Network Magazine April 2008

SPORTS ISSUE SUMMER 08 / ISSUE 15

network

For more information, contact the Alumni Relations team on: Tel: +44 (0) 161 275 6485 Fax: +44 (0) 161 275 6410 Email: alumnioffice@mbs.ac.uk Web: www.mbs.ac.uk Manchester Business School Booth Street West, Manchester M15 6PB. United Kingdom

THE MAGAZINE FOR MANCHESTER BUSINESS SCHOOL ALUMNI

Contents Page 2 Alumni Reunion Ball 2008 Page 3 Editor’s Welcome Page 4 Michael Hartmann, Chief External Officer Page 6 New Home Page 8 News Away Page 9 Research Focus Page 10 The Piers Martin Interview Page 12 Working with MBS

Alumni Reunion Ball 2008 This year’s Alumni Reunion Ball will take place on board the historic HMS PRESIDENT (1918), moored on the Embankment next to Blackfriars Bridge, in the heart of the City of London.

Page 15 Book Reviews Page 17 MBS Worldwide Page 18 Alumni Group News Page 20 Alumni Reunions

The event - held on Saturday 27 September will be hosted by Manchester Business School and the London Alumni Association.

It’s the perfect place for alumni to catch up with classmates and have a great night out, whilst enjoying some spectacular views of the River Thames and London's most famous landmarks such as The London Eye, The South Bank Centre, The National Theatre, St. Paul's Cathedral and The Tate Modern.

There will be great food and live entertainment and an elegant 1920s theme! With access to two decks, alumni will have time to network after dinner on a quieter section of the ship - with classmates, faculty and staff of the School - whilst others dance the night away.

We look forward to welcoming over 200 alumni and guests (many from overseas), and would like to extend a special welcome to those alumni celebrating reunions from the classes of '73, '78, '83, '88, '93, '98 and 2003.

external officer, who will update alumni on What has changed for MBS? before introducing the guest speaker, Mr. Ron Dembo, founder and chief executive, Zerofootprint. This event is ticketed at the cost of £25 per person.

Tickets for the event are priced at £75 per person - this includes a drinks reception and a fabulous four-course meal with wine.

We hope you’ll be able to make it.

Details of accommodation close to PRESIDENT are available are available online.

We are also arranging an extended programme for Saturday afternoon. A lunch and speaker event will be co-hosted by Professor Michael Luger, director and Michael Hartmann, chief

Places at both are limited so please book your tickets now with Julie Cliff at julie.cliff@mbs.ac.uk or telephone +44 (0)161 275 6597, or book online at www.mbs.ac.uk/alumni

Page 22 Alumni Diary Page 24 Inside Track Page 26 Alumni benefits and services

Editor’s Welcome Welcome to the summer 2008 edition of Network, focusing on sport's management.

As we are in Olympic year it seemed only right that we had a closer look at the business of sport. With Euro 2008 looking more like a shop window for a rush of transfer activity over the summer - including the distinct possibility of a world record bid for Christiano Ronaldo - we ask whether footballers, in direct contrast to their often underpaid Olympian counterparts, are paid far too much?

the School’s strategy of becoming one of the world’s top ten business schools, by 2015 (see full details on p.12).

In Research Focus, Dr Terry Robinson, a lecturer in economics, discusses whether the introduction of a ‘salary cap’ would weaken the quality and competitiveness of sports.

We are also in the process of designing a new monthly e-newsletter to ensure you are kept informed of news and events. This will be targeted to better meet your needs by providing a more tailored service.

Network also met with Piers Martin (MBA 2006) and new CEO of British Fencing to hear how his Manchester MBA helped prepare him for the challenge of raising the profile of his sport in time for London 2012.

Away from sport, we introduce you to Michael Hartmann, the School’s new chief external officer, who joined the School in January to spearhead MBS’ external business outreach strategy and to develop the School’s awardwinning executive education portfolio. Michael discusses his priorities and outlines his longterm vision for the School. (full interview p. 4.)

One of these priorities is to build up the School’s income. The MBS Annual Fund, launched this month (July), is a significant step towards this goal. The University of Manchester is founded on a strong tradition of charitable support and the School has benefited directly from this over the years. The MBS Annual Fund now provides alumni with the opportunity to contribute to

Keep an eye out for a new publication that is set to replace Network in early 2009. This will offer a much more detailed look at research work taking place within the School, showing how MBS makes an impact in the public and private sectors alike.

As always, please ensure that you keep us up-to-date with your current email, home and employment details so that we can keep in touch.

A big thank you goes to all those alumni who have contributed both articles and feedback for the magazine over the last four years and we look forward to hearing your views on the forthcoming publication.

Have an enjoyable read!

Lisa Samberg, editor

Page 27 Contacts

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significantly the turbulent global economy - so not only is it a question of trying to build MBS' profile, but to do so in an increasingly, competitive market.

Michael Hartmann Chief External Officer Michael Hartmann joined Manchester Business School (MBS) in January of this year, to spearhead MBS’ external business outreach strategy and develop the School’s award-winning executive education portfolio. Prior to this, he held the position of assistant dean and managing director of executive programmes at the Joseph L. Rotman School of Management (part of The University of Toronto). Network spoke to Michael about his new role.

How do you think your previous experiences have prepared you for the role? You mentioned that you saw similarities, can you expand on this?

There are some interesting similarities: • Rotman had what we called a local peak syndrome - in other words an organisational culture which promotes the notion that being second best was good enough, as opposed to aspiring to be a great top-tier Business School.

• The second challenge is that they had excellent pockets of research, but those pockets were disjoined, and were scattered throughout the School and the University.

• And thirdly - there wasn’t the strong appreciation for the brand.

What attracted you to the role Firstly, I was looking for the opportunity to take on a new challenge. I also have a young family who were extremely supportive and were also very excited about taking on a challenge like this. And there were interesting parallels between Rotman and the opportunities and challenges facing MBS, which was exciting.

I think that a lot of the success that Roger Martin (dean of Rotman) has had to-date has been his ability to create a culture where people are really aspiring to be the very best. He has helped create focus, whereby the school realises that it cannot be great at everything, so should focus on key areas where it has the relevant and unique set of capabilities. And I also add that they understood the importance of investing in and nurturing an Executive Education Centre.

You are several months in the job now, what would you say are your priorities, and the key challenges that you face?

During my first two months at MBS, I focused on getting a better understanding of the School’s internal and external stakeholder network, its policies and procedures, and its rich history both pre- and post-merger. Over this period, I spent my time meeting faculty and staff both at the School and centrally. I have also met external corporate and institutional partners, as well as a number of what we would call competitor schools. This process has helped me gain a clear picture of how and why we make decisions at MBS. So what are some of the key challenges and opportunities currently confronting the School?

Balancing the focus of the School's messaging, against the scale and scope of activities that we are engaged in - it certainly is an interesting challenge. The second is creating a culture, where we are actively looking at ways to build synergy and create unique centres or hubs of activity of capabilities. Although it is a challenge to have such a breadth of activity, it is also a potential opportunity - a feature that other business schools do not have. We also know that there are a number of external factors that are challenging, perhaps most

Can you explain a little about your plans to work with MBS' external stakeholders?

We are engaging with so many communities, that my focus will be on trying to see how we can leverage all these contacts in a more coherent manner. We can also communicate to our external stakeholders in a more, concise and compelling manner. The fact that we have an extremely large global alumni base presents all sorts of interesting opportunities in engaging them with wider MBS activities - including executive education. So again, my focus will be to take a look at how we collectively look at challenges and opportunities.

What are your interests outside of work?

I love food and fine wine - fortuitously my wife is also an amateur chef - so I definitely get my fair share of good food! I also enjoy playing tennis, travelling and meeting interesting people.

So what is your favourite food?

I am a big fan of sushi, and was very fortunate that one of my previous roles frequently took me to Asia, so I had the opportunity to visit my favourite sushi restaurants in Tokyo. Any suggestions for a good sushi restaurant in Manchester would be welcomed!

Do you have a favourite gadget?

My son and I are big PS3 fans - which has introduced us to all the players in the Premier League.

What is your favourite sort of music?

I like a little of the music from the Manchester scene. I really enjoyed 24 Hour Party People - so I am a big 80’s and 90’s fan of Manchester music.

Can you tell us what, if any, are the differences between your former role at Rotman and your new role here at the Business School?

