UACB-145/Progress Interior W03 - Eller College of Management ...

WINTER 2003
PROGRESS
Eller College of Business and Public Administration
▼
▼
ELLER PARTNERS IN EXCELLENCE

Eller
▼
Excellence
In 2003 the Eller College of Business
and Public Administration achieved:
■ 4th in Management Information
Systems (U.S. News & World Report,
Best Business Schools, 2003)
sustaining top-5 status, alongside MIT
and Carnegie Mellon only, since
rankings inception
■ 14th in graduate, 11th in undergraduate
Entrepreneurship programs
(U.S. News & World Report, Best
Graduate Schools and Best Colleges,
2003) advancing at both each year
since 1996
■ 21st among all U.S. undergraduate
business programs;14th in undergraduate
business programs at
public universities (U.S. News &
World Report, Best Colleges, 2003)
■ 23rd among public universities
(U.S. News &World Report, Best
Graduate Schools, 2003)
■ Top-50 MBA programs (U.S. News &
World Report, Best Graduate Schools,
2003)
■ 45th among top-50 business schools
in return on investment; years to
payback: 3.0 (Forbes, 2003)
Recognition for Disciplines:
■ Top 30 U.S. management schools in
research productivity
■ 14th in Information Systems
■ 21st in Organizational Behavior
■ 24th in Accounting
■ 25th in Economics and in
Management Science
■ 28th in Marketing
“Business Research in Eight
Disciplines,” by Roy D. Adler and
Larry M. Robinson. Among 22 out of
51 schools surveyed to rank in the top
30 in 6 disciplines based on number
of citations achieved by full-time
faculty members
Other Honors:
■ Dan Dhaliwal, Accounting, will be
named Outstanding Educator of the
Year at the American Accounting
Association annual meeting, 2004
■ The Economic & Business Research
Program received the Excellence in
Publications Award from the
Association for University Economic
and Business Research, October 2003
■ The “Mr. Rootbeer” entrepreneurship
program student team took 1st
Place in the business division,
UA Graduate & Professional Students
Showcase, November 2003
Dean:
Mark Zupan
Associate Director of Advancement:
John-Paul Roczniak
Publications Coordinator:
Marsha Dean
Editor:
Carol C. Shuherk
Editorial Assistant:
Edie Trimble
Design and Production:
TBRich Design
© 2003 Arizona Board of Regents

PROGRESS
▼
Page 10
Winter 2003
FEATURES
▼
Eller Partners
in Excellence
The People Behind an
Extraordinary Year of Giving
The Zupan Years
Skating to
Where the Puck Will Be
50 Years of
MBA Achievement
The Eller School Celebrates
Six of Its Finest
Eller College of Business
and Public Administration
8
10
12
Academic Departments
School of Public Administration and Policy
Department of Accounting
Department of Economics
Department of Finance
Department of Management Information Systems
Department of Management and Policy
Department of Marketing
Research Centers
Center for the Management of Information
Economic and Business Research Program
Economic Science Laboratory
Karl Eller Center
Page 14
Page 18
Page 14
Page 8
Page 12
Cover:
Eller Partners in Excellence (page 8)
Page 4
Page 18
Page 4
DEPARTMENTS
▼
FROM THE DEAN
Good to Great
BRIEFINGS
Dean Search
Berger Student Leadership Center
Soldwedel Graduate Lounge
Strategic Plan 2003-2004
MBA Associate Dean
AACSB Accreditation
New Faculty 2003
INNOVATION
Digging for Truth in Negotiation
Taking a Walk on Wall Street
CONNECTIONS
Technology Transfer:
Out of the Laboratory and
Into the Marketplace
GATHERINGS
2
4
14
16
18
Technology & Management Awards ’02
Executive of the Year ’03
ALUMNI NOTES &PROFILES
Rios on the Edge at Intel
Miranda Builds Community
19
Eller College of Business and Public Administration
The University of Arizona
Tucson, Arizona
Web: www.eller.arizona.edu
Email: progress@eller.arizona.edu

▼FROM THE DEAN
2
Good to Great
▼
In his 2001 best-seller, Good to Great, Jim Collins looked at all
companies publicly traded for the last 50 years to find those
who transitioned from “good” to a sustained period of “greatness.”
“Great” was defined two ways: beating the overall market by at
least 3:1, and significantly beating rival firms in one’s industry.
Only eleven passed both tests. In examining the eleven, Collins
found four characteristics that I think apply to all organizations,
including the Eller College. As one whose honor it’s been to serve as
Dean for seven years, I’d like to use my final letter to say why.
▼
Getting the
Right People on the Bus
The importance of getting the right
people on board and in the right
seats is manifest at Eller. The profile
of our full-time MBA classes has
improved dramatically since 1995—an
increase of 50+ points in average GMAT
scores and a near doubling of work experience.
Undergraduate students admitted
to Professional Admissions reflect similar
increases in GPA and communication
skill since we adopted the first admissions
interview requirement in the country.
This year we became an early mover
among public business schools in implementing
differential undergraduate
tuition, a critical initiative for funding
future growth in which our students
played a vital, vocal role. I am particularly
proud that thanks in part to their efforts,
we are profiling eight new faculty in this
edition of Progress.
Beyond the walls of McClelland Hall,
the caliber of our alumni and friends
shows in the status of our $100 million
Campaign for the New Century. Their
gifts and commitments stand at $88
million, an achievement surpassed by
just six of our peers. This support has
established 7 new endowed chairs this
year and makes the goal of 7 more by
2007 attainable. In the past six months,
the generous support of longstanding
friends has meant state-of-the-art meeting
spaces for undergraduates and a tripling
of scholarships for MBAs. And our
overall alumni participation has more
than doubled in the past seven years.
Commitment to
Continuous Improvement
Collins notes that senior managers
at companies successfully transitioning
from good to great had both
personal humility and a passion for
improving: they accepted blame when
things went wrong and credited others
with success. The not-great firms were led
by people good at taking credit and quick
to place blame.
At Eller, I
have seen a
passion for
institution
building, a
penchant
for trend
setting,
and a
talent for
letting others
shine. We
were among
the first to
establish entrepreneurship
and MIS
programs. Led
by Gary Libecap,
our McGuire
Entrepreneur Program
ratings keep
rising, to the #11 spot
nationally this year.
Along the way, over 150
graduates have converted
their dreams to start-ups.
In 2002 all eight business plans showcased
in national competitions finished
in the top three, and Program faculty
are playing central roles in tech transfer
throughout Southern Arizona. Our MIS
department is one of three to place in the
top five each year since the inception of
the U.S. News & World Report rankings, a
credit to the vision of founder Jay
Nunamaker and the superior scholars the
MIS faculty continue to attract. Our
Finance department, with one of the
smallest faculties, is among the University’s
largest majors and consistently leads
new course introductions in the College,
“Distinguished
senior faculty across
our seven academic units
continue to write and teach and serve
their professions with an energy
belying their years.
Throughout McClelland Hall,
staff members...
keep giving their best every day.”
including a portfolio management
class with real word investments and a
financial institutions course taught on
Wall Street. Department head Chris
Lamoureux fuels innovation by developing
new courses himself, before handing
them to his faculty to hone. Overall,
Eller faculty bring in more research
dollars than those of any other business
school, roughly $7 million in 2002.
They epitomize an ethic for work at
the cutting edge.
Comparative Advantage
C
ollins
notes that companies making
the successful transition from good
to great figured out what they do
better than anyone else and then executed
their advantage.
I see parallels at Eller. As at most business
schools, our MBA Program is critical
to our success. We capitalize on small size
to emphasize community and personalization
from admissions, through academics,
to placement. This year we’re
undertaking major program reviews. At
the same time, we are particularly blessed
to have a high-quality
Undergraduate Program
with energetic leadership
and an alumni base
both widely successful
and uncommonly willing
to help. Already
among the nation’s top
25, and with its graduates
ranked top 15
in market value, our
Undergraduate Program
is a distinct competitive
advantage. We also have
a natural advantage in
public administration
and policy, where our faculty group’s tradition
of scholarship and attraction to
real-world problems allows us to emphasize
public management and social
responsibility more meaningfully than
most other business schools.
Sustained Effort
C
ollins’
final characteristic looks at
the time required to achieve true
greatness. His great companies
found a way to escape the tyranny of
the quarterly report in order to invest
in their future.
I am humbled, knowing that the
accomplishments of the past seven years
would not have happened without the
sustained effort of those who came before
me and continue to give today. Karl and
Stevie Eller have been giving for over 20
years, roughly $30 million to date. The
Berger Foundation has given every year
since the 1980s, nearly $10 million in
total. The McClelland family made possible
the space within which we work and
most recently provided funding for 7
endowed professorships. My predecessor,
Ken Smith, began building a world-class
community of scholars in 1982. He established
the National Board of Advisors in
1983; 20 of the original 40 members
remain. Distinguished senior faculty
across our seven academic units continue
to write and teach and serve their professions
with an energy belying their years.
Throughout McClelland Hall, staff members
who have devoted their working
lives to the College keep giving their best
every day. This marvelous history and
rich community of faculty, students, and
staff have made my time here deeply
satisfying and enabled us to together
achieve some wonderful goals.
I say farewell with a full heart and
complete confidence that Eller’s future
looks great.
Mark Zupan
Dean
Photo: Thomas Veneklasen
3

