The Spring IBD Program is Off and Running….

A lot has happened this past month in the life of the 2018 Spring FTMBA IBD program. On February 1st, we held the first day of Spring IBD class, revealing the names of IBD clients, their projects and country destinations to an excited group of 16 IBD Student Team Leads. The Team Leads then introduced themselves online to their project clients for the first time. Following that, IBD Team Leads and Faculty Mentors collaborated and successfully executed an IBD Team Member draft —  selecting up to four MBA Team Members for each project team.

Team Lead Reveal on Feb 1st

Team Lead Reveal on Feb 1st

This spring we are partnering with 16 client organizations in 12 different countries, spread across four continents.  Six clients from last year’s spring and summer programs, as well as three organizations from past IBD project years, have returned to work with our IBD FTMBAs on a project this spring. Our 16 Team Leads have certainly hit the ground running with their IBD projects, and they are looking forward to the first day of the full IBD class (March 15th), when incoming IBD Team Members officially join their project teams. 

We asked each of our Team Leads and Faculty Mentors to describe their impressions of their IBD projects, the “Big Reveal” of projects to the students, and what excites them about this stage of the IBD program.  Here is what they had to share:

“I am excited about the European expansion plans of Piri. It is such an ambitious and interesting project, that if it is successful it will have a big impact within YGA. So far it has been a great experience getting to know the team and the unique culture of YGA.” Team Lead Daniel Mombiedro

Catherine, Jocelyn, Daniel and Sara

“My Team Leads are in the throes of work planning and are really getting their arms around the client issues and available information. It’s so great to see them taking charge of the client relationship, and bouncing hypotheses off their client teams. I can tell their clients are excited about it, too. Keep up the good work, everyone!” Faculty Mentor Judy Hopelain

“’I’m incredibly excited about both the scope of my project as well as returning to explore Latin America after many years away! Although the amount of work in front of us is daunting, my (TBD) team is amazing and I’m highly confident in our ability to deliver a great set of insights for our client.” Team Lead Colin Dunn

“I only wish I could go on these​ trips with all the students as our clients are doing incredibly important and impactful work in fascinating places.” Faculty Mentor David Evan Harris

Jorge Tellez

Jorge Tellez

“I can’t wait for the Big Reveal tomorrow. I have seen so many IBD students walking around, and I just want to shout with excitement about where they will be going and what cool project they will be on. I’m looking forward to meeting members of my team (some for the first time!) and getting them excited about our work together!” Team Lead

Catherine Soler

“I could not be more excited to be working for Ford in Shanghai this semester. Having accepted an offer to work as a consultant this summer, I’m anxious to begin developing my consulting toolkit during IBD and deliver a great project to our client.  It’s going to be an amazing experience and I’m excited to onboard my team and get things going!” Team Lead James Westhafer

Tech Team Drafting Team Members

Tech Team Drafting Team Members

“I’m very excited about my project, and I’m thrilled to be leading the first IBD team to work with Majid Al Futtaim

James Westhafer

Holding. I am confident that this project will be the beginning of a long and meaningful relationship between Majid Al Futtaim and Berkeley Haas.” Team Lead Jorge Tellez

“Being a Team Lead is a big responsibility, but I’m comfortable with the great support we have from our Faculty Mentors and the executive coaching program.” Team Lead Melea Atkins

Team Lead Reveal

Team Lead Reveal

“Our Team Leads are fantastic: full of enthusiasm and undaunted by somewhat ambiguous and ambitious client project scopes!” Faculty Mentor Whitney Hischier

 

“I’m excited for the opportunity to develop my team leadership style with a group of all-star MBAs. I also can’t wait to develop a team experience that supports all of our professional and personal development.” Team Lead Michelle Boyd

“I’m really looking forward to the Big Reveal and introducing my team to the Seva Foundation project. My team has a strong and diverse set of healthcare experiences, and I can’t wait to see how we can tackle our project together.” Team Lead Jocelyn Brown

Natalie Bauman

Natalie Bauman

“I originally wanted to a be a Team Lead to push myself outside of my comfort zone and gain experience leading peers. Choosing the team and realizing how impressive and awesome my teammates are has made me even more excited/nervous about the opportunity to be a Team Lead!” Team Lead Natalie Bauman

“I’m excited about the project and client! Working with a repeat client sets a high bar, but also makes it a little easier since the client knows what to expect from a project like IBD. This was one of the top projects last year, and I’m happy to have the opportunity to work with this client.” Team Lead Stan Cataldo

“I continue to be impressed by the talent pool at Berkeley Haas.  It really was an embarrassment of riches that we could draw upon for our IBD teams.” Faculty Mentor Frank Schultz

The IBD program is indeed very fortunate to have these talented MBA Team Leads working with our international clients.  We are looking forward to expanding the energy and talent of this group with an additional 64 MBAs, when we welcome them into the IBD fold on March 1st for the “Big Reveal.”

 

 

IBD Welcomes New Faculty Mentor David Evan Harris to the Spring 2018 IBD Program

David at the Berkeley Art Museum and Pacific Film Archive exhibit of the Global Lives Project (2017)

David at the Berkeley Art Museum and Pacific Film Archive exhibit of the Global Lives Project (2017)

This year we are thrilled to welcome David Evan Harris as the newest member of our Spring IBD Program Faculty Mentor team.  We are excited to see David join the IBD family, where he can share his international work experience and passion for social impact.  His extensive background and skills will have a positive effect on both our IBD students and our project clients.