At Rotman, I was very much focused on leading the development and growth of the School’s executive education operations. I had a very hands-on role, which encompassed everything from all the major client outreach activities, quasi-consulting, some teaching, to managing an operation with 40 dedicated administrative support staff, and a strong team of faculty instructors. It was very much a centralised operation.

Here my responsibilities are broader than pure executive education, and encompass all of the external outreach activities of the School. We have a good team here - my aim is to motivate people to strive to do better, and to align our own efforts more effectively.

What is your long - term vision for taking the School forward and where do you see the School in say three to five years time?

I have come in to support the vision of the Dean, and this vision is quite clear to be a globally recognised, top-tier business school, ranked among the very best in the world. I think we can certainly do this - as long as we focus our attention on a key set of relevant and unique activities. I also believe that to be a top-tier business school, you need to have a top-tier executive education centre - it can make a wonderful contribution in helping the School reach this target, and help communicate that what we do is both relevant and unique.

What is your favourite holiday destination?

My family is originally from Austria - so it is a favourite holiday destination - combining the opportunity to see family and go hiking or skiing.

tell you why something cannot happen.

Don’t tell me why it can’t be done, come to me with creative recommendations and solutions of how to get to an answer. This is what I focus on!

What book is currently on your bedside table?

Culture Matters - is a collection of papers looking at the connection between culture and economic prosperity. There were some fascinating stories. I have taught an MBA course in the area of cross-cultural management and international HR and it gets back to this issue of trying to decipher how different people think. I’m also reading Blindness by José Saramago, Portuguese Nobel Award Winner. It’s a compelling read and I’ve just found out that it is being made into a motion picture, so I am looking forward to that.

Too much negativity too quickly?

Yes, too much negativity too quickly and not enough creative thinking. There are, in my view, always solutions to problems - it’s just a question of spending the time and taking the effort to reach a solution.

Do you have any pet hates?

One thing that really gets under my skin is when I am given a reason why I can’t do something. I have found this can be challenging in the service sector in the UK, as people are very, very pleasant in telling you why you can’t do things! It’s also often part of the university culture - people are very fast to

Who would you invite, either living or dead, to your ultimate dinner party?

Being a Canadian I would probably start with a Canadian icon and former Prime Minister, Pierre Trudeau. He was a brilliant mind, a great communicator and was someone that was driven by his principles even when his views were not popular. He is someone for whom I have great admiration for and particularly his focus on looking at ways to reconcile various cultures and communities within Canada. Going in a somewhat different direction, I would love to meet the American chef and travel writer, Anthony Boudain to talk travel over a great meal and bottle of wine.

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News Home Enterprising women and Manchester Business School The First Enterprising Women Summit took place in London in mid November 2007. This exciting event was held at a number of prestigious venues across London, including The British Film Institute, House of Lords, House of Commons, Royal Society for the encouragement of Arts, Manufacture and Commerce (RSA) and the V&A. Teams of successful female business leaders took part in ‘Afternoon Tea’ discussions, with the overall theme of Prosperity, Passion and Power. The focus of these discussions centred around how to establish a business, what invaluable advice and support participants were given, and what more

could be done to encourage other women to do the same. The event culminated in a summary presentation at the RSA, with the results from the day being presented to the Houses of Parliament to inform and shape future policy.

Enterprising Women is organised by Helene Martin-Gee of the Pink Shoe Club and chief policy advisor to the All-Party Parliamentary Group on Entrepreneurship. It is aimed at all women involved in enterprise: entrepreneurs, bankers, VCs, professionals, academics, politicians, and intrapreneurs working as enterprising women inside larger organisations.

To meet this challenge, the Centre for Engagement (CfE) has been established as a key addition to MBS. It will build relationships between the School, the business world and the community. The strategy driving the CfE is simple - it is about connecting people. It will connect faculty, key decision makers, influencers, business, community and students.

It will coordinate, support and create. It will

publicise, provoke and consult. It will generate new executive education, research and consulting opportunities that are relevant, innovative and meet the needs of the community.

It will leverage the enthusiasm of alumni, faculty and staff to contribute to the school's new direction and vision.

To do this, the CfE will consist of five areas of activity: Publication and dissemination of information The CfE will work with faculty to develop a targeted MBS publication. This will showcase current thinking in the School, presented in a way that is relevant for the practitioner market.

Round table events, workshops and conferences The CfE will be involved in establishing and running a series of events throughout the year aimed at the business community. These activities will be to engage faculty with the external practitioner community and exchange knowledge and expertise, and will include round table events in both Manchester and London.

The World Academy of Sport (WAS) is a world-leading education service provider to the global sport and major events community and currently services several high profile International Sports Federations through the establishment of sport specific Academies.

Based at Manchester Business School, the programme offerings include a range of executive educational modules that can be delivered in a variety of ways. The WAS runs open executive programmes in executive administration, risk management and governance, athlete performance pathways, marketing and communications, administration and event management.

The Summit was the first event of what promises to be an exciting and influential group. The aim is to generate practical and creative solutions to improve the UK’s enterprise economy. As part of Enterprising Women’s activities, a forum has been set up by Enterprising Women and Manchester Business School’s Centre for Engagement to encourage and facilitate lively debate and participation, and to think about ways in which to enhance enterprise amongst diverse groups.

The forum can be found at http://enterprisingwomen.portals.mbs.ac.uk and we invite and encourage people to register and share their thoughts and ideas.

MBS launches Centre for Engagement During recent years the emphasis on engaging meaningfully with the external community has become a key focus of Manchester Business School. To engage is a commitment. It is a commitment to explore the value of research and to nurture its impact in business and the community. It is about building meaningful knowledge partnerships that generate provocative discussion and two-way development of ideas. It is also a commitment to listen and learn, to see practice as a way of developing new questions, directions and ideas for research. It is part of the virtuous circle of academic life, helping to bring together quality in research and teaching, and make an impact on the external community by sharing knowledge and creating knowledge partnerships.

World Academy of Sport launches Global MBA in Sports and Major Events

Contract research The CfE will work in partnership with MBS’ Research Services Centre to link external research funding opportunities with research resources and to assist in the engagement of businesses where appropriate.

Consultancy The CfE will engage with the consultancy market in a distinctive way, through the establishment of an in-house consultancy group. This group will will support consultancy requests from businesses where appropriate. The CfE will also work with faculty to support consultancy requests requiring specialist expertise.

Engagement support for academics The CfE will offer a supportive role to help faculty develop links that they have with practitioners and capitalise on these links.

For enquiries please contact the CfE on 0161 275 7685, email: mailto:CfE@mbs.ac.uk

The Manchester Global MBA in Sports and Major Events stream was launched in September 2007 in partnership with MBS. This cohort is expected to grow over the next few years as the sports and events sector becomes increasingly linked to economic growth and political repositioning by many nations. Indeed the 2012 Olympic Games in London is expected to exacerbate growth in the sector locally as the UK gears up to showcase itself to the World. Consistent with the ethos of the WAS, the MBA will involve sport and event specific workshops - in which tailored case studies will be examined by students in order to interpret the learning from the MBA modules in a sport and events context. Students will visit the International Olympic Committee in Lausanne, other International Federation headquarters, be involved in event observer programmes and stadia visits, and learn from accredited visiting fellows of the School who represent some of the world-leading sport and events practitioners in each of the relevant fields of the MBA. The programme is truly a successful blend of the mainstream MBA - without compromising its strengths - as well as the practical elements of which industry requires students to have a solid understanding.

Reflecting the rapidly evolving environment of sport and major events, progress engaging industry has been swift, and at the Rugby World Cup in France late last year the International Rugby Board (IRB) launched a joint educational programme with the WAS for its rugby administrators across the globe. This month the WAS has agreed on a roll out of this programme across various locations internationally, resulting in WAS programmes being delivered in all four corners of the globe.

The IRB is one of four International Sports Federations partnering the WAS, including the International Ski Federation (FIS), International Cycling Union (UCI) and the International Federation of Netball Associations (IFNA). Further collaborations will shortly be announced with major International Sports Federations which will lift the profile of its activities further and enhance the reach of all programmes around the World.

WAS operates globally, however local stakeholders are an integral part of the strategic vision. The North West Development Agency has recently launched a scholarship programme that is aimed at National Olympic Committees and National Paralympic Committees that wish to make the North West their home in the lead up to the 2012 Olympics. Manchester City Council

remains a strong collaborator on the WAS programmes and further announcements are likely to be made soon on joint initiatives that will consolidate Manchester and the North West's position as a global centre of sporting excellence.

