Organizational Effectiveness

business
QUINNIPIAC UNIVERSITY
FALL 2007
Organizational Effectiveness:
Simple Goal, Complex Execution
Business Runs Hot/Cold for These Entrepreneurs
SB101: The Business Environment
Travel Agents Say Service Helps Them Weather High-tech Storm
I feel fortunate to be able to share my experience with students and help guide the Universitys curriculum toward what is happening in the business world, says Louis Ursini Jr. 86, an active member of the Department of Information Management Systems advisory board at the School of Business. Ursini makes time to come to campus each semester to lecture or meet with a small group of students as part of the schools Conversations over Coffee program. Its great to give something back to Quinnipiac. Its something that means a lot to me because the school provided the foundation for my professional career. Recently, he co-hosted a luncheon at Aetna for employees who are QU alumni. More than 40 alumni gathered to hear about happenings at Quinnipiac and visit with faculty. It was a great opportunity for all the alumni at Aetna to meet one another and share their experi-
Get involved!
I work with the school to ensure that Aetna continues to be a pipeline for the tremendous talent coming from the University.
As head of IT strategy, program delivery and production support at Aetna, in Middletown, Conn., Ursini reports directly to the CIO. He oversees 875 IT professionals and more than $500 million in IT investments. Ursini typically works 12-hour days, and is quick to point out that none of his success would be possible without the support he has received from his wife, Cindy, and their two sons, Jimmy, 13, and Nick, 10.
ences, Ursini says.
Louis Ursini Jr. 86 Head of IT strategy, program delivery and production support Aetna, Middletown, Conn. Louis.Ursini@aetna.com
business.quinnipiac.edu
business
Vice President, Public Affairs Lynn Mosher Bushnell Executive Editor Mark Thompson, Dean School of Business Director, Publications and Design Thea Moritz Editors Carol Cheney Janet Waldman Contributing Writers Karen Baar Meg Barone Trish Bennett Frank Campailla Ross Grant Claire L. Hall Rhea Hirshman Helen Martin Lawrence Mohr Donna Pintek Photographers John Hassett Robert Lisak Mark Stanczak Design and Production Cheney & Company Quinnipiac University 275 Mount Carmel Avenue Hamden, CT 06518-1908 Tel 203-582-8914 Fax 203-582-8664 e-mail: business@quinnipiac.edu online: business.quinnipiac.edu Quinnipiac University Business is published twice a year fall and springby the School of Business and the Ofce of Public Affairs. The magazine is distributed free of charge to 14,000 alumni, faculty, staff, students, friends, colleagues and members of the business community. Postmaster: Send address changes to Ofce of Development and Alumni Affairs, Quinnipiac University, AH-DVP 275 Mount Carmel Avenue, , Hamden, CT 06518-1908. Editorial ofces are located at the Development and Public Affairs Building, Quinnipiac University. Quinnipiac University admits students of any race, color, creed, gender, age, sexual orientation, national and ethnic origin, and disability status to all the rights, privileges, programs and activities generally accorded or made available to students at the school. Quinnipiac University does not discriminate in these areas in the administration of its educational policies, scholarship and loan programs, and athletic and other school-administered programs. FALL 2007
features
COVER STORY
Organizational Effectiveness: Simple Goal, Complex Execution

Game strategy for an organization to become a winning team BY MARK A. THOMPSON
pg. 4
SB101
pg. 8
Freshmen get an integrated, hands-on introduction to business in the real world BY MEG BARONE
ENTREPRENEURS
Business Runs Hot /Cold for These Entrepreneurs pg. 10

Alumni are thriving in challenging restaurant and specialty food businesses
BY CLAIRE L. HALL
10
TRAVEL
Travel Agents Say Service Helps Them Weather High-tech Storm

16
pg. 16
Do-it-yourself travel web sites dont threaten agents who provide great customer service BY TRISH BENNETT
Coca-Cola Provides Classic Lesson to Advertising Students pg. 13 Conference Offers Insight on Wall Street Careers Advisory Board Provides Real-world Perspective Schools Reputation Attracting More Recruiters
pg. 14
pg. 15 pg. 32
departments
2 Deans Desk
You are making a difference!
bc Events
After hours, golf, etc.
FACULTY
25 Department News
ALUMNI
22 Faculty Picks & Pans

Faculty advice for companies trying to achieve organizational effectiveness
26 Grad Views & Profiles

In what ways has the emergence of the global economy impacted your professional eld and/or company? Proles: Meghan Tully 05 Jim Leahy 64 Sylvia Greene 84
24 Department Announcement
New director promotes alumni involvement
20 Faculty Work
Quinnipiac professors bring the world into the classroom
ibc Get in Touch

Contact list
deans desk
You are making a difference!

MARK A. THOMPSON, DEAN
In his book, Colleges That Change Lives, Loren Pope says great schools are places where learning is collaborative rather than competitive, values are central, and there is a strong sense of community. They are places of great synergy, where the whole becomes greater than the sum of the parts. Aspirations are raised, young people are empowered. It is those qualities that develop leaders, people who can land on their feet, who are bold and imaginative, and who can see the big picture.
Alumni, parents, friends and faculty here play a critical role by positively affecting our students and moving the School of Business forward with great success. Thank you for the investment of your valuable time, resources and reputation. Academic excellence and continuous improvement are goals of the School of Business. My denition of academic excellence includes a desire and demonstrable effort to ensure that we are providing the best educational experience possible to our undergraduate and graduate business students so they leave us equipped
QUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS / FALL 2007
all members of the Quinnipiac family. Alumni, parents and members of the corporate community are an integral part of the current and future success of the school. Today, Im happy to report that your response has been terric. The Quinnipiac University School of Business enjoyed a truly remarkable 200607 academic year. Here are some of the contributions we received from the alumni, parents, friends and faculty who comprise our community: Our alumni speak passionately about their time at the School of Business and of their close relationships with dedicated faculty. This year, for the rst time in the history of the University, alumni had the opportunity to direct their nancial contributions specically to the school. They stepped forward to provide us with unprecedented support. Because they are a tremendous source of information, experience and success, parents are an important component of our students education. They have served as guest speakers, participated
in panel discussions, and have identied wonderful opportunities for internships and job placements. Conversations over Coffee has been a rousing success. Through this program, an alumnus, parent or member of the business community meets informally with a group of 10 to 12 students. The smaller, more intimate setting encourages students to ask questions they might not share in a larger group. Guests at these events also have generously helped students with more individual concerns, such as reviewing their resumes. Building on the excellent teaching of our faculty, business leaders have volunteered to be guest lecturers or teach seminars. This is of great benet to our students because the world of business is dynamic and constantly changing. Guest lecturers connect what the students learn in class with whats going on in the real world. And the opportunity to interact with business leaders helps our students build a network they can use after graduation. Every major at the School of Business is represented by a student club. Alumni
to effectively pursue and achieve their loftiest career goals. Accomplishing this denition of academic excellence requires the commitment and action of a broad spectrum of individuals. The collective result of the investment of time, resources and talent is an enhanced School of Business reputation and a positive impact that goes well beyond our students. In my Deans Desk column two years ago, I wrote: I am making a direct invitation to unleash the power of synergistic partnerships and play a role in the advancement of the School of Business to the benet of
and community supporters have sponsored clubs and served as advisers. Because clubs have national afliations, nancial support is also critical, allowing more members to attend conferences across the country or to enter national competitions. Our students report back that this is a valuable part of their education. Faculty also have responded to my invitation for synergistic partnerships. Theyve been involved in student clubs and served as mentors for our students. Faculty members showed up in force at a recent career fair, where they talked to employers about our students and explained in detail what goes on in our classrooms. On March 16, 2007, the School of Business sponsored our rst Business Leadership Forum, which was attended
by more than 800 people. Along with community business leaders, alumni from Florida, Vermont, Massachusetts, Delaware, Maine, New Hampshire and New York came, bringing their colleagues with theman overwhelming vote of support for the program. Among the speakers were internationally renowned management-practices guru Tom Peters; William Weldon 71, chairman of the board and CEO of Johnson & Johnson; and William Ayers 70, founder of The Ayers Group. In an effort to spend more time in New York City, the home of many Fortune 500 companies, we held the rst School of Business alumni reception for a standing-room-only crowd of nearly 80 people.
Weve come a long way, but were not content to rest on our laurels. Theres a lot more we want to do. As I hope you can see, there are many different ways to be involved. In the meantime, I want to thank the alumni and friends of the School of Business who made this past year so enormously gratifying. Whether you made a nancial contribution, graciously contributed your time as a mentor or guest lecturer, or participated in the Deans Distinguished Lecture Series, Conversations over Coffee, or one of our other programs for students, we appreciate it deeply. Thank you for making a difference at Quinnipiac University!
QUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS / FALL 2007 3
cover story
Organizational simple goal,
When a business succeeds in mobilizing its human resources, the results resemble a winning sports team or a well-designed engine.
effectiveness:
complex execution
Simplicityas we all knowis easy to recognize, but tremendously difcult to achieve. This is certainly the case with organizational effectiveness. When a business succeeds in mobilizing its human resources, the results resemble a winning sports team or a well-designed engine. Each part plays its unique role, yet they are aligned to respond in concert to each successive challenge. Simple, right? The engine purrs, the team executes its game plan, and the company rises to the next level in growth and efciency. Indeed, we already know what organizational effectiveness looks like. The question is how to get there. objectives, people can be a major source of sustainable competitive advantage, the company says in a white paper, Executing Strategy: Alignment Makes the Difference. Moreover, when members of a company are unied, the dynamic shifts. The arithmetic changes from measuring the productivity of each individual to measuring the productivity of a team. The team, or functional group, becomes the unit of measure. This requires managers to make a conceptual shift in their thinking, says Michael ONeill, who researches organizational effectiveness for the international design company Herman Miller, Inc. ONeill tested this idea when an outside company hired Herman Miller to improve alignment between four of its departments, each in a different location. Simplicity suggested consolidating the departments into one space, designed specically to foster communication. The result was a decrease in the time needed for project approvals (which required interaction between the four departments) from 112 days on average to 90. The company estimated the cost savings of this efciency at $710,000 per project. More often, solutions are not so easy to recognize. But the key remains the conceptual shift from individual thinking to team thinking. For most companies, this is a fundamental change in vision.
MARK A. THOMPSON, DEAN, QUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS
Business, Ive instituted a cascading model of vision, strategy and tactics. Our instructors and support staff have all contributed to a shared vision, which has informed our strategic objectives and in turn suggested tactical actions. This is a common model, but in my experience most organizations short-change the most important step: dening vision. We get so caught up in the doing, that we dont stop to ask what needs to be done, wrote Stephen R. Covey in The Seven Habits of Highly Effective People. A business cant ignore the question of what it is doing or how it is doing it. But creating alignment requires also asking why. Why do you want to change your strategy? Why are you in business? Why do you come to work each day? Asking why and answering why is a necessary precursor to establishing a vision. Yet it also represents a conceptual shift from normal business thinking personal. Each person who addresses the question must consider his own motivations; he cant nd an answer by merely crunching the numbers. And because the question is personal, the answer is also personal. A good leader recognizes the power of including everyone in the vision-dening process. Each employee should have a personal stake in a companys vision, and each employee, regardless of his or her skill set, has the ability to contribute to it. A 2004 study published in the Journal of Organizational Behavior established a direct
Attitude and alignment

The rst step is to recognize the importance of the shared attitude underlying organizational effectiveness. I would describe this attitude as condent, exible, proactive, and even opportunistic. Instead of complaining about challenges or competition, employees see obstacles as opportunities to adapt and excel. Towers Perrin, the Stamford, Connecticut-based global employee research rm, calls this unied attitude alignment. If leaders share the same goals, employees feel empowered, and the organization supports the team model, then a company condently can take risks each time a new opportunity arises. When an organizations workforce and culture are aligned with its strategic
because by nature, the why question is
Visionyours, mine, ours

