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Dave Rothfeld - Executive in Residence for Stetson University

Dave Rothfeld – Executive in Residence for Stetson University

  “IN BUSINESS, YOU DO NOT GET WHAT YOU DESERVE, YOU GET WHAT YOU NEGOTIATE.”

Cohort 11 participated in an all-day Negotiations workshop delivered by Dave Rothfeld, Executive in Residence for Stetson University.  During the negotiating session, students were instructed that virtually anything in the business world can be negotiated as long as the negotiator knows exactly what they are trying to accomplish in advance.

The cohort discussed common trends when negotiating professional agreements, salary increases, and extending job offers. Proven negotiation tools and techniques were shared and then modeled group exercises were conducted to practice the application of effective use in future encounters.

The executive students also learned the significance of non-verbal clues and their importance in any negotiating situation, and in fact that sometimes this communication is more impactful than what is actually being communicated verbally when negotiating.

The facilitator, Dave Rothfeld, stressed the importance of both parties in a negotiation walking away with the feeling that they have “won”.  Being creative and flexible is key. Innovative ideas were discussed in how to assist in the process.  The significance of such could result in a continued partnership, references, and an overall level of satisfaction by all involved.  This is the POWER of NEGOTIATING!

Cohort 11 - Negotiations

Cohort 11 – Negotiations

 The workshop concluded by the student teams working through “real” business scenarios and practicing their negotiation learnings.  Many commented that their confidence grew in handling delicate conversation and by their willingness to be open and flexible, sometimes even agreeing with their negotiator, to ensure that the negotiation worked out in their favor.

After successfully facilitating the workshop, Dave stated “In my 20 years of addressing MBA students at a number of universities, I must say that I enjoyed the enthusiasm and participation of Cohort 11 EMBA at Stetson University the most. Everyone was engaged and truly appreciative of the real-world approach to negotiating that I was able to present. I look forward to a future opportunity to address this group of committed executives.”

 

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Cohort 12 – Leadership and Team Simulation:  Everest

During the Executive MBA Cohort 12 Management & Leadership course, students participated in a simulation exercise called “Leadership and Team Simulation:  Everest” by Harvard Business.

Students explored various group dynamics, the impact of individual vs. team goals, and the significance of clear communication to succeed as an overall team. Dr. Michelle DeMoss facilitated the simulation as student groups navigated various factors and problem-solved in this active learning challenge.Pic1

The overall goal was to summit Mount Everest. The students were assigned a role (photographer, marathoner, environmentalist, physician or leader) in each of their teams.

Each team member had their own personal goals they were trying to achieve throughout each part of the simulation.Team members may have been asked to sacrifice their personal goals in order to benefit the team commented Melanie Johnston and Tom Sharman, but ultimately it was up to the team’s leader to ensure the goals were met in the best way possible.

Complicating the work was the weather, food supply, medical supplies, health and mental acuity of the climbers, distribution of information needed for the ascent.Pic3

 The teams had several “a-ha” moments when information was individually being shared that would impact the overall performance of the team. This is when critical communication and decisions needed to be made for the team to succeed as a unit.

The valuable business lesson was that individual goals don’t always coincide with the team goals.

A valuable lesson that reinforces that each member brings unique strengths to a situation and by sharing them with integral members of the team, the entire group will perform better, whether that is in a virtual world or at work.

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Cohort 12 participated in a design workshop facilitated by Dr. DeMoss called the Marshmallow Challenge as a component of their Management & Leadership course.  This challenge has been conducted by tens of thousands of people in every continent, from CFOs of the Fortune 50 to students at all levels.  For more information on Challenge, refer to The Marshmallow Challenge Ted Talk.

Teams of four had to build the tallest free standing structure in 18 minutes out of the following ingredients:  20 spaghetti sticks, 1 yard of tape, 1 yard of string and a marshmallow which needs to be on top of the structure.

Team members were able to use as many of the 20 spaghetti sticks or as few and as much of string and tape as needed to create the structure.  They also had the option of breaking up the spaghetti sticks. No one was allowed to support or touch their structure at the end of the challenge.

After the teams were formed, the atmosphere for the next 18 minutes remained intense and each team was engaged in problem solving. Some students were brainstorming ideas, others prepared some sketches of how they wanted their structures to look like and others rolled up their sleeves and began building the spaghetti sticks into structures.