Chris Solly, WAS director said: "We are starting to see the coming together of several projects and relationships that we’ve been working on for almost two years. As a result of real progress and meaningful partnerships, the programmes offered by the WAS will increasingly add value to the programme offerings of the Business School, and we see increasing numbers of sector executives and those in other industries looking to transition to sport and events, taking up our executive and post graduate programmes."

Whether it is locally or globally, the WAS is forging ahead creating new partnerships to enhance the profile of the University and improve the penetration of its world-class programmes to students across the globe.

For more information contact Peter Schofield, Relationship Director on +44(0) 7919305569 or email: pschofield@wasec.mbs.ac.uk

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News Home

News Away

Driving MBS to the top alumni membership contributions

IBM Consulting lecture series

Contributions are already coming through for the Alumni Association Membership initiative.

Conceived and driven by the Alumni Association Management Board (AAMB), the initiative asks all alumni to contribute a voluntary £35 towards the Association each year. The contributions will fund regional alumni groups around the world, providing them with the vital resources to deliver ever higher quality events and activity. Funding will also help start new groups where none currently exists. This is a tremendous step for MBS and its alumni - greater regional alumni activity boosts the power of the 25,000-strong community and brings the benefits of networking to all parts of the globe.

Alison Edmonds, head of Alumni Relations at MBS, explains further: "Some may consider it brave to ask alumni to support not only the School directly, but also their Alumni Association. If we want to compete globally we need the support of our stakeholders. The raised funds enjoyed by the leading US schools illustrate this."

"Contributing alumni can allocate the majority of their fee to a regional group of their choice.

Those who choose not to pay will still enjoy full and valued membership of the community and all the services and benefits on offer."

Jerry Green, chair of the AAMB, is excited about the Association’s future. He said: "Turning our alumni membership into an active community provides massively increased benefits to the alumni but also helps us make our contribution to the steps that Michael Luger is taking to drive MBS into the Top Ten.” The Alumni Relations Office in partnership with the AAMB is driving alumni engagement in many ways.

MBSNet - the alumni web portal is the ideal platform from which to search for and communicate with other alumni, join alumni groups and sign up for events. A newly designed landing page for MBSNet has been launched to significantly improve navigation. The future for MBS’ alumni community looks set to be powerful, and both the AAMB and the School encourage alumni to sign up, contribute and get active. www.mbs.ac.uk/alumni

Tudor Rickards addresses an audience of over 30 alumni whilst speaking about Leaders We Deserve. The event was hosted by IBM Consulting, based in Southbank, London and is one of a number of events in the Faculty Lecture Series.

Ismail in Hong Kong Ismail Erturk, senior fellow in banking; (below) on his recent visit to Hong Kong, where he addressed an audience of alumni, current students and corporate guests on the subject of Reinvented banks, financial innovation and the current banking crisis.

Research Focus Professor Nitin Sanghavi shares retail expertise with Harvard

Manchester Business School’s Professor Nitin Sanghavi has been appointed visiting scholar at Harvard Business School. The role officially started in March, when he visited the campus to work on developing new case studies and other research initiatives. During his stay he also shared his international retail experiences with staff and students.

The appointment builds on Nitin’s long-standing relationship with Professor David Bell’s Retail Team at Harvard, with whom he has been working closely for a number of years developing research case studies and joint executive teaching initiatives.

Professor Michael Luger, director of Manchester Business School, said: “We are delighted for Nitin and to strengthen our relationship with Harvard. His appointment is testament to the quality of his research and the reputation of MBS’ Retail Centre, which has one of the strongest client portfolios in the world. It’s essential that business schools continue to feed research into the private sector and to break down barriers between business theory and practice.”

The Harvard appointment consolidates what has already been an extremely successful year in 2007 for MBS’ Retail Centre - signing deals to deliver executive education programmes to leading retail and retail-related organisations including Tesco plc (Worldwide), BP Retail (Worldwide), Home Retail Group (owner of Argos and Homebase), AS Watson (Worldwide) and Goldsmiths. Professor Sanghavi has also recently become a visiting professor at The University of Rennes, in France.

If the cap fits Do you think footballers are overpaid? No matter which team you support you will have an opinion on whether David Beckham is worth his £128 million, five-year deal with LA Galaxy or whether Ronaldinho “earns” his $30 million a year total income. And these figures pale into insignificance when compared with some of the top US sports stars such as Tiger Woods who, according to Forbes, is the world’s richest sports star with an annual income in excess of $111 million.

Whatever your response to the opening question there is certainly no doubt that the high wages paid to professional sports men and women are regularly in the news nowadays - and this interest is not confined to the back pages of newspapers.

In fact they have received Government attention.

Last November, Sports Minister, Gerry Sutcliffe, described the wages of leading players such as England captain John Terry as "obscene". Terry is paid in the region of £130,000 a week by Chelsea.

Moreover, the European Commission is also sniffing around the issue of high wages in sport.

A White Paper on Sport from the European Commission was published in June 2006 in which restrictions on salaries are discussed.

But why do people get so excited about mega-bucks footballers? The main reason seems to be a “moral” one. Nobody should be paid so much for kicking a ball around, something they love doing anyway. Economists, rational hard-hearted types that we are, have no time for this kind of argument. Footballers pay is a simple reflection of supply and demand.

Players with the skills of Wayne Rooney are in short supply, if not unique, and are paid according to the high demand for their services.

A better argument is that stratospheric wages in team sports may kill the goose that laid the golden egg. The argument goes like this. A few wealthy clubs (Man Utd, Chelsea, etc.) can afford to pay the best players high wages.

The league will become uncompetitive as the remaining clubs cannot compete with the elite.

This undermines one of the main motives for watching a sporting contest, uncertainty of outcome. If the result is a foregone conclusion potential spectators will lose interest. Because of this, revenues from gate receipts and TV will fall and this will hurt all clubs. The sport will decline.

In this climate it is not surprising that the idea of placing some kind of restriction on wages in sport has been aired. The main proposal, as suggested by Sutcliffe, is a salary cap. This could take the form of a “maximum” wage. i.e. no player would be paid above a certain pre-determined level, or there could be a limit placed on the percentage of revenues paid in wages by any club. Both of these measures would limit the ability of clubs to pay high wages. But do these measures work?

This is the subject of my current research. I am working with leading sports economist Rob Simmons at Lancaster University to evaluate the success of salary caps in several leagues throughout the world. Salary caps have been implemented in many sports in many countries including English rugby union and rugby league, Australian rules football and rugby league, American football and ice hockey. The question we aim to answer is “did the salary cap improve competitiveness?”

Definitive answers are still some way off, but some preliminary results will be published

shortly in the International Journal of Business and Management. Andrew Howarth, a BSc Management student of the 2006-7 cohort and I, conducted a pilot project to see whether the salary cap implemented in the European Super League (rugby league) in 1997 reduced the power of the big clubs and made the league more competitive. Using various measure of competitiveness the results suggest that the cap did make the league more even and thus provided tentative evidence that it did indeed work.

Given the global nature of the market for footballers these days it would be very difficult to implement a salary cap in the English Premiership. Top players would simply move to a country where there was no cap. Any salary cap would need to be set by supra-national governing bodies such as FIFA or UEFA. Then there are the difficulties of policing this kind of restriction.

There have been several breaches of the salary cap in rugby league. Most of these are serial offences by the same big clubs such as Wigan and St Helens. Just imagine telling Sir Alex Ferguson that he will have to let Ronaldo go to another club because the club can’t afford his wages as it would breach the salary cap.

No doubt the hair dryer treatment would be administered.

This piece is written by Dr. Terry Robinson, lecturer in economics, Manchester Business School.

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Piers Martin Interview Piers Martin graduated from Manchester’s MBA programme in July 2006. After gaining an undergraduate degree in planning and management at the University of Manchester in 1999, he joined the Amateur Swimming Association (ASA) as national development officer, before being promoted to regional director in 2005. In 2007 Piers joined the World Academy of Sport at Manchester Business School as relationship manager and recently accepted the post of CEO of British Fencing to lead the sport in the build up to the London Olympic Games in 2012.

What inspired you to undertake your MBA and why did you choose Manchester?

I wanted to develop my skill set and discover more about business in an environment where I could learn from the experience of my peers on the programme. Secondly, I wanted a qualification from a good business school, not only to assist my career progression, but also to open doors in business outside of the sports industry. I have seen many people from outside the industry appointed to top sport jobs in recent years because they are viewed to have essential business skills - and I saw an MBA as a way of equipping myself with both.