David’s interest in international work started when he was an undergraduate at UC Berkeley, and it has continued to drive his career ever since.  Two years after graduating from Cal, while living in Brazil, David founded a nonprofit called the Global Lives Project—a video library of life experience around the world, produced by thousands of collaborating filmmakers, photographers, and translators.  The Global Lives Project was designed to spark conversations about race, religion, diversity, gender, and class. In a recent article written by UC Berkeley’s Kathleen MacLay, David shared that “Global Lives challenges audiences to reflect deeply about their place in the world and the moral and ethical responsibilities that come with that.”  (To read more from MacLay’s article, click here).  David’s work with Global Lives Project called on him to make presentations to audiences at the Smithsonian, Harvard, and United Nations University, among other institutions.  He has been supported in his work by groups including the National Endowment for the Arts, Rockefeller Foundation, Hewlett Foundation, the Goldman Fund and more.

David also serves as Research Director at the Institute for the Future (IFTF), where he leads research on the future of philanthropy, media, governance and social movements.  Building on this research, he has served as an advisor and consultant to dozens of foundations, government agencies, and corporations.  His writings have been published by the BBC, The Guardian, Focus on the Global South, Hivos, Alternet and Grist, and his work has been translated into dozens of languages.

David hard at work at the Institute for the Future with his coworker Sara Skvirsky and IFTF Fellows Lance Coleman and Milicent Johnson (2016)

David hard at work at the Institute for the Future with his coworker Sara Skvirsky and IFTF Fellows Lance Coleman and Milicent Johnson (2016)

In 2015, David returned to UC Berkeley and added Chancellor’s Public Scholar and Berkeley Haas Lecturer to his long list of professional roles.  We recently interviewed David to ask more about his background and what he hopes to bring to the IBD program.  

Question: What brought you to Haas?

David Evan Harris: “Whitney Hischier (current Berkeley Haas Lecturer, IBD Faculty Mentor and Faculty Director at Berkeley Executive Education) brought a couple of groups of international executive education students to IFTF in Palo Alto.  After two of those sessions, Whitney and I had a conversation about teaching a class at Haas in scenario planning and that was my first course at Haas; Scenario Planning and the Futures Thinking.  I still teach that course -which is an Evening Weekend course for MBAs.  I also teach two classes in the undergrad program; Social Movements and Social Media and Civic Technology.  Civic Technology is a freshman and sophomore seminar so I get to work with the freshest minds on campus.  I am excited to add IBD as my fourth class.”

Question:  Tell us about your career and how it relates to your business experience?

David Evan Harris: “I started a nonprofit organization which is the Global Lives Project.  It is a unique nonprofit in that, it has no employees but thousands of volunteers all over the world.  Those volunteers have produced over 500 hours of footage of 20 different people from 17 countries for 24 hours straight.  It is on exhibit right now at various Museums around Berkeley (click here for the schedule) and will be on display at Chou Hall in the spring.  The project has a big part of my life for 14 years which makes me a strange kind of entrepreneur, a nonprofit founder and a founder of a network organization.  I have also been very lucky to work with IFTF and had the opportunity to work with a lot of very large institutions, helping them do strategic planning and think about how they can be responsible players in shaping the long-term future of the world.”

Question:  How are you feeling about being a part of the IBD Program?

David with his advisor, Professor Sedi Hirano, just after completing the defense of his master's thesis at the University of São Paulo. (2008)

David with his advisor, Professor Sedi Hirano, just after completing the defense of his master’s thesis at the University of São Paulo. (2008)

David Evan Harris: I am really excited about joining the IBD program as I have been hearing great things about it from people at Haas for years now. I am also excited to be working with this team, especially with Whitney, as she was one of the first contacts I had here at Haas.  I am also very excited about the way that IBD fits into the work I have been doing with public sector and nonprofit organizations. After I graduated from Berkeley as an undergrad, where I studied Political Economy of Development and Environment, which was the focus of my major in the Interdisciplinary Studies Program, I lived in Brazil for three years.  I studied sociology at the University of São Paulo.  As an undergrad, I also studied abroad on the International Honors Program in five different countries; Tanzania, India, the Philippines, Mexico and the U.K.  I have also been very lucky through my work with the Global Lives Project and IFTF to travel to and do work in dozens of countries all over the world.  The idea of being part of this international program within Haas is really thrilling for me, especially because study abroad and international work has had such an immense influence on making me the person I am today.”

Question: Are there any specific learnings or skill sets that you bring to the program that you want MBA to take full advantage of?

David Evan Harris: “Yes, absolutely, as a student from an American university, it is very important when you work internationally that you bring a lot of humility to that work.  It is essential that you acknowledge that even though your clients are hiring you because they see you as bringing cutting-edge knowledge and experience to the work, you really need to listen very carefully and do everything you possibly can to understand the culture where you are working.  You must also understand that, as a visitor, you can’t truly understand the culture where you are working, and you must be there as a supporter and not an authoritarian consultant who acts like they know everything. That is one thing I want to bring to the program.  I also have a lot of experience working with NGOs, nonprofit organizations and with public-sector groups in other parts of the world. I am excited to work with students who are interested in working with those types of organizations. I hope to develop their skills in offering business expertise, which is very, very, much needed in those sectors, and in a way that is aligned with the public-minded missions of people and institutions doing that work.”

Question: How do you find time for everything you do?

David Evan Harris: “Over the years I have managed to juggle a lot of different relationships with different institutions.  I have different techniques but the key thing is to be part of great institutions that have really valued the work that I do and made it possible to be involved with them in ways that fit into my jigsaw puzzle of a schedule.”  

Question: Do you have time to do anything that is not work-related?  

David Evan Harris: “Most of the time when I have free time, I tend to spend it with my twin seventeen-month-old children. They are a joy and educational opportunity for me.  That takes up most of my non- working time and I also enjoy getting some sleep when I can. I also try to make time to do the other things.  I love to hike and sometimes I take my kids along in our off-road stroller. You might also hear me zipping up to campus on my electric bicycle, which is a form of transportation and also a form of recreation and exercise.”

Question: Where is your favorite place to visit in the world?