Members of the winning team: Yoshi Takamura, Marissa Zerbo, Eduardo Vinocur and Heitor Bover from Cohort 12

Members of the winning team: Yoshi Takamura, Marissa Zerbo, Eduardo Vinocur and Heitor Bover from Cohort 12

As the teams engaged in creating their structures, the noise and enthusiasm reached a fever pitch, with five minutes to go most teams were topping their structures with the marshmallow that added additional weight to their structures. Some teams were happy with their structures and had to make a few adjustments while other team’s structures completely collapsed.  There were 2 out of 4 surviving free standing structures in the room.

As the countdown of the 18 minute challenge ended, Dr. DeMoss used measuring tape to measure the height of the surviving structures from the table top surface to the top of the marshmallow to determine the wining team with the tallest structure. The winning team members who built a structure 26.5 inches high were:  Yoshi Takamura, Marissa Zerbo, Eduardo Vinocur and Heitor Bover.

As easy as this activity initially seemed, it was actually very challenging because team members were forced to collaborate and problem solve very quickly. However, it was a fun team building exercise and it was very neat to see the progress of each group as well as the different building strategies that each team followed.

The purpose of the exercise was to reveal very interesting lessons about the nature of the collaboration, understanding how different personality types work together and how each team member contributes diverse skills to the table. The cohort also learned that the teams that incorporated trial and error and experimenting from the start of the challenge did better than the teams that spent time planning and trying to get the structure right from the first time. This indicates that successful organizations foster learning driven environments and risk-taking dynamics rather than ideal solutions/strategies. These students leveraged their learnings of the Myers Brigg’s Testing Instrument and their preferences to best assist their individual teams to reach success!

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Courtesy

Courtesy – Jennifer Farb

The one thing that I keep telling people over and over about my trip is how amazed I was by the courtesy and respect of all 4 Asian cultures I visited.  In America, we have a very individualized culture, where we are very focused on ourselves, our families, and possibly our immediate company and community.  In China, Hong Kong, Taiwan, and Thailand, the cultures are focused not on the individual, but the society as a whole.  The communist nature of the government of China inherently causes the people to focus on the entire community, but it is also inherent in their culture as family is the center of everything.  Our tour guide shared with us that even when they introduce themselves, they lead with their family name instead of their given name as we do in the US.  The people were also extremely welcoming and seemed extremely happy to see Americans.  In Hong Kong, I was immediately shocked by the cleanliness, especially with the stark contrast to the heavy pollution in Mainland China, and the entire 4 days we were in the city, I did not see more than a couple of pieces of litter on the ground.  I saw many people in Hong Kong drop things by accident, but each person took great care to pick it back up if they let it fall.  In the Subway system, each station had large panes of glass blocking anyone from falling onto the track, and there were not even fingerprints on the front of the glass.  Everyone was standing very peacefully in straight lines waiting to get onto the trains.

A brass band played in the Subway station in Taipei

A brass band played in the Subway station in Taipei

In Taiwan, the subway system was organized much like the one in Hong Kong and there were also beautifully cleaned bathrooms that even had potted plants and sinks on motion sensors.  Each public restroom had a picture of the employee that was servicing it, with a note stating if you needed anything to speak with them directly.  In Taiwan many people did not speak English, but everyone we encountered was happy to at least try.  Thailand though was by far the most courteous culture that I have ever encountered and was truly touched by how respectful every person we encountered was from the Marketing Executive at McDonald’s Thailand all the way to the vendor peddling the Buddha statues in her market stall.  Each person takes the time and care to Wai at the beginning and end of every encounter and it really forced you to be completely in the moment and focus on the person you are speaking with.  The children were also some of the most respectful I have ever encountered and when I heard one child speak out of turn at the Grand Palace and raise their voice, all it took was the father to give them a stern look and the child was peaceful once more.  I am much more aware of how courteous I am being to the people around me now that we have returned to the United States and realize more and more that most Americans are not.  We have developed as a country much further along than one like Thailand and China, but countries like Hong Kong and Taiwan are quickly showing us that by combining some of the assets of both cultures, there may be a better and happier way to live where we can all look out for each other just a little more.

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Rachid Labzioui – Street Vending: Bangkok

I can’t imagine myself going to Bangkok, Thailand and not trying some of the country’s delicacies. Thai cuisine in known worldwide to be rich in flavors and sometimes full of surprises.