In establishing a culture of effectiveness at the Quinnipiac University School of
link between employee empowerment and organizational effectiveness. The study reviewed how 185 nurses responded when they were given access to greater workplace opportunities, information and support. Almost all participants reported increased efciency and job satisfaction and dedication. This inclusive approach in vision-setting, however, requires the leader to surrender some control over the outcome. The leaders role is to ask why, to listen to the answers, and then to simplify the answers into a guiding vision. The resulting vision becomes an unmoving axis, which allows strategies and tactics to adapt to the market from a position of strength. A vision must be sufciently clear and concise that everyone in the organization understands it and can buy into it with a passion, says business writer F. John Reh. To go one step further, I would suggest that a leaders resistance to laying down a vision reects wrong thinking about the reality of todays marketplace.
Point, we are living in a world that has become so intimately connected, companies can no longer survive through a strategy of isolation. To nd opportunities, business leaders must have the humility to adapt their strategies to the marketplace. Their vision must include adaptability. A good counter-example is the American auto industry in the 1970s and 1980s. During that time, automakers vision actually excluded competition. Instead of searching for opportunities created by the changing market, they pushed for import quotas to reduce competition, which ultimately weakened their sense of vision at its core. The best current example of adapting to the pressures of globalism can be seen in corporate responses to outsourcing of labor. While companies have indeed lost jobs to cheaper overseas alternatives causing many to complain about unfair competitionothers have found ways to use these conditions to their advantage. Offshoring [becomes] a catalyst for a broader plan to overhaul outdated ofce operations and prepare for new competitive battles, said a recent article in Business Week. A more enlightened view is
emergingtransformational outsourcingby which U.S. companies make better use of their skilled workers, while also increasing efciency through outsourcing labor (see sidebar below). The article chronicled the experience of a Wisconsin company, Paper Converting Machinery Co., which lost 40 percent of its sales from 2001 to 2006, due mostly to outsourcing. Finally, the company adapted, using overseas workers to improve efciency so they could win more substantial engineering contracts than they ever had before. The result led to increased prots and even growth in stateside employment.
Changing bad momentum into good

For some companies, it may take ve years of struggles before they discover their new opportunities in the at-world marketplace. When truly reshaping the organizational effectiveness of a business, such time scales are realistic. You may have to persist step-by-step until negative momentum turns positive. In Good to Great, Jim Collins introduces the idea of a ywheel to describe how good momentum arises. Starting from a stop, a heavy ywheel takes immense
Responding to the market from strength

As suggested by recent bestsellers The World Is Flat, Wikinomics and The Tipping
also outsourced production or delivery of core products, sales and marketing, and research and development. Although critics decry outsourcing as a threat to U.S.
a 5-to-1 savings in labor costs by offshoring, but now are realizing savings of just 2-to-1 or 3-to-1. More and more, however, managers are finding that outsourcing can trigger corporate growth, help them develop a sharper competitive edge, improve how they use U.S. workers and even create new jobs. According to Business Week, the new buzzword is transformational outsourcing. Every business has limited resources, so smart executives prioritize and use outsourcing to accomplish routine or peripheral tasks. That way, they can free up key employees, allowing them to turn their creative energies to innovation,
workers, the practice does not necessarily lead to downsizing and layoffs.
OUTSOURCING IS BECOMING LESS FEARED, MORE EMBRACED
reported that they outsource one or more strategic activities. The report was based on replies from 226 senior executives in privatesector corporations worldwide and 66 outsourcing providers. IT services were the most commonly outsourced activity, reported by 57 percent of those surveyed, but significant numbers of these senior executives
One benefit of outsourcing has been a reduction in labor costs as companies take advantage of the wage gap between industrialized and developing nations. However, in the last decade, cost-savings have been reduced. In an article on CIO.com, Michael Baresich, CIO of CIT Group Inc. was quoted as saying that companies once achieved
Job outsourcing has become an essential business practice; fighting it has been compared to trying to hold off a tidal wave. According to the PricewaterhouseCoopers 2007 Global Outsourcing Survey, 70 percent of respondents
effort to gain even a little movement. Slowly, however, it turns faster and faster, until eventually it has a great amount of momentum on its own. No matter how dramatic the end result, the good-to-great transformations never happened in one fell swoop he writes. Instead, they resulted from companies consistently following their vision over a number of years. Even as their strategies changed, their vision held rm. Another way to look at it is through capacity building. A companys capacity is its ability to accomplish its goals, Deborah Linnell says in her book, Evaluation of Capacity Building. To build capacity, employees must have the opportunity to dene their goals for themselvesindividual productivityand relative to othersteam productivity. The combined result is an aligned organization, condent in its ability to adapt and grow. Each piece of the system reinforces the other parts of the system to form an integrated whole that is much more powerful than the sum of its parts, Collins writes. Or, to return to the idea of simplicity, allow me to quote Ralph Waldo Emerson: To be simple is to be great.
Outsourcing131 years & counting

When Alexander Graham Bell spoke over the telephone for the rst time in 1876, he was in fact making a call for outsourcing. Mr. Watsoncome hereI want to see you, he said over the line, and his assistant came running. Time and again since that fateful day, we have used technology to ask for the help of others. Outsourcing, despite what many say, is no dirty word. Rather it is the law of long-distance communication. The real culprit in the gumming up of business is that many have been too slow to adapt to the changing standards of communication. Speed and efciency of communication improves, yet few businesses are able to reshape their workforce in time to react to the market changes. The smartest business leaders have been repeating this mantra for years: create new, more exible organizations; get rid of legacy systems; get more value for less cost; help your employees work smarter; communicate more directly. Yet now, thanks to a critical mass in electronic communication, our lethargy is being punished by an increasingly
Harry Falber, author of this article, is cur-
adaptive world market. Just visit Alibaba.com to see how many small and large Asian companies are offering their goods and services to the world. And if you dont think that a Chinese company buying an American manufacturer of hard drives is an example of outsourcing, you should look again. It is rapid, instant communication that allows this to happen. But it is not about outsourcing, it is about how smart we all have become and how much we have been helped by the inventions of modern communication history. We just need to learn to use them effectively.
rently the president of Trade Area Marketing Group, LLC, based in Weston, Conn.
customer service or other areas central to corporate growth. For example, technology has become critical for most companies, but it is not a core competency for many. Outsourcing can be especially useful to small and medium-sized businesses that otherwise might not be able to afford high-level technology. Outsourcing specialized functions such as human resources, IT, data-processing and finance and accounting allows businesses to focus their operations at home on the essentials. An additional benefit is that by going with a firm that specializes in these activities, companies may obtain higher levels of
expertise than they could get in-house. And the money saved by outsourcing these functions can be directed into other, more strategic areas or potentially profitable new products. Transformational outsourcing also confers other advantages, such as creating a virtual organization that is more productive and flexible. For instance, by taking advantage of different time zones, a company can develop collaborative arrangements between its skilled workers here and abroad. When workers here go home, workers there can take over the project, allowing a 24-hour production cycle. This follow-the-sun approach
might help a company begin new projects sooner, finish them more efficiently, and meet deadlines it might otherwise have missed. In addition, by using external contractors, a company can rampup quickly, providing a larger available workforce when necessary. This helps to manage peaks and valleys in demand. It also makes it possible to farm out less-interesting work, leaving paid staff to focus on new product development. The resulting innovation can lead to more jobs at home. Of course, outsourcing is not risk-free. Companies using external vendors must build in adequate controls to ensure that they
are getting what they pay for in terms of timing, quantity and quality. Problems affect more than the bottom line. When something goes wrong, its the companys reputation that suffers, not the The PricewaterhouseCoopers report concludes that outsourcing is here to stay. A substantial majority91 percent of the respondentssaid they would outsource again. Smart executives have learned that the thoughtful use of outsourcing can be a boon to business. In the long run, it can lead to a more competitive edge and to more and better jobs for American workers.
service providers.
101
SB
plunges freshmen into teamwork and competition. For decades, business schools have compartmarketingwhile rarely linking one to the other. |
MEG BARONE
mentalized instruction in the various core componentsmanagement, accounting, nance and
Administrators and faculty of Quinnipiac Universitys School of Business have recognized the value of integrating those core components to augment students knowledge and understanding of business practices. All incoming freshmen are required to take SB 101, The Business Environment, an introduction to the undergraduate business program, said Brian Jones, a proQUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS / FALL 2007
around individual disciplines. The analogy I use is taking a clock apart to see how it works and never putting it back together, and business has been taught this way since the late 19th century. Youve had accounting departments where they teach accounting, but they dont talk about marketing, and marketing departments where they teach marketing but the students never look at a nancial statement, he said. SB 101 explains how marketing connects with accounting, how accounting connects with nance, and how nance connects with management, he said. A person running a business has to do all of these things together. You cant run a company saying, Im a marketer. Im only going to do the marketing. You have to understand those nancial statements, he said. The impetus for the course and more integration in the schools curriculum was to prepare students for the real business world, where they will work in cross-
functional teams. The more information you have, the better decisions you can make, Simione said. Another motivation was to help students choose a major and a career path. That class exposed me to the different areas of business, and after getting a taste of each subject, I decided I wanted to major in accounting, said sophomore Steven Genova, from Milford, Conn. Jessica Sares, a sophomore accounting major from Raynham, Mass., said the course did not inuence her choice of major, but the fundamentals she learned provided a great background for all the courses business majors have to take. I felt so prepared going into my accounting class as a result, Sares said. The course was developed by a team of faculty members, one from each of the four core departments. The team meets weekly to develop lesson plans. All the materials are common from one instructor to another. Students get the same tests, lecture notes and reading assignments.
fessor of marketing and advertising. The course teaches basic concepts of the aforementioned disciplines and how they interrelate. This approach focuses students attention on the big picture rather than on individual facets of it, said Kathleen Simione, an accounting professor. The model weve developed here is pretty unique and the feedback were getting from students, and even from other universities, is that it works, Simione added. Jones said business schools have been criticized for building their curricula
Assistant professor of management Rowena Ortiz-Walters leads an SB 101 intensive team building workshop for this falls incoming freshmen in September.
Each discipline is equally represented, and each faculty member teaches all the course material, including that from disciplines outside their own area of expertise. We live what we expect the students to do, said Jones, referring to reaching beyond their specialties and working collaboratively. Students are expected to do almost everything in the course as part of a team to which they are assigned early in the semester. They participate in an intensive team-building workshop and compete against other teams in the class for sales and prots in a computer-based simulation in which they manufacture and sell bicycles for a ctitious company, Mikes Bikes. Sares said the class gives students insight into the world they will enter upon graduating. Youre thrown into a situation where you dont know anyone. In high school you can work in teams, but youve known these people for four years, maybe even 12, but you walk into SB 101 and nd out that three of these people are going to be your partners and everyIt was tough making decisions, but we worked through it, said sophomore Leeza Scoble, a marketing major from Hamden. With people of different opinions, you have to take everything into consideration, she said, adding that she thinks the course will give Quinnipiac students a competitive edge when job hunting. Students are immersed in business decision-making right from the start of their academic experience, which assists with setting a foundation upon which to build their skills in areas such as strategic
and critical thinking, said Dean Mark A. Thompson. After taking the course, students understand how to apply basic business concepts because they have used them each week to run their simulated company. Its not just about book learning, its about practical experienceas much as can be achieved in a classroom setting, Jones said. In addition to the practical experience and team-building, the course helps students develop interpersonal, communication and leadership skills, the top qualities recruiters seek in prospective employees.
Its realistic, the students love it, its an absolute high to teach and its fun learning things from your colleagues down the hall, said Jones, who admits his involvement in SB 101 has changed the way he teaches his marketing courses. Theres way more accounting and nance in my marketing courses today than there was four years ago. You cant teach marketing and completely ignore the impact of a marketing decision on the income statement, he said.
one else is your competitor, Sares said.
entrepreneurs
Business runs
Americans consume the most ice cream in the world per capita, with Australians coming in second. Among the most unusual flavors of ice cream ever manufactured are avocado, garlic, azuki bean, jalapeno and pumpkin. The weirdest of all may have been dill pickle ice cream, which was marketed to expectant mothers. (Sales were disappointing.) One out of every five ice cream eaters shares this cold treat with their dog or cat.
hot/cold for these entrepreneurs