▼BRIEFINGS
▼
The search is on...
The search for the next Eller Dean is
underway, as the College seeks continuing
leadership of the enterprise
and innovation that distinguish our
departments and programs. It is a
momentous time, as we near the goals of
our capital campaign and continue to rise
in stature. With Dean Zupan’s December
departure nearing, plans are in place to
move quickly on a national search and
ensure ongoing progress.
A University-appointed committee,
headed by UA College of Engineering
Dean Tom Peterson and including faculty,
staff, students and National Board of
Advisors members, began its work in
September, assisted by the national search
firm A.T. Kearney. A genuine friend of the
College, Dean Peterson has nurtured partnerships
between Eller and Engineering
faculty in research and curriculum development
and co-sponsors the annual
Technology and Management Awards
Luncheon. The committee will welcome
input and assistance from all Eller stakeholders
throughout the search, and aims
to conclude by August, 2004.
Distinguished Professor of Economics
and former Dean Ken Smith will
serve as Interim Dean, from January 1
until the successful conclusion of the
search. As a senior
faculty member, former
Dean, and member
of the National
Board of Advisors,
Smith brings a
wealth of College
knowledge, involvement
with strategic
initiatives and experience
with external
Former Dean Ken Smith constituents. He and
Dean Zupan are collaborating to ensure
a smooth transition.
4
Photo: Thomas Veneklasen
▼
Undergrad Leaders Dedicate New Home
How do you achieve continuous
improvement in an organization?
Management experts say you continuously
involve the people who are the
organization. At the Eller College, 26
professional associations involve 2,000
undergraduate business students in
leadership activities ranging from career
development to community service.
In April 2003, they acquired a new,
state-of-the-art home in McClelland Hall,
gift of the H.N. and Frances C. Berger
Foundation aptly christened Berger
Student Leadership Center.
The Center is a communication and
planning hub for association activities,
providing meeting space and technological
support for promotions, web development,
training and daily business needs.
The Center supports each of the 26
groups making contributions inside the
College and beyond, including: Eller
Students, staff and donors celebrate the Berger
Student Leadership Center grand opening.
Ambassadors, involved in recruiting
new students from throughout the nation;
Alpha Kappa Psi, bringing business
executives and students together on
campus; and Eller Scholars, sponsoring
community service.
▼
Soldwedels Make Room for Grad Students
They’ve done it again. The family whose ties to
the University of Arizona are long and deep, and
who’ve given back in so many different ways, have
made another improvement to life on campus. The
Soldwedel Family Graduate Student Center, dedicated
April, 2003, offers a comfortable and well-lit space
for reading, group meetings, picking up mail and getting
online for 300 Eller MBAs, Masters and Ph.D. students.
Standing amid MBAs and masters students celebrating
their new digs, family patriarch Don Soldwedel
responded to a query about why he gives.
“Many people believe that a relatively lowlevel
gift, like the one that remodeled this
3-room suite, is hardly worth giving. But my
family, and our company, Western Newspapers,
think that creating a private space for
graduate students to meet and study, makes a
real difference to them while they’re here. A
lesson I learned a long time ago is that no gift
is too small!”
Joe and Don Soldwedel with Dean Zupan
at the Center’s dedication
Building consensus while charting
the future, Vice Dean Stephen
Gilliland led Eller’s first joint
planning process to a successful
conclusion with the December 2002
ratification of the Strategic Plan 2003-
2007. A committee of faculty, staff, students
and National Board of Advi-sors
members labored six months, benchmarking,
data crunching and vetting
the developing plan in public forums
around the College. The result is both
lofty in aspiration and practical in execution.
To see the Plan in detail, visit
www.eller.arizona.edu.
▼
▼
Strategic Plan 2003-2007
Eller Vision
W
e aspire to be a top 5 public
school of management. We will
achieve our vision by leveraging our
ability to identify and develop emerging
areas of significance, as we have in
entrepreneurship and information
technology, and will add social responsibility
to these distinctions.
Eller Mission
▼
New Associate Dean Takes Charge
Elrie LaBrent (Brent) Chrite took the
helm at the Eller Graduate School of
Management in August, bringing to
a successful close the two-year search to
fill the Associate Dean and MBA Program
Director seat. Distinguished among a field
of strong candidates by the quickness and
clarity with which he saw our critical
challenges, he’s now fully engaged in
tackling them. In his first 90 days he has
narrowed the range of MBA initiatives
and focused attention on a comprehensive
review of full time and working professionals
curriculums.
A Michigan native, and graduate of
both the University of Michigan (Ph.D.,
Higher Education) and Michigan State
(BA, Community Health Services), Brent
W
e will make our vision manifest
through systematic integration of
our core endeavors to:
Discover—Educate—Serve—Inspire
5-Year Goals
■ Build intellectual base: increase
retention and add 20 distinguished
faculty.
■ Achieve academic excellence:
improve student and learning quality,
and stakeholder satisfaction.
■ Model community involvement:
create socioeconomic benefit and
facilitate technology transfer.
■ Enhance reputation: raise awareness
among stakeholders, peers and the
general public.
■ Strengthen resource base: increase
annual operating budget by $10
million.
also holds an MS in Health Care Administration,
Finance, from the University of
Missouri. He comes to the Eller School
after ten years of leadership in overseas
initiatives at the
University of
Michigan, most
recently as Managing
Director of the
Business School’s
William Davidson
Institute, the
internationally
acclaimed center
Associate Dean Chrite
Photo: Thomas Veneklasen
for international
business education, research and
outreach.
AACSB: YES
▼
on Re-Accreditation
Afunding commitment from
University Provost George Davis
made all the difference in re-accreditation
by the American Association of
Collegiate Schools of Business for a college
strong on quality research and academic
programs but dangerously low on
faculty. Deans from the Universities of
Washington, Colorado and Wisconsin
voted “yes,” concluding the peer review
conducted every five years for all AACSB
schools, after receiving assurance that faculty
levels would not be allowed to fall
below the critical mass required to serve
the College’s mission. Provost Davis
agreed to support 3-4 new faculty positions
each year for the next three years,
and to a similar commitment beyond
that, preserving the ratio of students to
full time faculty required by the AACSB.
The review team lauded Eller’s strategic
planning, faculty strength, undergraduate
innovations, and enterprise reflected
in the fund-raising success of its research
centers. They also noted the severity of
our competitive pressure and emphasized
the need for state and university leadership
to increase funding and allow the
College flexibility to act entrepreneurially,
using the funds it generates to fulfill its
vision.
Topping their recommendations:
increase faculty by 20-25 and raise
salaries to competitive levels, underwriting
the cost by pricing the MBA program
at market levels and negotiating vigorously
to keep tuition revenues for growth
and improvements.
5

