labor at a competitive

rate? The key issue in this case is whether rhe location will offer

labor wi*r the level & mix of skills that the outsourcer will require'

3, \flhat is the time and effort rhat the implementation will require?

Does the location offer the desired infrastructure qualiry and

availabilig and how much efforr and time would be required to

achieve the level ofquality ofoperations envisioned?

4. !?hat are the risks involved, and are they manageable?

The underlying issues are the material risks rhat arise from doing

I' Infrastucrure

(9

- Other basic infrastructure- Coudt ry . i sks /FDI ;ncenr ives

- Arrractive incentives 3- Political environment 9

Ime zone attraci;ven.ss

a lreland aAustraiia

O s'oore ar*

Jctin"

business in a foreign location and rhe potential impact ofthese onthe outsourced operations.

5. Does the outsourcing create straregic options that add value?Is the location straregically important in other ways; for e.g. as apotential market or as a source oflabor. ti{4rat are the long-rermconsiderations ifthe company decides to locate for the long-term?

Philippines - an attractivo BFO location

The Philippine BPO market was valued at $389 million in 2001and is forecasted to grow at a compounded rate of 680lo to reachapproximately $3.8 billion in 2005'. These figures reflect the growingconsensus worldwide that the Philippines has the fundamental elementsin place to be a significant BPO player.

MAPPING OFTOP BPO LOCATIONS

the Philippines has robust supporting sysrems in terms of(govern-ment supporr! business friendly legislations, high quality ofexpatliving) thar make ir an acracrive location ro live and operate.

4. Manageable risks - Most material risks associated with doingbusiness in the Philippines revolve around corruption and securiryThese risks are wholly justified although the government in recenttimes has made significant efforts to mirigate rhese risks. On thewhole, the Philippines has an acceptable risk profile'.

In Iight of the above, the Philippines has several uniqueopporrunities in the BPO space'.

r BusinessI Potential cuslomersr Rationale. Contact centers. US companies and local companies across industriesr Affiniry with US, English speaking talent at low cost,

good telecommunication facilitiesr Medicaltranscriptionr US hospitals and HMO's. Afinity with US medical systems, availability of low cost,

highly skilled English speaking medical professionals. Shared corporate back office services. Philippine based MNC's. Low cost, skilled talent available. Software dwelopment. Global vendorsr Availability oflow cost, highly skilled English speaking

IT professionals, Indiat move towards high value segmentsleaves room For Philippines at lower end

r Animation and design. Fiucation companies, media companies, Japanese companies. Creativity and artistry of Filipinos, availability of low cost,

highly skilled English speaking design professionals

Summary

The Philippines is an attracrive BPO location because oftheavailability of a low cost, highly+killed English-speaking talent poolwith strong afiiniry to US culture and sysrems, the availabiliry ofglobally competitive infrastructure at a low cost, and a wide range of3rd parry vendors with deep process expertise. ln light ofthe thesecapabilities, the Philippines has a competitive advantage as a locationfor customer care services and some selected back room and corporateshared services. Some of lhese segments would be high-end customercare, medical transcription, and animation services. Some factors thathinder rhe growth potenrial ofthe Philippine BPO market are theperceived securiry and political risks and lack of track record oflocalBPO players.

I Theterms Eusness Process Oursoucmg, olisour.rnga.d oilsho.ng have been used nlerchangeab y2 l,,'lc( nsey Globa .sr1!1e3 Ga ner , lDc , NEo Tes tmares McKi .sev a .ays is 6 l ihor es tmares4 DT, Nasscom, press searches5 NEO T McKrnsey ana lyss6 DT Garrner, ITECC

I E l l l anays s , McK.seyanayss9 McKrseyznaysrs , NEO T, Gan.er

hdisO

OphilippinesI vexico

LOW HIGH

Peopl€ Attnctiwdess

3;i"oI si-.r.i.a.;ai-,.qmtie orknowredseworkers I ;t"tj:f i:i:"r.

Ler ur broadly discuss rhese elemenrs.

1. Cost cdmpetitiveness - Amongst BPO locations, the Philippinesis hirly competitive in costs, both labor and nonlabor Its telecom-munications and electriciry costs are the lowest when comparedto lndia, China, and Malaysia, Industry sources agree that rhePhilippines car provide as much as 600lo-800/o cost savings as versusthe United Srates for operations such as call cen[ers, finance andaccounting back room, and data entry.

2. High qudity, cost-effective labor pool - The Philippines' primarystrength is the availabiliry of English speaking technically skilledtalent pool with high US language and culrural affinity comingfrom the prevalence ofrelevant suppon systems". The Philippines,the 3rd largest English speaking country in the world, generatesover 450,000 graduares every year, Over 94olo ofthese graduatesare English literate and are highly familiar with the American accentand business & social culture due to historic ties between the twocounrries. A mlent pool with this skill set is highly sought after byBPO players.

3. C,onducive business environment - The Philippines has the requisitehard infrasrructure (telecoms, utilities, and real estate) to ensuresustained operations at globally acceptable level ofquality-. Funher,

r t s F A S A N M A N A G E R D E C E M s E F T 2 O O 4

The\fi rldEntrepreneur

of the)ae arThe Asian Manager Exclusive Interview with Tony Tan Caktiong

Tony Tan Caktiong learned two basic ingredienrfiom his parents that led to the Jollibee phenomenon- good food and humiliry.

It is a known fact today that Jollibee is the undisputed leaderin the local fasr-food industry

Moreover, Jollibee is one ofthe largest franchising neworksin the Philippines. From two stores in 197J, Jollibee can todaybe found in around 900 locations in the countrv and 29 overseas.This phenomenon is due mainly to Mr. Thn Caktiong's persistenrdrive to innovare, to look ahead, and to learn from othercompanies' successes and mistakes. Today, he is the roughesrquality controller ofJollibee's products and services.

For his tremendous success, Mr. Tan Caktiong was recog-nized Management Man ofthe Year in 2002. He has also beenpresented an Agora Award for Ouctanding Marketing Achieve-ment, a Triple A Alumni Award from rhe Asian lnscitute ofManagement, a Golden Scroll Award, a Ten Outstanding YoungMen (TOYM) Award for Entrepreneurship, a Star of Acia Awardfrom Business Veek, a Lifetime Achievemenr Award from rheAsian Chain Restaurant Operators and Suppliers Series, andlately the Vorld Entrepreneur ofrhe Year.

The Asian Manager correspondent was fbrrunare ro gersome o[ Mr. Tans rime lor an exclurive inrerview.

TAM: What were the formative events in your leadership de-velopment?TT: Displaying leadership is like a day to day thing. I don'tremember any particular event that led to my leadershipdevelopment, or any moment where my leadership wastested or where I displayed ir exclusively. Leadership is morea way of life.

TAM: Vhat is your personal style of leadership?'I*f:

I am not autocratic. I dont force an issue. I have a consensustype ofleadership. I believe in involving the group in the processofdecision-making. Although the process takes a litde bit longer,the execution is easier.

TAM: There would be certain times in your business rn'hen youhad to make quick decisions. How do you then work throughthe culture of consensus driven decision-making?TT: In our business, we dont usually have that kind ofa situation.Ninety percent ofrhe time, we involve rie people in the decision-making. But there is a high degree oftrust in leadership, so peopleunderstand us when we have ro make quick decisions. Thev sav"We know what you are doing, we rn sr you. deci.ions. we,ri i lgo wirh you." That spells commitment ro me. There is a highdegree oftrust buih in among our people.

'!f:

ariI H E A S A N M A N A G E R D E C E M B E F 2 D 0 4 I A S A N N S T I T U T E O F I , / A N A G E M E N T

TAM: So how do you identifr the right people to work with youlTT: Thatt a challenge. Since we are into the fast food business,people are at the core ofall our activiries. We believe that peopleshould be our strength and getting the right people continues to bea challenge for us. I am personally involved in rhe hiring process,especially for the senior level. Ve discuss closely about the kind ofpackage we need to motivate a person. Ve try ro ger rhe be$ peoplewe can. Usually it is the issue between the pay and the right skills.I tend to go over rhe pay because it is not only the pay, buc also theskills, the experience, and rhe character that matter All these issuescome before we look ar rhe pay. We also go for search firms, butstress heavily on looking for good skills. Ifwe cannor afford a pe6onwe want, we can ofler other things like srock options, etc.

\7e dont need to be greedy.\7e don't need to have excess Drofir.

- F l

rooay, we can lncrease our pnces stncewe are the market leader, but we wantto be fair and honest, and we want ro

remain affordable for our people.

TAM: Ifyou have identified the right person and have decided onselecting him/her for a particular role, what's your baning average?TT: Ve can say a little bit higher than the indusrry srandards, burofcoune we cannor have l00o/o success all the dme.

TAM: Do you look for any particular qualities that are a mustwhen you select a person?TT: V'e wanr to have team players.Ve wanr humble people to workwith us so that they can fit into our culture. Three people mighthave similar experiences, but it is more on how they fit in the orga-nization. So, we establish the required skills and experiences. Oncepeople match these requirements, we look for those who fit ourculture. Ofcourse, the person should have a sound character alda cerrain vision in his life.

TAM: How do you deffne a typical Jollibee person?TT: A typical Jollibee person is ofsound character He is humble,down to earth, is willing to learn, and is a good team player Hispersonal values are compatible with those ofJollibee. Aad his expe-rience should speak for himsell

Ti{M: You have mentioned the word tharacter' a few dmes now.How do you judge the character of a person before you have himworking in Jollibee?fi: Listen beween words while he/she is talking, and pray that youare right...

TAM: Vhat about the most difficult moment in )rour: careeriTT: Difficult moments are when I want to sell an idea rhar I beliwein, but people do not believe in, During that certain moment, ifI

force upon the issue, it becomes very difficult in execution. Thehardest part in business is how to convince people to understandyour point ofview, and look at the same angle. Once you agree oncertain basic principles, the execution follows smoothly.

TAM: Do you beliere thar wharever a man creates is an exrensionofhis own personaligl What aspect ofJollibee is an extension ofyour personality?TT: Probably... May be the willingness to serve people. The will-ingness to listen to people. I tend to listen to peoplet comments.Improvement through customer feedback is a way oflife in Jollibee.Dealing wirh people - fairly and honestly.

We dont need to be greedy. Ve dont need to have excess profit.Today, we can increase our prices since we are the market leader, butwe want to be fair and honest, and we want to remain affordable forour people.

I want people around me to be happy. I don't shout ar peopleand I don't allow our people to shout at customers.

TAM: Did you ever rcalize in 1975 that you would go this far?TT: Not at all. When we were looking for a name, my idea yras tolook for a name rhat would register worldwide. Even though we didnot have a plan, we had a dream.

ThM: Through the last 29 years, did you ever feel that it was notgoing to work out for Jou, especially when Jour operations failedin a few places abroad?TT: I am more ofar optimisr. I believe, I can do anything that Ineed to. People say.l should be more realisric. We have not doneparticularly well outside, especially in the Middle East, but to methat is a lesson learnt.

TAM: Is the senior management also an optimistic group ofpeople?TTI Not all ofthem are. There are some who are more realisdc andthey help balance my ambitious, and often idealistic viewpoints.

Sometimes, it becomes hard for me to define reality. Lookingback, I remember when we had started, Mcdonald's was enrerinerhe marker and rhey were the market leader worldwide. Looking-arour capital and resources, my close friends had sincerely advised meto change/switch rhe industry while it was still early. People can saythat was the reality. During that time either we were roo naive oryoung or stupid.

I said "No, we can do it." Ard, looking back, until today,it is true, we did it. I guess it is the will to do things that matters.We didn't care who Mcdonald's was.

Therefore, sometimes looking inro the future, or when someteenager asks me about the future, it is so hard for me to say rharthere is something that cannbt be done.

Looking Lack, I feel ifyou really want to do something, it isnot about doing a realiry check. It is abour determination, persever-ance, and changing your lifestyle.

TAM: How about the importance of luck in life?TT: Luck is very imponant ard it is so hard to differenriare betweenluck and hard worL Luck plays a pan when your foundation is ready.Luck is in front ofyou, but ifyou're nor ready, you can't caprure it.

T 1 ] E A S I A N M A N A G E R I D E C E M B E R 2 O O 4 A S I A N I N S T I T U T E O F M A N A G E M E N I

TAM: What about ethicsiTT: Ethics are important, but hard to define in black and white

terms. People trust you ifyou are ethical. And to make them followethical standards, you have got to lead the way yoursell

TAM: Is there arything in the corporate world that has changeddrastically in the last twenty years, that you are more carefirl ofnow as compared to when you had started?TT: Ve used to be a family business. Ve went public in 1993.But the family still owns a big portion- about 65olo ownership.

One major change is learning how to deal wirh minoriryYou have to be fair You have to be more formal, and transparentro everyone. \tre have to make sure that the people understand us.\i?hen you are big, you are also more answerable to PeoPle.You affect the community in more ways than one,you have certainresponsibiliry towards the society, and you owe people explanationfor your actions,

Second issue is the environment. The environment now is verydifferent as compared to what it was ten years ago. Therefore,we need to be more responsible for our actions. We always questionourselves on how we can help in environmental sustainabiliry.

Third issue is the sociery - people look at us as moral liaders.They look up to us as their dream. And, we want to be up tothose expectations.

TAM: Ifyou go back 30 years, what really prompred you for thisundertaking? \(as it the family background, was it the upbringing?What led to this dream?TT: My father was an employee. He was a chef in a restaurant.I saw him working hard.

Later on, he set up his own restaurant. So, the restaurant wasnot a new thing in my life.

I used to get inspired looking at my father and wanted to beas hardworking and persevering as he was.

My mother gave us the right values. Ve were poor bur sheused to'make sure that the family did not feel poor "We dont dresswell, but we still dress happily," she used ro say.

She made sure we did not lie, we did not cheat. On Sundays,we could not go for movies, but she made sure we had recreation -

qualiry recrearion but not exp€nsive recreation.The dresses we wore were passed on from one brother to

another She laid a strong foundation ofcharacter in all ofus. Shesdll plays that part. Oftendmes she questions me, "Are you sure your

people are nor arrogant when they talk to outsiders?"'We

were lucky that I was able to lay a good foundation. Wewere brothers and we fit in our respecrive roles. Ifthere were roles

that none of us could carry out, we wenr for professionals. Andeverybody in the family followed the system.

TAM: Your personal vision?TT: My personal vision is related to my business - I would like totake this business ahead and make ir into a global player. In the shortrun, at least a leader in Asia.

TAM: How big do you want Jollibee to become?TT: There is no limit. I am lucky to be in the food industry where

you just have to change the produo lines when you go international,

unlike in orher businesses where you need many more adiustments

when you operate across different countries. It is an industry whereyou dont have external but internal constrains like capabiliry, finance,etc. Howevet for us, finance is not an issue. People are willing to

take our franchises.

TAM: Your vision for the Philippines. What is your contributionto National Dwelopment?TT: I remember I had dinner with a lady from the Rockefellerfoundation. She taught me one thing - "Tony, you are good inbusiness. You should analyze the number ofjobs that you create.

Business is a form of philanthropy. Once you are big, you maydonate. You dont need to go into charities, you just need to createjobs ald create new companies. That's your contribution to sociery"That was a revelation for me.

Now I have set up a foundation - Joll ibee Foundation.My wife runs it. Our priority area is education. Ve are looking

at bringing up kids.Through the project we believe in educating people who can

become superstars and c-an affecr the.ociery

TAM: Your strategy to compete and benchmark yourself interna-

donally.TT: Of course we look at Mcdonald's. Ve look at the service industry

like Singapore Airlines. Once we even conracted their training.

Another company was \7alt Disney. Customers are really happywhen they are inside Walt Disney. We benchrnark their training.for future development of leaders. Ve look at companies like Citibankand GE.

TAMr Any word of advice for youngsters who aspire to be entre-preneurs?TTi To dream, and be very positive. You need to enjoy whar youare doing. Ifyou don't enjoy, it is tough.

ThM: Do you intend to be a professor someday on entrepreneurship?TT: I can be a story, but I am not sure ifl have the right skills to

be a professor. Moreovet I tend to be low profile.

I used to get inspired looking at

my father and wanted to be as hard-

working and persevering as he was.

My mother gave us the right values.'We

were poor but she used to make

sure that the family did not feel poor."'W'e dont dress well, but we still dress

T H E A S A N M A N A G E S D E C E M B E R 2 O O 4 A S I A N N S T T U T E O F M A N A G E M E N T

happily," she used to say.

_ , up st 2004 - April 2005 , . . , ~~ ,

a ! - _ ,' - . .Alumn, , .. ,> . .i

8. . . . J f

8 .'

R?lations Calendar o ''

tCI-18 AIM Grand Tout, Malaysia

13-19 AIM ~ r a n d ~ o u r , Singapore

51 GSB Open House

9 -14 ENTREP TOUR, KL, S'pore, Vietnam,

23-28 ENTREP TOUR, V~etnam, Tha~land

87.83) Annual MAIWI Conference

Go l Tour

I 4th President's Cup

4-8 AIM Grand Tour

16 8 5,B Tw-day WBA

P6-@ AIM OrandTour, Hongkanp

Shangha~

13 One-day M M

15-18 AIM Grand Tour, ha no^, V~etnam

AIM Golf Masters IAAAIM)

by Boberl V. ChsndranPresident and CEO

Chemo I Corporation

path of Global BusinessMy walk down the

ntrepreneurc are narural leaders. Blessed witha dream or a vision, they bring a lot ofpassionto the idea ofcorporate growth. This is a double-edged sword. Ir brings great commitment tothe process ofgrowth but also brings with it abaggage ofhuge volatile egos.

