G lo
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SIMPact
Edition #8
S e p t e m b e r 2 0 11
Emerging
Markets
Featured A rticles
Perspectives on the BRICs
Current SIM Class
The SIMagination
Challenge
SIM Events
SIM Community
Event 2011
s
ge m # 1
en
t2
011
W e l c o m e to S i m pa c t e d i t i o n 8
Message from the Director
3-4
F e at u r e d A rt i c l e s
Surfing with Confucius
A Personal Reflection on Confucian Philosophy
6-9
Perspectives on the BRICs
Opportunities in Emerging Markets
10-13
SIM Alumni and Emerging Markets
14-15
SIM Exchange in Emerging Markets
17-19
Deloitte and Emerging Markets
The New Drivers of Consumer Spending
20-21
Current Sim Class
The SIMagination Challenge (Part 1)
22-23
Class of SIM7
24-25
The SIMagination Challenge (Part 2)
26-27
SIM E v e n t s
SIMopoly
30-31
SIM4SIM
32-33
SIM Community Event 2011
34-35
SIM Graduation Events
36
Quiz & Contest
2
Photo Contest
37
Ten People You Need to Know in SIM
38
W e l c o m e
To S i m pac t Ed i t i o n 8
Me s s a g e f r o m t h e d i r ec t o r
Dear Friends,
This issue is dedicated to the experiences of members
and partners of the SIM community in a group of
economies with great potential. China, India, Russia
and Brazil, known as the ‘BRIC’ countries, are the
fastest-growing and largest emerging market
economies today. Together they are the engines of
the world economy, making up the majority of global
GDP growth. They also account for nearly three
billion people, or almost half the world’s population.
One way or another, future business leaders will be
directly confronted with these markets. The SIM
Masters program encourages its students to gain
personal experience during their studies. An
opportunity to learn more about the BRIC countries
and other exciting destinations is the SIMagination
Challenge, an innovative component of the SIM core
curriculum introduced in fall 2009. In this issue of
SIMpact we present readers with the latest projects
our students have undertaken worldwide, and, of
course, provide a illustrative update on the SIM
community highlights of the past year. Allow me to
summarize some of the major achievements and
program developments in the past year (as of fall
2010):
The fall 2010 semester marked the beginning of a
new phase in the development of SIM, the flagship
program of the University of St.Gallen, with the
announcement of the Financial Times Global
Masters in Management ranking results. Last year’s
results saw the SIM program join the world’s best
management programs in the Top 4 in the first year
of ranking participation. In its ranking, the Financial
Times weighs career development, diversity and
internationality heavily. This achievement provided
the SIM program, its fellow Masters programs, and
the University of St.Gallen with further momentum
in terms of international strategic positioning. In
particular, it brought additional motivation and
drive to our SIM community, which had previously
recognized the need to enhance SIM’s visibility
beyond German-speaking Europe. The continuous
engagement to strengthen the program was
Financial Times Ranking
The SIM program has been awarded first place worldwide in the
Financial Times Global Masters in Management Ranking in 2011. Per
criteria SIM was ranked as follows:
■■
Number 1 for ‘value for money’
■■
Number 1 for ‘aims achieved’
■■
Number 3 for ‘placement success’
■■
Number 3 for ‘weighted salary’
rewarded. Last year’s excellent rank was surpassed
in September 2011, when the FT recognized the SIM
Master program as the number 1 ranked Master in
Management worldwide! This truly superior result
confirms that we are realizing our aspiration to be
the leading provider of outstanding education in
management, generating exceptional value for our
students, employers and society at large.
The seventh SIM generation (“007”), a select group
of 34 highly motivated participants representing 14
3
nationalities, took up their studies in the fall of 2010.
With a superior average GMAT of 710 points, top
grade averages, and a highly diverse background of
experiences, talents and interests, this class went
through a new, rigorous admissions process. The
process now embraces both quantitative and
qualitative assessment criteria, and allows for more
effective recruitment based on a balanced profile
evaluation
and
including
extracurricular
components.
The SIM7 class was especially inspired by the
SIMagination Challenge, which entered into its
second development phase and enjoyed the financial
support of the university. Students initiated projects
around the globe, first by carefully identifying and
analyzing social needs and then by developing
effective and lasting solutions to address them—
partly in collaboration with existing social-profit
organizations. When I accompanied project teams,
the professionalism and enthusiasm students put
into their individual team challenges impressed me.
Some of the projects will be offered for continuation
to the new student group starting in fall 2011, thereby
allowing for cross-generational class projects. The
SIM Mentoring Program was launched in December
2010, in conjunction with the SIM Alumni
Association. Our alumni indicated their willingness
to act as mentors for current students; based on their
individual preferences and career aspirations,
students can now be matched to alumni, allowing
for an opportunity to expand their network and to
get real-life career advice and coaching.
Our dedicated alumni association conducted the
SIM2SIM Consulting Workshop in February 2011,
4
and provided interview training and CV reviews for
students in addition to enriching their knowledge of
and insights into the consulting industry. Based on
such encouraging experiences, we are looking to
develop this collaboration further in accordance
with the needs of the program.