▼BRIEFINGS
We’re Pleased to Announce...New Faculty 2003
▼
Daniel A. Ackerberg
Associate Professor of Economics
Ph.D., Yale University, 1997
Dr. Ackerberg’s research
focus is industrial organization
and applied econometrics
and his work appears
in leading journals such as
RAND Journal of Economics,
Journal of Political Economy and
International Economic Review.
He is Associate Editor, International
Journal of Industrial
Organization. He is also a gifted
teacher, recipient of
distinguished
teaching awards
from Boston
University and
UCLA.
Martin Dufwenberg
Professor of Economics
Ph.D., Uppsala University,
1995
D
r.
Dufwenberg’s internationally
known research
uses game theory and
experimental methods to
examine strategic interaction
and behavioral economic
issues. His articles appear in
scholarly journals including
Econometrica, Economic Journal,
Journal of Economic Behavior
and Organization and International
Journal of Industrial
Organization. He is
the 2002 recipient
of the Alexander
von Humboldt
Foundation’s
Friedrich
Wilhelm
Bessel
Research
Award.
Miguel Angel Quiñones
Associate Professor
of Management & Policy
Ph.D., Michigan State
University, 1993
D
r.
Quiñones has been
recognized for excellence
in both teaching and
research. He is a three time
recipient of Rice University’s
George R. Brown Award for
Superior Teaching, in 2000,
2001 and 2003, and was
ranked #10 most published
author in the 1990s in The
Industrial and Organizational
Psychologist, for work published
in the
Journal of Applied
Psychology and
Personnel Psychology.
He is coauthor
of
Training for
a Rapidly
Changing
Workplace:
Applications
of Psychological
Research,
1997.
Aleksander P.J. Ellis
Assistant Professor
of Management & Policy
Ph.D., Michigan State
University, 2002
D
r.
Ellis’ research focuses
on team effectiveness,
stress, impression
management, and training.
He has published in a number
of journals, including
The Journal of Applied Psychology,
Organizational
Behavior and Human Decision
Processes, and The Journal
of Applied Social
Psychology. His
undergraduate
students rated his
teaching among the
top 10% of
Eli Broad
College of
Business
faculty at
Michigan
State
University.
He
has applied
his expertise
consulting for
organizations
including
Pharmacia,
Dow Chemical
and the
City of Ann
Arbor.
Kathleen M. Kahle
Associate Professor of Finance
Ph.D., Ohio State University,
1996
Dr. Kahle’s research interests
include corporate
finance, capital structure,
securities issues, repurchases
and insider trading. She was
a 2001 recipient of the William
F. Sharpe Award for Scholarship
in Financial Research and
a co-author that year of Best
Paper in Journal
of Financial and
Quantitative
Analysis.
Also in 2001-
2002, she was
a visiting
economist
at the U.S.
Securities
and Exchange
Commission.
William F. Maxwell
Assistant Professor of Finance
Ph.D., George Washington
University, 1998
Dr. Maxwell’s research
focuses on corporate bond
markets. His work on the
agency conflict between stockholders
and bondholders as it
relates to spin-offs and repurchases
and on the long-run
stock performance of firms
increasing R&D, is published
in Journal of Finance. He is coeditor
and contributing
author to High
Yield Bonds: Market
Structure, Portfolio
Management, and
Credit Risk
Modeling,
1999. In
2002 he
received
Texas Tech’s
Alumni
Association
New Faculty
Award,
bestowed
annually on its
Business School’s
outstanding
Assistant Professor,
for teaching
and research.
Narayan Janakirman
Assistant Professor of Marketing
Ph.D., The Wharton School,
University of Pennsylvania,
2003
Dr. Janakiraman’s dissertation,
The Psychology of
Consumer Time Budgeting,
explores how people make
recurring decisions requiring
choices among options that
pose tradeoffs between time
and reward under fixed time
constraints. His other research
interests include the psychology
of donation
behavior and the
role of satisfaction
in consideration
sets. Prior to
beginning his
doctoral studies,
he was a
Product
Manager,
Fragrances,
for Dragoco
India and
Senior
Research
Executive for
Gallup India,
where he was a
two-time recipient
of the All
India Researcher
Award.
Jesper
Holmgaard Nielsen
Assistant Professor of
Marketing
Ph.D., University of North
Carolina at Chapel Hill,
2003
Dr. Nielsen’s primary
research interest is in
low-involvement and
unintended processing of
marketing stimuli. His
dissertation investigates
automatic responses to
advertising headlines
and slogans
in a newspaper
environment,
specifically,
the effects
of differing
attentioneliciting
strategies on
readers not
directly
attending
to the ad in
question. Dr.
Nielsen is a
highly rated
teacher of
Marketing
Principles
and Research.
His business
experience
includes
marketing
management
and
sales in
the software
and
automotive industries.
Photos: Thomas Veneklasen
6
7

FEATURE
Eller Partners in Excellence
▼
hat does it take to build excellence in a $30 million enterprise, when “direct
sales” account for just 50% of the budget and the cost of “manufacturing” rises
4% per year? For Eller, it requires the merging of public and private resources, and a
legion of givers with a passion to build.
2003has been a watershed
year for the College,
when the extraordinary
efforts of public
figures, university leaders, alumni,
friends and students made common
cause. The result: $10 million in new
commitments over 2002, with 75% in
endowment funds or tuition increases,
yielding revenues into the future. This
will mean expanding the faculty, attracting
top scholars, increasing financial aid,
enhancing facilities and forging crosscollege
collaborations. But behind the
numbers and new opportunities, the real
story is one of people—people with a
view of the world larger than themselves,
and a desire to make things better.
At a time when enrollments are at
record highs, the current market for faculty
was never tighter. Since the mid-90s
the number of new Finance and MIS
Ph.D.s has declined by 25%; new doctorates
in Marketing, Accounting and
Management are stagnant. The result:
supply and demand at work. And increasing
faculty size and stature means competing
with private universities, where
tuition may be ten times Arizona’s. To
meet the challenge, a remarkable group
of self-made people stepped forward with
gifts to lengthen our roster of scholars and
attract the finest students.
8
Bruce Halle founded Discount Tire
with six tires and some miscellaneous
parts in an otherwise empty storefront
in Ann Arbor in 1960, four years after
graduating from Eastern Michigan
University. He relocated the company to
Phoenix in 1970, after his wife fell in love
with the desert on a 3-day vacation. By
2001 he had built his company into the
biggest independent tire retailer in the
world, with over a billion in annual sales.
Famous for its customer service—
Discount Tire fixes flats for free whether
or not they sold the tire—the company is
also known for a professional look and
feel uncommon in tire stores. Long-time
supporters of health care, child development,
the arts, and education, Bruce
and his wife Diane’s gift of $2.5 million
endows the Bruce and Diane Halle
Endowed Leadership Chair and Halle
Leadership Professors in Marketing and
in Management.
J
im
Muzzy is a co-founder and managing
partner of Newport Beach based
Pacific Investment Management, or
PIMCO, now the largest bond fund company
in the world. PIMCO serves over
1,600 institutional clients including charities,
foundations, and a third of the
nation’s 200 largest corporations. Born to
a Wildcat family—his father and stepmother
attended the UA, as did his wife
Pam—he holds two UA degrees, a BS in
Finance, ’58, and an MBA, ’63. The
Muzzy gift, the James and Pamela Muzzy
Chair in Entrepreneurship, provides a
$1.5 million endowment to support a
preeminent scholar in entrepreneurial
studies, the first of whom will bring
expertise in e-commerce ventures.
Unique among gifts this year, that of the
Brown Family Foundation nourishes
the relationship between Eller and the
College of Engineering, with nearly $1
million to foster partnerships through
Thomas R. Brown Chairs in Management
and Technology. One distinguished
and collaboration-minded faculty member
from each College will occupy the Chairs.
The Browns also gave $100,000 in new
scholarships
for three
years, for
engineering
undergraduates
and
MBAs. The
gift honors
Tom Brown,
who founded
Burr-
Brown
Research
Corporation
in his Left to right: Sarah Brown Smallhouse,
Sandra Brown and Mary Brown
Tucson
garage in 1956 with his friend R. Page
Burr, and sold it to Texas Instruments in
2000 for the highest price ever paid for
an Arizona firm. “My dad was a very
smart man,” Sarah Brown Smallhouse,
President of the Foundation, told
Enterprise magazine last year, “but…he
had a simple philosophy—put yourself in
a position to be lucky and then persevere
and work hard.”
Photo: Thomas Veneklasen
Chris and Carol McGuire
Karl and Stevie Eller
Hard work and perseverance are
by-words by which Arizona’s most
famous entrepreneur and the College’s
most steadfast friends, Karl and Stevie
Eller, are known. Karl’s rise from paperboy
and hash slinger to outdoor media
giant, and presidencies at Combined
Communications and Columbia Pictures,
as well as his spectacular failure at Circle
K, followed by the rebuilding of his communications
empire, are legend. His passion
for growing entrepreneurial leaders
through education was served again this
year when he and Stevie committed a $3
million gift in unrestricted funds, to support
entrepreneurial internships, junior
faculty research, MBA scholarships and
College marketing.
Photo: Thomas Veneklasen
Diane and Bruce Halle
Eller’s premier
example of the
power of partnerships,
the self-funded
and nationally
acclaimed Karl Eller
Center and McGuire Entrepreneurship
Program, rest on a foundation of major
gifts from over a dozen sources, totaling
$16 million in endowments. Founded in
1984 by the Ellers, the Center has also
been supported since 1990 by the H.N.
and Frances C. Berger Foundation.
This year, the Foundation recognized two
of its own leaders, Chris and Carol
McGuire, raising its endowment gift and
renaming the Program in their honor.
Chris is an engineering graduate; their
son an entrepreneur program alum. Like
their counterparts in giving, they are successful
entrepreneurs, founders of Arcadia
Glass and Mirror Corporation. They have
devoted the last decade to the Berger
Foundation’s goals, exemplifying its mission
of “helping people help themselves.”
A
longside
these extraordinary individuals,
Arizonans continued to increase
their support for higher education.
Historically, Arizona leads the nation in
low tuition. On average, students at its
universities shoulder just 30% of their
education costs. Last April the Arizona
Board of Regents voted to move up from
the bottom to the middle third of public
school tuition, approving a 40% increase:
$1,000 for residents, $1,250 for
non-residents.
Eller College students supported the new program fees.
Skip Rimsza with daughter, Eller senior Jenny
In the same meeting,
the Board approved a
$500 per semester
business program fee,
with Eller students
making the case for
the increase. Andrew
Collins, Eller Student
Council President,
explains: “When Dean
Zupan came to the
Council with the idea of differential fees,
students were skeptical. But he presented
the need clearly and fielded all our questions.
A majority came to feel it was necessary.
Knowing we needed the student
body’s support, we visited classes, detailing
the situation and the plan, and held
two open forums. I think reaching out to
students before passing the plan really
helped. No one likes to pay more, but
students understand the importance of a
good education and as long as they see
improvements in the College and the
value of their degrees, they’ll tolerate the
fee.” Many parents agreed. Skip Rimsza,
father of Eller senior Jenny, said, “You
cannot short-change education. If a first
grade classroom is understaffed and
undersupplied the year your child is in
first grade—they’ve missed their only
chance at that educational asset. This is
true at every step of the process, including
the University experience. A slightly
increased financial stake for a better
educational experience is a very good
trade-off.”
It’s been a year in which Eller has been
many times blessed. Excellence is our
privilege to return.
9
▼
Photo: Thomas Veneklasen