Apple founder Steven Jobs comes romind. He was a great visionary but in the mid-eighties (in the early years ofApplet success)

he was pushed out by John Sculley. After a few years when Applewas floundering, he was brought back. This time a changed anddetermined Stwen Jobs managed a big turnaround. In the eightiesthis made founders like myselfwonder wherher we will be a liabiliryfor our own corporations one day. This lear morivared mosr of usto become becer managers.

'What makes a successful leader? Ir starts with a big vision.

Mine was "Strive to leave footprints on the sands of time," a ThjMahal complex... maybe. A deep desire to create an enterprise thatwill last beyond my lifedme and srand the test of time. A globalcorpontion that looks ar the world as a borderless single entiry withopportunities and talents on a global basis. The employees fromdifferent nationalities bring a mosaic ofvalues to this corporateculture. To head a corporarion ofsuch variety makes you a globalcitizen. You need to enjoy traveling. A family that suppons thisinternational way oflife is a must.

A Global leader has to have a great level ofpatience andunderstanding. Knowledge ofthe cultural nuances of l0 or 15countries that you operate in, with employees ofdifferent nationalorigins, is a big advantage. There is no one solution that fia for thisglobal community ofemployees. Lisrening is the best tool to cultivare.Empathizing with the country and irs people is a great way to learnthe local culture ald its subrleties.

To get a local partner is one easy way to navigate rhe rurbulenrwaters oflocal polirical and bureaucratic jungle. The struggle ofglobal company is how to bring opportunistic decision making

closer to each country rhat you operate in. In the oil business, risksare high and margins are small. The risk taking ability also slowsdown substantially with distance, The way we have overcome thisissue is by having a local partner on equal basis. 50/50 partnershipis fraught wirh problems when you choose a wrong partner. Theonly way I have learned to overcome this is to spend time with thepartner and understand his views on life and fairness. This is achallenge ro find a person with high Emotional Quotient. Ifyoumake the mistake and get a wrong partnet please end ir soon.I would rather take a loss and leave than stand to find that I havewalked into a bigger problem in the firture. One who admits amistake when he is wrong and offers to compensate you for themistake makes for a good beginning.

Our investment in Tirrkey wirh one of our Joint Venturecompanies was a disaster. Our initial anempt to bring a local partnerfailed as the partner could not raise cnough capital for the venture.So, we went without a local partner Turkish bureaucracy had usrunning round in circles. OurJoint Venture partner wanted tobring anorher Tir*ish panner. As we got inro negotiations it became

' clear to me that rhe prospective Turkish pattner was a wrong one.He was too clever for his own good and wanted more than his shareofthe pie. This brought divided views between us from the JointVenture Company. I decided to exit the venture and take my shareof loss of $3 Million.

Moral ofthe story is to abandon the project when the localpartner search fails. Only fools rush in where angels fear to uead.Don't fall in love with the project and commit to doing the dealswithout finalizing the selection ofpartner and doing the paperworkfor the partnership. Another lesson I learned having many partnersaround the world is that it is a big commitment of time. You needto visit every one ofthem personally and spend time with them.To put this in perspective, I traveled 180,000 miles lasr year.. 1,000miles a day... I was home for less than halfthe time, To managea family life, I started traveling with my wife and children everyopportuniry I had. Vhich person in his right mind wants to

T H E A S I A N I , , / A N A G E F D E C F M A E R 2 O 0 4 I A S A N N S I L T U T E O F M A N A G E M E N T

undertake a life like thislGlobal opportunities bring some unique risks. To identiS

them is the biggest challenge, A business model that works in theUnited Smtes cannot easily be transported into markers likeChina. China without proper legal structures and eficacy needsa different approach. Long-term contracts are impossible toimplement ifthe market goes against the local company. We inthe oil industry call it "Price Measure." r*/hen you sell them acargo ofoil in advance on a fixed price and ifthe market issubstantially lower on cargo arrival in China, they will find allthe possible ways to walk on the contract. This is true with Russianoil traders. To design ways to have back up plans and hedges toprotect your interest is a way ofdoing business in these countries.By chance, ifyou end up with a bonanza you can be sure youwill not collect it,

Recently (October, 2003) we ordered rwo brand new shipsto be buih in China in New Century ship yard for $30 millioneach for delivery last quarter 2006. By March this year with thespiraling prices ofsteel and the changes in regulations, these shipswere worth $36 Million each. The shipyard knowing the marketcondition called for a meeting asking us to contribute additionalmoney as the steel Priceshad gone up and we weremaking profit. This wouldnever happen in any ofthewestern countries. Viththe yard's performance inquestion, we cannot sellthe ships before it is builtand delivered. If rhe marketchanges by end of2006,you have lost a bigopporrunlry.

Globa.l Terrorism has

Global opportunit ies

government found them to be making money. The tradingcompany thar contracted for the rice production found irself ina good fomrne ofa rising price for rice in the international markel\4etnamese frustrated *re company by not performing, ultimatelyforcing them out. BHP left Vietnam on similar complaints. Myview is to wait and see and let others pave the way. Further, dontbring too many projects up at the same time. Projecs have inlerentrisls ald these risls seem to come to surface when the projectsare implemented. Too many of them close together and indifficulties could be dangerous for corporate cash flow. Start aproject and let it run six months before you stan the next one.

he next question is how big is too big? Ask Bill Gates,who was focused on the growth of Microsoft and didnot focus on political realities in United States o[America. Microsoft did not have a lobby group but

his opponens ganged up against him and we all know the result.Today Microsoft learned the lesson and has the most efficientIobbying group in Vashingron. Yukos story in Russia is a sadone. r{4ren Putin realized Khardovsky (the founder and largestshare holder ofYukos) had Presidential embitions and wes financinq

a political pany, he got rhe headofYukos arrested on mx fraudand was claiming on rwo claims:Yukos owes $7 billion in unpaidtaxes and fines. And, they arethreatening to put the largestoil company in Russia intobankruptcy!

People management -

how do you share your corpo-rate wealth?

bring some unique r isks.To identify them is thebiggest chal lenge.

raised its ugly head and has become a corporate realiry I havedecided that even though opportunities in Iraq are enormous andvery profitable, I will not risk my employees in that area ofconflict,Even countries l-ike Nigeria and Vene..zuela are becoming dangerous.It almost loola as ifinstabiliry and oil resources go hand in hand.Enormous oil riches are in dre hands offew, and coffuption seemsto be so rampant. It is a great challenge to operate internationallyand thus keep a distance from some ofthese countries. Recentlya tanker was arrested in San Francisco for drugs on board. Howdo you make sure it does not happen to you or to your ships?One drunken employee on Valdez put the ship on the rocks,created an oil spill, and thus cost Ercon $3 Billion. You soonrealize there are few things that you control and a large part ofyour business is beyond any reasonable control. It does not meanhowever that you are not trying all reasonable ways to preventthe accidents. No wonder insuralce business is a booming business,

Global Prolects - how to select them? Is there a value forbeing a pioneeri

I have seen very few examples ofsuccess. Recendy Vietnamcomes to mind. Maay companies rushed in early days only tofind that they got harassed and pushed out when the Vietnamese

,.".:L'l..";'l,Ttl'iilJt*'equivalent to their contributions to corpoiate growth, onecompany came out with unique plan. Vitol gives each trader,annually, the shares ofthe company. The company is owned bythe employees and when they leave, these shares are bought back.Vtol has grown to be one ofthe largest and successfirl trading

' company with more than $ I billion in capital. How do you findpeople whom you can trust? This is like looking for a needle ina haptack. Each employee has to be hand picked and time tested.This is a long process and there is no short cut- 'Vhen you findtlem, hold them tight. Your ability as a leader to reach and conrolthe lengh and breadth ofyour global empire depends on thesetrusted lieutenants. Many entrepreneurs find it difficult tomanage global corporation is it expands. How do you grow andstill be in control? It sounds like an ognnoron. Things do happento kill rhe confidence ofthe corporate control and give you reasonsto stop the grofih and go for control. Smart leaders understandthis is one ofthe problems that need to be managed withoutkilling rhe growth engine.

It has been a fantastic walk down the parh ofbuilding aGlobal corporation. It is the best learning experience I have everhad, and above all the most thrilling adventure.

T H E A S A N M A N A G E R I D E C E M B E F 2 0 0 4 I A S I A N I N S T I I L ' I E O F M A N A G E M E N T

by Shorbet ]btigbak-Manalili

CHINA: AIM Enters the DrasonTHF, \TNR OF THE \TOOD MONKEY

'Jia Shen" according to Chinese xtrology is a Year

ofMovement, which will see rapid dweloprnent,expansions, and major cooperation in businesses. Theforecast seems rrue for r}re Asian Instirure of Manage-rnent as it marked rhis leap vear with momentous un-&rukings dut have strengdren<l is rclations wirh China-

The lst AIM Alumni tradership Tourl-he firsr AIM Alumni Leadership Tour was

launched in Beijing and Shanghai in China in April.Through the efforts ofthe Alumni Association ofthe Asian Institute ofManagemenr (AAAIM), rheFederation of Asian Insrirute of Management Alum-niAssociat ion Inc. (FAIM), and the AIM AlumniRelations C)ffice, seventeen alumni from Manilavolunurily flew to the Dragon Lrnd to get rogetherwith the Chinese alumni, who are currendy morethan 120 in number The tour began in rhe countrytmost stunning entry poinr, Shanghai, and thenproceeded to the heart ofChina in Beijing. It sawa series ofget-togethers with Chinese alumni andsighrseeing tours to the Creat Vall, Tian'anmenSqu-re, ForbiJden Ciry. Xin llan f)i EnrenainmenrComplex, among others.

Beijing and Shanghai Alumni ChaptersMore than experiencing rhe wonders ofChina

and forging linkages wih lellow AIM alumni inChina, rhe l-eadership Tour, which was spearheadedby AAAIM ChairmanTcddy\ llanueva (MBA73),signGendy gave birdr to rhe AIM Alumni Chaptersin Beiiing and in Shanghai. "The openness oftheChinese alumni ro set up a China chapter eventuallyled ro our using rhe Leadership Tour as a'connecriviry vehicle' to raise the awareness andexcitement among the Chincse alumni ro finallyestablish a formal chaprer They realized that AIMalumni can be a potent network and that Chinahad to be in the picture to hclp AIM," said AlumniRelations Director Greg Aticnza (MBA83), whofirst envisioned AIM to have Alumni Tours like theones organized by other recognized business schoolsin thc Unitcd States.

"Vhile undeniably, the sights in Beijing and

Shanghai were a 'oeio-hirrori .r l rn,J burines spe..tacle ofthe highest ordel the building ofhumanbridges through alumni nework was the best thing.L^. L-^^-^-,1 " t-- - . tr- ,1

2nd l.eadership TourSerendipirously, the first l,eadership Tour

witne*ed AIM in rhe midsr ofplanning r r ie upwith an institution in Shanghai (which ar rhe rimeofrhis issuet publicarion wishes to remain undis-clo'ed). Buoyed by rhe new. ofalumni acri 'ar ionin Beij ing and \hanBhri. rhe r ie-up organizer. in

' cluded the nascent chapters in their launching pro-gram in Pudong, Shanghai, which consequentlysenr offthe 2nd AIM Alumni Leadership Tour.

Around 40 Chinese alumni and the members ofthe 2nd l-eadersh$ Tour graced the proud momenr.

Apan from the launching, the 2nd kadershipTour members, rogether with AIM President Rob-crto de Ocampo, also swore in the new Beiling andShanghai alumni leaders. fack Niu, MM'98, hea&the Beijing Alumni Chapter, with Dennis Suo(MBA'03) as Vice-Chairrnan, Natalie Lau (MM'99)

as Secretary, and Peijia Qui (MM '95) a-s Trea-

surer. C)n the other hand, Perer Jiang, MM'95,heads the Alumni Chapter in Shanghai. Xianyan'Catherine'

Chen (MBA '96) is Vice-Chairman,Huichong Zhu (MM '97)

as Finance C)flcer, andHaiyan 'Vivien' Zheng (MM '99)

as Secretary.

New Board of Governors for ChinaAIM welcoma aboarrd Mr l-ong Yongtu and Mr

Victor L.L. Chu ro the Board of Go,emon for China.Mr. Long Yongtu is currently the Secretary-

General ofthe Boao Forum for Asia, a non-profir,non-government international organizarion tharaims ro promote economic exchanges and cooper-ation within the region as well as with other partsofthe world. He was ChiefNegotiator for Chinatresumption ofthe General Agreement on Tariffsand Trrde . onr racr ing parry .raru. and irs eccersionto the World Trade Organization. He also ledthe firsr Chinese delegation ro rhe Organlsaronfor Economic Co-operation and D€v€lopmenr(OECD) in Paris in January 1995 and esrablishedthe relationship ofdialogue partner with the orga-nization. Mr. Long is the Vice-Chairman ofrheBoard of I)irectors of the University of InrernarionalBusiness and F,conomics, visiring professor ar rhePeking University, Tshinghua Universiry and rheNankai University as well as adjunct professor ofZhejiang University, Sharrghai Universiry of Finance

cial Services and Insurance. He also serves on theBoards of rhe Asia Sociery, Asia House, the Instituteoflnrernational Educarion and the East Asia Insti-rute of Cambridge University.

MOA with Sun Yat Sen UniversityAIM has signed rwo Memoranda ofAgree-

menr with Sun ).rr 5en lZhongthrnt Unirersiry onOctober 21, 2004. One was on student exchangewhich states that Sun Yat-Sen Universiry will sendup to five MBA exchange students to AIM eachyear and AIM will send up ro five MBA exchangestudents to Sun Yar Sen Universiry each year begin-ningwirh the 2004-2005 academic year The otherMOA was on faculry exchange which stares rhatSun Yar Sen Universiry rnd AIM m:y invire onevisiting prolessor from the other institution eachacademic year, beginning with the 2004-2005ar:ademic year. The agreements were developal ftoman initial MOA thar was signed on November 2003whi. h .oven faculrv and srudenr exchange. joinrresearch, case-writing/case-teaching activities, andjoint programs.

Sun Yat Sen (Zhongshan) University, foundedin I 924, is well known for its comprehersive atmo-sphere. The Universiry with irs strong research.rbiliry coven vriour suhjecrs. including humaniries.social sciences, narural sciences, medicine, pharmary,ald orhers.'fhe Graduate School ofBusiness, found-ed in 1985, i . the f irsr school in Sourh Chin.r.rre.rro have a program in business and management.The school is rhe firsr in rhis area authorized togrant doctoral degrees in business management,with a program including business admini<rrarion,accounting, tourism management, technologr, eco-nomics and management, finance and investment,It has a mobile post-doctorate research station, the

first of its kind in Sourh Chrna.

I N F O C U S

Lrv tn1 China ! ;,;;;^7*g3 3_^*,

and Economics andHuadong University ofScience and Technology.

Mr Victor L.L. Chuis the Founder and Chair-man of First Eastern In-vestment Group, HongKong, a regional invest-menr firm involved inmanagement of direcrinvestmcnrs in Chinaand the Association ofSourheasrAsian Nationsas well as ofFirst EasternSecurities Lrd. and severalother regional companies.He is a Council Memberof the Vorld EconomicForum in Genwa andChairman of the Paris-based InrernationalChamber ofCommerceCommission on Finan-

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] O E C E M B E F 2 O 0 4 A S A N N S T I L . ] T E O F M A N A G E M E N T

i . E A D S I O B Y

B r i d g i n g L e a d e r s h i pT r a n s f o r m i n g S o c i e t i e s" i l r r re

i s : r i : rLa l i t r ' : l i roL l r eco l ro l r r i cs rh : r i in the . .nc lchokrs rn r .soc ic r \ , t i re t ma l<es too grcar e d is r inc t i r r r - rbctu.'e crr thc lcrvalcls of rhc fivore d :u].1 of rhc clisl:rvolccl.i t i5^ a comnronir lecc of legal thcolv rhat:r lan, i lLlst l totonlv be just, but rrr lsr l lso be seen ro bc: just. k is the othcr-1rv' i1\ 'aroLulcl rvi t l t ccon0r' i . t ics \ \ , l lcrc i t is ntore imp<t|tantlbr a pol ic-v ro bc iair fhan to be rcccptecl as fair ' . Tf i is is

Lrart icl l lxr i-v t furj \vhcl l j t comcs ro pol icies deterr-niningthc cj istr ibution oirsocict\ ;s re\vurds." ( ir , ; .1t r lr , t , t u,t .1

bridge has a pulpose. It carries things and people fromone place to another. Through the process, it linkstogether those people and the things. Building bridgesdoes not always require knowing the results. At times,it is intentional, but it is often an acridental bv-oroductofrhe work rhat rhe people engage rhemselves in.

Globalizarion: A New World Order

From rhe'missile' to the'modem', and from'treaties' to'deals',Globalization has replaced the cold war as a fundamental interna-tional system. V/hile the defining measure ofthe cold war wasweight - particularly the throw weight of missiles - the definingmeasurement ofglobalization is speed - speed of commerce, travel,communication, and innovation.

Today, we live in a world ofunprecedented opulence, onecharacterized by remarkable changes in and beyond the realm ofeconomics. Concepts ofhuman rights, political liberry and inter-national cooperarion have become the reigning manifestarion ofthe democratic and participatory governance worldwide. The worldhas become an increasingly interwoven place, and consequently,our threats and opportunities increasingly derive from the peopleand the issues that we are connected ro. Globalizarion has beenaccepted as more than a mega rrend - as an international systemwith its own set ofrules, culture, and unique attribures. It has beentermed as an inexorable integration ofmarkets, nations and tech-nologies, to a heightened degree, in a way that enables individuals,corporations, and nadons to reach around the world farther, faster,and cheaper than ever before, and in a way rhat enables the worldto reach into individuals, corporations, and nations farther, fasterand cheaper than ever before. The ddving idea behind globalizationis free-market capiralism, and its overarching feature, inregration.