Alumni thrive on going to extremes in the restaurant and specialty food business |
CLAIRE L. HALL
When Jack Sheehy Jr. 69 embarked on a second career in 2001 as the owner of Southern Sweets Ice Cream Parlor in Beaufort, S.C., he hoped business would be brisk. We had no idea what to expect opening day, Sheehy recalls. It was Shrimp Festival Weekend, and it was just my wife, Marilyn, and me. The line of customers was out the door, and down the sidewalk. We closed late, and it felt great. Then we looked at each other and said, Were too old for this! If business stays like this, were going to die! he says with a chuckle. The Sheehys quickly hired employees to help run the Victorian-style ice cream parlor. It features antique tables with marble tops, an old-fashioned soda fountain and a Quinnipiac banner on the wall given to them by a fellow alumnus. The banner sparks a lot of conversations, and we meet a lot of neat people because of it, Marilyn says, adding that customers who are college hockey fans know the name well, and others are familiar with the Quinnipiac Poll. That same banner led to the couple meeting Bill Dunleavy 75, who owns Dunleavys, an Irish pub on Sullivans Island, just outside of Charleston. He also displays a QU banner on his wall. Despite its reputation as one of the toughest industries in which to succeed, many Quinnipiac alumni are thriving in the restaurant and specialty food business. For this story, several purveyors of hot and cold fare share their secrets to success.
Ice cream with a twist

If youre going to indulge in a dish of ice cream, the experience ought to be something memorable, says J. Nolan West 73. West is president of Longfords OwnMade Ice Cream in Port Chester, N.Y., which manufactures gourmet ice cream and sorbet for restaurants, clubs, caterers and hotels in Westchester County, N.Y., and Faireld County, Conn. If the local country club wants a champagne sorbet, well make it, he said. Weve made kiln-dried blueberry sorbet and lemon ice cream. The strangest one was cilantro sorbet. West was a recruiter for Ernst and Young before trading in his tie and corporate benets for the mom-and-pop business, which now boasts more than $1 milSometimes on Monday mornings Ill get a call from someone who says, I had your ice cream in a restaurant and I loved it. Where can I get it? I try to take 20 seconds and just revel in it. Brian Anderson 98 is also in touch with his customers. As a high school student, Anderson worked at Ashleys Ice Cream in Hamden. Now he is vice president and co-owner of the company. Under his leadership, the establishment has opened two more stores, bringing the total to ve, in Hamden, New Haven, Branford, Guilford and Madison.
Business is hot
Wings Your Way in Durham, N .H ., sells 8,000 to 10,000 pounds of chicken wings and chicken tenders a month, as well as burgers, wrap sandwiches and salads, says owner Cory Nadilo 05. The restaurant was voted Best of New Hampshire 2007 by New Hampshire Magazine for its buffalo wings, and Nadilo was selected for the Emerging Young Entrepreneurs Award from Centrix Bank and the New Hampshire Business Review. It isnt unusual for one of the University of New Hampshire teams to come in and place an order for 500 wings, Nadilo says. He credits his Quinnipiac business professors for teaching him organizational skills, staying on task and thinking outside the box. Hes preparing to open a second, larger restaurant near Portsmouth. We have a fun menu, fun marketing approach and a fun culture, he says. Wings Your Way features 11 different sauces and special dishes like The Al Gore (wings with no sauce or spice) and The Arnold Wrap (like the man himself, it is humongous). The restaurant has its own mascot that attends UNH games, its own zany T-shirts and jingles that can be heard on its web site.
lion in annual sales.
Nadilo, who is in business with his father and sister, was the exception. He says he applied for a gazillion credit cards and maxed them out in order to open the wings business. West and his wife, Patricia, took out a second mortgage on their home and borrowed from their family. Ill never forget the night my wife told me we couldnt afford to have pizza and beer with friends, West says. Thats when I poured my heart into selling. I went everywhere and offered free samples. Now, 17 years later, we have 50 percent of the private clubs in Faireld and Westchester counties, and we sell to other ice cream stores. West hasnt forgotten how it feels to be the new guy, with no name and no reputation. We have a customer who only orders two tubs of ice cream a week. But he took a chance on me when I was brand new. I treat him like a $100,000 account, West says. Jay Ragusa 93 worked on Wall Street Our ice cream has no articial colors or avors; we use fresh fruit, real chocolate and pure vanillayou can taste the freshness, he says. Twice, Connecticut Magazine has featured Ashleys in its best of issues. Anderson thinks his shops have done well because he selects locations in family-oriented towns where there is trafc but not a great deal of distraction. He wants Ashleys to be a destination. People look at ice cream as an affordable luxury, Anderson says. Most people
The sweet and the sour

Nobody thought being an entrepreneur would be easy. At Southern Sweets, this was shaping up to be a banner year. In 2005, the store had been named Business of the Year by Main Street Beaufort, part of the National Historic Trust. More recently, it was featured in Southern Living, and had begun serving lunch. Then a tugboat hit one of the two bridges leading into town and knocked it out. It took the average driver 412 hours to make what would be a 20-minute trip, Sheehy says. Instead of 30,000 to 40,000 cars passing through daily, you could look all the way down Bay Street, and there wasnt a soul in sight. Business was virtually nonexistent for 10 days, and then slowly people started to return. Ragusa said each of his stores has had its own implosion. He remembers when the Stamford store had a leaking roof, and water was dripping through the ceiling. When he arrived at work, the employees were sitting on the tables because the entire oor was under water. What strikes him funny? We have a fat-free ice cream called Gofer lite. People come in and get it, and then put peanut butter cups on it, he says. Nadilos worst day was during a Red Sox playoff game. We ran out of propane, he says. We were in the middle of the dinner rush and someone yelled, Nothings cooking! There are challenges every day, but when you meet them, its very satisfying, Anderson says. Being self-employed is tough. Theres no passing the buck. Everything is on your shoulders, but there are more rewards. You face the challenges and learn from themit is much more than a paycheck.
Brian Anderson 98, vice president and coowner, Ashleys Ice Cream in Hamden, Conn.
for years, but when the dot.com bubble burst, he decided the time was right to launch his own business. Ragusa, who earned a nance degree at Quinnipiac and an MBA at Fordham, is now the owner of Gofer Ice Cream with three locations in southern Connecticut. He used his own money to open the rst store in Greenwich, and bank nancing and family funds for the stores in Darien and Stamford. Its great being your own boss, said Ragusa, who has up to 27 employees in peak season and is preparing to franchise his business concept. I dont think I could ever go back. I love controlling the marketing, the management and the nances. Sheehy sank a portion of his retirement savings into the ice cream parlor. He also beneted from a bank loan. We went with a small local bank that was interested in helping new businesses, he said. We stayed away from the big guys. Sheehy admits there are way too many nights when he does not sleep. I worry about paying the bills in the off season, but it doesnt offset the good, he says.
want to treat themselves. Maybe they cant get a new fancy car, but they can afford an ice cream cone. We like places in the center of town where there is activity, but not where well be drowned out. Both Anderson and Sheehy agree that the experience a customer has in the store is their best marketing tool, and it must be as sweet as the ice cream they choose.
Getting started
Almost all of the business owners interviewed used personal savings or borrowed from family and friends to launch their businesses.
12
Coca-Cola
Few undergraduate students get the chance to work on a major advertising campaign for an international brand, let alone showcase their project at a national competition. Twenty-eight students in Professor Rene Gravois-Lees spring Marketing and Advertising Competition class can add this experience to their resumes. The students participated in the annual National Student Advertising Competition, also known as Ad Comp, in which teams of students work as they would in realworld advertising, planning a campaign for the competitions sponsor. This years sponsor, Coca-Cola, challenged each group with creating a $15 million national marketing campaign for Coca-Cola Classic that would be targeted to multicultural youth ages 13 to 24. The key objectives were to increase brand consumption and enforce a positive perception of the brand. The nal test was to pitch the campaign to a panel of judges composed of advertising industry professionals, including representatives from Coca-Cola and its advertising agency. The Quinnipiac team decided to challenge the traditional meanings of the word classic, suggesting that young people use the expression, that was classic, to note something hilarious and unforgettable. The intent of the teams That Was Classic campaign was to persuade young people that Coca-Cola Classic was their kind of classic, and that Coca-Cola Classic is the perfect drink to celebrate those funny moments.
provides classic lesson to advertising students
the country took part, and the Quinnipiac team faced talent from Boston College, Boston University, Emerson College in Boston, Johnson & Wales University in Providence, Roger Williams University in Bristol, R.I., the University of Hartford and the University of Massachusetts Dartmouth. Quinnipiac came in rst. Two months later, the team competed in the national nals in Louisville, Ky. Although it did not place in the top three, Gravois-Lee says the students excelled. They did an amazing job, and I could not be more proud. Competing on the national level was a tremendous honor, but the experience the students will take forward into their careers is whats most valuable Over the semester, the students experienced every aspect of an advertising campaign, including account management, research, strategy, creative, media and marketing communications. The rst step was to create a plans book of all their work and ideas. Team members Christopher Heylin 07, Christopher Impastato 07, Jason Lopez 07, Lauren McLaughlin 08 and Alis Biri 07 were selected to present the campaign to the judges. Impastato appreciated that the teams were responsible for their campaign from start to nish. Ad Comp is active learning. Every step in the process is hands-on, so you learn a lot. Thats what makes it so rewarding. On April 28, the team headed to Seekonk, Mass., for the Northeast regional contest. More than 150 teams from around developing a campaign from start to nish, working together effectively as a team, and stretching themselves at every turn. Lopez calls his experience a huge he will never forget what he learned from running his own ad agency. Biri began as an account coordinator at Mascola Group in New Haven after graduating this year. Several other members of the team have gone on job interviews since the class ended, and Impastato credits the experience with preparing him to meet with employers. The things I learned about myself in Ad Comp have inuenced my answers to every single interview question Ive been asked since. Thats why I consider Ad Comp the rst step in my advertising career.
stepping stone for my future and notes
Conference offers insight on Wall Street careers