FEATURE
The Zupan Years:
▼
Skating to Where the
Puck Will Be
Mark Zupan got hooked on
hockey when three of his top
economics students starred
on their college team, leading
Harvard to an Ivy League
championship and earning
one a berth on the Olympic team.
Hockey’s rapid speed of play, its dynamic shifts in advantage, and the focus
required to score, suggest a metaphor for the tenure of a dean who hit the ground running on
arrival in 1997 and is still driving at the goal in his last months at Arizona. “I was struck by how a player
had to know and anticipate both the location of this 4-inch, careening disc and the movements of all the
other players on the ice,” Zupan remarks on the game. “It’s a useful concept for work.” Asked how he would
want his years as Dean of the Eller College to be recalled, Zupan borrowed words from hockey’s “Great One,”
Wayne Gretzky, on what it took to be great. “He said the secret of greatness is ‘skating to where the puck
will be.’ ”
Interviewed for Progress, in his first month on campus, Zupan shared his vision of what will characterize
great business schools of the future and his aspirations for the Eller College. In sum:
■ Increasing private sector support
■ Engaging alumni
■ Successfully competing with the best schools for faculty
■ Continuously improving academic programs
■ Attracting top students
■ Building community within
■ Creating ties to other colleges
■ Conducting long-range planning
On Mark Zupan and Skating to Where the Puck Will Be:
“I
10
▼
still remember the first time I met Mark, at the Dean’s International Dinners: he opened the door for
me and showed me around his home. He smiled constantly and was so hospitable that I could hardly
distinguish him as the Dean of the Eller College. Mark is so easy-going, yet with a sharp memory. He
remembered everyone’s name at the dinner—72 students. I was lucky to be one of the students who Mark
helped. He opened a great opportunity for my future career from which I will benefit over my lifetime.”
~Jian Sheng, MBA ’02
L
ooking down the list
from January 1997 to
January 2004 tells the
tale of a Dean who
moved with alacrity,
maintained advantage
and relentlessly navigated
the puck to the goal.
Private Support
Engaging Alumni
Competing for Faculty
Improving Programs
Attracting Top Students
Building Community
Linking to Other Colleges
Long Range Planning
hat really stands out for me is Mark’s
“Wstrong ethical principles. It makes me
proud to know that we have a Dean who will
not make compromises when it comes to
doing what is right and just. In a time of corporate
scandals that have undermined confidence
in business, Mark is an ethical role
model for managers and executives.”
~Barbara Gutek,
Eller Professor of Women and Leadership
ayne Gretzky’s famous quote defines
“Wnot only a great ice hockey player but a
great entrepreneur, who must anticipate where
the action will be to achieve success. Mark
Zupan has that kind of instinct, and that, plus
a mindset that all things are possible, has
served us very well in positioning the Eller
College for a brilliant future.”
~Peter Likins, President,
University of Arizona
rom the beginning, Mark Zupan under-
the goal: assuring that our business
“Fstood
graduates have a clear path to excellence,
through outstanding recruitment, excellent
faculty and our commitment to placement.”
~Norman McClelland,
CEO, Shamrock Foods, and Member,
Eller College National Board of Advisors
January 1997 January 2004
1985-92 Century II Campaign: $11 Million
Karl & Stevie Eller Commitment: $3 Million
Overall Participation: 5%
Annual Fund giving: $250,000
Alumni Gatherings: 6
$1.5 Million Endowed Chairs: 1
$300,000 Endowed Professorships: 5
$200,000 Junior Faculty Fellowships: 0
UNDERGRADUATE:
U.S. News Ranking: Top 25
MBA:
U.S. News Ranking: Top 50
MCGUIRE ENTREPRENEURSHIP PROGRAM:
U.S. News Ranking: 25
MBA Scholarships: $10,000
ark has been aware of our fiscal
“Mproblems and our need to improve
student services and he has seen the way
and lent his support to addressing both.
He recommended we adopt a tuition surcharge
and personally met with students
and faculty to help them accept it. We
used the funds to hire an MPA program
coordinator and improve student services.
He has worked with us on
fundraising, showing special care to our
major benefactor, Lionel Rombach. Mark
comes to all our official activities: graduation,
orientation, conferences and community
programs. His participation
demonstrates support for what we do.”
~Art Silvers, Associate Dean and Director,
School of Public Administration and Policy
hen I think of Mark “skating to
“Wwhere the puck will be,” I think of
two examples—both collaborations he
helped foster between Eller and Engineering.
First, he recognized the tremendous
potential for a quality annual UA
alumni event in Phoenix; from this grew
the Technology and Management Awards
Luncheon—now the largest non-athletic
UA event held there. Second, he sees the
1997-2005 Campaign for the New Century: $88 Million
Karl & Stevie Eller Commitment: $25 Million
Overall Participation: 11%
Annual Fund Giving: $600,000
Alumni Gatherings: 12
Eller College Associates: 350
$1.5 Million Endowed Chairs: 7
$300,000 Endowed Professorships: 30
$200,000 Junior Faculty Fellowships: 20
Net Faculty Gain 2003: 5
UNDERGRADUATE:
U.S. News Ranking: Top 25
Redesigned 1997-99: ■ Admission Interview
Required ■ Cohort-Based Junior Year
■ Communication Integrated ■ Team Building
Integrated ■ Advising/Career Staff Doubled
MBA:
U.S. News Ranking: Top 50, Forbes: Top 50 in ROI,
Computer World: Top 25, In Redesign 2003-2004
MCGUIRE ENTREPRENEURSHIP PROGRAM:
U.S. News Ranking: 11, Success Magazine: Top 15,
Entrepreneur: Top 12
MBA Scholarships: $400,000
Regular Meetings for: Department Heads,
Program Directors, Staff and Students
Celebrating People: on Birthdays and Holidays,
Eller Notes Online Newsletter
Science: Business Basics for Science Majors
Engineering: Technology & Management Awards;
Joint MBA/Engineering Courses
1st Strategic Plan Completed : 2003
increasingly technological base of business
and that successful engineers need
business seasoning, so he supported joint
academic programs between our colleges.
As a result we now offer undergraduates
an Engineering Management degree and a
graduate course in managing technology.”
~Tom Peterson, Dean,
College of Engineering and Mines
hen I think of Mark seeing where
“Wthe puck will be I think of TeleSuite,
our classroom using high speed internet
transmission to link students in different
locations via video and audio—the closest
thing to (very expensive) full motion
video that TV stations use. Distance
learning was a hot topic in the Governor’s
1999 Arizona Partnership for a New
Economy Task Force. With TeleSuite,
Eller College was more than just a player
—it was a leader. Mark’s recognition of
the need for “face time” is a facet of distance
learning yet to be fully appreciated
by most providers.”
~Marshall Vest, Director,
Economic and Business Research Program
ark impressed me early on with
“Mthe value he placed on people and
relationships. We needed a leader who
cared about the College’s people. Mark
saw this and acted on it. In my mind,
Eller community development is among
his greatest legacies. He opened up direct
lines of communication, developed our
first alumni team—now at 600, regularly
asked for feedback and made our continuous
improvement the focus of the
course he taught. He has followed up on
many of its recommendations. Each year
at the McKale graduation ceremonies I
witness the feelings students have for
Dean Zupan. When he stands to confer
degrees, 600 students rise in an ovation
5 minutes long. That he gave them the
pleasure of knowing him personally
and so strongly supported their program,
make him among the most loved
UA deans.”
~Pam Perry, Associate Dean,
Undergraduate Programs
Photo: Thomas Veneklasen
11