The promise ofglobalization and open markets as the engineto prosperiry and development contains wirhin it the possibiliry ofwidening gaps berween rhe advanced center and at least parts ofirdependent periphery not only between countries bur also withincountries. It is therefore relwant here to explore rhe extent to whichour dream from globalization has come true and how otherwise ithas remained a receding dream.

The dream ofglobalization - the bulwark:Modernization of dre society - Openness towards accepting

other cultures and beliefs. Freedom from toil, economic, and cli-mactic tribulations.

Industrialization - Rapid, technological adrance and employ-menr genelatlon.

Urbanization - Gradual removal ofrhe urban-rural divide.Environment protection - Protecrion and enhancement of

the qualiry ofenvironment * air, water, foresrs, and animals.Global competitiveness - Every country be able to compete

on a global scale and flourish on irs own prerogarives.Social equity - A universal code for providing social justice

and equal opporruniries lor all.

Quality infrastructure - Each nation being selfsufficient tobe able to generate ample opporrunities in consonance with irscharacter and culture, and provide basic and necessary educationand healrhcare to all.

Political and economic stability Nations not preoccupiedin territorial clashes for achieving geographical and political ascen-dancy, but working to make consrructive contributions towardsthe development ofthe world.

The Receding Dream

The term globa.l' today has merely become a qualifying adjunctofan enriry having geographic omnipresence. Globalization in realterms implies the free movemenr ofmanpower and other resourcesacross inrernational borders worldwide. Finally, a free spread ofthegains ofglobal felicity. The advantages ofglobalization have notspread across wery border ofthe world. Many corners in the worldare not yet aware about the occuftence and existence ofsuch aphenomenon and its widening, yet scattered impact on differentparts ofthe world.

Cross inequity ofeconomic rewards is an incontrovertiblefact and it does not need the backing ofour sobering statistics. Ithas been with us since the beginning of rime and although it hasaltered im complexion, it has not changed its direction with theadvent ofglobalization. The gap between the rich and the poor isenormous, unconscionable, and probably growing again, especiallyin the third worldl Flagrant inequalities in income enfold withinit widening inequaliries in housing, education, healthcare, and otherbasic and significant amenities, Threars to human securiry causedby persecurion, hunger, unemployrnent, environmental degradation,and healthcare affect our markets, our societies and our nations.Growing challenges like rhe uneven populadon growth and scarcityofwater hold the potential for crisis and conflict. We are still atgrips with 'literacy'; education is a far cry.

During the eighteenth century maldistribution had shownim effects on top as well as the bomom ofthe income scale, Prospectivelenders were frequently unable to find borrowers. The South SeaBubble in Britain and the Mississippi Bubble in France in 1720were only the most dramatic instances ofspecularion that haddeveloped in place ofproductive investment. Recently, the Dorcombubble and the collapse ofpeoplet confidence with incidents suchas Enron and \(orldCom have cast further shadows on the briehtside ofglobalization

The economics ofrhe rational greedy man today sees noconnection berveen such "hubbles"

and fie wastes and horrors andthe grieves ofearly industrialization and the recent globalization.

"It is importanr to rake nore of the insrrumenral role of capabiliry expansionin bringing about social change (going well beyond economic change). Indeedthe role of human beings even as insrrumenrs of change can go much beyondeconomic producrion and include social and political development."

I N E A S I A N M A N A G E F D E C E M B E R 2 O O 4 A S ] A N N S l l T U T E O F M A N A G E M E N I

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I he Rise of I l r idging l-eadership

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. r nd . r . , r l l c . t i v r i , r r r r t r i r r r r cn r . r t r J . l l i r r ' t t r r . r d t | cs r t h t r . r r r r t .

I hc h r i dg ing n r . r h , x l o f f c I : i l ' i g i r t s r r r t L r u p ro r . c ' r s r h . r r bcq i r r .

r r i r h . , r r r ' ' t r r i ng . l n t l r t l . r t l L rnsh rp i r u i l d rns . rn r0ng t h t . l r vc r ' . c ' r . r l i c

l r r , l J c r r . t h roL reh rh . r l c r c l , , pn rc r r r , , f r o r r \ ( n \u \ . . r l l r h . ' l . r r r o

. re r i on . l t i s i 1n r t t t n r f r t o . r dd . r h , , l i ' r i r t i r L r s b r . on r i L l c r l ng t h t

nc. r is .rut l 1,,rrrnt i .r l inrp.r. t ol lc.rr lcr rh ip ur r lrc lLr. l , ' l r l r . i rr . l i r i .1tr.r l .

t f r . o rq ln i z l t i on . r r r ( l r h ( s ( ) . i c r \ .

B r r r l g i ns l t . r . l cnh i f . r t t cn r l t \ t ( ) r nL r c . r r . ' r oc i t ' r r s J tp r t r t r r i

' , r c i . r l i . r p i t . r l [ l i r r . r t . L ' i ns l c re l ' , r l r r L l r i r r r h . p t rb l i i ' 1 , . r . t enJ

the p r i r r c i p . r l r r r e r h , r r r i . n r t i , r . r . . on rp l i ' h i ng t h i . i ' t h . ' [ r r i dg i r r g

d i , r i , r sL r . . I h . ' p l occ * r r i r c r l i l i . r l ( )SL r ( ' \ r ( r r g rh .n \ t h t cn r rb l r r r g

cnv i ron ' r ! ' n r I ' r c s r . r h l i ' h rnc l ) . r \ i . . L , r r . l i t i , r r r ' I r r l r L r r l L l r r r s r r r r s r . u r ( l

l t l r t r on ' l r ps . rn ro r rq r l i r c r ' , ' s r . r l c l r o l dc r r . ( ) nc . e n r i n i n r . r l Lvc l o i

r r ' r r s r cx i r t s r n , l t he ch r i n t L , t t l u r t u r t c r t . r r d t t l . r . r , ' s r t h t pu l t l i .

. 1 , , r i c s . c , , l l ebo ,e t i , , ' , r . r r r l , cg in . r r . l r c . r l p l , q r ' . " b r n ru r i . ' , r n " r l r i r r q

c , r r np l t r p r , r h l cn rs . ( ) r r r r i r n . ' . e , , l h [ , , r r . r n , rn . a r r c ' o l r c i n r , r r l h . r t

\ \ l r l d t l i r c l n r ' . r s ' r ' e i r t u l l c . r r n i nso r " , r

l ' r o . c r s o t i h . t ng ing f l r t r r n ro i i r r t c r . r , - r i o r r r * i r h i r r , r uc l bc t * t . n . l i r . r s t , r r s . r n i z i r t i , , n ' , r r r . l v , . i . r l

L rn i t s t t , cnh . rD . , : \ ( ) ( i ( t \ \ ( . r l ) , r a r r \ t o i t r no r . t r t . l h i s . . r 1 , . r . i t r t , r

i r r r r , n . r r . i . , : r . r n r r . r l t o . , r r r r i r g L rp l i t l r r r r r t , r i r r . r h l . v r l L r r i on r t o , r L r r

Bridging leadership therefore is an inherently long process that may involve generarions,a process where actors, stakeholders and relationships change over rime, a process whichchallenges participants to look at the social problem from the perspecrive of others, someof whom have already been defined as enemies, a process where onet awareness of self isneeded to surface hidden beliefs and assumDrions.

most critical problems.The Synergos Institute in rhe United States has been one of

the pioneers ofthe concept ofBridging Leadership worldwide.The institute has formed strategic pannerships with universitiesand non-profit organizations around the world to develop nationalbridging leadership program:. In order to address rhe exisringsocietal divides, the Synergos institute has launched wrious BridgingLeadership programs to:l. Foster the formarion ofand action ofleaders who have the

capaciry to mobilize parrnerships across differenr groups andsectors ofsociery.

2. Advance the field of leadership by adding rhe bridging conceprto the current rypology ofleadership styles and approaches.

As studied by the Synergos, one of the core tasla of bridgingis building relationships; the mortar that holds the relarionshiptogerher is dialogue. Bridging Leadership arremprs to init iatedialogue involving all rhe critical smkeholders. Initial activities aredesigned to develop trusr and relationships, building from a foun-dadon of "early, small successes".

The Asian Instirute of Management has, in collaborationwith Mirant Philippines, set up a cenrer for Bridging SocietalDivides., and has become one ofthe pioneers in rhe region forsuch initiatives. The center has a special focus on addressing thesocieal divides issues and the leadership challenges in Mindanao,Philippines. The key objectives of the center are to validate theo-retical assumprions/ hypotheses ofbridging societal divides tocontribute to the theory development ofbridging leadership as anemergihg school of rhought to document the bridge Ieadershipexperiences in the Asian countries. Through the development oflearning material and offering ofinnovative programs on bridgingleadership, the center aims to dwelop a pool ofbridging leadersand organizarions in rhe Asian region.

"Those who write about leadership would normally focuson its role within an organizational contexr where the hierarchyand the interests are clear.

However, in sociery, there is a class ofproblems that cannotbesolved by one person, organization or wen sociery and whichtherefore requires the leadership ofcollabonrive acrion amongsrakeholders some ofwhom are in fact voiceless, unorganized andtherelore unrecognized, some ofwhom are hosrile,in1e rheirinterests are threatened, and among stakeholders where the powerimbalances are overwhelming.

Bridging leadership therefore is an inherently long processthat may involve generations, a process where actors, stakeholdersand relationships change over time, a process which challengesparticipants to look at the social problem from rhe perspective ofothers, some ofwhom have already been defined as enemies, aprocess where onet awareness ofselfis needed to surface hidden

I Siewi Perce B,dq rc Soce(a Dvdes 2 or ahrdF sen3 Thomas F,edman lhe LexB and rhe o v6lrse 4 Georse P B@rwayThe End oJ Fconom,. Man

beliefs and assumptions. People who are in this work thereforeneed to be aware ofthe personal costs ofthis kind ofleadershipand should therefore be conscious oftheir coping and renewalprocesses." - Professor Jacinto Gavino, Mirant Cenrer, AsianInstituce of Management

On the one hand, the concept ofbridging leadership is acontriburion to the field ofleadership; a paftial answer ro rheparadigmatic search for ar alternarive to the indusrrial model. Yet,on the other hand, it merely gives form to the quesr ofcivic leadersall across rhe world, who are arrempting ro rftrnsform their societiesby looking for the larent synergies in their communities and forgingnew qpes ofreladonships. lW/hile the form it rakes may varyaccording to language and culture, what we have in common isthe need to work together to solve complex problems and the needfor pracdcal, viable tools and strategies to help us along the way.

"Current leadership is leading different sectors apart from

each other, let alone from us at the grassroots level. Polirics haspolitical leaders. The economy or the business sector has its ownleaders. Commercial farmers have leaders. The Church and thereligious community have theirs. Academics, researchers, NGO'setc have their own lelders. Each ofthese secrors has differenr eoals.Orhers-rhe poliricians-wanr vorers and lollowers. Businesspeople want to make a profir and rhey want us as their market andworkers. Commercial farmers wanr us as farm workers and theirmarket. The churches and NGOs want us in their membershipand as project holders. All these leaders want us to follow them.As a result ofrhis fragmented leadership the world is growing apanbehind them as leaders. Jealousies and tensions grow. Confusioogrows, and then conflicts and fighm over resources and territories.'We

are cired ofbeing led apart. Ve are nor blind, only a blindperson needs to be led. There is need for bridging leaders to put

, up bridges so that rhe current leaders ofvarious secrors can crossto each other's territories. The gaps between themselves and beweenthem and r.rs are growing each day. Some bddging in leadershipmay get them talking and hopefully close their differences andbring us peace, cash in our pockets and development to our homes."- As quoted by Steven Pierce, Synergos

International cooperation and collaboration is as much amatter ofindividual volition ps it is ofinstitutional and societalcapabiliry; and it can be embraced only by mutual understandingofthe gains and the goals and the merits ofthe planned efTorts.

A hea.lthy, prosperous, and equitable world doesnt just happen.Somebody has ro be responsible, if only infinitesimally.

The stage is now set for us as leaders to search for a globalwill, honor a universal vision, and contribute to the greater good- the international development, and rhe starting poinr can be ourown communities. Vhether or nor we decide ro use the bridee issomethinq to see.

T H E A S A N M A N A G E R ] D E C E M 3 E F 2 O 0 4 A S A N I N S J T i ] T E O F M A N A G E M E N T

.a

II

THE SEVENDEMANDS OFLEADERSHIP

IVhat separates great leaders fom all the rest?

\rHO \TANTS TO FOLLO\r SOMEONE \(/HO'Sgoing nowherel Or someone who's unreliable or untrustworrhy?Organizarions wresde with these quesrions and many others as rheyconfront the elusive challenge of defining effective leadership.

Most people are certain that leadership is about direction,about giving people a sense ofpurpose that inspires them ro commitand achieve. Leadership is also about a relationship between people-- leaders and followers -- rhat is built on firm ground; enduringva lues bu i ld c rus t . Few wou ld d isasree w i rh rhese v iews.

N o t e v e r y o n e ,

however, oflers the slme

answer ro this question:

What's the best waf to

develop talenred leaders

to achieve sustained high

performance? Indeed,

Gallup Organization re-

searchers have long been

i n t r i g u e d w i t h t h i s

question. Having studied

leadership talent for more

than 40 years, GAllup set

out to discover the de-

mands that leaders must

mee! to be successful.

also wanted !o uncover

t h e d e v e l o p m e n r a l

framework that would

enhance leadership per-

formance.

Our research con-

firmed rhe importance of

lwo rather obvious de-

mands -- visioning and

maximizing values. Vhat

was surprising was rhepresence of f ive other

important demands that

are essential to the de-

velopment of al l great

leaders.

The research

First, a few words

about how we arrived at

t h e s e d c m a n d s . O u r

study drew from a wide

archy, from managers to direcrors ro vice presidents and seniorexecutives. They had all faced significant demands that built anddeveloped their leadership talent. Indeed, it was in researching thisgroup that we uncovered rhe seibn key demands that every Ieadermust meet to achieve high performance.

Ve then expanded our srudy to include an additional 5,019leaders from a wide range ofindustries and sectors, including edu-cation, healthcare, the military, governmenr, finance, insurance,and rerail. Our analysis directly linked those leaders who developed

their talents by encouo-

rering the seven demands

to significant improve-

ments in their overal l

leadership performance.

T h e i r c o m p a n i e s

achieved specifi c business

ou tcomes such as f i -

nancial growth, customer

and employee engage-

ment, emPloyee reten-

t ion, and safety. Our

continued rracking of

more than 40,000 leaders

continues to afirm these

findings.

The demaadsI r ' . " n " ' " " r . " ' -

prise that visioning is one

of the sewen'demands.

SuccessfiJ leaders are able

to look out, across, and

beyond the organization.

They have a ralent for

seeing and creating the

future. They use highly

v i sua l l anguage tha t

paints pictures of the

future for those they lead.

As a resulc, they seem

to attain bigger goals

because they create a

col lect ive mindset that

propels people to help

them make rheir vision

a realirl

These leaders also

V I S I O N I N G

MAXIMIZING -VALUES

C H A L L E N G I N G E X P E R I E N C E

M E N T O R I N G

B U I L D I N G A C O N S T I T U E N C Y

M A K I N G S E N S E O F E X P E R I E N C E

KNO\T SELF

by Barry Conchi6, Senror Leadersh p Consultanl, The Ga lup Organizarion

cross section of leaders who had a proven track record ofsuccess;we had evidence that they all delivered the goods. They were mea,surably the best when conrthietr6'btfers in similar roles. Their

performance could b" trr.kiftRig.,ifi."nr improvements to thebottom line. They enjoyed rhe endorsement oftheir bosses, peers,and direct reports. And they sustained high performance, often

through adverse times.

For our initial leadership-development research, we identified

and studied 100 leaders. They were drawn from general management,

human resources, marketing, sales, manufacturing, research anddevelopment, and finance. They represented distinct levels ofhier-

recognize that through visioqing, they showcase their values andcore beliefs. By highlighting what is important about work, greatleaders make clear whar is important to them in life. They clarifrhow their own values -- particularly a concern for people -- relateto their work. They also communicate a sense ofintegrity and acommitment to act based on their valucs.

As a result, employees know where they stand wirh these leaden.Their values -- consistent and unchanging through time -- operarelike a buoy anchored in the ocean, holding firm against rie elemenswhile indicating the way.

By galvanizing people wirh a clear vision and strong values,

T P E A S A N M A I ] A 6 E R D E C E M S E S 2 O O ! A S A N N 5 l T L ] T E O I � M A N A G F I V 1 F N T

They also understand the importanceof personal relationships. Indeed. theleaders we studied consistently hada close relationship eirher with theirmanager or someone in the bestposition to advise them. This is oftensomeone from oulside cheir organi-zation who serves as their nrcn()r.These men roring relarion.hip' arenot the producr of formal company-wide mentoring programs -- nor rharthese aren't helpful. Instead, theseinformal, yet successful, mentoringrelationships enable each individualleader's needs and differences to oetaKen lnto account.

t' -' '. Inspired by their positive ex-periences with mentors, the leaderswe studied have become intentionalmentors themselves. They selectivelvpick one, rwo, or rhree highly ral-ented in{ividuals and invest greatlyin their grolvth and development overa significant period of time. They seethe success of these "mentees" as areflection oftheir own success. Theseleaders practice a form ofsuccession

I n a l l t he i r r e l a t i onsh ips ,

f a ' Ie f f ec t i ve l eade rs en l i gh te n

o the rs because t hey can

make sense o f expe r i ence .

They a lso learn f rom the i r

mistakes and their sucgess:j. j .

and - - as t hey seek ou t a

w ide cons t i t uen i y - - t hey

ask ques t i ons and l i s t en .

range of expeftS aCfOSS theif .Are leaders asked to describe the vafi;esthat are imoortant to them?

theleaders we studied were able to challense their teams to achievesignificant work goals. In lacr. those leaders rhemselve. had beenassigned significant challenging experiences at key points in theircareers wh e being given the freedom to determine how they wouldachieve outcomes.