I knew I wanted a business school with a strong reputation and standing in the rankings. I was also sure I wanted to do it part-time, in order to immediately apply what I was learning in real life situations. In the end I chose the Executive MBA at Manchester because of the reputation of the School, the focus on practical application and also because I did my undergraduate degree there.

How has the MBA shaped your career?

It opened my eyes to a range of skills and knowledge, which made me question things a lot more (which probably annoyed people sometimes). The most important thing the MBA helped me to do was to apply my newfound knowledge to strategy and operations at the ASA. During the programme I moved to the post of regional director - setting up the regional business including developing a new strategy, and the structures and people to deliver it effectively. Last September I moved to the World Academy of Sport at the School - an opportunity which would not have arisen had I not studied here.

How did the live project work prepare you for life after the MBA? As I did my MBA part-time, the benefits of the live project work were useful right from the start, as I was able to see how the theory fitted into practice in both my organisation and a range of others. The practical projects are possibly the best element of the programme and it was fun seeing how very different solutions were presented by students from extremely varied backgrounds.

When did you become involved in sport?

I was very lucky to have been brought up immersed in sport. My parents were very keen for me to play sport and from a very early age I was involved with swimming, gymnastics and athletics. My secondary school was very supportive of sport and gave me access to mainstream sports like rugby and cricket and some new experiences with sports like Eton Fives.

During my teens I focused on and found most success with swimming and as a water polo player - and through these activities I also got involved with coaching and volunteering which I continued with throughout university. When I finished my degree, I started working for the ASA, which was the start of my career in sport.

Where you do see the future of the sports industry heading?

There is no doubt, sport has become big business.

It is one of the biggest industries in the UK, especially with the onset of the Olympics. In the North West, for example, people spend more of their income on sport than anything else.

Football has become very driven by business and

that attracts complaints from the ‘real’ fans.

However, we can’t have it both ways and a happy medium where athletes are paid enough to train full-time and provide great entertainment is perfect. For this reason I enjoy watching the Olympic Games, just as much as Arsenal beating Manchester United or Sharks thrashing Gloucester.

What is certainly evident in my line of work is that the majority of sport and its governing bodies have a great deal to learn from business to ensure that they are governed effectively.

What are your views on the issues in the industry such as drug testing?

With 2012 there will be an increasing focus on the positives but also the negatives of sport and the Olympics in London. Doping will be a big element of this, and to my mind it detracts too much from the positives and prevents us from celebrating achievements.

Drug takers are cheats full stop - and I take a pretty hard line on it. I do not believe, for example, Dwain Chambers should be allowed to compete again internationally - especially because it delivers a pretty poor message to our young athletes growing up who may compete in 2012 and beyond. It can be difficult to get young people to understand that being an athlete is now a full-time job. You would not miss an important meeting if it meant that your job and ambitions depended on it - the same attitude is required with athletes and this requires a big culture change.

“ Drug takers are cheats full stop and I take a pretty hard line on it.”

With more and more sports qualifications on the market, how is this professionalisation benefiting the industry?

I have witnessed a major evolution over the last ten years. When I first got involved, the vast majority of coaches and indeed sports development officers were volunteers or part-time - now the picture is very different.

I have no doubt the 2012 Olympics has helped significantly with that and the government investment in school sport has also helped to develop career pathways.

You can see a range of degrees and postgraduate programmes now, specifically designed for those looking for a career in sport. However, most of these are sports-science based programmes; there is still a void which needs filling with high quality education for administrators and executives within sport. This is the predominant reason I wanted to come and work for the World Academy of Sport.

Who is the person you aspire to most in the sports industry?

Sir Steve Redgrave - simply for his monumental achievements as an athlete, as an Olympian and now for what he is putting back into both rowing and sport in general.

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Working with MBS MBS Annual Fund A History of giving The University of Manchester is founded on a strong tradition of charitable support.

Manchester businessmen and industrialists established the Mechanic’s Institute (the forerunner of The University of Manchester Institute of Science and Technology) to ensure that their workers could learn the basic principles of science. Similarly, John Owens, a Manchester textile merchant, bequeathed £96,942 in 1846 (over £6million in today’s money) for the purpose of founding a college “to educate all, regardless of religion, rank or status in society”, which was to become the Victoria University of Manchester.

Donations from alumni and other benefactors, at all levels and across several generations, have played an enormously important role in supporting students ever since. Manchester Business School (MBS) has benefited directly from charitable support both from money given to the University and also through money given to support specific work in the school.

MBS’ Annual Fund now provides you with an opportunity to join this history of support, by matching a range of current student and research opportunities with your own values and interests.

Below are the areas where your support is welcomed to help the School move forward towards its aim of becoming one of the world’s top tier business schools, by 2015. Any funding generated in this way is on top of the central funding the School receives.

Access to excellence In a world with increasing levels of student debt it can be difficult for many people to access higher education. And with the imminent lifting of capped university fees, it’s essential that everyone who has the academic ability is given an equal opportunity to benefit from higher education.

The School seeks to be in a position to match the very best Business Schools in the world by

moving towards a “needs blind” admission policy. The School will look to support the most outstanding undergraduate, specialist masters, MBA and doctoral students irrespective of financial circumstances. With your support we can keep the doors to Manchester Business School open to those who will benefit the most.

Research Manchester Business School tops the world rankings for Doctoral research (FT MBA survey 2008). The breadth of subjects covered by the School is unsurpassed, and as the results above show, so is the quality. MBS’ research is of vital relevance to the global business community and support for this fund allows the School to continue its world leading position, helping work in areas such as entrepreneurship, innovation and creativity amongst others. The research fund allows the School to accelerate this valuable work and expand into new areas.

Learning Experience Fund The Learning Experience Fund is designed to support the activities of the School and enhance every student’s time here. By helping us provide world-class resources and environment, you will be directly improving the experience of students whilst they study and the overall reputation of the School.

Manchester Business School Vision Fund This allows the strategic use of funds across the three areas above with flexibility. It also allows the use of funds in other areas as new and exciting opportunities arise.

Giving Circles • Founders All those who support MBS’ Annual Fund, when first asked, will become members of the Founders’ Circle. This membership will continue for each subsequent year that you continue to support the fund. Members of the Founders’ Circle will be invited to a reception held twice a year, in Manchester and London, where they will receive an update on the developments and progress within the School. They will also have the

The benefits of philanthropic giving The generous support of Eddie Davies OBE, owner of Bolton Wanderers FC, has helped MBS in a number of ways. He has a long-standing relationship with us, having attended the School in 1982 when he took an intensive Portuguese language course in preparation for working in Brazil.

“ MBS has an excellent reputation for innovation in business education and I’m delighted to support this initiative, which I hope will inspire entrepreneurs of the future.” Eddie Davies

So impressed was he with the School, and its library, that he decided to provide a substantial contribution to further its work. In recognition of this, the Eddie Davies library is now one of the largest business libraries in Europe and as an alumnus of the School this is facility available to you.

Giving to MBS Giving to MBS is simple and can be done online at www.mbs.ac.uk/changingmbs

Eddie Davies recently followed this initial gift with a second generous donation, which will fund a new Chair for Entrepreneurship at MBS. The Chair will lead the recently launched Centre for Enterprise and spearhead the School’s drive to generate entrepreneurial activity.

MBS is already committed to supporting emerging businesses through our Incubator, which has recently been working behind the scenes with BBC2’s Dragons’ Den on the viability of contestants’ business plans.

A successful entrepreneur himself - Eddie Davies sold Strix, the maker of the switch that turns off kettles when the water boils, to ABN Amro in 2005 for over £300 million. He expanded the company from its Isle of Man base and it now has a global presence in Belgium, Russia, Hong Kong and China.

opportunity to meet senior academics and managers from the School, as well as students who have benefited from the fund.

• Dean's List Supporters of the fund who donate over £5,000pa will join the Dean's List. As well as being invited to receptions outlined above, donors will benefit from early invitations to events run by the School and will be recognised in future MBS publicity (we can accommodate requests for anonymity if this is preferred).

Standing order provides a simple way for you to support the school on a regular basis and for higher rate taxpayers an element can be reclaimed through the annual tax return.

The University of Manchester and MBS enjoy charitable status, which means we are able to reclaim the tax you have already paid on your donation through Gift Aid. Under the Gift Aid scheme, Tax can be reclaimed on donations of any amount as long as you are a UK taxpayer. This will enable MBS to increase the value of your gift by 28% at no extra cost to you.

Eddie Davies and Professor Michael Luger

New for 2008! Add a match and deepen the impact of your giving New Government Matched Funding Programme for gifts to higher education - 2008-2011.