David Evan Harris: “I have a long-standing special relationship with Brazil. It is such a big country that every time I go there, I see new and learn new things.  After living there for three years, Brazil became a part of me and part of my identity.  Whenever I have a chance or the option of where I want to go, I go back to Brazil.”

Question: Is there a place you would like to visit in the world that you haven’t been to yet?

David Evan Harris: “I have been trying to get to Cuba.  I am fascinated by Cuba, Cuban culture, economy, politics and I am very interested in going at some point.”   

Question:  Do you have a defining principle that you are working on right now and plan to apply to your role at IBD?

David Evan Harris:  “Beyond Yourself” is definitely my favorite defining principle. In my teaching work at Berkeley Haas, I constantly strive to surface the ways in which movements for social change are so deeply enmeshed in economic relationships and business challenges. Non-profit organizations that have sprung up parallel to grassroots movements like #MeToo and #BlackLivesMatter are critically important to understand as management challenges. Fundraising is almost always a struggle for these organizations, as are management and measurement of outcomes. The specifics of these challenges are often distinct from those faced by for-profit companies and merit systematic study, analysis and engagement from faculty and students at Haas. In my work this semester with IBD, coaching teams working with non-profit and for-benefit corporations, I intend to bring the “Beyond Yourself” ethos together with rigorous applied scholarship and consulting. I hope that this experience will fit into a lifelong engagement on the part of my students with the businesses—both non-profit, for-profit, and the many shades of gray emerging in-between—that are guided not by the pursuit of self-enrichment of their own leaders, but on the world beyond.”

This concludes our interview with our newest IBD Faculty Mentor, David Evan Harris.  Thank you, David, for going “Beyond Yourself” in all the work you do at the IFTF, at the Global Lives Project, and at Berkeley Haas.  We look forward to the impact you will make on the Spring 2018 IBD program over the course of the next few months.

IBD Suritex

Written by Gloria Gerngross,  Sophia Kaady, Deepak Nainani, Isei Nakae, and Lyndsey Wilson

The sun was setting on the rural landscape, the grassy highlands of rural Peru, as Gregor’s truck bounced over unpaved, rocky roads, all five of our team members squished into the backseat as he sped to the new textile workshop before night fell. We had spent the day in a bus from Lima, winding our way through the Cordillera mountain range for 8 hours and ascending 14,000 feet to Huancayo, where our client was waiting to introduce us to the women who worked in the textile workshop, and the alpaca breeders who lived in the highlands.Suritex-group

We arrived at the construction site with just 20 minutes to spare before the horizon was swallowed by the darkness. Gregor’s eyes lit up as he waved his hands, pointing at empty space above the large foundation as though showing his blueprint for the new plant. Where we saw exposed rebar and hand-laid concrete bricks, he saw a room for the women’s children to play, a resting area for alpaqueros that came to have their fibers weighed, graded, and dyed, and a weaving room four times the size of their current plant’s. We left inspired by Gregor’s vision for growing his small social enterprise and energized to use our business skills to enable this dream to become a reality.

Suritex 2 AlpacasThe Project

Our team was hired by NESsT, an Oakland-based impact investing firm, to help its portfolio company, Suritex, increase its revenues by expanding sales of alpaca-blend textiles into the U.S. market. Though Suritex prides itself on its high-quality products created through technically sophisticated dying, weaving, and fiber-blending methods, it is their impact on the rural Lima region that is truly incredible. Suritex pays above-market prices for alpaca fibers, ensuring continued livelihoods of agricultural communities. They hire and train single women to operate machinery and manufacture textiles, creating jobs in communities struggling to develop economically. Our team met several women who worked in their factory, and their young children played while they fed colorful yarn into the large looming machines.Suritex loom.jpg

Prior to arriving in Lima, our team focused on understanding the U.S. alpaca-based goods market, sales channels, and our client’s capabilities to create designs and products that U.S. customers would be excited to buy. However, the disparate nature of the imported alpaca-based goods (textiles, clothing, and yarn) market made it difficult to collect any quantitative data, so our team relied on information collected by visiting local stores, and interviewing sales partners and customers.

This preliminary research led us to conclude that our client needed a re-brand, targeted marketing towards high-income, socially conscious customer segments, and to emphasize their strong social and environmental impact to differentiate themselves among hundreds of textile importers. We were excited to meet the client, visit the processing facilities, and better understand how we could make Suritex stand out among competitive exporters of similar products.

Suritex - loom 2The Focus Changes

Once in-country, we learned more about Suritex’s technically sophisticated and uniquely socially-conscious supply chain. Our meetings with the textile mill workers and the alpaqueros confirmed the importance of scaling Suritex’s efforts, and inspired and energized us to develop a sales and marketing strategy so that U.S. customers understand the impact that their Suritex purchase will have on the community.Suritex working.jpg

It came as a surprise to our team to learn that our client had already hired a marketing consulting team, so we were no longer needed in the proposed re-brand!  While our team had initially focused on creating branding and marketing strategy that would enable Suritex to successfully enter the US market, we had to do a 180° pivot and reframe our project. When our focus had to change, we spent hours whiteboarding and reframing the problem, ultimately pivoting to more of a sales and product strategy. Our focus turned then on researching the logistics of how to actually sell products in the US: who to sell to, how to sell them, and which products to sell.

Suritex thread.jpgThe Final Presentation

Our final presentation provided Suritex with tactical recommendations on how to begin selling products in the US, and how to modify their current product offerings to ensure U.S. customer interest in their products. We provided a thorough go-to-market guidebook that included sales on online platforms (such as Etsy or Amazon), hiring a fulfillment center and sales reps to manage buyer relationships, and which certifications and trade shows to pursue to access the right B2B customers. Our client, a technical and operations-focused career manufacturer, was very happy with the detailed recommendations. Our team left energized by the important work of Suritex, driven by the knowledge that our recommendations would enable Suritex to reach its goal of building more manufacturing facilities closer to workers’ communities, hiring and educating more workers, and ultimately developing these rural economies to support the sustainability of this artisan trade.Suritex finished product

Freedom with Responsibility. Trust. Excellence. Commitment. Authenticity.