Confronting challenges produces beneficial effecr for leaders.It accelerates their learning curve, strerches their capacity for highperformance, and broadens their horizons about whar is possible foran organization to achieve. As one of the leaders we studied said,"C)ur company had experienced three cycles of negative revenuegrowth, but I knew rhar our nexr cycle would give us the opportuniryto turn in our best figures ever. Everyone thought I was crazy, butwe did it, then did it again."

But great leaders aren't simply herd charging and highly driven.

so that they are befter able to achieve success. As one leader put it,"There's

so much happening that affects our work. I make sure, ateach meeting, that we understand all rhe important fa-ctors andensure that the next steps are clearly laid out."

The most revealing discovery was that effective leaders havean acute sense oftheir own strengths and weaknesses. They knowwho rhey are -- and who they are not. They don't try to be all thingsro all people. Their personalities and behaviors are indistinguish-ab-le berwcen work and,home. $ry,r411e genuine. Ir. ir rhis abrenceor p rerense tn r t ne lp5a l r lE f i t qGf tnecr ro o lhers 50 we l l .Organizations are struggling to build and grow rheir leadershipcapacity. Our research suggests that talented leaders require the verybesr development experiences ro realize their potential. And forthis potential to be converted into sustained, high organizational

performance, thes€ experiences mustbe framed around the seven key de-mands ofleadership.

Key Questions in ShapingLeadership Development:V I S I O N I N G. Who cont r ibu tes to , con t ro ls , l r rcommunica tes the " b ig p ic tu re"?leaders encouraged to "paint picrures"ofthe furure?' '$(hat

opportunities do leaders haveto talk about and shape the furure?MAXIMIZING VALUES

. - ; Hgy.do coqporate values align withindividual values? ., Are leaders encouraged to lead withtheir values?

next generation of leaders.Beyond close one-to-one relarionships, leaders also create

rapport at many levels across rheir organization and beyond. Theyknow the benefirs ofbuilding a wide constituency, One leader said,"Mf work forces me to have a relationship with certain people. Ijust think about those I don't yet work with and figure out whomight be useful to know. I nearly alwals find that relationships builtthis way bring dividends." These leaders understand networks andthe importance of networking.

ln all their relationships, effective leaders enllghten othersbecause they can make sense ofexperience. They also learn fromtheir mistakes and their successes, and -- as they seek out a range ofexpens across their wide constituency -- they ask questions and listen.

rVhat's more, rhese leaders areible to deal with the cornplexityofbusihess life and help those arouhd them make sense ofit. Theydo this by keeping things simple and making informarion accessible.This way, these leaders help individuals understand what's going on

CHALLENGING EXPERIENCE. Are leaders free to think outside ofconventional aPProachesl. How much latitutre are leaders af-forded in decision making?.Are leaders given significanr respon-

M E N T O R I N G. Is value attached to mentoting ourside of the organizationi. Are leaden expected to accelerate highly mlented individuals rhroughthe organization to their optimum levels cif performance?

planning that cultivates rhe sibilities with wide-ranging delegarionl

BUILDING A CONSTITUENCY. Are leaders expected to grow networkswork relationships?

Ibeydnd their immediate

,. Does your organization promote the growth of nerworks throughmeasuring their business impactiMAKING SENSE OF EXPERIENCE. Are leaders able to meet with peers to shar€ undersranding andlearning ofnew issues? i. Is there a clear leadership focus on "lean" communication?KNOWING SELF. Is every leader clear about his or her strengths and wlaknesses?. Does your organization sponsor individualism in leaddrship throughrole models? wnh ?ann'ioi to pti,tfton th. Galtn? Ma,qen.at Joulaat.

III

a6 AN rNsr ru rE oF MANAGEMqNT

: iI N E A S I A N M A N A C E R I O E C E M B E R 2 O O 4

Ashok Soota:

1S

\rthe iteafs

o

urt

AS t \(/AI-KED PAST IHE LOBBY 'I'O\X/ARDS 'IHE

coffee shop in a horel in downtown Bangalore, I n'as netvous aboutmy meeting. The Presidcut and Chairman ofN{indtree Consulcinghad finaliy agreed to meet me for an inren iew In the coflie shop.I saw Mr. Ashok Soora rcading a business journal. He was aheadofschedule for rhe appoinrment. S7earing a crisp u,hite shirt wirhthe beautiful red and blue Iogo oflvlindrree Consulting above hisshirt pocket, Mr. Soora gave me a wamr handshake and orderedfor some tea as rve started the interview

Ashok Soora, is a graduate ofAIM, MBA '73 batch. He hasheld key oftices in large organizations like the Shriram Group and\7ipro Technologies. Five years back he wenr entrepreneurial whenhe co-founded Mindcree Consulting, In rhe 2002-03, he rvas elecredas the presidenr ofthe Conlbderation oflndian Industry (CIl),Indias largest industry association.

Soota started the discussion by re-living some ofhis AIMdays. He recalled rhe casc study method and pointed out horv itprepared him for rhe corporare environnenr. "The learning rvasboth competitive and collaborative," explained Soota in a nosralgic

tone. The camaraderie of the CAN group is sonerhing char hecould never forget. His MRR was a Gasibility study ofsettling upa light elgineeling company in the Philippines. This was in line

' u.irh rhe rnork that he was doing wirh the Shriram Group of Indus-rries in hclia, which he joined back af'ter complecing his educationin N4anila.

Like all AIMers, Soora also admits that rhe besr part oftheAIN{ was the facuiry He enjoyed dialoguing with rhern after class,and che professors were always willing to share cheir knowledge.He particularly remembers Prof Kanto, u.ho taught him controlsysten,s; Plof. Pete Garrucho who taught him Advanced Marketingand Prol Phil Alfonso was Soons faculty for the HR Function.

Outside the classroom, one of Soota's fondest memories is theLlhristnras break that he spent with four ocher classmates on an islandinhabiced byhansonites. After sailing for two days in dre Sourh ChinaSea on a ramshackle boat, they reached the beautiful islard, Theirmission was to work on a viable prgect to make che island self-sulTicienr. Recalling this as one ofhis most satisiying experience,Soota nentioned that drey rvere able rc get good funding from cenain

a

by Priyank Nsrsyan

I N E A S I A N M A N A G E A I D E C E M B E F 2 0 0 4 I A S L A N I N S T I T U T E O F M A N A G E M E N T

organizations, which helped in the development ofthe island.

lr was in 1984 that Soota joined Vipro Technologies in Ban

galore. "

l his rvas an act of fate," he admits. He was hancl l ing a

much Larger responsibi l i rv in rhe Shriram (iroLrp, and l f i / ipro rech

nologies rvas just in i ts second vear ofoperation. Hou'ever, Srxrta

was able to firresee the future ofthe [T Industrf in India aod jumped

on to dre bandwagon.

After spending close !o fourteen l ,ears wirh V/ipro. rhe entre-

preneur in Soota hegan to haunt him. The timing rvas just right lor

him, as Mindtree ( lonsuit inplrvas wair ing in rhe wings. Mindtree

is a brainchild ofnine orher co-founders along rvith Soora- Fountled

in 1999, today Mindtree is a 1500 enrplovee

strong organlzat|on.

Vhen asked about how he handled the

changc between being rhe president ofa multi-

mil l ion dol lar companv vis- ir-vis being an

entrepreneur, he laughed and said, "ft

was great

funl There is not too much difference in the

nature ofthe work rve did in !0ipro versus

Mindtrec. In both the companies, the work is

very customer cenrric." Soora admitted that

he always wanred to become an enrrepreneur."'I'he

benefits ofdoing it much latcr in life is

tha! vou can plan ro do i t on a much larger

sc;le. \Ve came in ro rhe marker $ irh rhe cerrain

ability to raise funds and thar really helped us,'

he added.

Sharing some of the chal lenges that he

faced during the start up, Soota talked about

dre downtum in the industry "\X4ren

we began

the company. r,r e looked .rr providing inrernet

based solutisns and relecom solutions. But soon

after we started, we were faced rvith the worst

years in the IT industry." But he was glad that

it happened ro him in rhe firsr two vears of

operations. "lt

really prepared us for the worsr-

lr was like pulling the carpet fiom under a one-year-old babv who had jusr learnr to walk.

"

Soota has a clear vision lor Mindtree.'When

they started, the target was to be a $ 123

mil l ion organization in turnover. ' fo ger the

rarget fbr rhe next fi..e vears erding in 2007-08,

they rearranged the f igures to $231 Mil l ion.

Thc hcacl spcl ls out

thc pros and cons ofa

decision, my heart tcll

me whether I am go-ing to enjov the task I

arn takine up or 'not ,a n d t h e g t r t f i n a l l v

givcs n ' re thc inst inct

of how sLrcccssfirl rhe

logo u,as also designed tr l a bol rvi th cerebral palsv. ' l 'he boys who

designed rhe logo and dre spastic socien'. both received Mindtree

stock ro make rhem ongoing beneficiaries f ir l the serl ice that they

provided to rhe organizarion. Nl indtree.s values are simple and

ingrained in everl emplr lee. I-he acronlnr ( l l .ASS l ists i ts values

perfectlv s hich stands for ( iar ing, I earning. Achieving, Sharing,

antl Social Sensit ivi tv.

Soota. conrenr rvirh the conrribution that his organization is

making to the society, rdmitted that thc sccrct of rheir success was' 'people,

people and people. Ve are not an organization with jrrst

ten co-founrlers. ro,e are 450l fhe companv has given stocks to al l

employees " l \ ' l indtree

Minds' as rhev are

cal led, u ho joined them in rhe f irst batch.

On shrr ine his thoughts on rvhat he wants

ro do going for*,:rrd he saicl, "l

have a htrge

responsibi l in on mv shoulders of raking this

companl puhl ic for i ts stakeholdcrs." With

the current growth ratc of over 609o. Soora is

confiderrr of rnaking rhis possible in the next

f\vo vears,

Soota has a leadership swle ofhis own. He

believes rhat besides lcadine fiom the heart and

the head. he also leads from the gut. "The

hearl' pc l l . ou r r he 1 ' n ' ' and con . o f r dec i . i o r r . n r y

hearr rel l me rvhether I am going to enjoy the

task I am trking ap or not. and the gut f inal lv

grre. me rhc in.r in.r of hou 'rrrLesful rhe project

is going to be". On judging character and se-

lect ing people, Soota bel ieves that integriw and

ethics are taken fbr granted. Whar he loohs fbr

while selecting for his organization is rhe desire

in pcople to give back ro the sociew a untque

approach indeed.

Soota has nor forgotteo AIM and rhe Phil-

ippines. He does have plans ofdoing his bit for

his alma mater. which he wants to pursue larer

orrrside of Mindtree. i \ t present. as a fel low of

thc class of '7.1.

r lre golden class as i t is know

rs, I contribure to the various progmms that we

have. Anothel aspect rhat Soota rvould l ike to

r ro r l t r pon r . h r rng i r r g l nd ia ; r r d I ' h i l i pp ine '

rogether A small example ofrhis elfort wa.s when

he led the Indian indLrsrries' delepption to Manila

proiect is eoirig to be."

Soora also wants to see his organization amongst the top ten percent

in profitabiliw in rhe indusrry, ensuring a healthv a return on invest-

menr to the srakeholders. Another t ision is of being amongst the

most admired companies in the industry'. A clear recognirion of this

is the fact that today the Companl counts amonlist the top three

IT emplovers in India.

The other mosr outstanding thing about Mindtree's vision is

that it lists down a certain percentAge of profit af-ter tax rhar the

organization wants to give back to the societv. The area that Mindrree

wanted to work with was primarl' education. however they ha"e

now moved lowards working people with special abi l i t ics. Thc

Mindrree office is a splendor in art. Children fiom the spastic sociew

were invited to make painting lor the office. These painting were. then digitized and pasted all over the ofTice. In fact. the Mindtree

irt::ir.}lt AstaN M^NAGE8 | DEG(MaEB 2oo4 I AsrAN rNsrl]urr or MANAGEME,{I

as presidenr of Li l l in 2003.

Whcn hc is not raking brrsiness decisions or giving interviews

for jorrrnals. Soora lo.,es ro be outcloors. He enjovs trekking, swim-

ming. and spends a lot t ime doing voga and meditat ion. His work

takes him around rhe uorld and Soota does not miss the chance

carching rrp with a latest Hindi blockbuster or an English comedy

*hen he is f lying.

Wrapping up the interview' Soora shared his message for the

l oung leaders of romorrorv He had thrcc simple rhings to say:

l � Be true to yorrrself l )o whar is going ro make vou happy and

satisf ied, no! where vou rhink vou ,ui l l make more monev.

2- Do vour best to real izc 1,our ful l potenrial

3. Aim at leaving rhe world a better place than the one

that yorr found.

I

Using the Power of Networking

orking together in our careers some day afterwe graduate was a dream I had - After 31years, the dream has come true. I know them,they know me. The rrust levels are high."

Hailing from a batch that has ser the stage for rhe orherbatches not only in terms ofthe buiness standards ofachievementsbut also in terms ofgiving back ro the school and being activelyinvolved in the community dwelopment in one way or the other,Bruce is a proud MBA'73 graduate today. Born and broughr upin Japan, Bruce has had a long and successful career in the Invest-ment Banking, both in Japan and in the United States.

The Asian Manager correspondent was fonunate ro meerwith Bruce during one ofhis recenr business visits to the Philippineswhere he generously gave time for an exclusive interview.

Bruce is currently serving as the advisor to a joint venture

Q.P latexTechnology) between a group ofJapanese and a Filipinocompanies in latex (naturd rubber) producdon. Latex is used forsurgical gloves, condoms, and for the manufacturing ofballoons.

The company was established in the Philippines in February2003, and curendy has 50 people employed, and a paid-in capitalof 150 million pesos. 510lo of the company is owned by the Jap-anese, and the remaining 49olo by the Philippines Investor GroupHolding Company. The role of rhe Japaaese in this venture is toprovide all the latest technologies and search for the potentialclients for this business. The role ofthe Filipinos on rhe otherhand is ro raise local flnds, and provide neiessary direcrion.

"I am working with Francis Estrada (MBA 73). He is thepers<in prirnarily responsible for arranging rhe local funding andadvising on the crucial social/political issues. Benny Araw (MBA'73) - the President and the COO ofthe company has engineeringbackground with management capabiliry. Some ofour boardmembers are prominent Philippine investors."

The company has set up one ofits plana ar rhe Expon Zonein Laguna, Philippines, and it is in the process ofsetting up arefining facility in Cagayan De Oro, Philippines.

\Vhen asked how he entered into this joint venture, Brucementioned, "I was approached by the CEO ofa Japanese Companythat was into rhe manufacturing ofBa-lloons."

After considering Malaysia, Thailand, and Indonesia, thedecision was finally made to choose the Philippines as the mostappropriate destination. Currently acting as the advisor andinvestor Bruce reminisces, "l was asked to find a reliable Filipinoparrner and to finance rhe proiecr, and dris is where my nerworksin this country helped. "

Bruce also mentioned that this would be rhe last chance forthe Philippines ro enhance its capabilities in.rubber plantation.The country has already been left behind Malaysia and Indonesia.The local latex supply in the country is just able to meet 50oloof its demand.

Bruce recalls educating the hrmers as one ofthe majorchallenges ofdoing this business.

"\J7e are elking to NGOs and cooperatives, bod ofwhichhave been very coope.ative as they are aware ofthe necessity ofthe project for the community. The local government is alsosupporting this project. A Malaysian expert, who was formerlywith Dunlop, is in charge ofthe planration operarions in thebusiness.

An optimist by heart, Bruce has set ambidous target salesof30 million dollars - just for balloons and Latex, during theoext five years. "As soon as we are ready, we will enter into surgiolgloves and condoms," says Bruce.

Bruce had worked in an investmenr bank in rhe US andJapan for 20 years, "I was into Mergers and Acquisitions andInvestment Barking, initially with *re Bank ofAmerica and SmithBarne, and then with the Chase Manhattan Bank. I left the ChaseManhattan because I was the M&A advisor, and I wanted to bethe principa.l."

In a country where he had studied, made friends, and builtlong lasting relationships, Bruce considers the Philippines as hissecond home. He is currently involved in many other projecrs inthe country "Neworking is very important ro build any kind ofbusiness in Asia."

He fondly remembers his days at AIM and cites the impor-tance of mingling with people ofvarious narionaliries, some ofwho become ftiends, some did nor. When ar AIM, Bruce's room-mates were an Indian, a Korean, and a Filipino. "However, thedifferences in cultures or nationaliries do not pose as obstacles,it is the differences in penonaliries that pose problems."

Bruce mentioned that because ofa plethora of MBA pro-grams in Asia, the competition has intensified and the reputationofAIM has gone down. "There is, howevet a srrcng chance roimprove." Says Bruce, "Ve need to establish and bolster ournetwork in Asia and re-establish our position in the market. Weneed to target countries like Japan (where AIM is not well known)for marketing by establishing sudent exchange programs with

Japanese universities."For someone who has redized and reiterated the undeniable

importance ofnetworking, $ruce Suguira's advice to the youngstersis to not only study hard, but also communicate and developmeaningful relationships with studena of various nationalitieson campus. He also advises young graduates to always be awareofthe new developmenrs in one's own country and ro make fulluse ofthe rich alumni network connections that AIM provides.

"This project can be the symbol ofthe increasing value ofnetworking in Asia", sap Bruce who has reaped the rich dividendsof actively neworking throughout his career.

It surely is.by Prakhar Shrrfi.