The UK Government has announced a programme, starting 1st August 2008, to encourage gifts from alumni and others to support English higher education institutions.

As a former Manchester student - wherever you are in the world - this means we can add at least a third to the value of any gift you make

to the MBS Annual Fund, and potentially much more. For UK donors this 33% bonus will be applied both to the gift level and to the value of Gift Aid that we can claim on your donation.

We will put the additional match to work in support of your preferred priority across campus.

So if you want your gift and the additional match to support the full range of outstanding

activities such as those highlighted above, simply make a gift to the overall MBS Annual Fund today (you can use the Gift Form on p.14).

As the following table shows, the minimum additional impact on your gift is 33%, and through tax recovery you may be able to more than double the value of your net contribution to Manchester:

Contribution/value table for every £100 given: Your contribution

Net contribution

Value to MBS Annual Fund**

Leverage over and above your net contribution

International

£100

Depends on local tax laws*

£133

33%

UK standard rate tax payer

£100

£100

£170

70%

UK higher rate tax payer

£100

£75

£170

127%

* Net contribution may be significantly lower, e.g. for gifts to the North American Foundation. ** After any Gift Aid and Government match applied

13

Book Reviews Donations to Manchester Business School Annual Fund

AUDITING, TRUST AND GOVERNANCE

series of initiatives to repair damage and restore faith in corporate governance.

I would like to direct my donation to:

Developing regulation in Europe Edited by Quick, Turley and Willekens

In this new book, the European Auditing Research Network analyses how that response has developed in Europe, with particular emphasis on the field of auditing. Leading international academics review how regulation has be revised in specific European countries to help restore confidence in the contribution of auditing to corporate governance. Various themes are analysed, including the growing trend of internationalisation in regulation, ethics and auditing, professional liability, and professional education. Additional chapters

Strategic Vision Fund

Research

Access to Excellence Fund

Gift Aid Declaration If you are a UK taxpayer please take a moment to sign this declaration.

In doing so you will increase the value of your donation by 28% at no extra cost to yourself. (Please see www.mbs.ac.uk/changingmbs for details and guidelines.)

Learning Experience Fund

I would like the University of Manchester to treat this donation and all further donations made since the 6th April 2000 and in the future, as Gift Aid donations, until further notice.

Signature:

Date:

/

/

The reputation of corporate reporting has been in crisis.

Trust in the process of financial accounting and auditing has been undermined by a series of high profile scandals involving major corporations, including Enron, Parmalat, Ahold and Worldcom. In response, regulators and practitioners world-wide have put forward a

THE ETHICAL CONSUMER Single Gift by Cheque or Credit Card

Please charge my:

place trends in Europe in the context of broader international developments and consider both the overall pattern of regulatory change and the future of auditing and governance.

Auditing, Trust and Governance is a timely appraisal for the regulatory environment in Europe.

It will be an invaluable volume for researchers, professionals and students working in the fields of auditing, accountancy, and corporate governance, and will provide a useful basis for further research on the effects of the increased regulation.

Stuart Turley is KPMG professor of accounting at Manchester Business School.

STATISTICS FOR BUSINESS AND ECONOMICS

the United Kingdom, Europe, Middle East and Africa.

Anderson, Sweeney, Williams, Freeman and Shoesmith

Adapting authors, Freeman and Shoesmith, have taken the rich pedagogy of the United States text and carefully blended it with the latest applications and technology to provide a truly complete introduction to statistics.

Edited by Terry Newholm et al I wish to make a donation of:

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Please pay the sum of £________________

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Each month / quarter / year * to The University of Manchester Annual Fund donations account number: 30924369, Barclays Bank plc, 7th Floor, 1 Marsden Street, Manchester M2 1HW (Sort Code 20-55-34) *Delete as appropriate

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Postcode: Postal Donations to: Director's Office, Manchester Business School, Booth Street West, Manchester, M15 6PB.

This book explores: ethical consumer behaviours, motivations and narratives the social, political and theoretical contexts in which ethical consumers operate the responsibilities of businesses the effectiveness of ethical consumer actions Contributions are informed by case studies, focus groups, surveys and interviews.

until further notice.

Name of Bank: Bank Address:

Leading the way towards answering the question, The Ethical Consumer is an indispensable introduction to the subject. Exploring areas like boycotts and fair trade projects, it gathers together the diverse experiences of scholars, campaigners and business practitioners from the international community.

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Terry Newholm is a lecturer in consumer theory at Manchester Business School, who is intrigued by the complexities of consumer culture and how we might understand ourselves better.

This definitive introduction to statistics

by Anderson, Sweeney and Williams has now been expertly adapted to be even more relevant for business and economics students across

CHINA’S STATE ENTEPRISE REFORM: FROM MARX TO THE MARKET John Hassard et al The Chinese economic reform process of the last quarter of a century has engendered significant changes in the structure and management of work organisations.

Central to the process has been the ‘corporatisation’ and ‘marketisation’ of the danwei, or state-owned enterprises (SOEs).

This book examines the history of post-Mao state-enterprise reform and extends this to discuss the major social consequences of such large-scale corporate restructuring.

Jim Freeman is lecturer in statistics and director of the Masters programme in operations management at Manchester Business School.

Drawing on the academic literature on China’s economic transition and extensive primary research data from large SOEs in the Chinese steel industry, it assesses the extent to which the aims of reducing government interference in the running of SOEs, developing a sense of enterprise, and achieving cost reductions have been achieved within a climate of reform-induced labour unrest and incipient political instability.

John Hassard is professor of organisational analysis at Manchester Business School and senior research associate at the Judge Business School, Cambridge University

15

MBS Worldwide Paul Davies, performance manager, ParalympicsGB (MBA for Sports and Major Events) After being in sport for the majority of his life - from playing hockey at both county and regional level, to catching the 'triathlon bug' - Paul Davies' passion for sport continued through to his professional life. He studied sports sciences at University, after a brief period of post-graduate research Paul decided to embark on a career with the British Olympic Association, working as an exercise physiologist. This gave him the opportunity to work with some of the world’s greatest athletes including Sir Steve Redgrave and Mathew Pinsent, and more recently working in Paralympic sport as a performance manager for ParalympicsGB with the added responsibility of Sports Science and Medicine. Paul is now enrolled on the Manchester Global MBA for Sports and Major Events.

Network interviewed Paul to find out about the challenges and development ahead, both in terms of his MBA studies and the excitement surrounding the sporting profession: Having been involved in sport for the majority of your life, it is not surprising you chose to study for an MBA with a sports stream, why in particular did you choose Manchester’s MBA programme?

I liked the format of the Manchester MBA, blocks of time suit my learning style and my work schedule rather than regular weekly classes.

Manchester also has a recognised worldwide reputation. To be able to combine all of these factors with an MBA that focuses on the unique business of sport ticked all the boxes for me. The fact I share classes with students from the general programme was also a strong factor as it gives me the opportunity to gain experiences from outside of my usual working environment, some of which I can adapt and apply to my day-to-day practice.

Do you believe your MBA learning to date has better prepared you for the challenges and excitement that Beijing presents?

I have the responsibility for the delivery of Science and Healthcare services at our holding camps (in Hong Kong and Macau) and at the Games themselves. Over the last 18 months I have had the challenge of recruiting and developing over 30 Science and Medicine staff who will deliver these services on the ground. Planning for this has been a huge task and there are certainly some elements of Operations Management theory that have been useful in this regard and of course there are many elements of People, Management and Organisations that can be directly applied; this is invaluable, even if it is simply to reinforce what we are doing is best practice.

How long will you be in Beijing and will it affect your studies?

I will be in Beijing for three weeks, the first three weeks of September. Luckily the exams

for this trimester are the weekend before I go.

They will come at a busy time, but I can’t really complain as we have known the dates for the Games for the last four years! I will have a little bit of catching-up to do when I get back, but the system seems to be able to offer a certain amount of flexibility so hopefully things will be OK. How do you see the programme enhancing your career?

It will allow me to take a broader view of business theory and apply it to my own work environment. Sport is, and will increasingly become more, business orientated. For an Olympic or Paralympic sport to be effective it not only needs to find and develop good athletes, it also needs strong management and good governance, sound business principles need to be applied for a sport to gain long term success.

Can you give a brief overview of recent developments in Sports Science?