50 Years of MBA Achievement
FEATURE
Celebrating 50 years of MBA education at the UA,
The Eller Graduate School of Management honored
▼ six of its finest at the October 10th Alumni
Achievement Awards...
50 Year Graduate:
Tom Rogers, MBA ’53
Amember of the first MBA class, Tom Rogers
cut his managerial teeth in industrial food
services at Philadelphia-based Slater
Systems. In charge of new acquisitions, Rogers
mastered the art of the turn-around in commercial
kitchens—applying controls,
reorganizing staff and improving
profits in operations throughout
the east and mid-west. Three
years later, his love of the desert
drew him back to Arizona and a
career in technology management,
starting with IBM. After
nine years he joined Greyhound
Computer Corp., a division of
Greyhound Lines, to develop a
market in computer leasing,
rising from Regional Manager
to Regional Vice President to
President of Canadian operations.
Returning again to the
southwest, he launched a third
career, in financial advising with Prudential
Insurance, from which he retired in 1994. Tom
sponsors the Rogers Community Service Award,
given annually to a graduating MBA who exemplifies
volunteerism.
▼
In Tucson for Alumni Weekend, Rogers looked
back on the MBA and its impact on his career. Fifty
years after, his story resonates for today’s students.
Frustrated by the opportunities available to a college
graduate with a general degree, he recalls, “I worked
for a year after graduating,
processing credit cards. I said
to myself, ‘This is ridiculous...
I went to school for four years
and got a degree to become a
clerk!’ So I came back, to focus
on computer technology.”
Finishing, he discovered the
value of networks: “I was doing
my thesis on food cost control so
my mentor introduced me to his
uncle, who was in the business
and agreed to help me. His name
was John Slater, founder of
Slater Systems. He said he’d like
to hire me when I finished. It
was the best offer I got.” Longterm,
the MBA provided both a specialization and
the flexibility to switch careers. “I had aptitude, but
the education gave me the tools to grab
opportunity. At Slater I had immense
responsibility...the best learning opportunity
imaginable. My first title at Greyhound
was just a big fancy name for
salesman. But I saw
that we could
create a business
that didn’t exist
before. Then
financial advising...a
whole
new thing.” His
advice for MBAs:
“Specialize. You need
a clear idea of your
vocation and what you offer.
You’ve got to target in on
something.”
The 2003 Eller Distinguished Alumni:
Claire Genser, MBA ’85
Chair, Angel Charity for Children
Retired Vice President, Northern Trust Bank
David Goldstein, MBA ’79
President, Diamond Ventures
Thomas Kalinske, MBA ’68
President, Knowledge Universe
Chairman, LeapFrog Enterprises
■ Led Angel Charity for Children in its 20th
Anniversary year, raising $725,000;
■ Named Arizona’s Outstanding Producer as
Northern Trust VP;
■ Led Bank of America’s southern Arizona
business development 9 years;
■ Named BofA Arizona’s most successful
business development officer;
■ Member of community boards including
Tucson Symphony, Tu Nidito, Tucson
Parks Foundation (Chair, LPGA Tournament),
and Tucson Junior League.
■ Leading one of the Southwest’s largest
diversified real estate and investment
companies;
■ CPA formerly with Ernst & Young and
Coopers & Lybrand;
■ Active in local land use and preservation
initiatives;
■ Board member, Greater Tucson Economic
Council, National Bank of Arizona,
Tucson Airport Authority, Tucson Jewish
Community Center, United Way.
■ Grew LeapFrog revenue from $11 to $532
million 1997 to 2003;
■ Earned #1 in toy sales for Leappad products
in 2001 and 2002, surpassing Barbie;
■ Grew market share from under 10% to over
50% in four years as President and CEO of
Sega of America;
■ Increased international business to 40% of
Mattel’s revenue as President and CEO of
Universal Matchbox Group;
■ Committed to improving K-12 education
through work with the Milken Family Foundation and the
RAND Corporation’s Institute on Education and Training.
Photo: Thomas Veneklasen
Sarah Brown Smallhouse, MBA ’88
President, Thomas R. Brown Family Foundation
■ Played key role in creating the Brown
Foundation’s nearly $1 million gift to
promote collaboration between Eller and
the UA College of Engineering, funding
faculty positions and MBA and
Engineering scholarships;
■ Co-founded Cool Tower Systems, a
passive evaporative cooling technology
enterprise, while a student in the
McGuire Entrepreneurship Program;
■ Launched Mexico real estate ventures,
introducing professional standards and offering clients
bilingual services in negotiations, legal document preparation
and escrow;
■ Active in community organizations including League of
Women Voters, Planned Parenthood, Amigos de Educación.
Jim Whims, MBA ’80
Managing Partner, TechFund
■ Founded and led high growth companies
in Silicon Valley, including Worlds of
Wonder, Software Toolworks, and Sony
Computer Entertainment;
■ Built Worlds of Wonder revenues from
$0 to $328 million in two years as Vice
President of Sales;
■ Launched Sony Playstation as Executive
Vice President of Sony Computer
Entertainment;
■ Named 1996 Marketing Executive of the
Year by Brandweek/Adweek magazines.
The Eller MBA Alumni Weekend II offered twice the
opportunity and double the fun for returning alumni and
their guests, adding a half-day executive education seminar
and the Eller Cup to its roster of reunion and recognition events.
Alumni re-connected, refreshed their toolkits and gave career
advice to current MBAs before feting the 2003 honorees Friday
evening. Saturday saw sport uniquely Tucson: golfing at Omni
Tucson National, tailgating on the Mall and a showdown at
Arizona Stadium between the Wildcats and UCLA. Conceived to
showcase the impact of Eller MBAs, Alumni Weekend is on its
way to becoming an autumn tradition.
12
13