I D E C E M B E F 2 0 0 4 A S A N I N S T T U T E O F M A N A G E M E N T

THE AIM ALUMNI FUND

All AIM alumni are united in their goal ofensuring thatthe legacy ofquality educadon in AIM remains intact. Toensure that their education is ofthe highesr quality and tocontinue ro raise the bar ofexcellence ofmanagement educa-tion in Asia, AIM alumni have continuously supported thefollowing development programs for AIM:

Alumni Fund for Facuhy Development

This special fund is focused specifically on the develop-ment ofthe Faculty, whether for increasing the number ofDoctorate degree holders or for assisting in research andpublications and faculty exchange. The fund will ensure AIM'sgrowth into the future through the continuous developmentof an international, academically qualifi ed, practitioner-oriented AIM Faculry. Any alumnus can contribute anyamount as an individua.l, as parr ofa class or a batch, and berecogni?ed for it in all the categories during HomecomingWeek. This will not only result in closer ties between AIMand its alumni but also enhance AIM's drive for excellencein management education, which makes it the leader amonggraduate schools ofmanagement in Asia.

Alumni Fund for Learning Space

This fund provides invaluable support that can be usedfor the school's most imminent needs. These include programimprovement, building funds, improvemens ofAIM facilities,ofEce equipment and supplies and operating cos$ amongmany others.

Alumni Fund for Scholarships Grantsand Special Gifts

Significant contributions to a special cause such as ascholarship fund, a professorial chair, or the establishmentof a center in honor ofa loved one are pet projects ofAIM

alumni, done as individuals, or as specid batch projects.

Alumni Fund for Research and Developm€nt

AIM alumni conrinuously conrribure producrs andservices to the school. Professional services, research materialsand_many others can be mosr precious to the school and thesluc€nts.

How You Can kave Your Mark at AIM

1. Any AIM graduate or student can contribute anyamount as an individual (whether as personal or corporatedonation), or as part ofa class. Accumulated donations willbe recognized upon reaching specific landmarks in the fol-lowing categories:

'$7hite Tiger Award (P 25,000)

Beige Tiger Award (P 100,000)Yellow Tiger Award (P 250,000)Orange Tiger Award (P 500,000)Bronze Tiger Award (P 1,000,000)Silver Tiger Award (P 1,500,000)Gold Tiger Award (P 2,000,000)

2. The most generous AIM alumni and students will berecogniz€d during the Annual Grand Alurnni Homecoming.

The class with the highest percentage ofdonadonsThe class with the largest donationThe alumni with the largest donation (as an individualor as a corporate donor)

All donors to the ALUMNI FUND are recognizedduring the Grand Annual Alumni Homecoming Errent. PawFund Plaques ofrecognition in honor ofour alumni donorsare installed permanen.ly at the J.V. Ongpin Quadrangle.

t T H F A S A N M A N A G E R ] D E C E M B E R 2 0 0 4 I A S I A N N S T I T L J T E O F M A N A G E M E N T

GOLD PLAOUE - Mr. Bob Chandran, donation for the construction of the AIM GlassTower

WHITE - MAP 6 BEIGE - Ms. Stephanie " lMei" Hao, ME 3

Alumni Fund for Faculty DevelopmentBEIGE - Mr.Yoo Hwan Kim, MM 1979

ALUMNI FUND FOR SCHOLARSHIPSWHITE - Mr. Christopher Pastrana, ME 3

ALUN4NI FUND FOR LEARNING SPACFWHITE - ME Sphinx Class

WHITE - ME 4 GrouP H.U.G.

a*' r.t

GOLD - MBA 1972 YELLOW - IVIBA 1983WHITE - IVlr. Fel ipe Diego, MBA 1973

i H E A S A N M A N A C E R I D E C E M B E R 2 O O 1 A S A N I N S T T U T E O F M A N A G E M E N T

YELLOW - lMs. lsabel Karin Cuerva-Kier

A L U M N I N E W S

The First AIM lnternationalLeadership Gonference

A "F IRST' AMONGST THEnumerous homecom ing acriviries duringthe AIM Alumni Leadership Veek lastMarch 3-5 , 2O04, the International Lead-ership Conference (ILC) was launched tasrMarch 4 with rhe theme: Leadership:Breakthrough Thinking. FAIM and rtslocal chapter, A.{{IM, the host batchesMBA and MM 1984, the AIM AlumnrRelations Office, and the Faculry Deanso[ rhe )nsritute joined hands lor rhe firsrtime to connect with the regional networkofalumni in more dran six Asian counLriesthrough the $?orld Bank Global DistanceLearning facilities.

Graced by no less than AIM BoardGovernor Timothy Ong (Brunei) andY2004 AsiaMoney adudged Best Compa-ny CEO of,Asia, Mr. Manuel V Pangilinan(PLDT CEO/President), together withthe presence ofthe Deans from the fourschools ofAIM, the lst ILC was ar excitingand enriching forum that provided an ex-change ofbroad and in-depth dia.logueamong AIM alumni.

Conceived to eventually be an intel-Iectual asset ofrhe Instirute, this event willbe held annually across different host coun-tries in Asia. Lynn Sy (MBA 1984) whowas one of those who inirirted $is pro.jecrrevealed that even before the actual holdingof this first conference, AIM alumni fromMalaysia, as well as India alumni chaprershave already voiced inrerest in hosdng nextyear's Leadership Conference event. "Even

the alumni chapterc in the U.S. have sentus queries of interest on rhe activitiesbehind this event," remarked Lynn, as rheglobal possibilities ofthis conference arealready within logistical reach.

The open forum provided an animat-ed exchange of ideas rmong rhe parcici-pants ofthe different countries, as it pro-vided an opportuniry to explore dre manyfacets ofalumni leadership, that was thetheme ofAIM's 36th founding anniversary

"Leadefship. Live it!" The Board of 0irectors and ofticer.s of the Alumni Association of the AsianInstitute of Managem6nt (AlM)were recendy sworn int0 office by Her Excellency P|gsident of thoPhilippinos Glori. Macapagdl.Aroyo atthe Ceremonial Hall ofthe Malacanang Palac0. In photoare {L-R}:Marge M, Bamr (AAAIM Executive Director}, Battara C. GoMalez {Corporate Secrotory},ftoncisco "Pax" Ldpid (Director), Teddy 8. Villanuavr lGhairman), HE PresidentGloria Macapagal-Arroyo, oulce Gasaclang {FAIM Exeoutive Dirscto4, 0lol odiloo.Bisnar lvice-Chairman), Alsx F,Tanwangco {Treasurer}, Jose Ma. Panoco {0irector),lU$, Ghrisrina Villanuova and D6rn de laPaz {Dhector}, Second row lL-R}: Emil neyes {Director}, Grug Ati€n:a {Director, Alumni Bdlationsoffice), Coruron Tecson"Jimoner (Dhectorl, Mls. llle sto Rayes, llrlrs. Norms Tanw[ng6o, ProtRafdel Arelza (AAAIM Frculty Representativa) snd Eduardo L Bansga (formerAAA|M Chdirman).Ths AAAIM envisionsto bethe leading Alumni Association 0f Asia's graduate management schools,as it works towafds building a harmonious AIM comrnunity through responsivo leadership,

t I I ] E A S I A N M A N A G E F D E C E M B E R 2 0 0 , 1 A S I A N N S T I T U T E O F M A N A G E M E N T

A M E S S A G EF R O M T H E C H A I R M A N

T€ddy R. VillanuGvo. MBA '73

AlumniAssocia i ionolAiM' Ph, l ipp,nes

Dear Fellow Leaders!

Warmest greetings from YOUR Alumni Association AIM!

Our sincerest congratuladons to our stralegic partner, the Alumni Relations Office (ARO), for being

ar dre helm of rhis new issue ofThe lsian Manager. This is truly living out the leadership responsibilities

we have all been called upon to assume as AIM alumni and we certainly look forward to many morc

interesting issues, and a more regular supply ofThe Asian Manager in the days ahead'

'Vhen I assumed my AAAIM Chairmanship, it was very clear to me that the challeng€s we face arc

truly daunting. These charging tines call for continued community building, and we at the AAAIM

seek to promote unity amongst all our stakeholders - from the AIM Board ofTrttstees ro the school

authorities and facully; to our strategic donors and partner organizations; to our students whom we

now fondly refer to as our "alumni-in-residence" all the way down to our suPPliers and staff; and of

course, to the over 30,000 (and growing) AIM alumni family.

Rest assured that all ofyou remain our ftrst prioriry il our quest for providing the quality service

that is expected from the AAAIM that envisions itselfto be "the leading Alumni Association in the

region, 6rlly supportive ofthe Institute, the Alumni, and the Communiry."

Transforming the AAAIM into a highly professional team equipPed with abundart resoutces to se.ve

you all properly remains our top priority. Towards this end, I am happy to report that we now have

an acrive working board, each member tasked fuith a panicular area ofresponsibiliry You are also

very much welcome to drop by our executive office at the 4th floor ofthe AIM Conference Centel

where our frrll time professional and executive staffwill be hapPy to serye your needs. I take pride

in the fact that this year's AMIM has been truly blessed with alumni who live and share the values

of accountabiliry good governance, transparency, and servant leadershiP.

At present, we are striving to do well financially in order to continue the good work that we have

initiated. Your valuable suppon for our programs and proiects remains key io our success. \(/e need

to know where you are so please make it a habit to always drop us a line to update your records with

us. And in return please also mention whar you expect from you AIM Alumni Community

Lifetime friendship and fellowship through a variety ofvalue-added yet fun cvenrs, occasions, and

products desigrred to bring us all back home to AIM; conrinuing educational oPPortunities for your

lifelong learning pleasure; and more importantly, various venues for networking and business

opportunities among fellow alumni. Our plan is to engage you for life. After all' being pan ofthe

AIM family is a lifetime privilege, and yes, also a responsibiliry

Allow me at this point ro share with you our credo. May it challenge you to actively be part ofyour

AJM alumni family and may it inspire you ro live out your call to leadership, whereuer you may be

\We are the lriggesr stakeholder in thc AIM Communiry, thereFore:

!0e make ourselves available to whomever, whenever, wherever and whatever need access to our

networking resource.

Ve create ualue locuscd on:r Connectiviry with fellow alumni for lifetime friendship. Team spirir, shared experience, fellowship. Lilelong learning

Ve fully supporr:r AIM! effort to sustain and enhance leadership in Graduate Management Education. AIMI concern for governance and sound financial practice

\0e demonstrate utmost interest in AIM, irs brand, its success, its future.'We

share the responsibiliry for AIM! long term welfare.

'We are a communiry who knows, loves and shares leadership.'We

live it!

Il H E A S A N T v I A N A G E F D L C L r , r ! t F 2 0 0 4 I A S r A N N S T T T T T T F o F M A N A G E M E T ' j l

A L U M N I N E W S

The Thiple A Awardees for 2003The Alumni Recognition

Ceremony last March 5,2004 paid tribute to a selectgroup of a lumni who haveexcel led in var ious f ie lds ofprofessionai, entrepreneurial,or development work.

THIS ANNUAL'ITORLDWIDE.elecrion by rhe Federarion of AlumniAssociations ofAIM (FAIM) is called theAIM Alumni Achievement Award, com-monly known as rhe Triple A. This bringsthe total number ofwinners of the AIMTiiple A to 104. Of these,38 are fromthe Philippines, 15 from Malaysia, t Ifrom Thailand, 10 fiom Indonesia, 8 eachfrom India and Singapore, 7 from SouthKorea, 5 from Taiwan, and one each fromBangladesh and Hong Kong.

FAIM chairperson Tae-Sook Han,MBA 1984 announced the winners for2003 from South Korea, Malaysia, and thePhilippines, who comprise rhe 26th batchofTiiple A awardees. The winners for 2003

were Dr Yoo-Hwan Kim, MM 1979, PeterLce Kok-Hoe. TMP 1080, and Hermin io"Sonny''

Coloma Jr'., MBA 1978.Alumni candidares are evaluared on

the following indicators: the achievementof a signifi cant professiona.l accompJishment,contribution to rhe beterment ofthe man-agement profession, contribution to theadvancement of indigenous enuepreneur-ship or promotion ofpeoplet empowermentalrrd sustainable development, high degreeof achievernent ofpersonal excellence, anda strong contribution to the upliftment ofthe less privileged members ofsociety.

Dr. Yoo-Hwarr Kim, MM 1979

Dr Yoo-Hwan Kim is presidenr andchiefexecutive oficer ofthe Kookmin DataSystems Corporation based in Seoul, SourhKorea. After completing his masteral studiesat AIM, Yoo-Hwan Kim assumed vari<ruskey positions at the Kookmin Banl< in SouthKorea. fater, as an Executive Mce Presioentand ChiefFinancial Officer, he successl llyimplemented r}re merger of Kookmin Bankwith all the appropriate guidance thar thernerger committee required. This undenak-

i ng t esu l t ed i n t he c rea r i on o f rhe l a rge . r

bank in the Far East at rhat time. After themerge r . he wa . n rn r rd Se r r i o r I r ecu r i r c

Vice President and ChiefFinancial Ofrrcerofthe combined bank, known as the NewKook m in Bank . wh i rh was ,u rces , l u l l y

l i . r ed i n r he New Yo rk S rock Fx .h rnge .

Among his major contr ibutions toKookmin Bank was the elevacion of thebank's systems to advance statu, the result

o f c h e i m p l e m e n t a r i o n o f a $ I 0 m i l l i o ntotal risk management system project thatenabled the organization to engage in thederivatives business. Today, Kim is st i l lregarded in dre Korean tinrr.ial communirlas the frontrunner and an acknowledged

authoriry in the area ofrisk managemenc.

During the monetary crisis in 1999,Kim also worked for the inftrsion ofa $500million equity investment frorn the USfinancial powerhouse Coldman Sachs onbehalfofKookmin Bank, thus relieving drecredit pressure, which nor only helpedstabi l ize tbe bank but also enabled i t tobecome stronger than the rest ofits peers.The Kookmin experience gave the Koreanfinancial community with rhe confidenceto face the crisis and overcome it.

T H E A S A N ' I A N A G E F A S A I ' ] N S T T U T E O F M A N A G E M E N T

A L U M N I N E W S

Peter l.ce Kok-Hoe, TMP 1980

Peter l-ee Kok-Hoe owns the Counrry

Inns Sdn Berhad and the Penang Hill Com-

pany Hotels and Restaurants Sdn Berhad

in Malaysia. Af'ter graduating from AlM,

Peter Lce was namcd principal consultant

lor rhe Cold Srorage Berhad, then a British-

controlled public company in Malaysia that

pioneered in the business offood and retail-

ing. Soon afier, he was designated as Chief

-Exectrtive Officer ofcompanies under the

Group Malavsia Public Companl'. At one

time or another, he also served as Chief

Frecutive ( )f f icer oft i roup Mrnulacturing

C"nrprr irs be[orr lounding l .rsco Malay.ia.

a major business concern in his country'loday,

he is a major invesror who pools

resourccs ofpriuate interests with those of

rhe Malavsian government for the develop-

ment ofvarious businesses and industnes

in the country. Among these are the revital-

izat ion of the Penang Hil l , an imporranc

heritage rourism site in Malaysia.

He stands out as the first Asian rt,

acquire interests in a historical coloni:rl hotel- the Smokehouse Cameron Highlands. He

also took over the first privatii-ed government

properry in Malaysia's Fraser's Hi l l . ' I 'he

Malaysian government has since partnered

with him as thc lca.l m.rn in rhc rer iraliiarion

of Penang Hil l , and rurning i t into a UN

world heritage site. His Penang Hill Com-

l ' ;rry i . now re.pon' ible f .rr thr rert.rrat ion

of the f jovernment-owned propert ies rn

Penang Hill, which is widely regarded as the

carl ic.r ofrhe Brir irh hi l l srat ions in Malaysia.

Herminio "Sonny''

Coloma, MBA 1978

Herminio "Sonny"

Coloma was the

dean ofAIM's EXCELL that oversees the

lrrrt i turc-s rxrrut ivc MBA anJ c\cLuti \e

education programs. In 2000 and 2001

respecrively, EXCELL won international

recognition from Asia, Inc. and Asiaweek

maglziner th:r r:red i ts execrrt ive edu..rt ion

and executive master in business adminisrra-

r i on lF -MBA) p rog ran r \ a \ nu . I i n A . i a .

Coloma's unique background makes

him fit any leadership role - be it in corporate

business, entreprcneurship, academe, or the

government. A-fter graduating from AJM in

1978, he joined First Phi l ippine Holdings

Corporation as head ofthe human rcsourcc

management group. He designed alrd imple-

mented an integrated HRM sl,stem for what

was then a newly reorganized holding com-

pany ofa diversified conglomerate in the

areas ofenergr, power generation, and finan-

cial services industries. From there, he as-. umed va r i ou . . en io r man rgemenr po . i -

t ions such as vice president of Pantranco

North Express lnc. (the largest land trans-

ponation company in the Philippines at that

time) ard vice president for human resources

at Far East Bank and 'frust

Company.

In 1988, he joined AIM as assocrate

professor and soon after, became the first

program director of rhe masrer in develop-

ment management (MDM) program. Larer

he served as associate dean for the MBM

program. During his deanship, the MBA

program achieved an all-time high in enroll-

ment. He holds th€ L)on Jose Cojuangco Sr

proiessorial chair in business management.

In 2002, he becamc the first dean of

the Executive Educatioo and Lifelong l,earn-

ing Center (EXCF.LL) when AIM imple-

menred rhe multi-school system. !?ith his

v i r i on o [ mak ing A IM EXCELL rhe p re -

ferred provider ofexecutive educarion for

the region's rop-tier global corporations, he

pursued the building ofcorporate universiry

parrnerships. 'lbday,

AIM EXCELL has

corporate universiry partnerships with blue-

chip corporations such as Citibank, Pfizer,

Intel, Bristol Myen Squibb, Mirant, Jollibee,lopez Group ofCompanies, China National

Ovetseas Oil Corporation, and Oil and

Natural Gas Corporarion of lndia.