Clearsale-picture-1Written by Anna Braszkiewicz, Reginald Davis, Anik Mathur, Risa Shen and Nolan Chao

Freedom with Responsibility. Trust. Excellence. Commitment. Authenticity.

These were among the ten core values that our IBD client, a Sao Paulo based tech firm, harbored as a part of their organizational culture. In our first week in-country, we sat down with the client’s People Development Manager to learn more about these values and why they were so important to the organization. Our team was impressed by how much our client emphasized the principle of “professional-in-a-person”—the concept that a professional career is oftentimes a large part of a person, but that people tend to separate the two once they are in the office. As a result, our client’s organization also wanted to cultivate the “person” and ensure that employees could truly be themselves. There were many affinity groups across the organization—ranging from video games, music, crafts, dance, and writing—to breed this personal development.

Clearsale-2

Our client’s People Development Manager walks us through their organizational culture.

IBD is no different with respect to a “professional-in-a-person”. Throw five Haas MBAs together in a conjoined Sao Paulo studio apartment for three weeks in a country they’ve never been in, and add a management consulting project for an international client on top of it—the two worlds are bound to intersect! So today, we’ll tell you about a typical day of our life in Sao Paulo—as both a professional and a person.

Although June is actually winter time in Brazil, the weather is still quite pleasant. I’d usually start my day off with a short run through the city on Avenida Paulista — often described as the “5th Avenue” of Sao Paulo. It’s filled with stores, museums, and cafes, and is one of the most bustling streets in this massive, sprawling city. It was a fascinating way to see the street art and architecture that Sao Paulo is well known for. In the morning, the team would all cook a light breakfast together and then take a cab to the company office.

Clearsale-3

A mural depicting Avenida Paulista near our apartment; the building with red pillars is the Sao Paulo Museum of Art.

It was then down to business when we arrived at the office. Our project was scoped towards market entry selection and implementation. Our client had recently expanded to a new office abroad and was looking for further opportunities to harbor their international growth and capitalize off of their new location. Once we arrived on-site, our day would often start with an internal interview, ranging from Sales to Marketing to Product.

We would also talk with agencies helping to

Clearsale-4

An Avenida Paulista building decorated as a basketball hoop during the NBA Finals.

coordinate the Foreign Direct Investment activities for both Brazil and our target country markets. These officials were great resources in underlining the importance of differences in business culture, and providing information about location strategies, business regulations, and trade patterns. It was great to hear multiple perspectives about internationalization strategy to test our hypotheses en route to our final recommendation

One of the big cultural differences our Haas classmates had told us about for Brazil was that lunch is a big deal! Lunches often are over an hour long, and the city is full of lanchonettes (“snack bars”) and “pay-per-kilo” buffets to fulfill your culinary desires. Some days were more special than others; Wednesday, in particular, is known for serving feijoada—a hearty Brazilian stew made with black beans, beef, pork, and sausage and typically served with a huge plate of rice.

Clearsale-5

The Sales, Marketing, and Intelligence teams gave us a very friendly welcome during our first week in the office!

After that, we’d synthesize our insights from the morning and seek further market research on foreign markets and the industry statistics within those markets. A large focal point for us was combing through multiple research sources to derive the correct data insights. The client’s industry featured a host of white papers and information, but oftentimes had contradicting points—a large part of our role was to carefully verify the data. Finally, after hours of research, it was time to head home!

After riding home through the hectic Sao Paulo traffic—sometimes up to an hour long—we’d either make a group dinner in the apartment or go out and try a restaurant in Sao Paulo. Another common culinary delight in Brazil is a churrascaria, or steakhouse. It would typically be served rodizio style “all you can eat”. Talk about a filling meal!

Clearsale 6

…Complete with team member Reggie Davis being tossed up in the air!

After dinner—if the rodizio wasn’t enough to send us to a food coma—we’d relax back in our flat—catching up with friends from home, watching Netflix, playing cards, or relaxing on the rooftop pool of our apartment. Before we knew it, it was time to sleep and get ready for the next day’s journey. Bon noche! (Good night!)

This slideshow requires JavaScript.

 

 

 

 

IBD Team Works with La Clinica Oftalmologica Divino Nino Jesus, a Non-Profit Eye Clinic

Written by Mark Angel, Robert Gutierrez, Megha Kansra, Tyler Saltiel and Sarah Evans

As soon as we landed, the humidity knocked us out. Walking off the airplane, we immediately felt our clothes stick to our bodies and walked through the still, thick air toward the open-air baggage claim. We had heard the Amazon was humid, but we were not expecting its immediacy. Despite the unprecedented heat and humidity, we couldn’t contain our excitement to begin the in-country portion of our project.

Our team is working with La Clinica Oftalmologica Divino Nino Jesus (DNJ), a non-profit eye clinic based in Lima, Peru, dedicated to eradicating curable blindness. We had just landed in Iquitos, the largest city in the world not connected by a road and the “gateway to the Amazon,” where DNJ had recently expanded. We were to spend the next three weeks working with DNJ’s team to provide strategic marketing recommendations: one week in Iquitos and two in Lima.

Alberto, the executive director of the clinic and our main client, picked us up the next morning in DNJ’s van to drive us to its clinic, 40 minutes outside of central Iquitos. After a brief pit stop to push the van out of wet sand, we arrived at the clinic.

We spent the morning with Diego, the Outreach Coordinator in Iquitos, touring the clinic and learning more about the operations of the Iquitos facility. We even got to see the inside of the operating room where DNJ ophthalmologists perform their life-changing surgeries.