We have been working hard over the last four years to give our athletes a performance advantage from all areas of science. We have worked in many innovative areas, including bringing Formula One technology into Paralympic sport. Unfortunately we like to keep our secrets secret, but if you watch the Games this year you will see some very interesting examples of this exhibited by members of the ParalympicsGB team.

What are the main challenges you will face in Beijing?

Obviously the environmental challenge will be a big one: long haul travel and the associated jet lag are big challenges for some of our athletes, and we have invested a lot of effort in this area to ensure that our athletes adapt to the new time zone as quickly as possible. We may also have trouble with the temperature although it will be cooler than for the Olympic

Games, and the potential for pollution remains - despite the best efforts of the Beijing Organising Committee and the Chinese Government. But perhaps the biggest challenge that we will face is from the Chinese athletes, who have embraced Paralympic sport wholeheartedly, and will look to dominate the medal table. China dominated the medal table in Athens and will be looking to do so again for their home Games.

Are you looking forward to the Paralympics in Beijing?

Even though this will be my third Games (I was a member of the management team for the Paralympic Games in Athens and was Deputy Chief de Mission in Turin 2006 winter Games), I am looking forward to it tremendously. I am sure that it will be a great event and a great spectacle.

Who in the world of sport has been your inspiration?

I have many, both from Olympic and Paralympic sport, but the one who stands out is Sir Steve Redgrave. A phenomenal athlete who consistently performed and won at the very highest level without the status or celebrity that seems too easily placed upon many who do not stand comparison.

The Manchester Global MBA commenced in September 2007 with its first intake of 35 students, with individuals enrolled from over 10 countries worldwide. To find out more about the Manchester Global MBA, and the sport stream in particular, please visit www.mbs-worldwide.ac.uk/programmes/global /default or www.was-executivecentre.org/

17

Alumni Group News London Alumni Association Re-launched In September 2007, James Fanshawe CBE (pictured) was elected as the new chair of the London Alumni Association (LAA). This was closely followed with the AGM in November - at which time the remaining committee members were elected.

With this new diverse Committee of dedicated alumni, the group has gone from strength to strength over the first half of 2008. Since its launch, the LAA has continued to organise the already established breakfast meetings and have introduced social evenings on a bi-monthly basis. The LAA is also in the midst of helping to organise the Annual Alumni Reunion Ball which will be co-hosted by themselves and Manchester Business School. The event will be held on board HMS PRESIDENT (1918) - moored on the Embankment next to Blackfriars Bridge.

Korea

Jamaica

The London Alumni Association Committee members are: L to R: Milton Brady, Robert Lumsden, Doneth Brown-Reid and Michael Hartmann

Damaris Albarran (MBA ’84) vice-chair

Michael then attended a specially organised luncheon in recognition of Robert Lumsden (for Academic Excellence), where he spoke to alumni on the topic of Building a leadership mindset.

Robert was then presented with a plaque from the MBS Caribbean Alumni Chapter.

Chung-Gye-San mountain, near Seoul, was the destination for April’s get together for the Korean alumni group. It was a great chance to get to know each other and enjoy the stunning scenery whilst they hiked to the top.

Paul Browne (MBA ’87) fundraising and sponsorship Phil Crump (BSc (Hons) Management ’04) secretary Gillian King (MBA DL ‘05) events co-ordinator Ian MacGillivray (MBA DL ’01) treasurer Amitabh Sharma (MBA ’95) marketing and corporate communications If you are interested in finding out more or would like to contribute your ideas, please contact James at james.fanshawe@alumni.mbs.ac.uk

Alumni in Kingston, Jamaica extended a warm welcome to Michael Hartmann on his visit to the town during April. The group arranged a breakfast meeting where he gave an update on developments at the School, to an audience of business leaders from a wide section of Jamaican industries.

Ga Sung Park from the newly graduating Class of 2008 joined the gathering, as did Jean Song who will be joining the Class of 2010 in September - both were pleased that the group is so well organised creating an exciting and useful network for all its members.

During the luncheon, Michael was introduced to Milton Brady, managing director of First Caribbean International Bank, one of the main sponsors for the Jamaica Youth Business Trust.

If anyone is travelling to Korea and would like to experience some true Korean culture, do not hesitate to contact JY Cho (MBA ’03), president of the Korean Alumni Group, at joong-yeop.chu@alumni.mbs.ac.uk

The Australian Alumni group based in Melbourne held a social event at the end of February when the group met at Mulatta Italian Restaurant for a few drinks and dinner.

Australia

This is a new initiative which will have the involvement of members of the Caribbean Alumni Chapter. The group has volunteered to assist in the Trust’s mentoring activities and to help ensure the programme is a success.

The purpose of the project is to build local social and entrepreneurial capital by providing finance, mentoring and advisory support to approved business ventures of young adults, whose social and economic standing make it difficult for them to access traditional sources of capital.

Peter Williams (MBA DL ’98) will represent the Chapter on the Board, which is by way of a derivative of the Prince of Wales Trust. It is anticipated that 80% of the Caribbean Alumni Association members across the region will become involved in the project.

Sami Lambe, chair of the group is looking to arrange a management seminar later in the year.

Shanghai, China The Australian Alumni group

Greece The Manchester Business School Alumni Association Greece (MBSAAG) has been extremely active over the last twelve months.

It has established a Key Note Speaker Series, introduced bi-monthly after work social gatherings and members have also made themselves available when School faculty and staff members have been in Athens promoting Manchester Business School.

More than 30 alumni and current students attended Manchester’s 15th Anniversary CEO Forum and Network event held at the Le Meridian Hotel, in Shanghai during April. The event enabled delegates to better understand Venture Capital and disseminated up-to-date market information. The guest speakers provided knowledgeable insights into this competitive business environment.

Pictured seated centre is Nigel Banister, CEO, MBS Worldwide with a number of the event delegates.

Alumni in Hong Kong celebrating at their Christmas party

The Key Note Speaker Series was established at the end of 2007, when Mr. Ioannis Spanudakis, vice-chairman of the Board and chief executive of A.G. Petzetakis S.A., addressed an audience of

If you are interested in helping to arrange more events or would like to put forward your ideas, contact Sami at sami_lambe@yahoo.com.au

alumni and guests on the topic of Successful Management Under Constraints and Digital Potential Outcomes.

The bi-monthly social gatherings have proved extremely popular and the MBSAAG has been focusing on bringing together different graduating classes at each event. It has been an excellent opportunity for alumni to meet up with classmates to catch up and network.

A big thank you goes to the group and in particular - Dimitrios Vlachos, chair, Vasilis Rallis, vice-chair and Christos Lytras, treasurer for their continued support of Manchester Business School and for all the help they have provided when School staff have been in town.

Spain Doneth Brown-Reid (MBA DL ’05), president of the Caribbean Chapter of the Alumni Association (Jamaica) received a warm welcome from alumni on her visit to Madrid during May. Pictured L-R with Doneth is Ivan Clemente (MBA ’90), Javier Martin (MBA ’96), chair of the Spanish group and Guillermo Castillo (MBA ’99).

Doneth said: “The Spanish alumni group was extremely welcoming - the networking and camaraderie were awesome”.

Javier is currently in the process of forming a more formal group in Spain by registering the group as a Legal Association.

If you would like to become more involved, please contact Javier at javier.martin@bt.com

19

Alumni Awards Outstanding Alumni Award 2008

40 Years On…

The achievement of former student Jeremy Coller, founder and chief executive of Coller Capital - a leading global private equity firm has been recognised with an Outstanding Alumni Award for 2008.

Sixteen members of the Class of ’67 and their wives (there was only one woman in the Class - with whom we have subsequently lost touch) met for dinner in the Picture Room of the Athenaeum Club, Pall Mall, to mark the fortieth anniversary of meeting at MBS. Together with apologies for absence from another eight members of the Course (including two working in the USA, a third visiting the High Andes, a fourth resident in Southern France and a fifth attending the annual meeting of the International Aeronautics Commission - of which he is a past President), the attendance represented about half of 1967-68 Course membership.

Thirteen members of this Course opted to continue for a second year to become the first MBA graduates of MBS in 1969.

Jeremy’s award will be presented to him by Dame Nancy Rothwell, deputy president and deputy vice chancellor, at the Graduation ceremony for Manchester Business School students on the 18th July.

Jeremy Coller

Double doctorate Pictured on the stairs to the University’s Whitworth Hall is John L Fortenberry Jr., who was awarded his PhD from Manchester Business School in December. John studied the impacts of outdoor advertising on consumers at different stages in their decision processes, drawing on evidence from both consumer and management studies.

