Simple is hard, Intel’s Vice President of Advertising and Digital Marketing Kevin Sellers told Thunderbird students during a campus visit Nov. 21, 2013. Sellers said the best brands have a simple message, which breaks through the competitive clutter. “The average consumer is hit with 5,000 messages a day,” Sellers said. “Great marketing is about simple and repeated.”
Tips & Trends
Thunderbird thought leaders spot trends before they are recognized as the next big thing. They see situations from a global perspective, asking the right questions and sharing their insights. Tips & Trends provides a sampling of these contributions.
Not everyone likes sales or trusts salespeople, but the art of persuasion is an unavoidable part of corporate life. Project team members must sell ideas within their groups, vendors must sell products and services, and leaders must sell strategies for change. All this selling starts with the job application, when candidates must sell themselves to prospective employers. John Brambert, an executive coach with Trinity Performance Group, shared a three-pronged approach for students at Thunderbird School of Global Management on the eve of their 2013 campus career fair.
Teach: Brambert said memorable candidates do more than answer questions about their backgrounds. They deliver insights about industry trends, market challenges and best practices. They bring new ideas to the table and find appropriate ways to teach. They also look for opportunities to tell stories that show themselves as responsible, accountable, coachable, productive, flexible and cooperative. They approach the interview as a two-way conversation.
By Lawrence Masle ’94
In June 2010 a group of innovative thinkers set out to create a new type of agency to deliver strategic and creative services using all the advantages of cloud-based computing. UP, the organization that emerged, has no offices or employees. Just high-powered collaboration and a growing list of satisfied clients. Here are five lessons we have learned about maximizing performance in the cloud.
By Rajeev Merchant ’79
Emerging markets in Asia offer lucrative business opportunities for diversification and growth. Navigating these economies successfully can be challenging, especially when critical information for planning and decision-making is often unreliable, outdated, or just not available. Here are five strategies to cope with uncertainty, manage risk and increase your probability of success:
By Gregory C. Unruh and Ángel Cabrera
You’ve read about and admired them, maybe met some of them. You’ve certainly benefited from their work: The growing elite of global businesspeople who are helping to define today’s international commerce. They are creating immense value for their companies and themselves — and, in many cases, making the world a better place. Most of these leaders have extensive international experience, speak multiple languages, and can tap into worldwide professional networks. But what really defines them is their ability to create value by helping their organizations adopt a global perspective. Read the full article, "Join the Global Elite," in the May 2013 issue of Harvard Business Review. Access the online article here or download the print version in PDF format.
By Larry Lipsher ’65
The United States always functions best when it has an outside enemy, and the U.S. expatriate is often the chosen target. Many U.S. corporations set up foreign subsidiaries in low-tax havens to sidestep the IRS, which leaves expatriates like you and me as the ultimate payers abroad. This constitutes taxation without representation, but there is little we can do.
By Ekaterina Walter ’08
One billion people have Facebook accounts, making it the largest social network in the world. When the company went public in 2012, Mark Zuckerberg became the 29th richest person on the planet. How has this young man achieved such incredible success? Here are five secrets covered in my new book
By Lena Booth, Ph.D.
Questions remain nearly one year after the frenzy of Facebook’s initial public offering on May 18, 2012. Who pushed for the inflated $38 price? Who had the ear of Chairman and CEO Mark Zuckerberg in the days before his NASDAQ debut? When exactly did Morgan Stanley, the lead underwriter, revise Facebook’s earnings forecast downward? Who did Morgan Stanley warn right before the mandatory quiet period surrounding the IPO?
By Caren Siehl, Ph.D.
Micromanagers drop down and do the work of their direct reports. Dreamers float in the clouds and never get anything done. Both styles can wreak havoc on an organization. Yet visionary, hands on leadership is possible. Thunderbird Executive Education participants follow three basic steps to find the right balance.
Editor’s note: The author wrote this post in January 2013 during a Thunderbird Emerging Markets Executive Laboratory (E Lab) in São Paulo, Brazil. Read more about the program on Page 7.
By Jeremy Pixton ’13