▼INNOVATION
In a College known for its quantitative
slant, Eller faculty also
bring rigor
and relevance
to the “softer”
side of the management
education
equation.
Management and
Policy professors
Barry Goldman
and Russ Cropanzano,
discuss negotiation
teaching and research...
▼
Negotiating Truth
▼
Q
Can you teach negotiation?
Isn’t it something people have to do
to be skilled?
Goldman: Well, skill is our focus and you
can build skill in the classroom. We start
from a conceptual base—the psychology
of negotiation and dynamics of conflict—
and put people in multiple practice
situations, teaching them to analyze
the bargaining process and assess their
personal style.
Q
Russ Cropanzano
What’s the mindset of a
good negotiator?
Goldman: People come in thinking negotiation
is a function of personality...if you’re
charismatic you can charm your way into
getting what you want; if you’re an SOB
you bully people into concessions. In fact
negotiation is a function of preparation.
It’s diagnosing the opponent, setting your
own goals and based on those two things,
developing tactics.
Q
Would you call your approach
”win/win?”
Goldman: No and neither would I call it
“win/lose.” Negotiation gets defined two
ways: what we call integrative—parties to
the negotiation try to integrate both sides’
needs into a solution; and distributive—
the outcome is measured by the distribution
of gains and losses on each side.
Negotiations between spouses—hopefully—are
integrative, as in working out
vacation plans. Buying a car is a distributive
negotiation. Buyers want the lowest
possible price; sellers want the most possible
profit. Our approach is to look at
context—the importance of the relationship,
the nature of the issues, and make
strategic choices that may be integrative
or distributive.
Q
Barry Goldman
Academics like to say the best
teachers of a subject are its
researchers—they have the newest,
usable insights. True?
Cropanzano: It should be, particularly in
a professional school. Just as research in
medical schools leads to better health
care, research in a school of management
should have applied value to business. I
want my research driven by problems that
need solutions, topics people care about.
Students tell me where to go in that sense,
and I find them interested in research if
it’s relevant.
Q
How does research make what
you teach different from negotiation
advice you find on the shelves at Barnes
& Noble?
Cropanzano: The difference is in the way
the knowledge is developed. We create
controlled circumstances for testing ideas,
using methods that can be repeated over
and over again. We’re after the digested
experience of many—trying to get to generalize-able
claims. Popular books on
negotiation tend to be one person’s experience,
translated to advice. And there’s
much good advice there. I get skeptical
though when I see a “negotiation to do”
list for all occasions. Like,“wear blue suits
to real estate negotiations.”
Q
What is your
current research?
Cropanzano: We’re collaborating on an
international project. We have people in
eight nations—Belgium, The Netherlands,
Singapore, Australia, New Zealand, Korea,
Tunisia and the U.S.—engaged in an
Internet-based bargaining simulation.
They have a distributive task—negotiating
cost, delivery time, discount rate—for
which an integrative solution is possible.
We’ve paired people within and across
countries and we’re speculating that
they’ll know better how to get to a winwin
resolution within their own system,
that things will break down outside it—
the further away culturally, the less likely
they’ll be to reach an integrative solution.
Q
How difficult is it to organize a
research project on
four continents?
Cropanzano: It’s complicated. We first
conceived the project as “global” negotiation.
But we found the word global
offended Europeans—evokes images of
American dominance. We planned to run
the project in spring semester. But our
spring is Australia’s fall. Which currency
to use, how to alphabetize—our United
States is France and Belgium’s Etats-
Unis...little details that, left untended,
interfere with results.
Q
So are there generalize-able
TRUTHS in negotiation?
Goldman: We do know some things. We
know integrative bargaining works in the
right context: you can maximize outcomes
for both sides if you increase
options—expand the pie. We know
biases matter: if you are risk-averse,
for example, or if you are overconfident,
your preparation and the
outcome will be affected. We know
there are gender differences—that
women in general, unfortunately,
achieve lesser outcomes. Reputation
matters too—the negotiations you
conduct today affect the way you
are seen tomorrow. I have my students
calculate a reputation index
for their peers—they go to a chat
room and give anonymous feedback.
I don’t want our
graduates to be the sort
of negotiators who
never know the deals
that won’t come their
way for having “killed”
their opponent the previous
day.
▼
Finance Walks the Talk on Wall Street
Twenty-one Eller undergraduates and three MBAs seized the opportunity to see
the inner workings of the financial world firsthand, when they signed on for
last spring’s inaugural Wall Street Study Program. Earning 3-units of course
credit, students were exposed to financial firms and institutions including the New
York Society of Security analysts, New York Stock Exchange, Federal Reserve Bank,
United Nations, Merrill Lynch, Bloomberg and the Bank of New York.
Eller Finance professor and course instructor, Deborah Gregory, explains her reasons
for teaching on location. “I think this is what business school is all about. People
say they want to be an investment banker with no concept of what they’re wishing upon
themselves. Here they meet a banker, see him in his environment, how he works, what
his life is like. These students really see now what it’s like in the financial industry...
after listening to UN economists they see how politics affect the markets...they ‘get it’
in a way they didn’t before.”
The program’s first run received a powerful
assist from Eller alumnus and Bank of New York
Vice President, Lloyd Otani, who scouted
hotels and tapped his contacts to set up the
course. Like Gregory, he sees it as a “wakeup
call” to those aspiring to a Wall Street career.
“It’s so hard to know how to get started in New
York...not only the job, but how you live. Some
said they want to be investment bankers...well,
they have to know that business depends on
new issues and we’re not seeing new companies
right now.” In the current market,
Otani advises people to build their
network and be open to deferring
that “dream” job.“It was tough when
I started too—1989, just two years
after Black Tuesday. But I had a friend
at the Bank of New York. I tell people
if their goal is to be a trader, just get
into a brokerage firm...get here, and
when the timing is right, the opportunity
will come and they’ll be ready...
for assistant trader, trader...90% is
just being here.”
▼
14
Lloyd Otani, Mark Zupan and Deborah Gregory
15

▼CONNECTIONS
The Karl Eller Center:
▼
Spinning Research into Opportunity
Do the geeks and nerds inside
ivory towers ever affect the lives
of the rest of us? If you’ve ever
signed on to the Internet, washed
down a Gatorade or booted up a
Dell computer, you’ve been touched by
the work of scientists at UCLA, the
University of Florida, and UT Austin,
in that order. Someday, thanks to the
collaborating
mindset of the
folks in the Karl
Eller Center, you
may find yourself
using a
household product
with its roots
in scientific
discovery at
the UA.
Since 1996,
the McGuire
▼
Entrepreneurship
Program
has been helping
to guide UAgenerated
technology
out of the
labs and into the
marketplace, pairing Eller students with
researchers from other UA colleges to
develop business plans for projects ranging
from medical diagnosis to software
engineering. The last two years, the
Center has lent its expertise to the push
to increase the movement of UA faculty
innovation into the economy.
The initiative comes at a pivotal time.
The UA is a world leader in optics and
cancer research and a major player in
neurological science, bioengineering,
information technology and environmental
research, but lags its peers in bringing
16
ideas to market. A recent Arizona Daily
Star analysis of Association of University
Technology Managers data showed that
while ranked 22nd in total research
spending among U.S. universities, the UA
is 78th in revenues from technologies
licensed to startups or existing companies.
The UA, for example, spent $370
million in research in 2001, compared to
Above (left to right): Joann Rockwell, Coordinator, Entrepreneur Program,
with team leaders of the 2003 Entrepreneur 500 Tech Transfer projects:
Brent Choquette, Dave Stewart, Mason Helms,
Blake Burnette, Jack Ancich and Matt Look.
Right: Undergraduate entrepreneurs Kelsy
Foster and Zach Robins
$304 million at
Georgia Tech.
But Georgia
Tech reaped
nearly $4.7
million in gross
licensing revenues
that year, while the UA earned
around $834,000.
Barriers to tech transfer have existed
inside and out. UA biochemist and former
vice president for research Michael
Cusanovich, told the participants at the
Eller Center’s 2002 Venture Forum the
attitude at the University was “faculty
should be in their laboratories doing
their work, not commercializing their
discoveries.” The view in the legislature
has been that technology transfer is a kind
of corporate welfare—using public dollars
for private gain. Combined, the two had
a chilling effect. The 2000 passage of
Proposition 301, which added $16.1 million
to UA research this year, signals a
change in thinking regarding the role the
State’s universities play in its economy.
Next year Arizona voters will decide
whether to remove a constitutional ban
on universities holding equity in private
firms. Today, universities can only
exchange rights to innovation for up
front fees, annuities or royalties—difficult
for a cash-strapped startup. If the proposition
passes, they could take stock
in new ventures, preserving cash for
business development.
Spinning discoveries into companies
can spread wealth throughout a community.
Increased dollars to support research
would attract top students
to the UA, who
could land lucrative
jobs in Tucson-based
technology firms after
graduation, building a
world-class workforce
that would attract
more companies.
A glance at the technology
transfer business
plans developed by McGuire teams
in 2003—ranging from medical technologies
to ground-water pumping to information
systems, all drawn from UA research,
offer a glimpse of the possibilities—a
better future the Eller College will help
make real.
Photo: Thomas Veneklasen
McGuire Alums: Helping Found and Taking Stock
▼
In a perfect world, Sara Conrad and
Danny Berger would have helped
bring a different kind of product to
the marketplace. They would have
earned the gratitude and respect of
scientists, and received stock in a different
venture.
In a perfect world, shaken-baby syndrome
would not exist. There would be
no need for a conclusive diagnosis. Babies
wouldn’t arrive at hospitals unconscious
or in convulsions, to be examined for the
signs of brain damage. But shaken-baby
syndrome is estimated to injure or kill
over 1000 children in the U.S. each
year—as McGuire students Conrad and
Berger learned in their senior project,
developing a business plan for Optica
Technologies.
Optica Technologies grew out of the
research of two UA faculty members—
James Schwiegerling, Assistant Professor
of Ophthalmology and Optical Sciences,
and Joseph Miller, Professor of Ophthalmology,
Optical Sciences, and Public
Health.
Explains Schwiegerling, “Dr. Miller
is a pediatric ophthalmologist, routinely
called to emergency rooms to examine
children found to be suffering from
shaken-baby syndrome. Severely shaken
babies will have broken blood vessels in
the retinas of their eyes. His testimony is
used when police and caseworkers try to
remove children from abusive homes, but
diagnosis has been based solely on what
can be seen.”
▼
To provide conclusive evidence,
Miller and Schwiegerling developed an
inexpensive lens that attaches to a commercial
digital camera and can photograph
the inside of the eye. “The system
is portable,” says Schwiegerling, “so it
can be easily used in an emergency room
or pediatric ICU.”
In Spring 2002, the UA Office of Technology
Transfer paired the researchers
and the two students to take the product
to market. “Sara and Danny put together
a business plan for turning the camera
into a product,” explains Schwiegerling.
“They performed all the market research,
interviewed eyecare
professionals,
and determined
the funding
required to
launch it.” Their
hard work was
rewarded at Ball
State University’s
Venture
Creation Competition,
where
they won
top prize.
The Ball State competition and the
UA-sponsored Rodel Arizona Venture
Competition—where Optica finished
third—gave the product “valuable
exposure,” says Berger. Shortly after,
the scientists were invited to view a
more sophisticated, and expensive,
retinal imaging system sold by a firm
called Inqutek. “I brought along the
camera prototype and a copy of the
business plan,” Schwiegerling recalls.
It piqued interest. Since then, members
of Inqutek have bought in to the venture
and funding is being secured.We
Danny Berger, Steve Lindstrom, and Sara Conrad
(Schweigerling, Miller and colleague
Robert Snyder) are still part-owners,”
explains Schwiegerling, “and we decided
Danny and Sara deserved an equity stake
for their enabling work. At the moment,
the stock is worth only the paper it’s
printed on, but we’re confident...
we hope to launch this fall.”
“Clearly, the discipline of putting the
ideas together formally has made a big
difference in perception of those ideas...
a framework from which opportunities
can emerge,” says Office of Technology
Transfer director Patrick Jones. “The
business plan was instrumental in helping
the group organize
their ideas
and present them
to potential
investors.”
Since graduating,
Conrad and
Berger have gone
their separate
ways—Sara to
Los Angeles, to
the Deutsch Inc.
advertising
agency, and
Danny to the Washington D.C. area, to
pursue a career in finance. “Sara and I
gained a tremendous amount of experience,”
says Berger. “Danny and I will
always have a strong interest in the
progress of the company,” adds Conrad,
“as we were part of the groundwork”
“They can take credit for remarkable
success very early in their careers,” says
Dean Mark Zupan. “They helped bring
a good idea to light.”
Contributed by Mary Campbell
17