Five mornings a week, the 2 and 3 New York subways stop at the Wall Street station and decant a ow of ambitious men and women, who enter the grey monoliths for another day of the Great Game of global nancial markets. The Game determines the real wealth of nations, corporations and individuals; as of late, it has become tricky. Even the most timeworn stock traders are put off by a market variously described as going south, unpredictable and volatile. Imagine then the consternation of the newbies, recent graduates from Quinnipiac who are transitioning from campus to the very slippery playing eld of business. To help make this life-changing relocation, the Quinnipiac School of Business is partnering with the Wall Street Journal to sponsor a one-day conference on Nov. 2, designed to offer Quinnipiac students information about the latest nancial trends and provide seasoned advice about starting and building a career on Wall Street. The conference, titled Wall Street: From The Classroom to The Workplace, also invites Quinnipiac faculty interested in professional development or presentation of professional papers. Matthew OConnor, professor and chair of the Department of Finance, coordinated the conference with an eye toward the changing conditions of the market. He said, The eld of nance can move very quickly, and often its hard for the education side to keep up with all the changes or keep current with whats actually happening on Wall Street. At the conference, students and faculty can get the straight, unltered facts from on-thescene experts. The conference is also a unique opportunity for students who aspire to Wall Street careershow to get started and how to develop credentials. Scheduled from 8 a.m. to 3:15 p.m. at the New York Helmsley Hotel (212 E. 42nd Street, Manhattan), the conference assembles an impressive roster of business leaders. Keynote speaker Laszlo Birinyi is founder of Birinyi Associates, an occasional contributor to Forbes and Bloomberg Personal Finance and a panelist on Wall $treet Week with Louis Rukeyser since 1990. He will be joined by George Dunn, managing director, Citigroup Institutional Consulting; John Gans, president, Ironwood Capital Management; and John Griswold, executive director, Commonfund Institute. The afternoon sessions bring together All concurrent sessions will be repeated to allow participants the opportunity to hear several speakers. Alumni and nance professionals also are welcome. For more information, contact OConnor at 203-582-8297. Starting Your Career on Wall Street, Tom Wilson, managing director, Merrill Lynch Enhancing Your Career, Chartered Financial Analyst Bob McLean, director of university relations for CFA Institute, Integration of International Financial Markets, Peter Jenkins, senior vice president and relationship manager of the
NYSE EURONEXT
another group of market experts for a series of concurrent seminars:
The Use and Abuse of Alternative Asset Classes, George Dunn, managing director, Citigroup Institutional Consulting Breaking Through the Gender Barrier: Successful Women on Wall Street, Paula Dominick 82, managing director and global head of debt and equity research, Banc of America Securities Managing Institutional Relationships, Maureen Horn, director in the global equity nance group at Citigroup, Global Capital Markets, and Mark R. DAndrea, consultant to Riverview Alternative Investment Advisors LLC Faculty Research PresentationsInnovations in Finance Education
To register for this event, visit www.quinnipiac.edu/ events.xml
Advisory board provides real-world perspective
At a recent School of Business Advisory Board meeting, standing, from left: Lindsay Martineau, Christopher Rich, Gerald Longobardi 92, John Abella 83, James Greco, Franco Ferrucci 91, David Reynolds 79, Les Trachtman, Richard Leveroni 88, Jonathan Wolff, Thomas Horn, assistant dean, Thomas Wilkinson 98, Joseph Onorato 71 and Connie Cranos. Seated, from left: M.S. Koly, Evelyn Taylor, William Platt 78, chair, Dean Mark Thompson and James Falco 77.
The 26 business leaders who comprise the School of Business Advisory Board keep the school grounded in the real world and up to date about practices, trends and the qualities they look for in employees. Board members come from large corporations and small businesses, and they range from CEOs and human resource specialists to experts in real estate, retail and nance. Many are QU alumni. Although the boards charter allows up to 40 members, Dean Mark Thompson prefers to ll seats as he considers what additional expertise he needs, according to Joseph Onorato 71, a retired former CFO for Echlin Inc. in Branford, Conn., and a board member for 10 years. Onorato is the boards immediate past chairman. There is a nice cross section of people, said board member Evelyn Taylor, a global organization and development manager for Reed Elsevier. Taylor sees her role as the voice of the employer community, providing information on the skills business school graduates must have to be successful in the work world. She leads the boards professional development subcommittee. Other subcommittees include curriculum, philanthropy and public relations. In the last three or four years, the board has come up with a committee structure and bylaws and organized itself in a way that has been of great benet to the business school. The result is that members have made great suggestions with respect to student services and cur riculum in particular, Thompson said. Board Chairman William T. Platt Jr. 78 said members give the business school insight into trends and developments. Its crystal-balling, so it might not be perfect, but at least we can dialogue about that. Its not all actionable in terms of board recommendations, but its a lot of food for thought, said Platt, a partner at Deloitte and Touche, where he is the national director of accounting and SEC services. David Director 81 sees the board as the schools eyes and ears. Here you have people who have had success in many different elds bringing knowledge of
real-life workings to the school. Quinnipiac wants to be progressive enough to listen to people who work in different areas of business on whats really happening today, not theoretically whats happening, said Director, president of Connecticut Lighting Centers and Restoration Lighting Gallery, both in Hartford, and a board member for four years. Onorato noted that the board tries to bring the business view to the academic adding a course, the board may say, Well, those may not be the things were looking for when we hire someone. Or, if the school is thinking about instituting a new entrepreneurial program, weve got people on the board who can suggest ways to structure a course. So, its not creating curriculum, but its enhancing and building upon the thoughts and ideas the dean and faculty come up with, Onorato said. Onorato likened the school to the Eiffel Tower. Were just trying to put the lights on it, he said.
curriculum. If the school is thinking about
travel
Travel agents say service helps them
weather high-tech
storm
surfers who point and click to plan their trip.
| TRISH BENNETT
If ever an industry would seem to be battling for its life in a perfect storm, it is the travel business in the age of high-tech. Like rafters riding up the side of a tsunami, many travel agents are paddling like crazytargeting high-volume business customers or offering leisure travelers perks such as maps, cell phones and itinerariesall to counter the rising tide of Internet
With clients who increasingly turn to Travelocitys Roaming Gnome or Pricelines price-chopping Negotiator to secure a water view, is the once-indispensable travel agent becoming as pass as eighttrack tapes? Let me tell you a story, says Karen Zelem 73, with Quinnipiac Travel in Hamden. I had a honeymoon couple going to St. Lucia, and they had gotten as far as Puerto Rico. The bride called me sobbing, and said, Im watching my next ight take off. My
clients and a number of other couples headed for the same hotel had been detained by security personnel. Zelem, who traveled widely before becoming a travel agent 15 years ago, was able to ex her professional muscle to help her clients. One of the advantages of using a travel specialist, she says, is the professionals ability to obtain perks for clients in return for the volume of business they direct to hotels and resorts. I was able to call the [St. Lucia] resort on behalf of my clients and the staff was
very accommodating. Later on the bride told me they had enjoyed considerations and amenities at the resort [once they nally arrived] that other stranded clients did not. [As a travel agent] you can help things along. Zelem acknowledges, however, that in choosing to book their trip through her company, the honeymooners represented something of the exception in excursion planning. Of the 98.3 million Americans who traveled in 2004, for example, 63.8 million, or 65 percent, used the Internet to make travel plans, while 54 million used a travel agent to book at least one trip, ight, hotel room or car rental. The number of online travel bookers continues to grow. Among online frequent travelers, 70 percent now use the Internet for travel planning. Predictably, some trip-planning agencies have taken the self-directed travel trend on the chin. The Airlines Reporting Corp., which handles airline ticket distribution, reports that the number of retail travel agencies fell more than 30 percent from the beginning of 2000 to the end of last year. Despite such gloomy statistics, Zelem maintains that the travel specialist will
Palm City, Fla., has been buoyed by the Internet, or more specically, her clients adverse reaction to it. The people I represent cant be bothered using the Internet, Duggan notes. I dont charge fees; why would they want to
nance background that allows her to handle the business as well as the service aspects of her travel agency. Her ability to read the bottom line is another leg up her agency has over the Internet. People may go online and book, but 90 percent of the time, I can get them a better price. I have a lot of wholesalers who work with me, who can often match or better the price travelers nd online. Another advantage travelers enjoy with a travel specialist is the security of having an advocate at the other end of the phone in the event of a travel snafu, Duggan says. Calling Travelocity or Priceline to report a missed ight, on the other hand, can be a case of nobody home. Mary McGovern 88 agrees that the combination of expertise and personal service is the critical difference between travel specialists and the Internet. A senior associate with Commonwealth Travel Advisors, a Boston-based agency, McGovern notes that there was a seismic shift in the travel industry in the late 90s when airlines discontinued the commissions they had formerly paid to travel agents. After the Sept. 11 terrorist attacks and the subsequent plunge in travel, the whole industry took a huge hit. We had to survive on service fees, McGovern notes. [Today] its the whole customer relationship aspect that has kept the business going. McGoverns client base is composed largely of executives traveling on corporate
survive. The professionals advantage, she says, is the personal interaction that a cyber-agent cannot replicate. Its like shopping. Do you like to feel and touch and try things on and get input, or simply buy all your things online? I think clients use a combination of agents and the Internet. When people are spending a good chunk of money and they travel only once a year, they want a guarantee that their money is well spent. They dont want a bargain room thats next to a construction site. Suzanne Duggan 84 says her eightyear-old business, Travel By Suzanne in do all that research when they know they can come to me, and I know exactly what they want. Im building my web site now, so Im having a presence out there, but by and large, my clients still prefer things face to face. Duggan, who majored in accounting, says Quinnipiac gave her a valuable
business. Its a demographic that McGovern understands well. As part of her undergraduate work, the international business major went on a month-long trade mission to Japan in 1987. Following graduation, she became an export agent for domestic manufacturers, representing their products to overseas clients.
18
McGovern says business travelers still rely on professionals like her because busy executives dont have time to surf the Internet. Industry statistics note that leisure travelers make up the majority of e-planners. Some 66 percent do more than half of all trip planning online. Neither do corporate travelers have predictable schedules. Meetings get changed or canceled with little or no lead time, McGovern says. We can handle the crazy volume when that happens. McGovern argues that the present and future of American travel will involve both electronic- and human-based resources. As an example, she cites an area of Commonwealth Travels web site where a client can make travel arrangements that are subsequently tracked and recorded, together with ground transportation, meals, etc., for later presentation in the clients expense report. Duggan, too, is optimistic about the future for travel agencies, though not for every one of them. Your seasoned travel agents wont go the way of the dodo bird, but the average client can nd things on the Internet, so they want to know why you [the agent] are there. The answer Duggan gives her clients, who run the gamut in age and preferred destinations, is that she and her fellow agents have, in effect, been there and done that. You have to have traveled in order to advise clients, says Duggan, who took her rst trip at age 2. And if I dont know a particular region, I know whom to call. I havent had to tweak my business [to meet the challenge of the Internet]. My clients come to me for my expertise. Take that, Roaming Gnome.
INTERNATIONAL TRAVELERS ARE AGENTS CHALLENGE
If the planet has undergone some shrinkage during the last 20 years, thank the airlines. With the opening of markets in the Pacific Rim, the Far East and the Indian subcontinent, business travelers, as well as many intrepid leisure trekkers, are becoming as familiar with Singapore and Malaysia as they are with Cincinnati or San Francisco. In only two years, for example, travel volume to Asia increased 10 percent, from 30 million trips in 2000, to 33.1 in 2002. And Mary McGovern of Commonwealth Travel Advisors in Boston, Mass. says the long-distance travel numbers continue to climb. Many of my clients have bought companies in Israel and Holland, for example, and theres almost regular commuting back and forth. McGovern notes that making travel arrangements to far-flung destinations presents unique challenges. Sometimes, particularly for business travelers, its difficult to arrange flights that coincide with meeting schedules, she says. In more remote areas, that can be a challenge. Sometimes security is an issue. There are certain areas in South America, for example, where people wont travel without a driver to meet them. They are accompanied full time when theyre in-country. Long-distance travel, McGovern says, can be the exception to the notion that getting there is half the fun. She has clients who, over seven days, are in Manila, Sydney, Canberra and Tokyo. All that compacted into a week is very demanding on the body. Some compensation for the corporate wear-and-tear is the automatic upgrade to
first class enjoyed by many frequent business travelers. To counter jet lag, McGoven says many long-distance fliers rely on over-the-counter synthetic melatonin, which mimics the natural hormone responsible for easing the body into sleep and waking cycles. Others book hotels with 24-hour gyms where they can exercise travel-cramped limbs. There seems to be no easy cure for the dual demons of delays and lost luggage. The traveling publics frustration with delays and canceled flights has led to some talk, McGovern says, of bringing back airline regulation. All too many road warriors, however, live the nightmare of one of McGoverns clients who was going from India to China, connecting through London. The man spent three days in India without an article of clothing, only to have his luggage finally arrive as he was taking off for China. He got his clothes before he got home, McGovern recalls. While McGovern admits that travel aggravations can occur whether a trip is booked through an agent or on the Internet, experience could be called The Travel Agents Revenge. We had a corporate client and, because they were a technology business, they were going to mandate online booking for all their employees, McGovern remembers. It lasted two weeks. The corporate people said they couldnt stand it [spending time making their own travel arrangements]. The Internet is a great tool, and fine for research, but its best to have a voice you can count on at the other end of the phone.
she likes to tell of one company whose
faculty work
Quinnipiac professors bring the world into the classroom
JUANITA BROOKS
MidSOUTH, the community service unit of the University of Arkansas at Little Rock School of Social Work. The people I worked with in IS were a diverse group, and intensely creativesome of them were like artists. You have to be resourceful and innovative when youre designing, building and managing complex systems. I knew I wanted a doctorate in this eld. For her dissertation, Brooks looked at the issue of professional identication. Understanding professional identication can lead to effective management of both recruitment and retention efforts. Organizations of all sizes are in desperate need of talented and creative IS professionals. In contrast to what most people think, not all IS
is as enthusiastic about her students as she is about her discipline. Being able to educate and work with entering business students and with IS majors is truly a joy, she says. She is determined to get them all thinking about a future in IS. I especially love the freshmen. You can get them excited, and you never know whats going to come out of their mouths. Brooks research in this area is ongoing. A dramatic drop everywhere in IS and IT enrollments after the bursting of the dot-com bubble lends urgency to her current exploration of how students identify with the eld when at the point of declaring a major. Enrollment is a hot topic, she says. We in IS support every kind of businessthink medical records to cellular networks to supply chain management. The greater the diversity of available skills, the better our systems will be. No matter what profession youre in, she reminds her students, every eld has systems designed just for it. You should consider having a hand in there.
Cadden, professor of management, of the recently established program in which he and other faculty traveled with students to Nicaragua. Once there, students took a short business strategy course and acted as advisers to Nicaraguan business owners, who took the course alongside them. The older I get, he continues, the more I know how much learning goes on outside the classroom. The former engineering major earned a doctorate in management planning systems from Baruch College and has been at Quinnipiac since 1983. He has taught a range of undergraduate courses from the introductory Fundamentals of Management to the capstone Strategic Integrated Manage-
assistant professor of information systems management
juanita.brooks@quinnipiac.edu
Excitement may not be a word the public closely associates with information systems. But to Juanita Brooks, assistant professor of information systems management, there couldnt be any area more lled with opportunity for profes-
BROOKS
jobs are going offshore. There are tremendous opportunities for students entering the eld; it is a dynamic area that continues to grow. Brooks also has studied the underrepresentation of women and racial/ethnic minorities in that eld, and her research in this area is ongoing. We in IS support all kinds of business processes and functions. The greater the diversity of available knowledge and skills, the better our systems will be. Having completed her rst full year as a professor, Brooks
sional growth, intellectual stimulation and rewarding work. Brooks, who joined the School of Business faculty in August 2006, says she always knew she wanted to get a PhD and be part of a university community. What she didnt know initiallyher undergraduate and MBA focus was nancewas that she would wind up falling in love with the information systems eld while working as the information technology director for
CADDEN
DAVID CADDEN
professor of management
ment Seminar. He also teaches graduate courses in operations management, project management and nan-
david.cadden@quinnipiac.edu
Its one of the best things Ive done in my career, says David
20
cial management. The Nicaragua mini-course (current plans are for trips in January and August each year) provides a hands-on experience of immeasurable value to both undergraduate and graduate students, Cadden says. On his trip, after a few days of classroom study, students did eld work with several small businesses ranging from a beauty shop and a school that teaches English to a small farm and someone selling hammers out of his l iving room. With translators, students interviewed staff and customers. When they returned, they created business plans that were translated and sent back to the people with whom they had worked. Of course, the students experienced a totally different environmentsomething that is always eye-opening, Cadden says. But they also undertook a major responsibility, advising people whose lives are dependent on their businesses. The feedback on both ends has been tremendously positive, and we are going to follow up to see to what degree the businesses beneted from the work we did with them. Cadden has numerous research interests, among them the application of various kinds of mathematical models to bankruptcy predictions, and
examination of the effectiveness and accuracy of student evaluation instruments for academics by using statistical process control theory (using random samples to test against the whole). Im always looking for new ways to make the material come alive, and using more and more problem-based learning, Cadden says. He quotes Irish poet William Butler Yeats: Education is not the lling of a pail, but the lighting of a re.
tical models essential to an economists work, many of the underlying principles that Rafferty emphasizes to his students sound familiar outside
want to trade lower gas prices for potentially higher food prices? In his own research Rafferty is examining how executive compensation inuences how much and what quality of research and development a company engages in. What drives long-run growth is technological change, he says. R&D is essential to technological change, but is also a risky, long-term investment. The standard claim has been that executives tend to be riskaverse. So one question is: Can
MATTHEW RAFFERTY
professor of economics
RAFFERTY
the economics classroom. One of these principles, he says, is that every transaction has costsotherwise known as theres no free lunch. For instance, no one gets a really free college education. Someone, somewhere along the line is payingwhether its taxpayers, businesses or private benefactors. Another is the familiar law of unintended consequenceswith an economic twist. Rafferty says, Everyone is thinking about gas prices. Maybe we can keep gas prices down by increasing subsidies on ethanol, which is made from corn. But if we do that, then less corn is available for agricultural use, putting pressure on food prices. Do we
compensation packages be designed to encourage executives to undertake more and better quality R&D? Economics recently has been referred to as the imperial science, meaning that it invades every other discipline, Rafferty says. When students are analyzing executive how tax policy might be used to discourage pollution, or writing statements on monetary policy, economics shows them the constraints in the world and basic principles of human behavior, he adds.
matthew.rafferty@quinnipiac.edu
Whether students are analyzing prospects for long-term economic growth, examining the economic impact on a community of a new sports stadium, or looking at how economic factors may contribute to the ballooning of the average Americans waistline, Matthew Rafferty wants to make sure they learn how to think like economists. Since coming to Quinnipiac in 2000, the professor of economics has been teaching courses in macroeconomics, money and banking, economic history, and econometrics (developing and applying quantitative or statistical methods to the study of economic principles). While he makes full use of the charts, graphs and statis-
response to risk, guring out
faculty picks & pans
Getting it right
Faculty advice for companies trying to achieve organizational effectiveness in an increasingly complex world.
Controlling International Projects The experience of remote workers in the near future will be substantially different from the view of telecommuters from the 1980s and 90s. The wireless world means we can be connected anytime and anywhere; the iPod/iPhone revolution will lead to a single hand-held device that supports all business communication needs. Large central corporate offices will become expensive overhead. Richard Cross-cultural competence of a companys workforce is essential for a business to profit from the many market opportunities that exist in a diverse global economy. The capacities to view problems from multiple complex perspectives and to work effectively with persons from other cultures are crucial. A role for us as educators is to expose students to The global economy presents great opportunity for outsourcing project work to an increasingly specialized international workforce. To manage the
companies adopt an entrepreneurial perspective in their strategic thinking. This doesnt mean all companies need to be headed by entrepreneurs. Rather, it suggests that the qualities of entrepreneurship such as creativity, innovation, boundary-spanning, calculated risk-taking, etc. are vital to increasing organizational effectiveness. In essence, the willingness to adopt this mindset is increasingly viewed as a vital core competency for the modern organization. Dale Jasinski,
by David Cleland and Roland Gareis (McGraw-Hill Professional, 2006). Mary
Meixell, associate professor of management
McCarthy, professor of information systems management
professor of management
My advice for U.S. companies would be to hire, develop and nurture global managersthose who can function anywhere in the world, those who have an appreciation of the non-western world where 86 percent of the population lives, those who can learn and adapt readily, and those who have an openness to other cultures and languagesespecially languages like Hindi and Chinese. Two good books are: The 86 Percent Solution: How to Succeed in the Biggest Market Opportunity of the 21st Century by Vijay Mahajan and Kamini Banga (Wharton School Publishing, 2005) and The Fortune at the Bottom of the Pyramid by CK Prahalad (Wharton School Publishing, 2006). Ramesh Subramanian, professor of
different ideas and challenge debate in order to cultivate open-mindedness and complex thinking. Janice Ammons, professor
of accounting
Companies should use international interns. The process of seeking and hiring interns from other countries will give the company some direct exposure to foreign cultures of interest without much risk. This helps the company learn about a country and its markets while building a valuable personal network of former interns in that country's business community. Christopher Ball, assistant professor
complexities of the resulting virtual organization, I recommend both conventional project planning and control techniques, and emerging best practices for managing multinational teams and assessing special global project risks. A few well-regarded authors and titles on the subject are listed below, or try the PM Network magazine at www.pmi.org/Resources/pages/this month-in-pm-network.aspx. Project Management Best Practices: Achieving Global Excellence, by Harold Kerzner (Wiley, 2006). Global Project Management Handbook: Planning, Organizing and As the competitive environment continues to grow more complex, it is essential that
of economics
information systems management
22
For many small business managers who either have recently established their business, or are looking for market opportunities or even improved efficiency, the question usually arises of whether or not you should consider exporting or using foreign production. If you have thought about international activities, you have already taken the important step of recognizing the potential significance of an international strategy. Such a strategy may offer opportunities of increased markets, ideas and production efficiencies as well as the threat of increased competition. However, for many businesses, competition increases whether you stay only in your home market or go international. Eventually, you probably will get involved with the global market whether you want to or not. So, you might as well take some control of the situation by having a plan to explore your international options. There are a host of resources available to help. To highlight a few, consider Borderless Business: Managing the Far-Flung Enterprise by Clarence J. Mann and Klaus Gotz (Praeger Paperback, 2006), or Global Manifest Destiny: Growing Your Business in a Borderless Economy by John A. Caslione and Andrew R. Thomas (Kaplan Business, 2001). Important Internet resources include the U.S. Commerce Departments International Trade Administration, your state Department of Commerce, and the export.gov web siteall dedicated to helping you successfully export your products. Robert Engle, professor of
RESOURCES ON ORGANIZATIONAL EFFECTIVENESS