Streets are packed with make shift food stands which are equipped with the minimum necessary equipment to make some of the most mouth watering dishes someone can ever taste. Locals are the ones usually that can be seen hovering around them but also you will also see that tourists are more and more prone to try the food.street_vending2

Cheap, clean, delicious and can be found everywhere with more than 20000 vendors in Bangkok alone. These are key reasons why business is booming with street vendors.

Another phenomenon that shocked me is the abundance of street bars. They are everywhere as well and usually start doing business later at night. You don’t need to be in an enclosed traditional bar to be able to enjoy a nice alcoholic beverage, but you can still do that while people watching on the side of the road.

A side walk bar in Bangkok

A side walk bar in Bangkok

These are usually minivans equipped with coolers, ice makers; blenders to make cocktails and even little kitchenette able to serve some amuse bouches for the patrons. Their prices are relatively cheaper than regular bars. That’s why they are jam-packed every night. At least during the time I was there.

 

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Rachid Labzioui – 7-11 in Taiwan

I was a lucky one to be part of an interesting trip to Taiwan with my EMBA cohort that was meant to visit a few companies that stand out in the Taiwanese economy. But what caught my attention the most is what we see here as a normal operation. It was 7/11 stores.

7-Eleven in Taiwan

7-Eleven in Taiwan

They are everywhere! I mean everywhere. In every corner, shopping plaza, department store, across from each other’s. They are the incarnation of CONVENIENCY by excellence.
During my short stay in Taipei, I probably ran into about a few dozens of them and of course had to be one of the customers.

Expect from gas, at least in the ones I came across, you can find an array of goods and services way beyond what we are used to here in the US.

From subway tickets to concert reservations to dry cleaning services to traffic fines and utilities bill payment to even sit down meals. They also deliver everything from household appliances to multicourse banquets with all kind of Taiwanese delicacies. Of course, in addition to most of the items we find here in the US.

I was startled by one thing. Why so successful? I learned there are more than 4800 stores in Taiwan. 6200 customers per store compared to the US with more than 47000 potential shoppers per outlet.

Talking competition, Family Mart is one of them, but as the Taiwanese people mentioned, they will go to Family Mart if they have to but when 7-11 is present, there is no contest.

So what is 7-11 has done to reach this level of popularity amongst the Taiwanese consumers? Of course having stores in the right spots, having a tightly controlled distribution chain, a one stop shop for all needs, are all the answers in regards to a traditional marketing initiative. But what makes Taiwanese people love 7-11?

Some say that it comes from a busy lifestyle, giving rise to a workaholic lonely hearts who don’t know how to cook so 7-11 is the answer.

Others say because it is clean, well lit, organized and spacious, it attracts more shoppers who are money conscious who could easily find better deals in local outlets but still choose to go to 7-11.

It seems that 7-11 has done what’s right to conquer Taiwan. It hit a nerve with the younger generations even more offering them a clean space, even temporarily, in a country where space is scarce.

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Alexandre Rovai – Agreements in Thailand

We live in a world that everything is based on agreements. We study about how the agreements are made in Thailand, that is by judgment, but when you are listening from a CEO, the one of the biggest companies of the world (McDonald’s) saying that he does all their agreements without lawyers, it was very strange to me.

To me, as a businessman, it is impossible to think of opening a business without lawyers and agreements. I cannot accept the idea of opening a business and not having a document that gives me the rights, if I encounter some problems in the future.business agreements_alex

This was probably the most strange and risky (cultural thing) that I’ve ever seen in my life, but I think that it should succeed because everyone does this and the market continues to grow without a problem.

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Alexandre Rovai – American Brands in Taiwan and Thailand

I was impressed about the American brands in Taiwan and Thailand. The people over there love American brands. One company specifically was Seven Eleven. I never imagined that this company could be so big over there.

It is an American brand but with a Japanese concept. The Thai and Taiwan Seven Eleven only have the same name of the American company because the stores are completely different inside.7_11

In the Thai and Taiwan stores you can buy tickets for concerts, pay your bills, eat good food and find all the convenient things. They serve one of the best coffees over there and you can see one in every city block.

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Carl Pfeiffer – “Edu-tainment” at Kidzania

When arriving on this trip I didn’t think that I would be looking at any of the business visits as anything but from an educational and business perspective. However, when we arrived at Kidzania, it took me by surprise and instantly became a starry-eyed 10 year old boy the moment we were transported to the world of Kidzania.