▼GATHERINGS
Technology
18
2 0 0 2
■
▼
A
&
W A R D S
■
Over 800 people gathered at Scottsdale’s
Phoenician Resort last December to honor five
individuals at the fourth annual Technology and
Management Awards Luncheon, hosted jointly
by the Eller College and the College of Engineering
and Mines. The Awards celebrate the role
of technology and entrepreneurial enterprise in
Arizona’s economy.
Louise Francesconi, President, Raytheon
Missile Systems, Inc. and Vice President,
Management
L
U N C H E O N
Raytheon Corporation, was named the 2002 TECHNOLOGY & MANAGEMENT
EXECUTIVE OFTHEYEAR. Francesconi runs the world’s largest missile production
operation, overseeing close to 40 missile programs, supporting every mission area
of U.S. and allied military forces. In October 2002, Fortune magazine named
Francesconi for the second time as one of the nation’s “50 Most Powerful Women.”
The Eller and Engineering Colleges also honored four other executives, all UA
alumni, for lifetime achievement and distinguished service throughout their careers.
■ LIFETIME ACHIEVEMENT AWARD, ELLER COLLEGE: Robert Eckert, ’74, Chairman
of the Board and CEO, Mattel, Inc.
■ LIFETIME ACHIEVEMENT AWARD, COLLEGE OF ENGINEERING AND MINES: Craig
Berge, ’62, President, Berge Ford and Chairman of the Board, University of
Arizona Foundation
Left to right: Craig Berge, Dean Mark Zupan, Craig Goehring,
Louise Francesconi, Robert Eckert, Frances McClelland (seated),
UA President Peter Likins, Dean Tom Peterson.
Louise Francesconi with husband,
John
■ DISTINGUISHED SERVICE
AWARD, ELLER COLLEGE:
Frances McClelland, ’48,
Secretary and Treasurer,
Shamrock Foods
Company
■ DISTINGUISHED SERVICE
AWARD, COLLEGE OF
ENGINEERING AND MINES:
Craig Goehring, ’77,
Chairman of the Board,
President and CEO, Brown
and Caldwell
2003
▼
Executive
of The Year
Tucson’s Westin La Paloma was the
setting for the Eller College 2003
Executive of the Year Award
Luncheon, honoring the achievements
of Jamie Dimon, Chairman
and Chief Executive Officer, Bank One
Corporation.
Jamie Dimon took over Bank One in
early 2000 and has been making dramatic
improvements
ever since.
He has strengthened
the
management
team, fortified
the balance
sheet, improved
customer
service,
▼
upgraded
technology,
Jamie Dimon
refocused the Bank One brand and built
a team environment marked by efficiency
and high morale. The bottom line has felt
the impact. Defying a tough economy,
Bank One posted earnings of $3.3 billion
in 2002.
Prior to joining Bank One Mr. Dimon
was President of Citigroup, Inc., and
Chairman and Co-Chief Executive Officer
of Salomon Smith Barney Holdings Inc.
He started his career at American Express.
A summa cum laude graduate of Tufts
University, he holds an MBA from
Harvard University Graduate School of
Business.
▼ALUMNI NOTES & PROFILES
Alumni Notes
▼
1950s . . . . . . . . . . . . . . . . . . . . . . . . . .
Lloyd Donald Milne ’59 is retired from real
estate property management.
1960s . . . . . . . . . . . . . . . . . . . . . . . . . .
Larry Hastings ’62 is the Senior Energy
Trader of Sempra Energy, a Fortune 500
Company headquartered in San Diego, trading,
buying, selling, hedging energy commodities
throughout the western U.S, Canada
and Mexico.
1970s . . . . . . . . . . . . . . . . . . . . . . . . . .
George Weisz BS ’73, MPA ’76 is former
Deputy Chief of Staff to Arizona Governor
Jane Dee Hull, whom he also served as the
Governor’s Policy Advisor on Criminal Justice
issues. He also co-owns three minor league
baseball teams affiliated with the Arizona
Diamondbacks.
Candace McCarthy King MPA ’77 is
Executive Director for DuPage Federation on
Human Services Reform in Villa Park, Illinois,
a nonprofit planning and advocacy organization
whose mission is to improve the system
of human services for vulnerable people.
1980s . . . . . . . . . . . . . . . . . . . . . . . . . .
John D. Caley Jr. ’81 is General Auditor for
Hibernia National Bank in Sugar Land, TX.
Eddy Cheng ’84 is an I.T. Manager for the
Arizona Criminal Justice Commission.
Eric D. Miller ’84 is a Director at the
American Stock Exchange in charge of surveillance
of confidential information as well
as monitoring daily trading for violations of
Exchange Rules and Federal Securities Laws,
in New York City.
Silvia Parra ’85 is Director of Human
Services, for the Tohono O’odham Nation in
Arizona.
Mark A. Koenig ’86 is Manager for internal
audit-compliance and HIPAA Privacy Project
Manager for Health Net Federal Services in
Rancho Cordova, CA.
Frederick Christenson ’87 is Director of
Programming, responsible for programming
and acquisitions for ESPN Original Enter-
Update YOUR Profile at www.eller.arizona.edu/alumni/updates/
Alejandro “Alex” Rios, BSBA Finance ’01
Cost and Controls Freight Analyst
Intel Supply Network Group, Intel Corporation
Born and raised in the border town of Douglas, Arizona, Alex Rios finds
himself at home in a company known for operating at the edge. “Being at
Intel means being on the frontier of technological advancement. We intend to
never become complacent, never assume we’ve got the
competition licked. We try to be a generator of the next
level. It’s fun...you’re an insider; you get to hear about new
technologies before they hit the market.”
Offered a job in the Finance group at Intel’s Chandler
division, Alex signed on to the company’s development program
for financial analysts, rotating through three positions
in 24 months. “First I was a P&L Analyst for our division,
then Consolidations Analyst, handling all expenses, worldwide.
Now I’m in supply chain support…transportation of
raw materials inside the U.S. and worldwide. The goal is to
be fully rounded as an analyst. After this, there’s enough
opportunity here I could stay in Arizona my whole career.
Or I can move to other finance communities…Oregon,
Santa Clara, New Jersey. Or do an expat stint…Malaysia maybe.”
It’s not surprising Alex flourishes in a company where workgroups refer to
themselves as “communities.” He was an active member of Omega Delta Phi and
ASUA at UA. Today he contributes to the Chandler community, as board member
for Improving Chandler Area Neighborhoods, a girls and boys activity club. For
those interested in joining the Intel community: “Know who we are—our core
competencies, key products. And know yourself. You have to like a very dynamic
environment, where a lot of flux is the norm. Innovators, quick thinkers, who can
speak clearly and concisely for extremely busy executives, succeed at Intel.”
▼
tainment shows and specials. Winner of 4
Sports Emmy Awards, Fred began as a production
assistant on Sports Center and then
NFL GameDay, from 1987-1989. After producing
Los Angeles Raiders football broadcasts
for five years he returned to ESPN as
producer of Up Close Primetime, Up Close and
Talk 2. In August, 1997 he became senior
producer of ESPN’s SportsCentury 50 Greatest
Athletes series, as well as SportsCenter of the
Decades.
David R. Edstrom ’87 is a Director for MPA
Investment Management in Hinsdale, IL,
managing discretionary investment funds
for non-profit organizations, public pension
funds, high net worth individuals and
corporate retirement plans.
Dieter Gable ’88 is a Managing Director for
Next Step Advisors in Scottsdale, AZ.
Kris Kohloff MBA ’89 is a Contracting
Officer with the U.S. Air Force at Schriever
AFB, CO.
Michael Wojcicki MPA ’89 is President of
Modernization Forum, a Livonia, Michigan
based non-profit trade association for the
Manufacturing Extension Partnership (MEP)
centers across the country and Puerto Rico.
ModForum provides advocacy and research
services to the MEP centers, which are federal-state-private
partnerships providing consulting
services to small manufacturers in
the U.S.
Continued next page.
19