STUDIES IBM : In 2003, the IBM Institute for Business Value and the University of Marylands Robert H. Smith School of Business analyzed organizational effectiveness in state and local governments. The ndings, based on a survey of 400 state and local government managers, apply to all organizations. To view the 20-page report, go to www.ibm/bcs and search organizational effectiveness.
Grumpy Workers : A 2007 study by Rice University management professor

Jing Zhou found that the most dissatised workers are often a companys most creative problem-solvers. To view a summary of the article by the Houston Chronicle, go to www.chron.com and search Jing Zhou.
BLOGS Steve Roesler : An independent Philadelphia-based consultant writes a

well-respected blog on business organization, leadership and efciency. Go to
www.allthingsworkplace.com and search the archives by category for posts
on organizational effectiveness.
Shane Navratil : Zoomstart is a popular blog covering business and

motivation, and emphasizing the need to create good momentum. Go to
www.zoomstart.com and view the categories on leadership and productivity.
BOOKS Good to Great (2001), by Jim Collins: In this classic 300-page book, the author
and a team of researchers analyzed 11 Fortune 500 companies that sustained growth for 15 years. Then, they extrapolated the principles and methods shared by each company.
Built to Change (2006), by Lawler and Worley: As the title suggests, the 350page book examined successful companies to illustrate how businesses should establish a creative workplace that can sustain effectiveness and adaptability.
Six Disciplines for Excellence (2007), by Gary Harpst: The 300-page book
lays out a six-step approach to rebuild a business culture, from setting priorities and aligning workers with a vision, to creating a plan and reviewing results.
ADDITIONAL RESOURCES B-Net : A massive collection of articles about business management.