John completed his doctoral studies in just three years, a major achievement for a part-time PhD student and full-time academic. However, John was a doctoral student with a difference this was his second PhD, the first being from Auburn University in the USA, and he is the James K Elrod professor of health administration at Louisiana State University. His fascination with marketing and consumer behaviour led John to take on this new challenge.

Also in the picture is John’s PhD supervisor Peter McGoldrick, the Tesco professor of retailing at Manchester Business School. Professor McGoldrick is the director of the Consumer Retail and Services Group and director of the Manchester Retail Research Forum.

Alumni Reunions

Outstanding Alumni Awards are given to former students who have achieved distinction within their professions, have provided exemplary service to the University, or have made an outstanding contribution of a personal humanitarian nature.

Having graduated from UMIST in 1979 with BSc (Hons) Management Sciences, Jeremy went on to work for ICI and Fidelity International. In 1990, he established Coller Capital and has played a unique role in the development of a secondary market for private equity - launching the first European secondaries fund in 1994 and the first global secondaries fund in 1998.

Coller Capital’s acquisition of a $900 million private equity portfolio from Abbey National remains the largest secondaries transaction ever undertaken by a single firm. Coller Capital was named ‘Global Secondaries Firm of the Year’ in the annual Private Equity International readers’ poll in both 2005 and 2006. And Financial News recently named Jeremy Coller as one of the 10 most influential people in the world of private equity.

John L Fortenberry Jr and Peter McGoldrick

This was not the first time we have met indeed we celebrated our 25th and 30th anniversaries together with a dinner; but we usually meet together once or twice a year in a London pub. We understand from those who taught us at MBS that we are the only year group to meet up so regularly.

The dinner was hosted by Mike Callaghan, who welcomed his guests with an amusing account of the history of the Athenaeum and its past members. As has become customary at these dinners, all members present were required, half way through the meal, to move to another seat where they could bore two more women with tales of their exploits and high adventures within the world of business (I jest!).

As is also customary at these dinners, Simon Hunt read messages from those unable to be present and observed the irony that we arrived at MBS in the expectation that our studies would equip us to be captains of industry and, in the 40 years since, UK manufacturing output as a proportion of GDP has declined by 20%!

He was warmly thanked for organising this reunion and, over a long period of time, the

Standing (left to right): Phil Smith, Mike Lodge, Andrew Gunn, Geoff Easton, Neil Wax, Doug Reoch, Graham Sowter, Ron Cohen, Alan Towers, Simon Hunt, David Thomas, Mike Callaghan and Michael Lowe Kneeling (left to right): Alan Topalian, Stuart Thom and David Ewart-James

many previous occasions on which course members have met together.

The dinner was greatly enjoyed by all present (who hoped that Mike might see his way to inviting us back to the Athenaeum in the not-

to-distant future). Course members signed a card conveying greetings and best wishes to Professor Grigor McClelland, founding director of MBS from 1965 to 1977, which he was delighted to receive.

Class of 2001 Christmas Party

L to R: Denise Mizrach, Arlette Correia, Ruth Ruppen and Giovana Olcese

The Class of 2001 held their Christmas party at The Hide, in Central London on 7 December.

This was the first of what will now become an annual get together for the group. A Volume was introduced to capture all the memories from each party, and will include a group photograph, signatures of those who attend and a torch - symbolising the group’s friendship.

Over 30 people attended the bash - organised

by Oscar Lopez Juarez, Cristian Frankic (event chairman) and Clemence Bourdarit (Bill Galvin’s girlfriend) - which lasted well into the early hours of the following morning. The group enjoyed an excellent three-course meal and drank plenty of wine and champagne. Rob Dornton-Duff was appointed as new event chairman for 2008.

21

Alumni Diary We are delighted to welcome all of our new alumni and look forward to receiving your news. This is a chance to let everyone know where you’ve been and what you’ve been doing since graduating from Manchester Business School. If you have any news, email lisa.samberg@mbs.ac.uk

Tony and Baby James

Humberto, Clara and baby Elisa

He is still working as a consultant with fellow alumnus Jan Kitshoff (MBA ’01).

Victor, Mitchell, Jose Antonio

Humberto Prazares (MBA ’04) and his wife, Carol became the proud parents of Elisa on 27 November 2007. Pictured with Humberto, is baby Elisa and older daughter, Clara.

Alison Cutts (MBA Modular ’03) has recently accepted a post as lecturer in accounting at Newcastle Business School! This is 75% of her time with the remainder being taken up with 'selected' clients (she has been running her own practice for the last couple of years).

Tony Caccavone (MBA ’04) and Sue became the proud parents of James, who arrived on the morning of 19 May weighing 8lbs 5oz.

Baby Holly

Ram Raghavan (MBA ’03) was offered a scholarship to do a PhD in human capital measurement by Centrica upon completion of his MBA. He has recently started a talent management firm (Talengene) that provides end-to-end talent management solutions for individuals and organisations. Solutions for organisations include various psychometric and performance measures, coaching interventions, reward recognition strategies, recruitment, HR outsourcing, retrenchment solutions, knowledge / competence mapping, performance / talent benchmarking and strategic HR. Robert Scott (MBA DL ’02) became the 2007 Toastmasters International District 81P Caribbean Humorous Speaking Champion.

Robert, who is Jamaican, was judged the undisputed winner in the Fall conference held in Guyana in October 2007. His speech was entitled ‘the pink bush jacket’ where he recounted the most embarrassing moments in his life and the lessons learnt.

Victor Torres (MBA ’06), Mitchell Nova (MBA ’05) and Jose Antonio Diaz (MBA ’06) ran the 32nd Marathon De Paris on Sunday 6 April.

Alison McGurk (MBA Exec ’06) and Richard became the proud parents of Joshua Samuel on 14 March 2008. Joshua has a big brother called Thomas.

Olga Kounevitch (MBA ’04) has left Canon Europe towards the end of 2007 and is now working for Heidrick & Struggles the CIO and IT Practice as a consultant in technology practice and CIO.

leadership group (CMLG). The research into the area of customer management - including customer profitability - is already resulting in the writing of papers to contribute to MBS' burgeoning research reputation. Robin said: “I feel honoured to be formally recognised by the School and hope to continue a strong working relationship via executive education, student projects and guest lectures”.

Chris Jones (MBA ’04) and Anna became the proud parents of Holly Elizabeth Jones, born 25th October 2007. Chris said, ‘we are loving having her in our lives, she is a joy!’

Robin Gleaves (MBA ‘01) has been appointed a visiting fellow at Manchester Business School, following a series of research projects with Professor John Murphy’s customer management

Joakim Johnsen (MBA ’97) has been appointed business development manager for SN Power Latin-America. In his new position, he will be responsible for expanding SN Power’s power generation facilities in the region. He will be based in SN Power’s regional office in Santiago, Chile.

Joakim comes from the position of chief financial officer for SN Power’s operations in Peru, where he has been based for the last three years.

Baby Mridul

Rohit Bihani (MBA ’96) and his wife Sunaina became the proud parents of a baby boy on 14 November 2006 (which happens to be Children’s Day!). They have named him Mridul (meaning sweet one).

Rohit has also opened a high school in Kolkata, India.

Dawn Holmes (MBA ’92) is the current North West Regional Chair of the Chartered Institute of Marketing. She was elected for the role in January 2007 and will be in post for a minimum of three years, maximum six.

As part of her work, she attends the International Chairman’s Conference at the CIM’s head office in Berkshire and meets up with Herrick Wong, another MBS alum, who is vice-chair and honorary treasurer of the CIM in Hong Kong.

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Inside Track Club or Country: a football or business decision After the ultimately unsuccessful UEFA Euro 2008 qualification campaign, under the management of Steve McLaren, the football industry in this country is undergoing a cathartic experience, as many of football’s stakeholders are trying to understand why England have once again under-performed.

The Football Association (FA), the governing body of English football, has responded to non qualification by terminating the contract of the previous manager, Steve McLaren, and hiring (at great expense) Fabio Capello, a manager with a good club track record. He has won six League titles in Italy (AC Milan (4), Roma, Juventus) and two League titles in Spain (Real Madrid), as well as winning the European Cup (AC Milan).

Will the fortunes of the England National Team simply improve by changing the manager? Well the manager has a major role to play, as does the leader of any team or organisation, in deciding the strategy, picking and motivating the team, setting targets and influencing behaviour, but is it purely down to leadership?