Hot, sweaty, but extremely inspired by the facility, we returned to our hotel to prepare for a meeting with Alberto held in our conference room for the week – the outdoor hotel restaurant and bar. After a productive meeting with Alberto discussing the financial performance of DNJ, we returned to the clinic the next day. Diego and Alberto were eager to have us interview patients and family members accompanying them on their visits. We stationed ourselves in an unused triage room in the clinic, and two by two, patients and their companions sat down to chat with us (en español) about their experiences with the clinic. We were immediately struck by patients’ gratitude and openness. One older woman excitedly told us about her beloved garden, and how grateful she was for the free cataract surgery that would enable her to tend to her garden once again. She and her daughter talked about the excellent service they had received, noted some areas for improvement at the clinic, and finally – to our surprise – gave us an invitation to their home. Another older gentleman, stylishly dressed with a Canon camera slung around his neck, waxed poetic about how eager he was to photograph the people and traditions of the beautiful Loreto region again.

As we spent more days in Iquitos interviewing patients, we continued to hear similar stories. Patients described DNJ as a “gift” and “blessing,” praising the personal attention of the staff. In Iquitos, a city accustomed to seeing NGOs shuttle in and out on a temporary basis, DNJ’s gleaming new Iquitos facility and world class staff, seemingly here to stay and providing services for free, prompted awe and surprise. By the end of the week, we were all deeply moved by the immense difference DNJ was making, and we felt doubly determined to provide impactful recommendations.

After a final day in Iquitos – spent boating down the Amazon (the world’s widest river) and feeding piranhas, alligators, and adorable baby monkeys – we headed back to Lima. In Lima, we extensively interviewed DNJ staff members, collecting their stories, recommendations, and perspectives on patient experience and marketing. A highlight was getting the opportunity to scrub in and watch a live cataract surgery conducted by one of the top ophthalmologists in Latin America. The head nurse patiently explained each step of the process, from the medical checkups of patients just before surgery to the steady incisions and movements of the surgeon to the final, triumphant moment – a mere 10-20 minutes after the surgery began – when patients were helped up off their bed and walked out of the clinic. We were amazed that in under an hour, we had watched a man get back his sight…for free.

After a final push to crystallize our recommendations, we made a presentation to the DNJ board and senior management. We were touched that the board attentively and eagerly listened to our recommendations, and even brought us gifts – delicious alfajores! They were excited about the opportunities ahead and the path forward we charted for them.

Que Alegre! Updates from Guatemala City

Written by Peter Wasserman, Ian Collazo, Kevin Schuster, Michelle Hernandez and Rachel Garrison

FTMBA students Peter Wasserman, Ian Collazo, Kevin Schuster, Michelle Hernandez and Rachel Garrison traveled to Guatemala City during May 2017 to work with the fourth-largest, family-owned, home goods, hardware, toy, and baby retailer in Guate mala: Cemaco.

Guatemala City

Our team arrived in Guatemala City during an exciting time for retail. Last year, the retail industry grew 13%, with growth driven by middle/high-end of the market in Guatemala City. Our client Cemaco benefited from these demographic trends, increasing revenue despite growing competition, doubling the number of stores, and receiving recognition as one of Guatemala’s most recognized brands.

Cemaco came to IBD looking for big ideas to meet aggressive revenue and profitability goals.  Among the five pillars for growth highlighted in the 2020 vision, our team was tasked to develop strategy and implementation roadmap to become the dominant e-commerce retail player in Guatemala.

The Initial Research

E-commerce is nascent but growing in Guatemala City. In 2016, e-commerce grew by 20%, mainly used by the young, urban, upper class.  Cemaco launched their beta e-commerce site in April of this year, allowing us to work in parallel with the team and project.

Prior to arriving in Guatemala City, our team conducted secondary research on the industry, competition, company, and customers to make the most of our time in-country. We sent a survey to 600 active and 250 lapsed Cemaco customers and received 80% response rate. This amazing level of loyalty and commitment from the customer base was incredible – we were excited to meet the team and customers during the coming weeks!

Arrival in Guatemala City

Arriving on Saturday, May 13th, we were greeted by the Cemaco team for a tour of the city.  We stopped by a local market, picked up groceries, and of course visited a Cemaco store.

First Days at the Office

Our day of arrival presentation gave us helpful feedback to move forward with our proposal. Meeting with the team, we felt incredibly welcome. Not to mention, it was Peter’s birthday! The team took us out to lunch and we celebrated over cake!

Learning about the market

To learn about the market, we focused our time visiting Cemaco and competitor stores, going to the warehouse to see the e-commerce logistics firsthand (and ride a forklift together!), and conducting in person interviews at Cemaco stores. These experiences helped us understand

  • What obstacles/profitability challenges Cemaco will face: Labor is very cheap in Guatemala. From a logistics perspective, Cemaco has been very flexible and fast, figuring out how to package and deliver e-commerce orders in 1-2 days
  • How Cemaco sets itself apart from the competition: Cemaco is a customer first company that puts its stores at the center of its experience. Cemaco stores are welcoming, bright, and customers enjoy spending time browsing the wide variety of products
  • Why customers love Cemaco: As an established, family owned company with Guatemalan roots, customers are extremely loyal. They feel that they can find everything they need for their homes at Cemaco, and expect to find high-quality products.

Weekend trips 

As our classmates pointed out to us, our team didn’t just work…our client Cemaco planned amazing weekend trips for us. First, we went to Lake Atitlan, where we enjoyed an amazing view of the lake, mountains, and volcanoes went on a nature hike with swinging bridges and saw ancient Mayan ruins.

On our second weekend, we hiked the Pacaya volcano where we roasted marshmallows on top and visited the beautiful, historic Antigua.  Walking down the cobbled roads, we took in the architecture and culture of the city – from carrot ice cream to a speakeasy bar called “No Se,” we tried to find all the hidden gems that Antigua had to offer.