Go to www.bnet.com and search organizational effectiveness.
international business
Organizations are facing a contradictory dilemma: the need for change with stability. Organizations of all sizes need to innovate to meet the demands of the external market; however, they should preserve a sense of dependability and reliability in the internal working environment so that human resources feel supported and can be creative in their jobs.
Iowa: To see how one organization

has sought to improve its organizational effectiveness, view this collection of resources used by the University of Iowa,
www.uiowa.edu/hr/oe/
Rowena Ortiz-Walters, assistant professor of management
23
department announcement
Conversations over Coffee, meeting with our student clubs or providing opportunities for internships and jobs, Formica said. Formicas afliation with Quinnipiac began long before she joined the staff in August 2006. Several family members are Quinnipiac graduates, and her father coached the baseball team beginning in 1970. Quinnipiac has been a part of the fabric of my life since I was 3. For me, thats critical because I have to feel connected to the organization for which I am raising support. I believe in education
MELINDA FORMICA
and I believe in this school, she says. Formica has a bachelors in business administration from the University of Massachusetts-Amherst and a masters in communication with a concentration in business from the University of Hartford. Before coming to Quinnipiac, she was a major gifts ofcer at Cheshire Academy. Formica said the job suits her perfectly because she enjoys meeting people and appreciates the dynamism of business. Additionally, it gives her a chance to have an impact on education and on the business leaders of the future. We have a strong program and a goal of being among the best in the nation. Its a very bold plan, and were only going to get there with the help of our alumni, parents and businesses in the community, she says. But students are not the only beneciaries. When we become the best, all of our stakeholders benet, especially alumni. It increases the value of the degree and it increases the network, she said.
New director promotes alumni involvement

There are countless ways for alumni to have a big impact on the reputation and success of the School of Business | MEG BARONE
Melinda Formicas energy and zest for her role as director of development and alumni affairs for the School of Business brought her earlier this year to
In my experience, alumni dont usually know all the ways they can be involved at the business school to benet students, faculty, fellow alumni and themselves, she says. You can be an employment resource or mentor for students and graduates, share your expertise, support student scholarships, help fund capital projects or purchase the latest technology to support class work. Formica says some people harbor a misconception that gifts must be large. Yes, the projects we want to do require a lot of dollars, but every gift, regardless of size or type, means something. There is no gift too small. Every alumnus is important, and every alumnus can make a difference here, she said. Speaking to current students is vital to the program, she says. Alumni can lend their expertise in the classroom, participating in some of our programs whether it be the Deans Distinguished Speaker series or
to get our students placed in companies in the New York marketplace inspired me to do more. After meeting Melinda, and hearing her strategies and enthusiasm, I immediately rushed to help, Saia says. As the rst director of development and alumni affairs for the School of Business, Formicas goals are to provide opportunities for all alumni to contribute to the school, maintain or re-establish connections with other involved alumni and create a network between the school, its students, parents, graduates and successful businesses.
the Wall Street ofce of Chuck Saia 91, MBA 94, partner with Deloitte and Touche. During that visit, their exchange of ideas led to Saia hosting a New York City alumni reception in May 2007, at which 80 fellow School of Business alumni were able to connect. Formicas relationship with Saia also led to opportunities for current accounting students and a generous gift from him to foster business education. The passion Melinda is bringing
24
ac ec ent fin
department news
ACCOUNTING Assistant Professor Aamer Sheikh co-wrote a paper with Alexis Nisbett MS 07, who will start with Deloitte later this month. The paper, Accounting Scandals: Do Rules vs. Principles Matter? examines scandals reported inside and outside the U.S. between 200105. The paper is now under review at the Tennessee CPA Journal. ECONOMICS The Economics Department is pleased to host Peter Bod PhD, professor of economics at Corvinus University (Budapest, Hungary), head of the Economic Policy Department and director of Corporate Programs, former minister of Industry and Trade, former president of Hungarian National Bank, and former vice president of European Bank for Reconstruction and Development (London, UK). Bod will give a public lecture Oct. 22, The Economic Implications of EU Enlargement. ENTREPRENEURSHIP For the sixth year, students won in the You Belong in Connecticut business plan competition. This past spring, Robert Gaafar, an MBA student, won the graduate level-new personal business category for MediBudi, a social/medical online community that connects survivors, family members and friends affected by diseases, injuries and other medical conditions. Dan Love, a senior majoring in entrepreneurship, won the undergraduate-new personal business category for his company VIPTXT, that enables subscribers to receive text-messaging notification about events. Entries were supervised by Professor Dale Jasinski, management department chair. FINANCE The department is pleased to welcome Sean Reid to the faculty. Reid has a doctorate in finance from the University of Rhode Island and comes to Quinnipiac from Salisbury State University in Maryland. The inaugural financial education conference, Wall Street: From The Classroom to The Workplace, takes place on Nov. 2, 2007, at the New York Helmsley Hotel (see page 14). INTERNATIONAL BUSINESS Eight students co-authored papers that have been accepted for presentation at the Academy of International Business-Northeast Chapter in November 2007: Charles Bjernestad, Sofia Kyritsis, Stephanie Logan, Jennie MacDougall, Tara McRae, Juan Rodenas, Geoffrey Sawyer and Michelle Vasapoli. Professor Mohammad Elahee spent last year in Costa Rica, France, Bangladesh and Egypt, doing research and teaching. Professor Farid Sadrieh researched and taught in Madagascar. Returning with him is Professor Jeannot Ramiaramanana from Universit Catholique de Madagascar, who joined the faculty through the end of September. INFORMATION SYSTEMS MANAGEMENT The ISM department is pleased to announce that Professor Ramesh Subramanian has been awarded a Fulbright faculty scholarship. Subramanian received the Senior Researcher award (nine months duration), and will be hosted in India at the Indian Institute of Technology Madras, the foremost technology institution in India. His research will focus on: Internet Technology in Rural India: A Qualitative Study of Development, Deployment and Consequences. MANAGEMENT In August 2007, 13 students traveled to Leon, Nicaragua, to work with local firms to improve their business operations. The firms ran a broad gamut of operations from a bakery and funeral parlor to a financial lending institution. Students developed comprehensive business plans, which will be translated into Spanish for each business. A comprehensive follow-up is planned in which the benefits of students work for their clients is assessed. MARKETING/ADVERTISING Professor Brian Jones has been named the founding editor of the new Journal of Historical Research in Marketing, published by Emerald Publishing. The journal will have a strong Quinnipiac presence with marketing Professors Bill Keep and Blaine Branchik joining the editorial advisory board. For more information about the journal, check the web site of the Conference on Historical Analysis & Research in Marketing at www.emeraldinsight.com/ info/journals/jhrm.
School of Business applications for the 200708 academic year were up
18 35 31 31
Finance
compared with 2006.
The programs with the largest percentage increase in undergraduate applications compared to 2006 were:
International Business
414
compared with 393 in 2006 and 369 in 2005.
The number of freshmen and transfer students entering the School of Business is
25
ib ism mgt mkt
% %
Accounting
grad
IN WHAT WAYS HAS THE EMERGENCE OF THE
GLOBAL
ECONOMY
IMPACTED YOUR PROFESSIONAL FIELD
AND/OR COMPANY? HOW HAVE YOU RESPONDED?
views
The global a number of years, and the results have been very gratifying. EDWARD L. SCALONE, 1952
BUS More and more prod-
1930s40s
employers were put out of business by the global economy and foreign competition. I was laid off by both. I ended up working as a nance comptroller for municipalities. No foreign companies trying to buy them out, yet! RICHARD P.
SEMERARO, 1959 AC
ineffective. WILLIAM KOZAK JR.

1963 BUS The changes have
economy has affected the middle class or the ultimate consumer. Question: To whom does the ultimate consumer pass on the inevitable price increase? SIDNEY M. COMEN,
1938 BUS Globalization
resulted in most manufacturing being done offshore, especially China. I have imported for my R.I. distribution center in order to stay competitive. The home furnishing industry is in the throes of radical changes.
ALAN J. MILBAUER, 1965 MKT
ucts are being made in foreign (Pacic Rim) countries at a lesser price and good quality. Some are no longer available in the U.S. Like it or not, foreign countries are our suppliers!
CHRISTIAN D. HOOVER JR., 1954 BUS Being retired I do not
makes one realize that to be successful, it is not just the business on one continent that has to be considered and understood, but businesses across the globe and the myriad mentalities that affect decision making. AGNES M.
(ROONEY) NAGEL, 1942 BUS
1960s
I am retired from the IRS. When we undertook a civil or criminal examination of a company that had contacts outside the USAespecially for money laundering and other illegal activitieswe had to consider foreign resources. PETER J.
ABBAGNARO, 1960 AC My
1970s
I am retired, however,
the security and safety of the national populace is top priority, whether it be militarily or economically. We must be more prudent in safeguarding against imported goods as well as people who may be unsafe or tainted in some other way.
ROGER M. BUNDY, 1970 PER
feel any effect of globalization. Eventually I believe it will bring some better economies and health to Third World nations. Domestically we have to stay on top with good education to have more informed people in the global competition we are now facing. MARVIN COHEN,
1956 BUS No effect on my
Globalization will affect our professional workforce if more than 200,000 H-1B visas are
business, engraving cemetery stones, involves working on granite and marble. Marble statues, monuments and mausoleums use these media from Italy, India, Japan, Canada and Sweden. I enhance the material on location. CHARLES
J. SHABOO, 1960 BUS Sales
issued. We should develop our own professional workforce and give scholarships to bright students, rich or poor. MAXINE
B. (BRUST) GRAFF, 1945 AS
New markets have been explored and opened. PETER