FAll\,1is always onthe search for candidates forthe Triple A award. Nominators maysubmitthefollowing data on 6e nominess:a briefexplana-t ion ofthe reasonsfor choosing the nominee,and three references ( including one from thehighest-ranking supervising oflicer of the nom-inee in his company of employ). For nominationfoms, please contactthe FAIM Executive Direc-tor Ms. Dulce Casacla ng at {632} 892401 I loc. 541or ema il to dcasacla ng@dataserve.aim.edu.ph.

PETER L[,E KOK.HOI']

IOSE CUIS IA , HERMIN IO COLOMA, ROBIRTO D I . ] OCAMPO AND TAE SOOK HAN

The Mini Reunion*i,h " Mighty MeSSagg ,*-""r.Rami,ez.MB'.ss

THE MINI REUNION II.STJuly 29 at the SGV Ballroom in the AIMC-onfercnce Crnter in Makati was an everungof renewed fr iendrhip and camaraderie.

The faculty and alumni ofAIM got a chance

to unwrnd

wirh old

friends as

they envi-

sioned the

road ahead

for theprepararion ofthe next homecoming cele-bration scheduled for March 4,2005.

The groundwork for rhe big night hadcommenced where some members of thealumni signed up ro participare in dre acriv-it ies of rhe various r.ommirrees who witeam up for this undenaking. Although tnehomecoming night is seven monrhs away,the anrit iparion has brought much excire-ment fbr all the individuals who helped planto make this mini reunion a success. Cele-brating classes for this year were well repre-sented by members of batches 197O,1975,1980, 1985, t990, 1995 k_2000.

There were more than one hundredalumni members who showed up. Mostwere graduates from the celebraring batchesand faculry members, although other follcfrom the communiry attended to give theirsupport. There is no doubt thac this pres-tigious school will always have a special

place in the

heara of the

celebrating

barches.

Senior

executives,

entrePre-

The Homecoming Committee for Homecoming 2005 would like tothank the following donors who have contributed to the HomecomingWorking Fund: Marciano Tapiador, [|DM '9O, Pon3 Carpio, mDm 2OO3,Winston Kawsek, UAM '8O, Corltoc Jimenez, MDU 2OO2. Khoo BooBoon, MDU '9O, Horacio Bo.romeo, J|',lt 'r7. Al'll Alumni RelationsOtfico, MBM '85, lf,oises Uillen!, MBM '75.

All AIM alumni are invited to the AIM campus for the Grand AlumniHomeconing on lf,arch 4, 2OO5. For details, please contact MargeretBarro, Executive Director of the Alumni Association of AIM at Tso'lotoloc 2103-2105, or Lourdes Co, Reunion Coordinator of the AlumniRelations Office, 8924()11 loc 541 or email lco@nrail.aim.adu.ph.

A L U M N I N E W S

neurs, community developers, and manag-ers joined hands to appreciate this lnstitutethroughout meaninglii nighr. The wisdomand knowledge reflects on the achievemenrsof these individuals who underwent therigorous training ftom the various programs.The implicit contributions ofthis schoolto the business community also reflecton rhe stature ofthese individuals in oursocrety today.

There was great food - thanls to theAIM ACCM (AIM Conference CentcrManila) for a very hearty supper.'I 'herewas also live music, rhanks co rhe LatinoBand that played great tunes where happyfolls joined in to sing their favorire songs.The fun really sarred when Don Brodeth,MBA 1985 and Ofel Bisnar, MBA 1988,

the MCs forthe night,invitedeveryoneto comeforwardano Pay

for airtime where the payer could elecr'somebody' to sing and be placed in thelimelight of hilarious momenls for weryoneto appreciate or to judge.'

Like any reunion that falls in rheranks of 'meticulously planned and vcrywell organized' (kudos ro all those in theAlumni Board, the planners, volunteers,donors, and everybody else involved), thisone was a real success. The night startedwith the singing ofthe National Anrhem,followed by a solemn invocation byFr. Tito Soquino, MDM 1999. Afterwarosthe reunion was buoyed by rhe musicalpresentation of che AJM Hymn, followed

by a vidco

Presenra-rion of thewclcomingremarksby AIMPresident,Dr. Roberto de Ocampo. After rhar, thcopening remarks and acknowledgement ofMP & facu1ry who aacnded was eloquenrly

delivered by Greg Atienza, MBA 1983,L)irecror of the Alumni Relerionr C)ff icc.

The climax ofthe reunion came when

Noel de I*on, MBA 1985, rhe Homecom-ing Chairman took centcr stage to an-nounce rhe vision ofthe homecoming nightscheduled for March 2005 and rhe prepa-rations tha! must bc undertaken by rhevarious committees to make it a rcal success.Shorrly afteq contributions from rhe par-tygoers came pouring in to supporr theactivities ofthe various committees, launch-ing rhe drivc lor.oncern and inrervenrion

from our AJM community.Ir was a memorable reunion with a

purpose, for some ir was a chance to renew

old ties and to relive the camaraderie, whilefor others it was great fun enhanced withprizes and giveaways.

One can't help but wonder, i f thereun ion wa . t h r r . ucce t r f i r l . wh : r l a . t i ngimpression wil l the Inst irute make in

rhe Home-comrngNight in2005 forour com-muniryaBetrer yet,

ifone expects some personal returns from

rhe homecoming, one should placc all betson rhis Organizing Commitree fiom thccelebrating batches because it is definitelyorganized and the members do have a

genuine purposc. They certainly have

the stuff

to make

Homecom-

ing 2005

unlque

exciring!

1 o E c E M s r n r o 0 4 I A S A N r N S r r L r r E o F M A N A G E M E N T

L E T T E R SF R O M A L U M N I

MarianiYanti LinehanMDM 2OOO

I graduated in MDMi class of 2000and remember that the AIM staf and facurrycalled us as "the millennium batch". AIMhas surely helped me much both in my careerand my studies. AIM opened a door for meto a much more fulfilling life. After I grad-uated in May 2000 I returned to my homein Jambi, Indonesia. Employed byJambiCity, I did my best to improve my working

environment. I was still nor a highJevel

] manager but was determined to improve myciry no matter whar my position was. I re-membered that Prof. Sol Hernando alwaystaughr us that grear changes begin with smallactions bv one person, and I beliwed I couldmake chalges. Some of my co-workers askedwhy I didn't seek a more lucrative employ-ment in the privare sector I don't blamethem for being so cynical; they just didntunderstand that I really wanted to usc rrryknowledge and experience to make my littlehometown a better place to live in. I wasdetermined to be a change agent, though irwas quite hard for a local government em,ployee to do..

I rvas promoted twice in the year afterI returned from Manila, becoming theyoungest City employee ever to reach myrank. and I saw my co-workers behaviorgradually changing as I succeeded. Theyhave witnessed that my skills, attitude andhard work have been more efficacious thanlobbying and using connecions. My expe-riences encouraged my co-workers to workharder and ro pursue further education toachieve promorion.

Fortunately I ve been.blessed withmore chances ro improve my knowledge andskills. In 2002 I was forrunate (thanks ro anAustralian l)evelopmenr Scholarship) toacquire a Master's in Environmenral Man-rgemenr ar Australian Narional UniversiryI inirially planned ro then continue on di-rectly ro Doctoral studies at ANU but fatechanged my plans. Through a long series ofimpossibly miraculous coincidences I founda wonderful man whom I married on Feb-ruary 14, 2003. I have followed him to NewYork City, where he has a business, and willbeg in work th i . .ummer on my Ph.D. inBusiness Organization and Managemenr.Vhen my studies end we'll return to Jambi,where I'll continue with rhe Ciry and myhusband (a former college professor) willteach, though he says his long-term plan isto become a beach bum in Balil

Since our lives now take place all overrhe world we have a personal website so that

our friends and familv in Indonesia, Manila,Australia, and New York can see all the evcnrsthat rhey can't witness in person (especially

the wedding!!l). You can visir this site at:

http://homepage.mac.com/buffrrainer/

Manik(Sultan Md.Giasuddin)MDM '99

Itt my greatpleasure to in-form you thar Iwrote a book'Days in Phil-ippines', whichis called -'Philipiner

Dingulo' inBangla version.Actually I neverthought that I

would write a book on my days in AIM andrhe Phil ippines along wirh a lor of memoriesanchored in pain and pleasure. This is anunprecenrious portrair ofmy srudy l i le inA1M with my paraplegic body. Once Profes-sor Mayo Lopez rold me - Manik. rhis isnot your physical limitation. This is yourphysical luxury'The MDM degree raughtme mainly rwo things: First, bartling withmy physical limitation ard winning the warofstudy. Second, surviving techniques witha mission and team spirit.

The book 'Days in Philippines' rc astory ofan AIM student who won the battleofstudy with his crippled leg. Dependenton a hand stick, I nevertheless had manyexperiences engulfed with love, emotions

T H E A S A N M A I I A G E F D F ' E T 1 3 E 3 2 O 0 4 . A 5 A N N 5 T I L ] T E O F M A N A G E M E N T

L E T T E R SF R O M A L U M N I

and inspiration gathered from AIM stu-dens, AIM professors and the staff at the

AIM campus. The life and people out of

campus who walked in my life here in Phil-

ippines have also been featured in dris book.

I believe in deprh ofmy heart that it is a

distinguished piece ofwork in the history

ofAIM- that a sudent wrote a book envel-

oped with memories about AIM and tnePhil ippines alier going back home. This is

a scory oflaughter and tears shared by sirroommates fiom six countries with differentreligions, caste and culture in dorm number

507. This is a story of same battle cry of

53 MDM students from 18 countries with

a common mission in a common tunnelofstudy.

AIM taught me how to serve the dis-

advanraged people. Hence dris book, 'Days

in Philippines' caries the torch ofa missron- book sales will be donated to a fund for

poor disabled children in Bangladesh.Though the book price is only US $ 3.00,any conmibutions beyond that will go to

our childrent fund.

Kind regards and thanla.

Manik (Sultan Md. Giasuddin) MDM '99

Depucy Director Program, COMMLINIfiDE\ELOPMENT CENTER (CODEC)

Tel. Office: 880-031-67 0663

Residence: 880 -03 l -62509 5Fex 880-31-672154.E-mail: codecprg@spnetctg.com

Nelson Felix61 MDP 2002

Nelson Felix,61 MDP 2002, ts

now the Planning & Pricing Analyst of

A S A N N S T T U T E O F M A N A G E M E N TT H E A S A N M A N A G E B I D E C E M B E R ' O 0 4 I

Caltex (Phil ippines), Inc. with businessaddress at 6750 Ayala Avenue, MakatrCity, MM. Nelson writes: "It has beenindeed r great privilege co be the firsr in

our company to take up the ManagemenrDevelopment Program (MDP). Myachievements as Class President and Su-perior Performance Awardee has beenrecognized by rhe company evidence ofwhich was the publication in our Caltexmagazine.

"Indeed I remember tons oflearn-ings noreworthy ofwhich are Patt Lon-toc's Company Strategy usingVIMOKMPI/SPATRES/SWOT, DeanNieves Confessort Negotiations, JJRoces' Business Management Games,Tony Perezt Systems Thinking, Ed Mor-

ato's Dream Workshop. Sonny ColomasLeadership and many more. It also wor-thy to mention the numerous case stud-ies/can groups that we have dealt withplus the outside exposures we have gainedfrom the Don Bosco Gulod Foundauonand ATMJgoror Lodge. Baguio Ciry trip.

Let us not forget Bessie Nery, our able

program manager who has helped andsuppor red us in a l l o four da i l y ac t i v i r ies

aside from our parient and supporriveprogram director, Patt Lontoc. But the

experience and camaraderie of the class

is the best thing I will never forget. We

have such a direrse barch from various

counrries, age. sex. religion, professions

and even personality. The class was com-posed of 11 foreign (5-Malaysian, 3-India, and I each from South Korea, SriLanka & Mongolia) and 22 local partic-ipants with various middle ro senior man-

agement levels as well as entrepreneurs.Coincidentally, we had 33 faculty mem-

bers covering 120 teachings. - inregration

mentoring and 60 can group sessions."As a professional, although I will

never be able ro apply all the learnings I

have gained, just bits and pieces of these

has helped me gargantuously. Personally,even my persPective of life has improved

' rremendously. IIask to rake this up again.

I would gladly do so and 1 would gladly

recommend orhers to invest in this life-

time opportunity."

Class Notes

M B M / M B A

Masaoori "Bruce" Sugiura, MBM 1971, wrircs:" ln rhe past one vr:ar or so. I have heen back rndl " r r h bc r "<< r r l uL ' o anJ M . rn i l . r . u r r , p ro l * r r ndre I'�hilippines requires nre to trrrvel ;r lor like Ir c g r r l . r . " r r r u . r t c r . 1 n t h r ' p . r r r i . ' r L r f r u r ( ( r r r ' ,also a pLeasure to collaboratr wirh nl old classnrateswhom I hare known tor more than .10 yors. V/henwc were et AIM b.r.k in 19r1, r lc tr lkccl aboutuo rk i ng roge rh r r . on ' r d , r , t i . r , , . ' , ! , r d , . J r , , r .Thc tlream literallv camt trur. Tivo classrnarcs rvith" l r "m | , n , . u r r cn r r uo -k r r rg " i t l r r< l r . r n . ,[ .strada and Bienvenido (Bennv) Araw.

"This project is rclated ro rhe rubber planra-t ions, which are currendy being underuri l ized andare producing only lower value solid laccx. Japancseparrners bring in their techloiogies ro producchigh-end liquid larex and finished products whercasPhilippine partners sccure ralv marerials. conrrollocal relarionship and arrangc locel funding. 1'hisis going to be thc first fullt integrated latex rnanu-lacruring companv in the world. This could alsobecome a svmtrol oftrue partnership bcr*,cen drcPhilippines :urd fapan."

Dr Rend B. Azurin, MBM l97lFormerl,v an invesrmenr banker. managerlent con-sultant, and chiefexecutive oificer ofthe GregorioAranera group ofcompanies, Reni Azurin norvspends much ofhis time teaching and *,riring. Hecreated antl teaches a popular course nr rhe MBAprogram ofthe Universiw of dre Philippines (bllege

" l Bu. ine. . \dminr. r r .u ion rhar h. .a l I lc^p. . r r . . .on Strategy". To studcnrs rvho wander jnro thiscoune, he scnes an eclecric mix of cl:rssic rvorks inhisrory, polirics, economics, and psychologl 'uirhrhe specific objecrive ofbroadening rhe students'pcrspectives oftbe wodd in which thcl willopcratc.'fhis

is imponarrt, he ssens, because srrategic taruresere ofien rhe result ofnarrou,ness in the straregisrip o i n r o I v i c u . H < a l ' o r c a . h e . , h < p r " g r r r rintegrar ing Snatcgic i r lanagement I l coursr .

. , \mons hi\ orher eurrcrrt rnrolvenrcnrs. l)r .Azurin rs ( lh.r irnr.rn r i f( .uu1e.rn Sori larc C,,rnpanlInc., .r softrvare applitarir,rs dcvelopr .rnLl oi Bond\X'oLldrvidc lnc.. an inLenrrr ior.r l rccruirnrcnr t lrnrwirh af l i l i . rres in rhc Unittd Kinsdom, lrcland. andrhe tJ5A.

l l is publ ishcd rr ir ings inclLrd< rhrcc trooxs.kJ , , J " , r \ \ . , 11 , r , , . 1 , t Lh l t - . r " I { - r , . r . r . . r " , r , ', ' r " \ , ' . , \ l / , , J S < r r ' ' , 1 ' i . l ' . J i ' . 1 . l r r i , . r . , r" t ' l r < l h . l i pp . r . c . l ' r . . ' . t ' . l l u , r , ' r r , , r I t i . , r . ' .Ihc ( loncrnrrarior- l tot irabi l i tr Rcl;rr iorrship inSelecred I 'hi l ippinc Industr ies (publ ishcd bv thLIrsri tutc of \ ' l . rnaecri.r l Econonrics Sruci ies), rndNl. lgin.r l Notes: l .e.rures in Businrs' |corl ,nrrcr(publnhcd br r l :e l l . l l t i r l lcgt ofBusincs Aclnlr-

l)r . Azurin obrr ineJ his crruincerinr dcgLrc.rnd hir dottor.r lJcgrce t iom the trnivtrr in ofrhtI 'hi l ippircs.

Jose Ma. hrnmanuelFrernarrdez, MBM1973, recendl brc,uehtnile collcgc studcnrsfrom l)e I..r S.rlle rrdorher univcrsir irs toAllv{ hr a campustour. I)igo.'. I'AI14tirundcr .rnd tinner,A"AAIiU Chrir lnan,,\rmmenselv supp<rrivcol AIl,l's progr:rm ofrceonrncndnrg po-tcnri.rl iinLur alLrnrni rorhc lost i tLrtc.

Astrophel lbpi 'lejada. MBM 1971,works with rhc Clirv ofL n( \ rP(aK( l ln . r l l L t

Dtpaltment as .r se-

nior ' :rccounrant. t l is busin.ss addrcss is 1l0lShtnandoah Pk*r,. , Chesapeake. \ 'A 2 3 120. Ibprr . r i r , ' : " f " - r l r e p l r

l t , r < ' r . . l h a ' c " . r r r n g , , .ernmcnt: laccounting. In the t ' i l l . sr.rrr ing t)cr.l r r , ' " . | $ , l l r r . r . h . r r t h . l i d t * . t . r t " r r r n r . r r r r t rr " l l .gt. i hn r. r ne,r r)elJ r i .r rne rnd I l^ok t i .rrvard ro gaining experiences in r lr is ncs errr icavor.