The employees are the difference between success and failure in any organisation. Recruitment and selection are essential to success, and it's no different in football clubs. The Premier League in England has continually been able to increase the sale of TV rights for the competition. The last sale of rights in 2007 amounted to £1.7 billion far outweighing the amount accrued for the sale of rights in the other major leagues in Europe such as Germany’s Bundesliga, Italy’s Serie A and Spain’s Primera Division.

This wealth of cash distributed to each Premier League club (minimum £27M) allows them to select and recruit the best players in the world.

The global economy and marketplace has provided opportunities and yet problems for all businesses including the football industry. The success story that is the Premier League has provided supporters with state-of-the-art stadia, better playing surfaces, improved catering and hospitality, and allowed supporters to watch some of the best players from around the world. On the negative side, it has also led to increased admission prices, diminished indentification with their local clubs and players, and caused problems for the England National Team.

Simon Barker

The flood of cheaper and experienced overseas players coming to play for Premier League clubs - due to the salaries on offer - has had the effect of displacing many English players and blocked the path of young talent coming through, in

order to learn their trade and play at the highest level in their own country. As a consequence, the pool of top level players for the England manager to choose from has rapidly diminished.

In the inaugural Premier League season (1992/93), 49 overseas players (12%) started matches during the season compared to 363 English players (88%). In season 2006/07, fourteen years later, 498 overseas players (57%) started Premier League matches during the season compared to 191 English players (43%).

The Premier League argues that if English players are good enough they will come through the system and play at the highest level. They enthuse about their slickly marketed product, which boasts many of the best players in the world and point to the fact that attendances have continued to increase year-on-year since the inception of the Premier League. It is a powerful argument.

The Premier League was not formed to provide players for the England National Team - despite the arguments given at the time of its formation.

Any monies or glory derived from England matches and tournaments, and the resultant increase in the sale of TV rights and sponsorship, is to the benefit of the FA. Therefore, providing players for the National Team is merely a bi-product not the ‘raison d'etre’ of the Premier League competition in England.

In other major sports, such as rugby and cricket, the success of the national team has been imperative for the sport and financially important in revenue redistribution from the governing body to the clubs. In cricket the governing body, the English Cricket Board (ECB), has tried to financially incentivise clubs to produce players to play for England. The income redistribution by the ECB to many of the clubs is well over 50% and therefore the success of the national team is important to its stakeholders.

As many wealthy entrepreneurs have taken over rugby clubs and competition for the best players in the world has led to salary inflation in the sport, the need to increase clubs’ incomes to match their expenditures has become even more important. This has led to confrontations

between the governing body, the Rugby Football Union (RFU), and clubs about compensation for players that are taken away for international fixtures. The fact that the income distribution from the RFU is for most clubs far less than 50% of the clubs overall revenue, has significantly lessened the strength of the RFU’s bargaining position in such disputes.

In football, we have our own well developed club v country conflict. The world governing body of football, the Fédération Internationale de Football Association (FIFA), is exploring the possibility of bringing in a rule of clubs having to have at least five home grown players in their starting line up. Any such rule in this country would be contrary to the free movement of labour and employment enshrined in European Union law. However FIFA hopes to use the issue of the ‘specificity of sport’ to argue for national identity and fairness of sporting competition against the purely business competition rules argued by the Premier League and others.

It is not clear who will win the battle between FIFA and the clubs. In my opinion both arguments are based on self interest. The clubs are led by a cartel of around 30 rich clubs in the leagues of Europe and want a completely free labour market so that they can continue to reap the benefits of the increasing sale of TV rights and sponsorship from their domestic competitions and Champions League. FIFA wants to keep the national team competitions vibrant so as to capitalise on increasing TV rights and sponsorship and keep the status of what has always previously been the blue riband competition in football - the World Cup. It is for the supporters of football - who ultimately pay for the success of the football industry - to ponder the question if they choose one option, would they want a winning club side (consisting of any nationality of players) or a winning England national team consisting of players of their own nationality? Only individual supporters can answer that question for themselves.

Simon Barker Senior Executive Professional Footballers’ Association

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Welcome to Manchester Business School’s Alumni Association A global community of 25,000 members …Lifelong partnership…

Sign into MBSNet - Manchester Business School’s web portal dedicated to our alumni - www.mbs.ac.uk/alumni Enjoy the following benefits from day one: Find Alumni: Advanced search tools are available to search the 25,000 strong alumni network.

You can look for professionals in a particular sector or company, or linked to a particular research or career interest.

Email for Life: Email for Life is an auto-forwarding service. Upon graduation, you will receive an alumni email address that associates you with MBS for life.

Regional Groups: You will be given automatic access to your relevant regional group (where available). You will be able to view the list of local alumni at a glance and group leaders will be able to send group mails and promote events.

Events: Business and social events are taking place all over the world every month. Organised by either MBS or our alumni, they are often free of charge and provide lively networking opportunities. Registration is easy through MBSNet. My Friends: Access your classmates’ profiles and create mini-blogs. You can also create your own networks.

Message Board & Chat Room: This gives you the opportunity to chat with alumni in an open forum.

Alumni Research Portal (ARP): ARP is designed as a one-stop access to on-line resources provided by our leading Business Information Service - that will assist you in your personal and career development.

Careers Resources and Job Postings: The careers section provides you with constantly updated job opportunities forwarded by recruitment consultants and your fellow alumni. It contains a bank of career resources, recommended websites and contacts.

Coach Referral Service (CRS): The CRS is a bank of high calibre Executive Coaches, screened by MBS, who can work with you to achieve personal and professional development.

Alison Edmonds Head, Alumni Relations alison.edmonds@mbs.ac.uk Tel: +44 (0)161 275 6352 Lisa Samberg Senior Alumni Communications Officer lisa.samberg@mbs.ac.uk Tel: + 44 (0) 161 275 6485

Contacts UK Manchester Lee Williams (MBA ’01) lee.williams@alumni.mbs.ac.uk

London James Fanshawe CBE (AMAC '05) james.fanshawe@alumni.mbs.ac.uk

INTERNATIONAL Australia Sami Lambe (MBA ’00) chair (Melbourne) sami_lambe@yahoo.com.au

Indonesia Pamela Teo (MBA DL ’01) pamelateo@hotmail.com

Rowenna Brown (MBA ’96) co-chair (Sydney) rowenna@rowenna.com

Italy Bruce Hoag (PhD ‘07) bruce.hoag@alumni.mbs.ac.uk

Barbados George Gleadall (MBA DL '98) ggleadall@trilonb.com.bb Canada Iris Bogola (MBA ‘01) ibagola@schulich.yorku.ca Cyprus Michael Charakis (MBA ’01) mcharakis@crccy.com France Timothy Griffin, (MBA ’88) timgriffin@noos.fr Germany Paul Baker (MBA ’94) paul.baker@gmx.net Greece Dimitris Vlachos (MBA ’90) Dimitrios.Vlachos@alumni.mbs.ac.uk

Jamaica Doneth Brown-Reid (MBA DL' 05) caribbean.president@alumni.mbs.ac.uk Japan Tetsuo Iida, (MBA ’04) iida@isid.co.jp Kenya Robert Karanga (MBA DL ’03) rkaranja@conscorp.co.ke Korea JY Cho (MBA ’03) Joong-yeop.cho@alumni.mbs.ac.uk Mexico Alvaro Bravo Bartolozzi (MBA ’05) paturrin@hotmail.com Middle East Malini Anand (MBA ’04) anand_malini@hotmail.com

Hong Kong Ronald (H.S) Kong (MBA DL ’99) hoi.kong@alumni.mbs.ac.uk

Lincoln Behm (MBA ’05) lincoln_behm@hotmail.com

India Abhishek Bachhawat (MBA ‘08) Abhishek.bachhawat@alumni.mbs.ac.uk

New York Godfrey Turnbull (MBA ’88) godfrey.turnbull@alumni.mbs.ac.uk

New York Godfrey Turnbull (MBA ’88) godfrey.turnbull@alumni.mbs.ac.uk North America Elizabeth Pia Minah (MBA ’04) eminah@gmail.com Portugal Joao Duque (PhD ‘95) jduque@iseg.utl.pt Scandinavia Louise Asp (MBA ‘00) louiseasp@hotmail.com Singapore Yoke Ta (MBA DL ’02) ykta88@yahoo.com.sg Spain Javier Martin (MBA ‘96) francisco.martin@alumni.mbs.ac.uk Taiwan Alex Chen (MBA ’99) chihyuan_c@yahoo.com Thailand Paitoon Chetthamrongchai (PhD ’98) Paitoon9@hotmail.com

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