A. KRILIVSKY, 1972 MKT I
profession. I served on the National Republican Congressional Committee advisory council in Washington, D.C. on matters affecting small business. I am a taxation and business consultant with extensive experience. RICHARD LEWONSKI, 1956 BUS Two of my
looked into other countries for real estate marketing and sales, such as the Dominican Republic, Panama, Jamaica and a host of others. WANDA (HUNTER)
CRAFT, 1974 CIS I am the
1950s
The global economy
has been in swing for some time. We in the investment area have directed clients to international, global investments and mutual funds for
are down for American productsespecially automobiles. The situation is so severe that advertising for American cars is
project manager for the construction of the Yale-New
AC Accounting EC Economics
ADV Advertising FIN Finance
AS Associates Degree
BMG Behavioral Management IB International Business
BUS Business Administration MKT Marketing
CIS Computer Information Systems PER Personnel Administration
HA Health Administration
MGT Management
26
Meghan Tully 05 is poised to experience the sweet smell of success. As a member of the global marketing team at Este Lauder, she helped launch the companys newest fragrance, Missoni acqua. The eau de toilette, which sells for $80 for 3.4 ounces in such stores as Neiman Marcus and in Missoni fashion boutiques worldwide, is reminiscent of just-watered owers, succulent fruit and refreshing sea air, Tully says. She works in Este Lauders New York City ofce on 58th and Fifth, following in the fragrant footsteps of her mother, Marie Tully, who spent years with Unilever, which later was acquired by Coty. Marie was instrumental in the launch of a new Faberg fragrance that debuted at highend department stores in connection with the Faberg in America exhibit at New Yorks Metropolitan Museum of Art in 1996. I remember they had a book signing on a day off from school, so I went. The book was written and signed by Archduke Dr. Geza von Habsburg, the curator. As I watched my mom throughout this project, I was very inspired and involved, she says. Marie Tullys career took the family all over the world. Along the way, mom and daughter developed a taste for traditional high tea with its dainty sandwiches and scones. They sampled high teas in cities including London and Paris and countries including Spain and Bermuda. But, there were no high tea offerings to be found in the Westchester area where they lived. Tully thought about lling that void. In her senior year, Tully went from tea connoisseur to tea entrepreneur when she wrote a plan for the schools annual business plan competition. She named her company Tullys Tea. Her proposal took second place honors and won her $2,000. The entrepreneurship and small business management major put the money aside, letting her tea idea steep while she gleans all she can from real world marketing professionals. The education she received at Quinnipiac and the skills she learned in class and in writing her plannotably how to be a productive member of a team and how to present an ideahave been especially helpful in her position with Este Lauder. I interact with the various departments including product and fragrance development, packaging, creative and new launch management to create and maintain the Missoni global marketing programs. I service the domestic and international markets on overall marketing strategies and handle requests that range from merchandising and national advertising to forecasted quantities, she explains. Tully was among the alumni who attended a May School of Business reception in New York City. I was happy to meet other alumni working here, and to see Professors (Kathleen) Simione and (Matt) OConnor, whom I hadnt seen since graduation. It was fun to catch up and hear about the business ing to see where their students are working. Tully is a big fan of networking. It allows me to expand my knowledge base on many types of businesses and build friendships. Recently, she expanded her network by joining the New York Junior League. Someday, Tully may pursue a masters in fragrance marketing or start up that high tea business. Right now, she is enjoying her scent-sational job.
GRAD PROFILE
MEGHAN TULLY 05
Brand Administrator Este Lauder
school today, and for them it was excit-
automotive parts manufacturer in Branford, where he was responsible for North American procurement. At Hamilton Sundstrand in Windsor Locks, Leahy worked as an integrated product development purchasing manager. Now, nearing retirement, he works part time at Hamilton as a supply chain management consultant through CDI Aerospace, a contracting rm, also in Windsor Locks. Leahy spoke to business students last year about his career in procurement. He recommended that they seek a job at a large company with a good training program. He also suggested students consider making a career of supply chain management, because thats where most of the money is spent. He encouraged students to pursue a CPM (certied purchasing manager) certication from the Institute for Supply Management. Leahy credits this for helping his career advance. A CPM is validation that you have the credentials to do your job, and its not easy to get. Candidates must pass four tests and renew their certication every ve years. The trend toward globalization in manufacturing has added to the interest and variety of a career in procurement. In spite of the fact that a In 1965, when Jim Leahy 64 began his career as a buyer at Sikorsky Aircraft, his role was basically just to place orders. But over the years, manufacturQUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS / FALL 2007
GRAD PROFILE
JIM LEAHY 64
Supply Chain Management Consultant Hamilton Sundstrand
sold is purchased materials, not labor. A small difference in the cost of materials has a huge impact on revenue. Leahys bachelors degree in marketing from Quinnipiac laid the foundation for his career. One of the best attributes for a buyer is to think on his or her feet and sell managers on ideas, which marketing people do when they try to sell you something, Leahy says. He began work as a procurement specialist at Sikorsky and participated in the companys training program in purchasing. At Perkin-Elmer in Norwalk, he oversaw national purchasing contracts for 13 years. Next came 10 years as director of purchasing at Echlin, an
company must achieve a 25 percent savings before considering off-shore sourcingshipping costs, overseas contract management and additional inventory are expensiveLeahy expects his profession to require more and more travel. If youre in procurement, youll have to travel, because we live in a world market, he says, adding that he has visited more than a dozen countries on business, including Israel, Brazil, Taiwan, Belgium, Germany and China. Leahy imparted one more piece of advice in the form of a question to guide students as they consider their options: Will you live to work or work to live?
ing businesses including Sikorsky have realized that to increase revenue, their buyers had to learn to do their jobs smarter and better. The process of simply placing orders became the art of negotiating better deals and securing competitive prices for parts, Leahy says. Salaries for chief procurement ofcers have skyrocketed, because good people can have a tremendous impact on the bottom line, he says, estimating that 80 percent of the cost of goods
28
Haven Cancer Hospital, a $480 million project, a building with structural components that come from around the globe. Not only will it be certied by LEED (Leadership in Energy and Environmental Design), but the entire interior millwork package is being constructed in Manitoba, Canada, delivered to the site and installed by a Connecticut rm. Meanwhile, the exterior terracotta panels are manufactured in Germany. The parts are then shipped to and assembled in Canada, and a company in Branford, Conn., will install them. The challenge lies in the coordination of all these different entities from different parts of the world. The process will have to be closely monitored. THOMAS J. ROCHE,
1977 EC
leader position. My teams are now based in the USA, India and South America serving Life Science Companies. KEVIN H.
MORGAN, 1984 MKT The
of challenges for me personally that included communication barriers with my peers who did not speak much English. More important, compensation rates were being driven down. I could see there was an opportunity on the sales and marketing side that was a better t for me. I knew I needed to retool my skills so I could move from the technical side to the sales side. The best way to do that was through more schooling,
so I went back and got my MBA. I have now been selling IT solutions for the past 10 years. DAVID TEDFORD, 1987
CIS The global economy has
grad views
impact of globalization on the IT industry has been signicant. When I started out as a programmer in the late 80s I could see the inux of foreign workers (H-1B visas) coming in and the outow of work going out (offshore programming). This posed a number
directly affected us with the increased cost of fuel, petroleum-based products (PVC) and metals. Our costs are skyrocketing due to manufacturers sending their products to the highest bidder (U.S. or abroad). We have had to increase our lead times for orders. We have
DISTINGUISH YOURSELF FROM YOUR PEERS.

THE QUINNIPIAC SCHOOL OF BUSINESS GRADUATE PROGRAMS.
Whats the best way for professionals to get ahead? At Quinnipiac University, we believe it starts by learning the latest skills and taking on new challenges. Our School of Business offers highly regarded programs that are taught by industry experts. We provide the skills you need to become more competitive and prepare you for greater opportunities. And, were among the select business schools in the country to have earned AACSB accreditation. Business programs: MS in Accounting MS in Computer Information Systems MBA programs: MBA/HCM (Healthcare Management) MBA/CFA (Chartered Financial Analyst) MBA/JD (Joint Degree in Business and Law)
1980s
As an interna-
tional purchasing marketing director, I have had the opportunity to conduct purchasing activity in Southeast Asia and Europe for more than 25 years. I have responded well personally and for the companies I have worked for. JOHN P.
HARNICK, 1981 MGT Working
Hamden, Connecticut
Learn more: www.quinnipiac.edu graduate@quinnipiac.edu 1-800-462-1944
as an international examiner for the IRS, I review global transactions on a daily basis. Because the global economy has expanded so rapidly, it has made my job, as well as that of Through tax planning, legitimate as well as illegitimate income that should be taxed in the U.S. often gets shifted to lower tax rate countries.
STEVEN J. LOPRESTO, 1983 AC
the IRS, much more difcult.
The information technology eld has undergone a transformation to a global village, and IBM has taken an industry
MGT Management
gradviews
also played the futures market to estimate future costs and determine potential product availability. GARY A. MOSKALUK,
1987 FIN
name a few. GEOFFREY D.

JACOBY, 2006 MKT Globalism
happen when the mid- and upper-level positions open up in our country due to current employees retiring, and there is nobody at home with the experience to perform them. Who will take over? This is the folly of American businesses too readily jumping into the largely untested waters of globalism.
SCOTT KALAPOS, 2006 MKT
long run. Regardless, the emergence of the global economy solidies the importance of many companies, especially mine, to be global. We need to be able to properly recruit for a company in Asia or Europe just as we do for a company based in the United States. The global economy serves as a serious opportunity for us, but also as a threat, in that we can lose much ground to competitors if we dont build ourselves up enough to properly serve our clients. BRIAN LAMENDOLA,
2006 IB The majority of the
has been very destructive to my professional development. As a recent college graduate with a degree in marketing, I have been very eager for the past two years to get started on my way toward building a successful career and life for myself. Having limited eld experience, I realize that I need to start
1990s
The global
economy has been around for a long time and it drives half of our companys business today. Having balance across geographic areas better positions the company in challenging market conditions, while also accelerating growth. From a personal perspective, I seized an opportunity to move to Asia with my family to be nancial controller of our Asia Pacic and Japan Advanced Services operation. It was a fantastic opportunity to expand the business in a multicultural, multilanguage environment, the fastest growing geography in the world. MARK SANTINO,
1991 CIS
Being an executive recruiter,
IT programmer functionality is outsourced to Indian resources. College hires are minimal.

MARY L. BARBER, 2007 CIS It
has allowed us to diversify our
cool beans
Alumni and parents, stay connected, get involved. Get to know our students in an informal setting with Conversations over Coffee. Contact Melinda Formica to set up your coffee break. melinda.formica@quinnipiac.edu tel 203-582-3735
portfolios while minimizing brokerage fees. CHRISTOPHER

(C.J.) BLASSICK, 2007 FIN As a
2000s
With the
yield curve being at, clients are renancing mortgages that were initially written as ARMS into xed-rate mortgages because long-term interest rates are predicted to rise steadily. Bank of America has been doing more xed mortgages! I have proactively reached out to my high net worth clients to lock rates.
EVANGELOS PERDIKOURIS, 2003 IB With the ever-present
new associate with Copernicus Marketing Consulting and Research in Wilton, Conn., Ive been assigned to a variety of accounts. Surprisingly, none of them are based in the U.S. One of our newer clients is a real estate development company based in Dubai named Sama Dubai. ( The people at Sama Dubai are those behind the Burj AL Arab 7 Star off the coast of
from the bottom up, and the way to do this would be to obtain an entry-level position in marketing. With companies doing whatever they can to cut costs, outsourcing has become a popular measure. This results in many of the entry-level jobs now being done overseas. In my opinion, globalism is doing anything but helping young professional Americans. What I do wonder, though, is what will
our business relies solely on other companies. The state of our company is directly related to their need or ability to have our search rm nd them a new executive. This is interesting in the sense that a rm that might desperately be in need of a new executive might not want to pony up the dough to have us nd one. In reality, their reluctance to do so very well could hurt them in the
Dubai.) To effectively service this account, weve partnered with a local rm in Dubai and have adjusted our schedules to meet the clients needs and expectations. RYAN W. MURPHY,
MBA 2007 MKT/MGT
oil crisis, my employer faces

huge challenges with the price of fuel to run the ferries to Nantucket and Marthas Vineyard and, meanwhile, offer competitive and reasonable ticket prices to our passengers. Tourism in general has taken a hard hit this summer due to the rise in fuel prices. It burdens consumers, autos, jets and local transportation to
MGT Management
30
Sylvia (DeRosa) Greene 84 thought grit and hard work alone would take her to the top of the business world. Eventually, she realized there would be a third ingredient required in her formula for success. I started college after high school, but I decided I didnt really need a degree, she said. At that age you always think you know more than your parents do. Greene began her career in banking and was a quick learner. I worked in every department, and as time went on, I found myself training all these young men coming right out of college who were making more money than I was, and moving on. Meanwhile, I was making peanuts and not getting promoted. She realized she wouldnt get ahead without a bachelors degree, and started taking evening classes at Quinnipiac in 1967. She recalls being exhausted after work, and then having to go to her second job as a student. She set a goal to graduate in 1984, and even crammed in ve courses the summer before. Exactly 20 years after her high school graduation, Greene earned her bachelors in business administration graduating magna cum laude, and was the commencement speaker for the continuing education students. Later, she established a scholarship at Quinnipiac for nontraditional students in honor of her parents. Greene left her job as a bank ofcer in 1979 to join her husband, David, as he expanded his business. The couple owns David Greene Associates, Inc. of North Haven, a marketing/communications rm that focuses on land use and site development projects. Her husband handles the creative work; she handles the business. Working with a spouse requires a strong marriage and good communication, she notes. My husband understands if Ive had a rough day, and vice versa. If he has had stress in the ofce, we try not to talk about work at home. If we have an imminent client problem looming though, it isnt unusual to brainstorm a solution at midnight. At rst it is a tough balance; eventually you gure it out. Their son, Shawn, a junior sociology major at Quinnipiac, also works for the company. Being self-employed has benets and drawbacks, Greene says. She rarely takes a sick day and never goes on vacation without her laptop, but her schedule is exible and she feels a special sense of pride and accomplishment working in the family-owned business. Greene serves as a mentor to undergraduate female business students at Quinnipiac. She urges them to be as prepared as possible when they leave college. Be competitive. Be willing to shift gears. If youre not amenable to change and learning as you go, you will have difculty making it, she says. One thing I dont think girls realize today is how different the workplace is ago. It was tough to make it in the banking world as a woman back then. Also, many females just had the choice of becoming a teacher or a nurse. Today, they can become the CEO or the CFO of a large corporation, but only if theyre prepared. They still have to work diligently, ght for recognition, be on guard, and avoid the normal traps of the business world.
GRAD PROFILE
SYLVIA GREENE 84
Co-owner David Greene Associates, Inc.
now compared with several decades
last word
SCHOOLS REPUTATION ATTRACTING MORE RECRUITERS TO CAMPUS