Final Presentation

Back at work, in our final presentation, we recommended that Cemaco prioritize its growing B2B business through an e-commerce platform, and developed a customer-first omnichannel experience plan for both existing and new customers. We were especially excited about our plan to partner with apartment buildings in the nearby Zone 4, known as the “Silicon Valley of Guatemala City,” where first time renters were moving out of their parents’ home before getting married. The team took us out to drinks to celebrate!

In Conclusion

Guatemala is an amazing country and the people are incredibly warm and welcoming. We were so impressed by the culture that Cemaco has created and kept strong over the past 40 years, encouraging their employees to move across functions, pursue continuing education, push for corporate social responsibility, and experiment with new business strategies. We are excited to see what’s next for Cemaco!

Berkeley Haas IBD 2017 – Aramis Menswear, Sao Paulo, Brazil

Written by Diane Chiang, Barun Mazumdar, Abhishek Mishra, Kalyan Pentapalli and Priya Vijayakumar

Weekend before in-country: Foz de Iguaçu

Five happy and excited Cal bears arrived at the Iguaçu airport on late Friday evening after spending almost a day in air and in connecting airports. We checked in at the beautiful Belmond hotel (which overlooks a small portion of the falls) and had our introduction to authentic Brazilian cuisine and Caipirinhas. It was love at first sight! The Iguaçu falls were absolutely breathtaking – on Saturday, we took a short walk along the waterfall trail and a boat ride on the Iguaçu River before flying to Sao Paulo.

The beauty and grandeur of the waterfalls made this short detour to Iguaçu totally worthwhile.

We arrived at Sao Paulo (SP) on Saturday evening and to kick off our 2-week stay at SP, we went to the acclaimed chef Alex Atala’s restaurant – D.O.M for an amazing fine dining experience. We spent the rest of the weekend exploring Sao Paulo and fine-tuning our Day of Arrival presentation.

First Week at the client site in Sao Paulo

We had an early start on our first day at Aramis’ office – Fabio Davidovici and Luan Silva with whom we had been collaborating since the start of our project greeted us. We presented our “Day of Arrival” presentation to Richard Stad (CEO) and Fabio. It was a very interactive session peppered with questions and interesting discussions around retail trends, brands, and competition.

Because of the high level of engagement, our meeting that was initially scheduled for an hour ran for over two hours. Richard appreciated the groundwork we had done while at Berkeley, it was also a great opportunity for us to learn more about the company and its challenges directly from the CEO. At the end of the first day, Fabio gave us a tour of one of the stores to round out the day.

On Tuesday, we spent the entire day visiting Aramis’ stores at various malls in Sao Paulo. This was an amazing way for us to get to better understand their products, store layouts, and store employees. We interviewed many store managers and sales people to understand the challenges and processes within the stores. We also visited many of Aramis’ competitor’s stores. We shared our initial feedback, observations, and ideas with Fabio, many of them centered on visual merchandising in the store.

Throughout the course of the week, we met with directors and managers across different functions – Marketing, CRM, Inventory planning, Warehousing, E-Commerce, Store Supervisors, Retail, HR and Customer Service. We also got a chance to have lunch on one of the days with the Founder, Henri Stad. Although we experienced a language barrier, Fabio attended all the meetings with us and helped with translation and provided more context.

We also scheduled meetings with stakeholders outside Aramis. We had a very insightful discussion with Fabio Matsui from Cypress Capital (HAAS ‘03) where he walked us through the Brazilian apparel retail industry and the various participants.

We also met with Daniel Maladrin (HAAS ‘05) from 2BCapital/Bradesco – the PE firm that invested in Aramis few years ago. Daniel introduced us to Leonardo Santos from Semantix, which was another company that the PE firm had invested in. We invited Fabio to join us for our meeting with Leo, where he walked us through the omni-channel strategy he had implemented at an American retailer and the challenges he faced launching in Brazil. We identified many synergies between Aramis’ omni channel implementation and the current work that Semantix is doing, and the two companies plan to start some initial discussions to collaborate.

By the end of week one, we learnt a lot about the Brazilian people – their food, culture, and working styles.  Fabio spent a generous amount of time to ensure we were comfortable, got enough face time with Aramis employees and explored Sao Paulo the way locals do.

 

Splendid Salvador and Refreshing Recife

We took a late flight on Friday to Salvador to experience the northeastern part of Brazil. We spent Saturday at Salvador exploring the churches, beaches and the colorful Pelorinho neighborhood. The highlight of the day was the amazing Bahian cuisine we had at Pariso Tropical. This restaurant won our top vote among twenty other strong contenders for the best food of our entire trip! Later that night, we flew to Recife and spent our Sunday exploring Recife and nearby Olinda. We returned to Sao Paulo on Sunday night.

Monday started with a series of previously scheduled meetings.

Talia from Visual Merchandising was the first meeting; she travels around the country for store openings and renovations. She has been re-working the store layouts to make them look fresh and cater to younger demographic. The major challenge she faces is convincing the store managers that the new layouts will lead to increased sales. We then met with Felipe from Store Sales Management who manages all store managers across the country and was able to share how sales strategy has changed over the years and lately with the advent of new POS technology.

 

At the end of each day, we debriefed and communicated our findings till date and next steps with Fabio. We had dinner with Fabio and his wife Fernanda, who took us out to Don Veridiana, which many locals claim to have better pizza than in Italy.

On Tuesday, the team interviewed Mariana, Director of Product, the final scheduled interview and learnt more about how Aramis designs and sources its products. With interviews now over, we focused on consolidating our findings and clarifying any remaining questions we had. After a full day working session, the team agreed to expand the scope beyond assortment planning and omni-channel to include other functional areas and do a 360 analysis.