The first thing we did was learn the business of this franchise, and thought the strategy they use to educate and entertain kids, while keeping the adults happy, and earn profit from each of the sponsors for the different job areas. It is pure genius. It was really hard for me to sit through the presentation because my mind was going back to when I was kid wishing that there were places like this to go and learn what I wanted to be. Thinking back I could have made some important life or job decisions sooner experiencing what it is like in the “real world” in a place like Kidzania.

Cohort 11 at Kidzania, Thailand

Cohort 11 at Kidzania, Thailand

Once the initial shock subsided I was able to see what an new and interactive “edu-tainment” opportunity this is as we walked through and saw kids faces learning and playing in this little world. Living in Disney’s backyard I can honestly say this blows any of the Disney parks out of the water, strictly from interaction element and learning piece. When we were there the children seemed so engaged and passionate about the jobs they were in and I know that is hard for children to stay that focused and passionate about something. The model is absolutely brilliant, everything from the job offerings for the children, to the accommodations for the adults, to the  security features that doesn’t allow a child to leave without the parental guardian they came in with. The kids not only learn job skills, but they have to learn how to manage money and a bank account while they earn little paychecks in every job. The money they earn they can actually budget and spend it in real stores that sell merchandise and snacks.

Looking at it from a business perspective I was shocked to hear why there wasn’t one in the US already, and that is because the company wanted to build a strong global brand equity first before trying to enter the US market, but they have just broke ground on a location in Chicago expected to be finished by 2015. Another thing I thought was a brilliant business move is that fact that 25 million is the cost to build and create the shell for the business, and then they generate income from their sponsors like Coca-Cola that have to pay about $625,000 for a 5 year contract with a monthly retainer to showcase their product in Kidzania, and is a win win for the business and the sponsors. Kidzania generates revenue from the sponsors and also has a unique real world company that the kids can act like they are working for, and the sponsor is getting valuable advertising time to test new products and use as research facility with a captive target audience.

 

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Carl Pfeiffer – Medical Tourism

This Bumrumgrad hospital in Bangkok, Thailand is revolutionizing the world of medical tourism. This hospital is a for profit, “5 star hospital” that specializes in nearly every single medical and healthcare specialty. With the effects of globalization it allows patients around the world to “outsource their own healthcare”. Basically this concept means that if someone has an ailment they need worked on they have a choice to go to any medical tourism facility (like Bumrumgrad) to have world-class treatment. In order for medical tourism facilities to earn the international patient’s business they need to provide not only the best healthcare, but also treat each person with the same treatment as a 5 star hotel would do. This facility is mostly for “at will” patients who specifically seek out medical care from this facility. The depreciated Thai Baht makes medical procedures so much more affordable that people come to Bumrumgrad and pay cash to have procedures done, from plastic surgery, to orthopedic surgery, to general surgery.hospital suite_1

Part of the amazing guest service experience the hospital has, is that it provides world-class concierge services that starts by picking up the patient from the airport, and escorts them to the hospital. The concierge also waits hand and foot on the patient, catering their every need. Even things like running their prescriptions and finding activities and accommodations for friends and family that are staying with the patient.hospital_3

In the US the reason medical care is so costly is because the expenses that providers and medical companies have to pay are estimated to be $600 billion dollars a year. This cost is covered because it is passed on to the patients and insurance providers. So a standard surgical procedure like a cholecystectomy, plus a night or two in the hospital will cost between $15,000- $30,000 in the USA. Compared to Thailand where the patient can have the same procedure, and stay in one of the nice hospital suites (which looks more like a hotel room then a hospital room) for around $2,000-$3,000 US dollars.  This is also explaining that the quality of care is almost the same between Thailand and the USA.

Bumrungrad was the first Asian hospital accredited by the Joint Commission International (JCI), the international arm of the organization that reviews and accredits American hospitals. Their checklist includes over 350 standards, for everything from surgical hygiene and anesthesia procedures to the systems in place to credential medical staff and nurses. JCI sends a team to re-review hospitals at 3-year intervals. Bumrungrad was first accredited in 2002, re-accredited in 2005, 2008, 2011 and 2014. So when I questioned the quality of care and patient outcomes I was quickly educated that the have almost the same level of quality that we do in the US. This is in part do to most of the doctors were educated and trained in the US and have come back to Thailand to give the US level of care to their patients.

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