Competition is keen in corporate America to hire the best-qualied and most talented individuals, and more and more companies regard Quinnipiac as a valuable source to nd them. The strength and reputation of the School of Business are attracting greater numbers of business recruiters to campus, including those from high-powered, wellknown companies. A record number participated in last years Career Fair, according to Tom Horn, assistant dean of career development. Attendance at the fair jumped from 135 companies four years ago to more than 225 this past March. In addition to the Career Fair, we have companies coming for on-campus recruiting activities. Were booking them daily. It is recognition on the part of employers that talent really does exist here, Horn said. About ve years ago, most of those companies were local, but some business students want the opportunity to explore high-prole New York-based rms. This past year we successfully attracted them, said Gina DAlessio 07, who graduated with a degree in business management. She now works at Bear Stearns in Manhattan as a human relations analyst. Among those already scheduled for on-campus recruiting this fall are Blum
Shapiro, Bloomberg, Morgan Stanley, Ernst & Young, United Technologies, Deloitte & Touche, WB Mason and Price-
A2A
discount helping alumni business owners grow
As a business owner and Quinnipiac alumnus, you can market your services and grow your clientele by offering exclusive discounts to fellow alumni with our A2A (Alumnus to Alumnus) Discount program. The alumni businesses listed here are taking advantage of this opportunity. To view offers from the businesses below or to post a discount for your own business, visit www.quinnipiac.edu/A2Adiscount.xml For more information, contact Amy L. Rosen 90 at 203-582-8134. Also save at the Quinnipiac Bookstore, Long Wharf Theatre and Airport Corporate Parking around the country. Antonino Auto Group New London, CT Boppers DJs Orange, CT Connecticut Lighting Centers Hartford & Southington, CT Costanzo Clothiers Newington, CT Shannon Finney Photography Alexandria, VA Freedom Mortgage Co. Lake Tapps, WA Gofer Ice Cream Greenwich, CT Innovative Inflatables Simsbury, CT Jet Cleaners Cheshire & New Haven, CT KeeClean Management Inc. Woodbridge, CT Learning Dynamics Wallingford, CT LMP Photography & Design East Haven, CT Louis Gherlone Excavating Inc. Orange & West Haven, CT MarketCounsel Englewood, NJ Pascale & LaMorte, LLC Fairfield, CT Physical Therapy and Sports Medicine Centers Clinton, CT Popcorn-N-That, LLC Wexford, PA Psychotherapy Services of CT, LLC Vernon, CT RainSoft of Rhode Island Johnston, RI Restoration Lighting Gallery Hartford, CT Re/Max Branford, CT Silver City Candles Meriden, CT TEM Associates, Inc. Rocky Hill, CT Waddell and Reed Financial Advisors Hamden, CT Unlimited Potential North Haven, CT
waterhouseCoopers.
In developing curriculum for the School of Business, Dean Mark Thompson starts with the end productthe workplaceto identify the skills employers need, and shapes course work around those needs. This method has helped place students in pivotal roles at prestigious companies right after graduation, and in some cases even before. Evelyn Taylor, global organization development manager at Reed Elsevier and a member of the schools advisory board, favors Thompsons approach, which she describes as not so much about
providing an education for educations sake, but rather about preparing Quinnipiac students for the work world. Taylor said companies are more likely to hire people who can hit the ground running. Senior Mark Seeley, a business major from Fayetteville, N.Y., concentrating in marketing, says he feels prepared for the outside world. I can go into an interview for a job or internship saying Ive made a marketing plan [in class] working with a real client. Horn recalls an executive at Morgan Stanley in Purchase, N.Y., telling him that
the company was so impressed with a Quinnipiac student who interned there last summer that they asked the student to continue working there, even as he nishes his degree work. This years Career Fair takes place on Nov. 7. Companies interested in participating may contact Horn at 203-582-8773 or thomas.horn@quinnipiac.edu, or Jill Ferrall, assistant dean of career services, at 203-582-3655 or jill.ferrall@quinnipiac.edu.
32
contacts
ADMINISTRATORS
Mark A. Thompson DeanSchool of Business 203-582-8914 mark.thompson@quinnipiac.edu Charles M. Brooks Associate DeanSchool of Business 203-582-8333 charles.brooks@quinnipiac.edu Thomas W. Horn Assistant DeanCareer Development 203-582-8773 thomas.horn@quinnipiac.edu Jill A. Ferrall 94, MAT 96 Assistant DeanCareer Services 203-582-3655 jill.ferrall@quinnipiac.edu Jennifer Driscoll Assistant DeanAcademic Services 203-582-8249 jennifer.driscoll2@quinnipiac.edu Melinda Formica Director of Development & Alumni AffairsSchool of Business 203-582-3735 melinda.formica@quinnipiac.edu Kevin B. Taylor MBA Director 203-582-3676 kevin.taylor@quinnipiac.edu Leslie C. Hunter SecretaryDean, School of Business 203-582-5337 leslie.hunter@quinnipiac.edu
ADVISORY BOARD
William Platt 78Chair National Director of Accounting Consultation and SEC Reporting Deloitte & Touche LLP John C. Abella 83 Senior Vice President CIT Systems Leasing Constance Cranos President Acacia Precision Equity Enhancement David Director 81 President Connecticut Lighting Centers Bruce Dumelin 71 CFO (retired) Bank of America Foundation James Falco 77 Vice President Finance/CFO Mattingly Baseball Franco Ferrucci 91 Vice President Finance and Administration F&F Mechanical Enterprises Inc. Mike Geary Food Broker (retired) Advantage Pezro Terry Goodwin 67 Director Equity Trading (retired) Goldman Sachs Asset Management James Greco CEO Brueggers Enterprises, Inc. M.S. Koly President Venkol Inc. Richard Leveroni 88 Senior Vice President Construction Division Aon Risk Services, Inc. Gerald R. Longobardi 92 President Longobardi Company Joseph Natarelli 86 Managing Director and President New England practice UHY Advisors Joseph Onorato 71 CFO (retired) Echlin Inc. John Preis 77 President & CEO YMCA Retirement Fund David L. Reynolds 79, CPA, CFE Principal Konowitz, Kahn & Company PC Evelyn Taylor Global Organisation Development Manager Reed Elsevier Les Trachtman Principal The Trachtman Group, LLC Tom Wilkinson, CBSE, MBA 98 President Advantage Maintenance, Inc. Woodbridge Properties, LLC Advantage Fitness Equipment Repair
DEPARTMENT CHAIRS
Janice Ammons Accounting 203-582-8310 janice.ammons@quinnipiac.edu Dale Jasinski Management 203-582-3388 dale.jasinski@quinnipiac.edu Donn Johnson Economics 203-582-8576 donn.johnson@quinnipiac.edu Chad Nehrt International Business 203-582-8303 chad.nehrt@quinnipiac.edu Matthew L. OConnor Finance 203-582-8297 matthew.oconnor@quinnipiac.edu Abhik Roy Marketing/Advertising 203-582-8465 abhik.roy@quinnipiac.edu Bruce A. White Information Systems Management 203-582-3386 bruce.white@quinnipiac.edu
STUDENT MEMBERS
Lindsay Martineau Senior Advertising Major Christopher Rich Sophomore Entrepreneurship Major Jonathan Wolff Junior Economics Major
after hours, golf, etc.
alumni events
SA
November 10, 2007
TH
April 24, 2008
Business School Alumni Pregame Reception & Mens Hockey vs. St. Lawrence University 5 p.m. reception, 7 p.m. game TD Banknorth Sports Center, York Hill Campus Cost: $25 for game & reception $15 for reception only
6th annual Business Leader Hall of Fame 69 p.m. Recreation Center, Mount Carmel Campus
April 25, 2008
Business Leadership Forum 8 a.m.3 p.m. Recreation Center, Mount Carmel Campus
SU TH
December 16, 2007
July 21, 2008
November 1, 2007
Business Alumni Reception 68 p.m. The New York Helmsley Hotel 212 E. 42nd Street, Manhattan Cost: $15
Quinnipiac vs. UConn Mens Basketball Game and Reception 2 p.m. (tentative, based on TV schedule) Hartford Civic Center, Hartford Cost: $125 per person
Alumni Championship Golf Tournament Save the date!
FSU
February 2224, 2008
November 2, 2007
Wall Street: From the Classroom to the Workplace A conference for nance faculty, students & professionals 8 a.m.3:15 p.m. The New York Helmsley Hotel 212 E. 42nd Street, Manhattan Cost: $40$150 Contact: 203-582-5337
Winter Carnival Reunion All alumni welcome, especially those with a milestone reunion: 50 years (1956, 57 & 58) 25 years (1981, 82 & 83) 10 years (1996, 97 & 98) Details: www.quinnipiac.edu/reunion.xml
For updates or to register for these events, please visit www.quinnipiac.edu/events.xml , or call the Ofce of Development & Alumni Affairs toll-free at 877-582-1929.
SAVE THE DATES

6 TH ANNUAL BUSINESS LEADER HALL OF FAME
Thursday, April 24, 2008 69 p.m. Recreation Center Mount Carmel Campus
sponsored by Connecticut Lighting
School of Business 275 Mount Carmel Ave. Hamden, CT 06518-1908

CHANGE SERVICE REQUESTED
Nonprot Org. U.S. Postage

PAID
Burlington, VT Permit No. 151
BUSINESS LEADERSHIP FORUM Friday, April 25, 2008 8 a.m3 p.m. Recreation Center Mount Carmel Campus
sponsored by RSM McGladrey & Pullen

Organizational Effectiveness

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business

Business Runs Hot/Cold for These Entrepreneurs

SB101: The Business Environment

Travel Agents Say Service Helps Them Weather High-tech Storm

ences, Ursini says.

Organizational Effectiveness: Simple Goal, Complex Execution

Business Runs Hot /Cold for These Entrepreneurs pg. 10

Travel Agents Say Service Helps Them Weather High-tech Storm

22 Faculty Picks & Pans

26 Grad Views & Profiles

ibc Get in Touch

You are making a difference!

QUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS / FALL 2007 3

Organizational simple goal,

MARK A. THOMPSON, DEAN, QUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS

Attitude and alignment

because by nature, the why question is

Visionyours, mine, ours

Changing bad momentum into good

Responding to the market from strength

Outsourcing131 years & counting

mentalized instruction in the various core componentsmanagement, accounting, nance and

QUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS / FALL 2007 9

one else is your competitor, Sares said.

hot/cold for these entrepreneurs

Ice cream with a twist

lion in annual sales.

The sweet and the sour

provides classic lesson to advertising students

stepping stone for my future and notes

Conference offers insight on Wall Street careers

another group of market experts for a series of concurrent seminars:

To register for this event, visit www.quinnipiac.edu/ events.xml

Advisory board provides real-world perspective

curriculum. If the school is thinking about

Travel agents say service helps them

INTERNATIONAL TRAVELERS ARE AGENTS CHALLENGE

she likes to tell of one company whose

Quinnipiac professors bring the world into the classroom

assistant professor of information systems management

response to risk, guring out

faculty picks & pans

by David Cleland and Roland Gareis (McGraw-Hill Professional, 2006). Mary

Meixell, associate professor of management

McCarthy, professor of information systems management

information systems management

RESOURCES ON ORGANIZATIONAL EFFECTIVENESS

Grumpy Workers : A 2007 study by Rice University management professor

BLOGS Steve Roesler : An independent Philadelphia-based consultant writes a

Shane Navratil : Zoomstart is a popular blog covering business and

ADDITIONAL RESOURCES B-Net : A massive collection of articles about business management.

Iowa: To see how one organization

Rowena Ortiz-Walters, assistant professor of management

New director promotes alumni involvement

School of Business applications for the 200708 academic year were up

compared with 2006.

QUINNIPIAC UNIVERSITY SCHOOL OF BUSINESS / FALL 2007

ib ism mgt mkt

IN WHAT WAYS HAS THE EMERGENCE OF THE

IMPACTED YOUR PROFESSIONAL FIELD

AND/OR COMPANY? HOW HAVE YOU RESPONDED?

ineffective. WILLIAM KOZAK JR.

New markets have been explored and opened. PETER