▼ALUMNI NOTES & PROFILES
Alumni
▼
Notes(continued)
1990s . . . . . . . . . . . . . . . . . . . . . . . . . .
Linda Kaplan ’90 is owner of Manual
Merchant, a technical manual distributor in
San Diego, CA.
Dan Fapp MBA ’93 is Assistant Vice
President for L.E. Peabody & Associates, Inc.,
a management and economic consulting firm
in Alexandria, VA.
JB Groh MBA ’94 is Vice President of
Research for DA Davidson & Co. Investment
Brokerage, in Lake Oswego, OR.
Brett McFadden MPA ’95 is a Senior
Legislative Advocate for the Association of
California School Administrators in
Sacramento, CA.
Chris Parker MBA ’95 is Senior Market
Manager at Yahoo in Sunnyvale, CA.
Gail Waytena MBA ’98 is the Phoenix
Portfolio Manager/Equity Analyst for Sonora
Investment Management of Tucson, specializing
in financial planning for women, fixed
incomes, high risk investments and start-ups.
She is also a co-founder of Glacis Inc., a material
science company specializing in semiconductor
applications.
Jason Geitzenauer ’99 is President of Akanta
Inc., an internet technology consulting firm in
San Diego, CA.
Vicki E. Panhuise MBA ’99 is Vice President
of Honeywell, in Glendale, in charge of developing
and manufacturing operations for the
business and regional aerospace markets.
Brian Pittluck ’99 is a Systems Analyst for
Deutsche Bank’s Corporate Trust and Agency
Services Division in New York City.
Bryce Zeagler ’99 is President and owner of
The French Quarter, a Tucson bistro.
2000s . . . . . . . . . . . . . . . . . . . . . . . . . .
Hena Prasanna MBA ’00 is a Program
Manager with Cisco Systems in San Jose, CA.
John Ramirez MBA ’00 is an IT Business
Analyst for The Gap Inc. in San Bruno, CA.
Stacey Smith ’00 is a Senior Associate with
KPMG LLP in Chicago, IL.
Rick Beigler ’01 is Systems Analyst for
Healthy Habit Health Foods in Phoenix, in
charge of web page and database maintenance
and inventory corrections.
Update YOUR Profile at www.eller.arizona.edu/alumni/updates/
Jill Clark ’01 is an Advertising and Sales
Assistant with Fortune Magazine in San
Francisco, CA.
Adriana J. Kong ’01 is Vice President of
Client Management for Bank of America in
Tucson, managing a portfolio of small businesses
and serving their banking needs.
Robert William Assenmacher ’02 is a
Branch Manager for Bank One in Chandler.
Chris B. Lee ’02 is a Software Engineer with
IBM, based in Austin, TX.
Stephen J. Schiltz ’02 has joined the certified
public accountant firm, Chifton
Richard Miranda, BS Public Administration ’74
Chief of Police, Tucson Police Department
Gunderson in its Dallas audit department.
Stephen worked at the firm’s Tucson office
while completing his degree.
Jennifer Schowengerdt MPA ’02 is a Grants
Manager with Pima County, funding nonprofit
agencies providing social service and
economic development programs.
Samantha Zipp ’03 has co-founded a business
in her hometown of Newport Beach,
California, providing counseling to prepare
high school seniors for the social, psychological
and financial challenges of college.
The ultimate insider’s chief, Tucson native Richard Miranda has served in
or managed every unit of the TPD in his nearly thirty years on the force.
And he has balanced his duty to public safety with a keen sense of community
and personal involvement. Chief Miranda was both Hispanic Action Committee
Man of the Year and Tucson Lifestyle’s Father of the Year for
1998.
Inheriting the vision of his mentor, former chief Peter
Ronstadt, Miranda has made community partnerships the
cornerstone of his administration. “What I’m most proud
of, is that when there’s a press conference to announce some
new program, or grant, we’ve got citizens there, standing
with us, partners.” His resolve to create long term solutions
has meant taking on some of the toughest neighborhoods in
the city. “Take 6th Avenue…three homicides Easter morning
1989, gangbangers, gun-shots at all hours, girls flashing
motorists, cruising.” We can swarm an area, make arrests,
but that doesn’t change things. Residents tell us, ‘the park’s
a mess, the street lights don’t work, the roads are filthy.’
That’s where I can help. I know who to call.” TPD has been instrumental in helping
community groups like the Westside Coalition obtain federal “weed and seed”
grants, funding to increase police action for weeding out criminal activity, coupled
with dollars for seeding improvements like after-school programs or community
gardens. “I grew up here. I remember the central area neighborhoods, downtown
as a center of community life. I want to see that return.”
Nearly thirty years after completing his Public Administration degree he says, “I
still use it. This is basically a business. I got my fundamentals on budgets, on personnel
management there. Even the Humanities courses have helped me. My
daughter is a UA student now. When she complains that reading Dante’s Inferno has
nothing to do with her life I tell her that someday she’ll be seated at a dinner somewhere
and the subject of books will come up. ‘You’ll realize you’re among well-read,
educated people. You’ll want to be well-read too.’ ”
▼
20

Academic Excellence
Academic rigor combined with individual attention.
Action Learning
Active consultation on real-world business problems.
Community
A close community of diverse and global people.
The Eller MBA gives you the skills and confidence
to be a value creator in whatever career you chose.
The Eller
MBA
Eller Graduate School of Management
Phone: (520) 621-4008 . Web: http://ellermba.arizona.edu . Email: MBA_Admissions@eller.arizona.edu

▼
Skating to Where the Puck Will Be
A Tribute to The Zupan Years, 1997-2004
Page 10
Visit the Eller College on the Web
www.eller.arizona.edu
Email us at progress@eller.arizona.edu
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