'Mv wife. Lvn, is a rcgistcrcrl nursc. OuL. l . l < ' t ' " n . N rn " Bc r r , J i . r . $ , ' r l . $ r r h geJn r , tPoint (consult ing i i rm of KI)M(i Pear N{envrct lin Northern \ i i rginia. \(hi le our voungcst son,\ ' ictor Paul, is a 6rh grader ar rhe Sr. Matrheq,s. r r hu l i . ( . h "o l r n \ i r g i r r i a B r r . h . \ i r g i n i . r

' 'Hel lo to rhe orher mernben otClass T3.. r udc r r r . p r , , t i * , , r . . , r , f i . r r J o rhc r g raJ r ra r r . .

Ofelia Odilao'Bisnar, MBM 1988, is no*, dreExecurive Managing Director of AIM's SmdcntServices, Arlnissions and Rcgisrrar (SSAR). Ofelh l r l - ' b (n , r t , , n th . l e . r cJ r . r l r r \ i . . ( h " i n r , . , 1ofthr Alurnni Assocjat ion ofAINl Phi l . Chaprcrfor rhc period June .2004-lvlav 2005. lfyoLr necdto know enrrhing about AIM s currcnt prograno l l i r i ng ' o r r bou r r he A l rn rn r A . ' o , i r r r on 'a . r , ' r r r . ' .fcel f iee ro visir or cal l () lel at 892-401 I local .Zl lor telelax 893-7611, or scnd an enrai l rc ' obisn r r@ r i r n . cdu .ph .

t) inna Gavla Bayangos. N{BII 1988, h.* I 'eelprumorci lr Vlr in Ar,.r l ,r l , :rrr l , nol Jcpurr t , trrcr.rt\ lanrgcr k,r i* subsiJiarr I .rgLrrr.r l ' ropcrr l tL) ldi n e s , l n c t l . l ' l l l ) .

Mano Recto. lvlBi\ l l9tt l i . i ' sr i l l r i rh \rr.r I rc rrr

Sanjay. N.IBNI | 988. n r ircs .rt ,out his cl.rsnrares:' ' ( . he r i ; n I l r o r r . r s no t r i o rhs l i r r . r l I l r r es t r r r c ' rI ' i . rnk,ng f i , n, ,n I oncton. I{ .rr i \ lohrn rs .r big gLrn,r idr (. i t ibrnk in Nc\ \ i ,k hr.rJing ut, r lre dir;v-.rr i ic opcrrr ions gl,up lot thc trS .rnd LLrropc {onhsr contair) \ ' iv.k Ar(,rr n l)rs.d in S|.urghar i 'Lrtrs bui ldine r rtxr i lc,rt ihnt <nrpirt stt trhing acrrxs- \ , , " l J , r . . | 1 , . . . . r , , , \ , , , , | J . . \ i , 1 1 , , , , .' tcl laL tLc.rt l t ski l l ' ha', !1,n hinr mrnr l .rurcls inthe Adve r t i s i ng so r l d rh ro r rgh I ) l r r r & I 1 rnn , . rr,)mprnv hf o$1,, rnd ,uns. \ ' ivLk luncja i , work-

ing rs. r \ l ' * i th r l {c . r l f -s t . r tc r i rnr in Nct l )c lh i(on l . r \ r .on(. l r r ) . K.rr rshik is . r Vl ' r i rh , r lc . r< l i rgl )Dar. i . r l , t r I r . rs LornprD\ ' in \ lunrbai (Mmb.rr) .sh.rn l . r r \hrrnr . r { l ' rppul has bccr in lo l icd in thcf ln:u,c i . r l serr iccs i rdusrv r i r . l sh, l r no\ \ in 1n(t i . ,R.r l i Sh.rnk.rr (Big \ l . re i is in ( .h.nn,r i . rs rhe r .q i r inr l hca. l l i , r rhr ' I .Lr . r qroup conrpJtr f l r lco.Ral i l ' f r \ . rd is in thc l lc . r l . r rc bLrs incs in l l . rng.r lorc. I lc t r : I l . r l . rsubr. r rn.rn i . rn has done scvetr l. rss ignnenrs l t t | l l , r l l brn l , rnJ is l iv i rg in I X iAs lirr rr�c. I h.r\'f nroyc(l (rn f;onr Lonclon ro rhehor eLmbs ol l ) . r l l . r . . I { . r le bee'n helc drree le.r rs.I s<rLk r l ) i r r r t i , r { i1{ I l for a companv c,r l l -1S;brr th i .h is in rhe bLrs iness o1 t ravel en. l r r . rns-por t . r t r , ,n techrrologl ancl a iL l inc rcscn' . r t ion s lsr tms. Alr , , l t f f l l . rng.rr t r :n is doing verv rvr l l inrhc 115 r . r l ing hi ' i . r rhcr 's sr . r l l business rnd gro*-, r ' g ' r i , , . , ' r ' , 1 ' , r r r ' . . ' r , l , , i a l ' 1 . 1 . , . ' i J ' . . . , , 'that inr l r rstn ' .

' lh ' r i ro,r src rhr l i r rc ign conLingrnr h.r . a

juJieroLrs r r r i r or ' tb lk. in thc corpor. r rc *or lc l , rnclr l l rsc rvho h,rv, : embra.c. l entrcprcncLrrhip. I . rmin tht proros ot hclp i r rg rcv i r r l izc th< 115 AI \ lA l u n r n i , : h a p t e r . '

| . rur i n Sonnr ' Jel Ro'ano. MBV lq88 $, , r ( . :' ' Ie . rnc

to ( -h in:r in l . r tc l9t )e. I r . rs sruching t i , r

Class Notesmy DBA then in De la Salle Universirywhen I gotrhis urgent call from the CEO ofRaff1es-l,a SalleGroup in Singapore. He invired me to become theProgram Coordinator ofone ofhis schools in China.After I had thought about it for a week, I said yes,and here I am.

"lnternarional education in China rs a rcra-tively new thing. It's an industry that is yet to betapped. Because ofthe opening up ofChina ro theworld, developmental initiatives have been charac-terizing the Chinese business landscape lately. Andthese iniriatives have been increxing rhe demandfor qualiry business education that is conducted inEnglish. Aimosr every Chinese business student Ihave met has expressed the intention ofstudyingMBA, in China or outside, in the futurc. I scc thisas an opportunity for business educators in thePhilippines. They can rry to ger a share ofthismarker: I mean rccruit students to rtudy businessand management in the Phil ippines. I inrend tosray for rwo more years in China."

Antonio "Jun'Aba1a, Jr., MBM 1988, is now thc

Executive Director ofFasrech Synergy Ltd., withbusiness addrcss at Faxc.ch Manuhcturing Complex,Ampere Srreer cor. Vesr Road, Light Indusrw &Science Park, Cabuyao, Laguna, Philippines.

Budi Vid.iaja, MBM 1989, is a Directorof PriparinFinance with busincss addrcss at Plaza Sentral 19/F,Jl.Jcnd.Sudirman 47, Jakarta I 2930.

John Frederick Cabato, MBM 1992, is now rheRegional Direcror for Johnson & Johnson AsiaPacific, with bLrsiness address at : #07-01, The\traregy. Tower l . \o. 2 Tnrernarion;l Busine'.Park, Singapore. 609930.

David James, MBM 1993, is now rhe CEO ofINDE'CO, MONITOR RESEARCH based inSingapore. David writcs: "My experiences thoughofbi l l ionaire making precedence, cannot be putin print l"

Ma. Rita Ann Elizagaque-Roldan, MBM 1993,wrires: "My lcarnings from AIM was not rcallyabout academics, ifs about SURVIVALI' Rirzi isthe AVP-Globai Transaction Services of CititrankN.A. with business address at Ciribank ]-ower, 8741Paseo de Roxas, Makati City, Philippines.

Per Stahl, our MBM 1996 ISEP student fromVharron, is now the Vicc Prcsident of Broad-vien', a division ofJelferies. His business addressis 950 Tower Lane, t 8th Floor Fosrer Ciry, CA94404, USA. Per wrires: 'After almost t'ive yearswith Nokia where Ihave been heading up rheirM&A and strategic investment team in the US,I have decided to move back into invesrmentbanking by joining Broadvier', a division ofJef-feries, in rheir communications and ncnvorkrechnology team based in the Si l icon Vallevoffice. In my new role I will focus on M&A andcapital market act ivi t ies across rhe wircl ine,wircless, network securitv and telecoms sofrwaretechnology sector." Per invires his fr iendsand classmates from AIM ro contacr hirn arpstahl@broad"ie-.cr.,m.

Arup Maity, MBM 1997, is rhe CEO &President ofBlastasia Inc., wirh business aooressar 2906 Rallles Corporate Center, Emenld Ave.His companyt expertise includc IT Strarcgy,Projcct Management and implementation ofPMO.

Jesse Valencia, MBM 1997, is now thc Dara andInfo Manager ofAvon Cosmetics Inc. wittrcompany address ar Gercon Bldg. Makati Ave.Makati City, Philippincs. Jesse writes: "l neverrxpr. red rhrr I rould hegin to enyoy my 'rari ' r i .scla-ses. I reali'zed that statistics givcs more meaningto markering, finance, economics and everydaylife. Proh Purba Rao ROCKSI

"t now have r r/2 year old son and I amexpecting another baby this comingJanuary"

Sreeniras Narayanan, MBM 1998, is now aManaging Director ofECC Intcrnational, withbusiness address at 506, Le' l i iomphe, 375 HVl )e l r ao ' r r . \ l a l a r i t i r 1 . Ph i l r pp in< . . r r<<n iwrircs: "Thcre were several learning experiencesrhat I gained at AIM, and i t would be nearlyimpossiblc ro poinr ro anvthing speci6c. I haveJelirr ire\ ' lerrned rrrd Lrnl.arned ar rh. ' rm. , im..and that, I believc is signit'icant. AIM indeedprovided me the right scrting ro bccomc an cnrrepreneur, I would like to thank ali my lrientlsanri professors for having menrored me."

Bharat Badrinath, MBM 1999, is now the Sr Prod-uct Marketing Managcr of : Nenvork ApplianceInc. wnh companv address at 495 F. Java l)rive,Sunnlvale, CA94089.

RowenaVenturina, MBM 1999, is now a ManagingConsukant for Headstrong, Inc. with business ad-drcss ar 220 Vest 42nd Sr., l5R New York, NY,r 0036.

GauravAgarwal, MBM 1999, is now the MarketingManagcr ofAir Dcccan, a low cosr carrier based inIndia. Cary wrires: I a great time working andlearninB wnh l \oi

' lbmmy Lopez at the MF- pro-

gram. I also admircd Prof. Ned Robeno, learnedro think on my feet, induccd bv Prof. Grby Men-doza s aggressivc quesrioning and got inspired bvthe hardwork displaved by mv can-group mates,(one ofthem topped our clas). Outsidc ofAIM,I saw some ofthe remorest corners ofrhe beaurifulPhilippines lslands, memories ofrvhich will forevcrstay wirh me. I am now based in Bangalore andhave completed a vcar working for Air Dcccan, alow cost Airline. Bangalore's mild weather end thejoy ofstar.ing at home alier 7 long yean is ofcourse

Michelle Boquiren,MBM 2000, assumcsa new role in Businessand Project Manage-rnent rvith OvertureManaged Solut ions,based in Nerv YorkCiry She takes on thispost after 4 vears o[work;ng as Vice

President. Clobal Product Developmenr for Inter-narional Managcd Asscts, a division ofGlobJ PrirateClient at N'lerrill l,vnch s he:dqu:rters in New York.

Shc has cight years cxpcricnce in rhc financialservices industrv and rnost recendy has worked onrh. Jcr. lopm, nr rnJ l .run. h , , i rn , ,p.n .rr. h ir . ,r ureasser managemenr product for non US invesrorsproviding access to premier investment managers,. r p r "du , r r ha r h , ' h *n . "n . r J " r . , l r t vo lu r i on r r rto the industry,. This product is being used success-fu l l v b i i n ' c ' r n r cn r p r " l i ' , r on . r l ' . c ru rng i n r r rn rtional markets to attract new clients. She also leda cross-company ream that designed rnd imple-menred an offshore nxuranceJike producr linkedro m"n.,g.. l ; ' .er ' . , produ.r in JcmanJ by inrc'rn r cn r p ro fe . . i ona l r r vho . c r ve rhe I a t i n A rn . r i . anmarkets. Both products have delivercd assets over$l Bi l l ion in just ovcr one year. Her abi l i ty rodeliver on these projects is atrribured ro her exren-sive rvork with inrernational business and clearundcrsranding ofdiffcrcnces in culture and juris-diction requirernents that are crirical in develop-ment, markcting, and salc off inancial servrces.

Rahul Singh, MBM 2002 and 'Ead'

PatcharapornChinanuvathana, MDM 2001, got marriedin lndia on dre l9t ir ofJan 2004.

' I heir wedding

party was hcld in and r-ovotel Siam, Siam SquareBangkok tast.lanuan 31, 2004. Thc AIM commu'niry sends i ts wannesr congratulat ions ro thealumni couplc.

Sunil PeLhe. MBA 2004, wrrrer: 'M. nro ycan inAIM, rvere great borh in terrrs of learning as wellas ail around devclopment. As thc AIM mono goes"Studl Har<1, Party Harder".. . we real ly did justrhar. I was luc$' to have great barcb mares in MBA2004 who rvere really helpful and cooperarive. LifbatAIM has helpcrl mc.rcqr.rirc so many nc* friends

. v 3 ( 0 l

Class Notesin alrnosr all the Asian/South EasrAsian Counrriesand also cxposed me to so many differenr culruresand traditions. The course curriculum at AIM was.lemrnding bur rhe ex. el lenr fr .ulrr and rhcrr pcrsonal involvement made ir easier for us ro counrerthe numcrous cxams/AC/MRR erc.

"Though I have just started on my profes-

sional life after AIM, I can already feel confidentthar I can do rveil, what with the presrigious AIMMBA degree with me and the valuable knowledgerhat I have gained fiom rhe 2 year MBA course."

M M

Rodolfo Kintanar, MM 1987, is thc ExecutiveMce President - Markedng of Celsus Pharmaceu-ticals Philippines, Inc. wirh business address at I 15r .ou r Ra l l o . S r . . Queuon ( iD I I 0 t Ph r l i pp ine ' .Rudl.writes: "Look

befbre you leap" rhis summa-rizes one ofthe lessons I icarncd at AlM. How toprofessionally evaluate rhe place where vou wantto go, how to get there, whar factors to take inroaccount - leqal, social, environmenral - what arerhe b r r r i e r ' r o en r r r a ' s< l l . r . r h< b r r r r en ro ex i r .

'Thank co mv training with a group ofdoc-

rors in Zamboanga Citv, Philippines wc were ableto cstablish rhe \Testern Mindanao Medicd Center,a i l0 beds tertiary hospiral. \fle srarred with a 39beds, secondary hospiral in 1992 where I was rhehospiral adminisrraror Vhen I left in 1999 n wasalready an 80 beds terriary hospital- By October1999, with r group oftop Philippine ophthalmol-ogists. we started Cclsus Pharmaceuticals Philip-pines, Inc. - ' ' fhe First Fi l ipino OffParent Oph-thalmic Pharmaceutical Companl'." ln October2003, CelsLrs Pharmaccuticals started commercialoperations wirh seven products and four vchicles.Bv September 2004, the cornpany had seven veh!cles and a sales force visiting opthalmologisrs allo r c r r hc Ph i l i pp in r . i n ,m Ap : r r i r o l o l o .

Fhsan Ch i s t i . MM 1e95 . r r now rhe manrg ing, l i r e . r o ro i l , r k t sang lade .h L td . r nd t h i ' r iConsultants Ltd and is also a director for the fol-lowing companies: Spark Ltd, Bangiadesh F.nergySvsrems

-Ibchnology (BEST), ECN Bangladeshl,imited, ECNComposites Inrernarional Corp.He is also advisor ofAlliance Fiberglass Limited.Ehsan\ business address is Paragon House (5thFloor), 5 Mahakhali CommercialArea, Dhaka1212, Bangladesh.

Anwar Chowdhury MM 1998, writes: "1 havebeen working as Chief Accountanr of SFFP/Danidasincc graduadon from AIM. Recently I got a promotion to become the

'lnrernal Systems Controller

for Danida agriculture secror Program. I was abachelor during mv study at AIM. I got marriedin 1998. I had two daughrers. My eldest is 'Smita'

who will be five on J I th Januarv 2005.My favorite professors in AIM are Professor

RafaelAzanza and Ms. Nieves Confessor. Mymem-orable evenr is the acceprance ofmy MRRb1- Professor Errol Perez. Mv favourite Room:AIM Dormitory Room Number 502.

I also remember mv best friends at AIM:Mr. Abhijir Parhak, Aloke D:rs Cupta, Shibhajit

Chowdhurv and Mr. Hoang. My worsc mcmorvwa heing f ined 2000 pc'o' for 'moking in roomnumber 502 and my besr moment in class waswhen mv proGssor gave me a chance ro talk!

Alberto Bulao, MM 1999, Group Manager,Material Management for Lapandav Foods Corpo-ration based in l)avao Ci* Philippines, rccalls hisunforgettablc AIM experience: "Tbere was thisclass session - a Malaysian Ltecutive Progranr,hcilitated by Prof. Marivi Quintos. f)uring theclass, the role ofhusband and wife and matr(sabout family were rhe highlights ofthe discussron,There were diflirenccs and exchanges ofideas andbeliefs. My po;nt is, AIM is nor only abour man,agement and business, AIM also provided andallowed me the opportuniry to realize, confirm andlearn whar is important in l i fe.

Anh Vu Tuan, MM 2002, is now the Branchl) irccror ofa Fast Moving Consumcr GoodsCompany, RU 21 Company in Ho Chi MinhCitv, Vietnam. His business address is Floor 2Thaison Building 3 3/2 Street Distr icr 10HCM Citv.