On Wednesday, the team marched towards the converge phase and began to build on the final business plan to the client. We separated our recommendations into multiple functions including: Inventory Planning (Assortment and Replenishment), Customer Relationship management (CRM), Customer Service, Data/IT Integration, Store Experience, Multi-channel, and Internal Communication. Throughout the day, we had multiple calls for clarifications, and by the end of the day, we had an initial draft that we shared with Fabio before we headed out for some excitements! In the evening, we went to watch football match between two bitter rivals: Palmeras and Colinhas, accompanied by Fabio and Luan.

Thursday being the final day, the team had an early start. We received feedback from Fabio on the initial draft, and decided to move forward with additional deep dive into assortment models. We had dinner at the CEO Richard’s house, along with his wife and son. We learned about Richard’s travel experiences, and discussed his vision about emerging technologies in retail. After dinner, the team headed back to the hotel for the final home stretch of our business plan and wrapped up around 4am.

Friday, the last day at Aramis, was quite a bittersweet experience. We started the day with our presentation with Richard (CEO), Fabio and other executives. Richard showed strong interest and agreed with most of our findings and recommendations. He showed special interests in the assortment models that we recommended and believed it could be quickly implemented. Richard appreciated the fact that we had dug deep into the entire organization, and that we understood the sentiment and culture of Aramis in such a short timeframe. Though rewarding and relieved, it was quite a bittersweet moment when we finally had to say good bye to everyone at Aramis.

Brazil Finale

For the final weekend in Brazil, we headed to Rio de Janeiro. Over the next two days, we experienced the landmarks, nightlife, shopping, and cuisine. The experience of the IBD program has been beyond our expectations and cannot be expressed in words. We appreciated the opportunity to work with Aramis while experiencing the incredible country of Brazil. The five of us also built such strong bonds during the trip that we know we can rely on each other.

Leaving on a Jet Plane: Four Summer IBD Teams Depart for IBD In-Country Experiences

2017 Evening Weekend IBD Students

The IBD Evening Weekend MBA (EWMBA) Teams are on their way to their in-country destinations where they will spend the next two weeks working with their IBD clients before presenting their final recommendations on July 14th.  Despite only having a short 6 weeks to prepare, IBD teams are ready to start their time with their clients, face-to-face.  Teams are traveling to Harare, Phnom Penh, Mexico City, and Sao Paulo.  Are they ready?  Faculty Mentor and Instructor, Frank Schultz shares that his students “can’t wait!  They have been preparing with such intensity for their in-country time.  They have formed very good relationships with their clients via skype, google hangouts, etc, but are anxious to work directly with their clients.”

While the teams have been digging into the scope of the project and learning about their client’s industries, they have also been focusing on team dynamics.  ACT Team Lead, Praveen Settipalli is impressed with all that his team has accomplished in a short 6 weeks.  “Our team has quickly bonded and formed a trust that has helped us to divide and conquer our workload and be able to deliver what we promised to our client.”  

In addition to great team dynamics, the Team Leads must put all of team members’ skills to work.   This may be one of the hardest parts of the role, but when it is done right, it is one of the most rewarding.  Sushant Barave, the Team Lead for Samai Distillery, has found this part of the journey “personally satisfying”.   He has been working with a “great bunch of Hassies” who “in several aspects, are at a higher level of expertise in specific subject matters, than me”.  Sushant has looked to his peers to provide a “high level of expertise in specific industries and functions” and he feels that his peers “strengths have created a tremendous learning opportunity for all of us, (that) hopefully set (them) up for delivering a quality product to their client.”  

It should be no surprise that the time in-country makes the whole process more productive and manageable.  It is difficult trying to communicate via video platforms across time zones,  language differences, and cultural nuances.  Teams and clients are excited to break down those barriers and dig into their projects face-to-face.   

Team Lead, Kalyan Pentapalli, and his team are ready to get to Sao Paulo to work with their client Aramis Menswear.   With no retail experience on the team, they have had to get up to speed quickly. This is exactly the experience that they hoped to get by signing up for IBD.  “In the past month, I have learned so much about consulting and retail, more than I have learned in the two and a half years of being in the MBA program,”  Kalyan shared.  

Cambodia’s first rum distillery. Founders Daniel and Antonio grew up in Venezuela, soaking in rum culture and drinking the best rums of the world

Sushant couldn’t agree more with his classmate, Kalyan.  “I am super excited about getting to Cambodia. I feel it is all coming together.  Over the last 6 weeks, we have already been able to apply several concepts we grasped as part of our coursework at Haas. Part of our project focuses on operations, and I can see our (Berkeley-Haas) Operations Professor talking about inventory management concepts that we are trying to apply.  We are also be looking at the quality of financial statements as well as pricing and expansion which bring together the knowledge we have gained at Haas. One of the main reasons I wanted to be a part of IBD was to see how we can apply what we learned in the classroom to the real world.  This is where the rubber meets the road. In a couple of days we start to find out what works and what doesn’t in a practical setting. This is the most exciting part. In some ways, most of our work in Berkeley has been on paper and now it’s time to test it.  We are going to do that over the next two weeks.“

IBD Team & ACT 2015

This summer, two teams are working with repeat clients, ACT and Samai Distillery, and having the past IBD exposure has helped with efficiently this year.  Samai’s Co-Founder, Daniel Pacheco learned a lot from the “previous year where communication was not great before the team arrived.   It was hard for us to understand capabilities and expectations and also because things change so fast being a startup.  But with this team, we discussed these points from the very beginning and were able to have a more effective approach.”  These insights benefited this year’s Samai team and they were able to define a clear scope and identifying which deliverables would be the most useful.

Two weeks can go by very quickly and with so much to accomplish, clients and students are anxious to hit the ground running. Kalyan’s team has already presented their full day agenda and wish list for customer and stakeholder interviews to Aramis.  Fabio Davidovici, Aramis’s Strategic Planning Director, is anxious for the team to arrive so they can “have great discussions and clever insights”.  Samai’s co-founder’s goals are to get them more familiar with the business, then they will spend time gathering as much data as needed to finalize their deliverables.  “We hope these deliverables will not just be a one-off report, but tools that can be used by us to work more efficiently moving forward…it was also very valuable for us to be able to pick the teams brains about areas that might be outside the agreed scope,” shares Daniel Pacheco.  ACT’s Team will stay in their client’s home for the two weeks that they are in Harare.  Praveen says they are excited to experience the intensity and productiveness of a work and living situation.   He also mentioned that his client has a pool and so that makes the six-day work week more appealing.   

On the eve of their departure, we are excited to get all of our Berkeley-Haas students safely to their destinations and started on their team and personal IBD journeys.  We are confident in their abilities to provide their clients with valuable insights and recommendations.  As one of our 2017 Full-Time MBA Team Lead’s shared after returning from her in-country experience, “IBD really is all it’s cracked up to be.”  We expect the same reaction from our Evening Weekend MBA teams.

IBD Teams United – The 2017 Full Time MBA IBD Program “Big Reveal”

017 Full Time MBA IBD Program “Big Reveal” Day

Finally, the wait is over!

The Spring 2017 IBD program Team Leads, faculty, and staff don’t have to stay quiet any longer.  The IBD “Big Reveal” event took place on March 2nd when each Team Lead welcomed their respective Team Members with a short two-minute video on their client, their industry, and their overview on what the team has been tasked to solve.  Team Leads also included information about their project destination and what they might experience while living and working for three weeks in-country.  Finally, Team Leads presented their four new Team Members with a small gift that represented something about their project country or client.

Said one Team Member of the experience, “The IBD reveal day was a lot of fun. (Team) Leads did a great job staying silent until the day of so it remained a mystery, which I loved. The videos were hilarious and all of the gifts were so thoughtful.”

Team Tekes has hugs all around

Clapping, hugs and handshakes were exchanged after each IBD team was revealed.  

Another incoming IBD Team Member commented that “I loved seeing all of the fun videos and learning about all of the projects!  The local country specific gifts for team members made the reveal especially tailored and fun.  I was so excited to find out that I’d be spending my summer in Thailand, with a great group of people, working in a new industry.  It is sure to be a fun experience and I look forward to being challenged personally and professionally along the way.”

Team ARM meeting for the first time

Once the IBD project “Big Reveal” was concluded, it was time to get the newly formed groups working on a team building exercise called the Viking Attack – a longstanding IBD tradition.   Building successful team dynamics is one of the main goals of the IBD course; IBD Executive Director Kristi Raube often describes IBD as “teamwork on steroids.”  Although there are many courses at Berkeley-Haas in which MBA students work in teams, there isn’t one quite like IBD in which students end up spending three weeks together outside the US working on a consulting engagement.  As Kristi Raube put it, “we really emphasize teamwork, as students will need to rely on each other in-country.  International work is all about being flexible and being able to handle unpredictable and difficult situations.”  

YGA Team Lead giving her new Team Members yummy baklava

Over the next seven weeks leading up to the departure to their respective project countries, IBD teams will work to gather more insights from their clients, conduct extensive research, and tackle the problems they have been tasked to solve.  At the same time, Kristi Raube and the IBD Faculty Mentors will work with the students on IBD course goals like developing consulting skills and techniques, communication and storytelling skills, and understanding cultural dynamics.   As Faculty Mentor Judy Hopelain observed at this point in the course, “My teams are excited, revved up, and they know what they are doing.”  

Team G-Hub

Tune in next month when we check back with the IBD teams on their progress, and we learn how ready they are to head out on their international adventures.  

To see all the photos from the Spring 2017 IBD Program “Big Reveal”, click here.  https://drive.google.com/open?id=0ByYfWhxK5s7RUzJQX1BULU11VFk

Team ElectroMech

 

2017 Full-Time IBD Clients

If you have been following our IBD newsletter over the last few months, you may have noticed that we have shared a lot of information about the IBD course, the processes we go through to select IBD Team Leads, and how we assign Team Members to projects.  So far we have introduced you to our talented IBD Team Leads and two of our IBD Faculty Mentors.  We are very proud of the IBD course, including our hard-working MBA faculty and students and what they bring to the program, but we haven’t yet shared with you information about one of the most important aspects of the IBD program: our clients.  Without our valuable clients, the IBD course and the opportunities it affords to Berkeley-Haas MBA students wouldn’t exist.

The first IBD program took place in 1992 with 15 participating MBA students.  Since then IBD has worked with over 450 clients in 89 countries.  Clients are introduced to IBD through a myriad of channels.  IBD Executive Director Kristi Raube and Director of Business Development David Richardson spend countless hours talking with prospective IBD clients and traveling to far-flung destinations to pitch the IBD experience.  Berkeley-Haas and UC Berkeley alumni are also a huge part of the process of IBD project development.  They act as local ambassadors for our work, helping IBD staff develop and refine a variety of challenging consulting projects worldwide.

Over the many years of its existence, the IBD program has partnered with governments, NGOs, 
nonprofits, social enterprises, entrepreneurs, and companies of all sizes and industries.  This year, for example, the Spring 2017 IBD program includes eleven for-profit clients and five nonprofit clients in eleven different industries.  To conclude work on their respective IBD projects, our MBA students will end up traveling to Asia, Africa, Europe, and South America.

We are currently partnering with three returning clients from the Spring 2016 IBD program.  Nine of our Spring 2017 IBD projects boast a valuable Berkeley-Haas or UC Berkeley alumni connection; four of these have an alum currently working in the organization.  No matter how this year’s 16 remarkable client organizations came to be a part of the Spring 2017 IBD course, we are honored and grateful to work with all of them.