Nguyen Trong Khoa, MM 2004, is now the Assistanr ro rhe Board ofManagemenr ofBank forForeign Trade of Vier Nam (Vietcombank), withhu' in<- adJrc- rr lqR TrJn Qurng Kir i ,rrccr.Ho.rn Kiem ft i ' rrrcr. H;nor Cin. Kho; wrires:"l am very moved and pleased whcn I recall mvmoments of l i fe and srudy at AlM. I rhink tharthe MM course was reallv useful for me becauseit equippcd me wirh the knowiedge and skills ofieadership and managemenr. After finishing rhecourse, I became rnore mature and leadership-orienred. The study atAIM was really srressfulandoverwhelming wirh cases, readings, lectures, games,assignmena, walkabout and especiallv MRR. Thelatter was actually a useful exercise that helped mecome out a better pcrson. The professor whom Iremcmber most was my advisor, Dean Morato towhom I owed so much. He manifested a strongin0uence on rnv study, work and life after AIM,rhanks to his teachings and supporr. The armo-

spherc at the MM2004 class wasalways rense butvery rnterestiII9.I was nefvous andexhausted most ofthe timc, finishingassrgnmenrs,reading cases andpaftrclpatlng rn

quence, I adapredwell to the tensesetting ofsrudyrhar helped memuch in beingcomfortablethe pressuresthar i i fe andwork b r i ng .Life at AIM iscertainly worth

remembering because I had good chance ro com-municate and understand rhe different cultures inmy class. My batch mates were quite friendly andsupponivc and I like rhem rerymuch. The nightlifearAlM was also very interesting.I0e usually srayedup verv late- up ro 3 am to study. After finishingourschoolwork, we, a group ofseveral internationalsrudents with different cultures, often gathered atrhe Zen garden ro.moke. drink and ch;r. Ar r ime'.when AIM org.rnrrrd p;rr ie' or orher act ivi t ie. arthe Zen, we parricipated and enjoyed all night.After onc year ofliving ar AIM, I got accustomedro eating the different kinds offood from rhe Phil-ippines and othcr countries, and now I miss rheseviands a lot.

. Perhaps, it is vew difficuh for me to express.rnd explain all the meaningful things drar happenedduring thar one year But I can say rhat I havebecome more knowledgeable, mature and confi-dent. A1l ofthese rhings are now fueling my ambi-tion ofrvhether I will continuc wirh my presentjob, now rhar I have been recenrly promoted, orfind and pursue new and promising opportunrtreswith new challenges.

Vadiraj Aralappanarar, MM 2004, is the Founderand Director ofl-ELiBrahma Convergent Com-munications Pvt I-td., with business address at 297100 Ft tung Road, 15rh Main , 15th Cross J PN;g:r sth Phr'e. Bang:Jore

-8. lndie. R:y wrire' :

"Before my completion ofthe MM Program, I

managed to start a company with nvo other friendsin Bangalore. \Ve are working in the niche areas of'wireless

data ser-vices' in rhe domainoftelecom softwarc,Thc MM I'rogramat AIM helped meto trndersrand the

keting, rhe secrerbehind any strare-

8v, the financebuzzwords andhow rhev are rele-

D 5 C ! - M B F F ? O 0 4 i A S A N N S T I L ] T E O F M A N A G E M E N T

Class Notesture. My favorire Professor was Prof Leni,whose constant advice, suggestions dunngthe program as well as in tbe MRR exerc,se,we re a . ou rce o f t n ' p t ra t i on ; nd s i gn i f i . r n rlearning."

Juan Carlos Robles, MM 2004, is now aPartner at Punongbayan & Araul lo, CPAs,with business address at 20th 0r. Tower I,The Enterprise Center, Ayala Avenue, MakatiCity, Phi l ippines.

MDM

ZhangJinmei, MDM 1992, writes: 'AIM isone ofrhe besr insritutes in the world. I'm verylucky to have been one ofits students. Thoughthe MDM course is very big burden for every-one in our class, I really feel rhat I have learneda lot especially on how to plan developmentprojects rhar h:ve 'usrainabi l i ry and competi-tiveness, I admit it is not easy to get a mastersdegree in developmenr managemenr, and in

business aswell . One'sdetermlna-rion and en-

the key fac-

cess in AIM." l ' l l neverforger myprofessors atAIM whohave grvenme memo-rable im-

Pressronsabout worL and success, and how to becomea person wlo could make signif icant contn-butions to the development of the world.I d l ike ro rake this opportuniry to expressmy heartfelt thanks to Prof. Francisco P Ber-nado, Jr., Proi Alejandrino J. Ferreria, ProiRonald T. Chua, Prol Bagodion, Jr. and Prof.Victor Limlingan.

I have been acting as a reacher and a di-recror at the same rime for eight years in thetraining departmenr of Asian-Pacific RegionalResearch and Training Center for IntegratedFi:h Farming. in Vuxi Ciry. Ji .rngsu Province.China. During those years I have been involvedin three big developmenr programs. The $lruxiInnovation lnst irute in one of my successfulendeavors where I now serve as principal.Vhen I rerire by the end of this year, I planro.hifr ro the bu' ine's f ield. parr icularly inrer-national trade."

ME

Levi Hao, ME Pampanga Batch 4,2001 isnow a retailer at the Double A. L. Caltex Ser-vice Station Corporation wirh business addressat Pablo Luciano cor E. Baluyut St., Sta Cruz,Magalang, Pampanga, Philippines. Levi shareswith us his AIM experience: "The most signif-

icant learning I have with Masters in Entrepre-neurship ME Batch 4 Pampanga is Empower-ment. Before I uscd to have a hard time "lening

go". My favourite gurus are Dean Ed Morato,Dean Andy Ferreria, Prof Richard Cruz andof course Dean Ning Lagman."

Jack Uy. ME Pampanga Batch +,200. is nowthe PresidenI-CEO ofSavert Group ofCom-panies with business address at 4rh f l . Saver'sMall , Bal ibago, Angeles Cit l Phi l ippines.Jack writes: " The l8 months I spent in theAIM-ME program is probably the besr invest-ment I 've made so far. The course's rrainingin lateral thinking has enhanced my entrepre-neurial ski l ls for spott ing opportunit ies whilerhe A IM ' r r u r ru re f o r ve r t i ca l r h i nk ing ha ral lowed me to make decisions in a more sys-aematic manner. The breadth ofdepth ofmybusinesses has increased dramatical ly srnceI graduated from ME."

PPDM

Mohammed Nizam, PPDM 2003, wrires:" l can deeply feel rhat the PPDMvery much helpful in my professional life. Afterpart icipating in the PPDM program in 2003,I am perfotming betrer in my job. Now I havebeen promoted as a Program Manager in Com-muniry Based Program for reproductive healthand r ights.

MDP

Er i c Lanado , MDP I992 , i ' now . rn A " i s r . r n rDirector of rhe Intellectual Property Office,with business address at IPO Bldg., 35 tCi l Puyat Ave., Makati Citn ,

Seema Luitel, 59 MDP 2001 from Nepal, iscurrently studying Masters in Gender and De-velopmenr in the Asian Inst i tute ofTechnology(A lT ) . Th r ' Lnd . seema wr i r e ) : ' l n ; ' qu i r e[o r runa re ro ha re bcen g i r cn rhe oppo r run i r lto rake the MDP course at AIM. I am veryrhank [u l r h r r A IM w . r i ved ' ome o f rhe ru i r i oncost of the program to give the educationalopportuniry to me, a woman from one ofthcleast developed countries, and also to marntarnregional balance. I heartily thank Prof. PatncraL. Lonroc fbr giving me this opporruniry.When I atrended rhe course, I found myselfas one of the youngest and least experiencedstudent. However, with consrant motivarronand support from the professors and feitowparricipanrs, I developed confidence. I am verymuch thankful to AlM."

Mario Ecarma, 60th MDP 2002, writes:"My learning experience in my MDP class(60th) started me in my path to gaining moreknow ledge i n f i nance and I am.u r ren t l y u ' i ngit to increase my personal wealth thru invesung.l he hu ' i nes . imu la r i on game i . one l ea rn ingexperience that st icks to my mind. I t was agood introduction to what issues one has toface i f one were running a business."

Our heartfelt

condolences to

the family of

Robert Vincent Gonzales, MBA 20031975 - 2004

"l went ro rhe wahe of Roberr Vincenr

Conzales (MBA 2003) who died from a

heart anack at age 29 last November 25.

I wenr there not only because he was my

lormer srudent and MRR advisee but

primarily because ofsomething he did

while be was still studying ar AlM. Vhel

the child ofone ofour lady dorm guards

needed a heart operation and she appealed

ro rhe AIM community for financial

assistance, Roberr rook ir upon himself to

lead the fundraising eflorts. I believe he

was able to raise over P90,000 and took

care ofpaving offall tbe hospiral bills. No

fanfare, no broadcasts, just a good deed

done with mosr people unknowing ofthe

person who accomplished the difficuL

rask. I guess Robert has just received his

reward from above over the week-end.

Robert being an only child, let us also

pray for his parents."

- Prol Jesus Gallegos, Jr

I N E A S I A N M A N A G E F

\,\herci,\\-t.Aq ^n Y .vr&nrIer 1

Arc you an llunmus who hasni received the larest issue ol l h. Asian Man.rger? Or arc vou an alunDus who

h;rs ncrer rcctivecl a copv of1-he Asian Manager? Ve are ltxrking tir vou. OUR Asian Man:rgerl So plcase

help us kctp our l lumni databasc up to datc. I f lou r lant to rccci r c vour copv of our a lurnni magezinr

rcgul . r y , k indl i l i l l 'up th is f t ' rm.rnd Ux i t rc , Tf{L. AI .LIN' INI REI-ATIONS OFFICF at ( ( ,32) 891'74I0.

lnu c.rn a lso update vour contacr in iormat ion ()Nt- lNl- bv register ing at wr.w. a imalumni.org and as a

bonLrs. r'ou will receive i,our frec AIM lNlAIl- FORV/ARDINC FOR LIFf.. V/e would also:rppreciate hearing

voLrr v icws ahout dr is issLre. \bu can emai l us ar ram@aim.edu.ph. \Ve hopc ro hcar f rom vou. PS. Do takc

r peek . r t 1hc Asian Managtr onl inc r t rnr .w. t . rm.aim.tc lu.ph.

FLr fame

Last Nam€:

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I f yoLr are mafned, please spec fy your ma def name I e , Famos-Samafi iol

Priigra r/s and Year/s

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t l

Alumni S .E .R,V,E .Lifelong 0pportunities for AIM Alumnito Stay Connected

The Asian Institute oI Managementprovides a wealth of resourcesto you, our graduates, to enhancethe continued impact of youreducation even atter graduation.With a network that consistsof more than 30,000 alumni from5 continents and 70 countries,the lnstitute envisions a vibrantcommunity l i fe and relationshipbetweenthe Institute and its alumni.

To he lp bu i ld and s t rengthenthe AIM-a lumni re la t ionsh ip ,A IM A lumni Re la t ions serv icesthe Institute's graduates throughS,E.R,V.E.

AIM EMAII. FORWARDINGFoB UfE {EfrlUpon graduation, AIM providesgraduates with a free E-l\y'ailForwarding for Life address which wil lidentifyyou as a member of the AIMal!mni c0mmunity. This dynamic l inkwill keep you ir t0uch with c assmatesand your school, even during careertrafsit i0ns and changes n internetservice providers The get y0ur freeAll\,4 EFL, please go t0 the AlivlA!mniPorta at \,!v'/w a ima iu mn i. o rg andreg ster.

ATUMNI PORTATAll\,4 Alumni's presence on the WofldWide Web (wwwaimalumn .org)inc udes a searchab e a umni directory,the latest infOrmati0n 0n reuni0ns andhOmecomings, news ffom alurnnr froma lcorners 0f the giobe, a0d a directory0n Alumn Chapters fron'r ar0und theworld other nteractive innovat 0nswill b€ coming soon.

AI.UMNI TOCATORConnect with AIM alumni in y0ur city,country, company or c ass through thealumni l0cator in the All\l a !mni portal.This is a searchab e database Ocatedin the A M alumniwebs te(w!wvarma !mn 0rg) Should yoLr needany ass stance n contacting othera lumni , p lease send an emai l toa malumni@aim.edu.ph

CTASS DIBECTORIESFequest for a ist of your c assmates'contact nformatlon and stay cofnectedC0ntact the Alumni Belati0ns offlce ataima umni@maii.aim edu ph t0 requestfofa copy of your class d rectory.

EGBOUPSl'Jpon graduation, your class wil l bepr0vided with a free egroup addressthrough aimalumnl.org, t0 helpy0! stayin touch with your classmates withemailaddresses. lf your class does nothave an existing egrOup yet, c0ntactthe Alumnl Belations 0ffice ataimalumni@aim.edu.ph.

TH€ ASIAN MANAGERone of the many ben€fits you w ll bereceiving as a degree holder of AIMis a free subscripti0n t0 "The AsianlVIanager." This is the off cial alumnipublication of AlM. whrch featureslnteresting success stories 0f fellowgraduates, as wellas the latest updatesand developments 0f the Institute.To make sure that you receive yoursemi-annuai cop es, keep your c0ntactinformati0n updated with us. Call theAll\,4 Aiumni Relations office at(632) 892-4011 local 540-541 0r sendan email t0 aimalumni@aim.edu.ph.

AIM has made a commitment toyou to make your continuinqrelationship with us as valuable asthe education you have receivedhere. 0ur Executive Education andLifelong Learning Center (EXCELL)has many programs to help updateyour management skil ls, and to helpyou develop competencies to copewith the challenges and changesof a globalworking envi.onment.

CONTINUING EXECUTIVEEDUCATIOT{

Allvl's Executive Education and Lifei0ngLearring prOvides cOnlinuous leam ngand tra ningthrough short coursesand general management programs,f unc t i0na l and indus t ry 'spec i f i cprograms, as ! !e las cus tomizedprograms fo r managers a t a l leve lsFor more ntormat on on programs andschedules, p ease send an emai toexcell@dataserve.a m ed! ph or checko!t the sched!les of forthcom ngprograms at the alLrmfi portal(wwwaimaiumni.org).

INVITATIONSTO TICTUBE SERIESAIM wrl continuously send youinv tations t0 forums that wil l provideyou with regular rpdates on worlddevelopments. 0ur Centers ofExce lence provide a wealth of

information f rom research, forums,afd other intellectual capitai buildingactivlt ies ranging from iss!es ofc0rp0rate g0vernance, c0rp0rateenvironmentalism, business ethics, andthe Asian financial and economicsystems T0 receive invitations, sendyour name, AIM pfogfam, and emailaddress t0 aimalurnni@aim.edu.ph.

There are many ways in which youcan enrich your personal andprotessional lives by stayingconnected to the AIM alumnicommunity,to harness the servicesand network available to allgraduates. Your participation willexpand your circle offriends andcolleagues and keep you connectedto the wealth of resources thattheschool offers its alumni.

FEDEBATION OF AIM AIUMNIAND Al,UMNI CHAPTERSThere exrsts fifteen chapters 0f AllvlAlumni Assocrations from around thewofld through FAll\,4, The Federati0n 0fAIM AlumniAssociations Inc. Getrnvolved in the exciting networkingactivities 0f the All\,4 alumnic0mmunityin your respective countries byc0ntactlng the different chapter heads.For more information, you maygo tothe All\,4 Alumnl Portal atwww a malumni.org and check theFederations. You may also send anerna I io the FAll\l secretariat atdcasaclarg@dataserve a m edu.ph orcall (632)892 4011 local 540-541

AIM's 0NLlNE C0MMUNIWCheck 0ut the latest developments 0fyour lnstitute from time to t me byvisit ng AllV's own website atwwwa m eOu pn

CTASS NOTESSend us the latest news aboutyoufpersof a and professionalachievements. We will be happy topublish these plus y0ur pictures rn theCLASS NOTES section of the "The

As an lvlanager". Anlc es on afy t0picthat may interest AIM's alumnicommunlty are als0 mOst we cOme.Send youf contributions toaimalumn @aim.edu.ph.

AIM ATUMNI CTUBA vision of the i\ilBA 1983 and theAlumni Association is the futureestablishment of an AIM Club rightwrthin the All\,4 campus. The project isenvisi0ned t0 brlng the AIM alumnicl0ser by serving their comm0n needsfor physica , socia , pr0fessional andbusiness wellness

INTERNATIONATTEADEBSHIP COt{FERENCEThe First International LeadershipConference {lLC) was launched duringthe Homecoming 2004 week with thetheme: Leadership: BreakthroughThinking. FAIM and its local chapterAAAIM. the host batches l\,48A andMIV 1984. the All\,4 Alumni Belationsoffice and the Faculty Deans of theInstitute j0ined hands f0r the first t imet0 connect with the regional network0f alurnni communities in mOre thansix Asian countries through theWorld Bank Globa Distance Learningfac i l i t ies . Conce ived to be anintellectual asset 0f the Institute.this event wil l be held annually acr0ssdifferent host c0untries in Asia duringthe Homecoming Week.

AIM ATUM IGOTFTOURSAllvl alumni build their camaraderi€ byshar ing the i r pass ion fo r go f TheAlumni Assoc ia t ions are cur ren t yplanning f riendly f uture competit i0f samongst A IM a lumni n d i f fe ren tc0untri€s whefe there €xist Allvl alumnichapters

REUI{IONS ANDHoMEC0MTNG EVEIXTS ,h rhM?he sq{f that yqHr 5'", l0'", 15'20 ' .25 ' and 30 ' A f f i versar iesasAIM alumniwi lbe a memorable eventfor al A M alumri by palric pat ngin the actrvit ies and jo niog theh0mec0ming comflrttees. 0r even ift s not your relrnion year, loin yourbatchmates and fell0w graduates inthis annual get together for an evenrngof f!n and memories.

CONTACT US:AIM Alumni Relations otficeTelephone; {1i:12} 892-Ol 1loc.540-541FAX: (532) 8!187410Email: aimalumni@aim.cdu.ph

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