A further SIM development is the SIM4SIM Career
Enhancement Initiative, which allows students to
collect and prioritize their ideas within the
educational framework set by the SIM directorship,
and to vote collectively for an activity that best serves
their career needs. In May 2011, a group of SIM7
students chose to take part in a “boot camp,” to
strengthen their willpower and team collaboration
under unusual circumstances.
The SIM Office has
always
played
a
success-critical role, in
administering
the
affairs of the program
in a highly professional
and efficient manner. I
am very grateful to
Ms. Odise Mattle, SIM’s
office manager, who supports the complex day-today administration of the program in such a
responsible way and puts great effort into advising
current and prospective students alike.
My special thanks go to Deloitte Consulting AG,
Switzerland, official corporate sponsor of the SIM
Master program, for their great support in making
the program successful. We at SIM are also very
grateful for the many partial sponsors and practice
partners, often SIM alumni, who support us wholeheartedly. As to the future of SIM, I hope to continue
optimizing the program to maintain its superior
quality and diverse student body. The SIM
community, at its core, stands for inspired, authentic
and meaningful friendships. It will continue to play
a decisive part in our future common achievements.
Dr. Omid Aschari
Managing Director, SIM-HSG
For further program information, visit our website: www.sim.unisg.ch.
For specific requests or questions, email us at [email protected].
Off i c i a l c o r p o r a t e s p o n s o r o f t h e SIM M a s t e r p r o g r a m
Surfing with Confucius
A P e r s o n a l Ref l ec t i o n o n C o n f u c i a n P h i l o s o p h y
By Stella Quek, SIM6
E
merging trends are
like ocean waves;
they carry energy,
and if you are fun loving
enough to want to ride
them, they can be a thrill.
Yet to be able to surf
these waves, to exploit
opportunities in life, requires in my view three
prerequisites: courage, judgment and balance (this
might also work for relationships!).
Courage helps us to focus on a goal, and overcome
the fear and pain associated with failure. From
experience, I learned to accept that one need not
necessarily succeed when embarking on a difficult
task for the first time.
Yet to act with courage without improving one’s
judgment is like going from one place to another
blindfolded—you get nowhere. Judgment involves
scanning the horizon for patterns, keeping track of
one’s personal capabilities and progress and making
decisions on appropriate actions. In surfing terms,
it is how one would observe the actual nature of
waves, and learn to paddle into them. As such a
commonly ascribed characteristic of amateur surf-
6
ers, who have not yet developed good judgment, is
their difficulty to match the speed of a wave in
order to catch it. And when one finally does catch
and ride a wave, the last step rests on the ability
to balance oneself in motion.
How might one learn to develop courage, judgment
and balance in life? Is there a “surf manual” that has
guided generations of people in dealing with life’s
constant change? This search led me to Confucian
philosophy, which was recently popularized in
China and other parts of Asia by a female professor
from China’s Beijing Normal University.
Yu Dan is an associate professor at China’s Beijing
Normal University. In 2006 she attracted international attention with her televised lecture series,
entitled “Yu Dan’s Insights into the Analects”. The
Analects of Confucius are a collection of his
teachings, written by his disciples in classical
Chinese around 475 BC. The language is as
incomprehensible to today’s Chinese as Latin is to
the average Anglophone. While the majority of the
Chinese population today has never read these
writings, the fact remains that Chinese culture is
steeped in Confucian values. These values are
embedded in the daily conversations and mindsets
of most Chinese and Asians; they use a dynamic yet
Just because you have a
successful career does not
necessarily mean you have
made your dreams come
true.
universal approach to life, with humanity as a
central guiding principle for action. A good example
can be found in Confucius’ famous quote: “What
you do not wish for yourself, do not do to others.”
Although Confucianism contains some feudal ideas,
which should be abandoned in the modern world,
Professor Yu advocated the importance of Confucius’
teachings today. She mentioned that while everyone
has dreams, many people are so busy working that
they have no time to figure out what they really
want out of life. “Just because you have a successful
career does not necessarily mean you have made
your dreams come true,” she writes. “Our lives in
the 21st century are visibly improving in a material
sense, yet more people are growing more dissatisfied. This is because we have a highly visible class of
people who have suddenly become extremely
wealthy; therefore, there is always something to
make ordinary people feel that their lives contain
unfairness. We spend too much time looking at the
outside world and too little looking at our hearts and
souls. Confucius can teach us the secret of happiness; to find the peace within.”
On learning and wisdom
The world today features an explosion of knowledge
and information. Yet the true master is hard to find—
someone who internalizes not only the lessons of
formal education, but also those of daily life. Who
can truly be regarded as an intellectual? How did
Confucius view learning and wisdom? How did he
advise his students to work towards it?
The Analects spoke of a true intellectual as someone
who not only diligently learns from the outside
world, but also actively internalizes his or her
accumulated knowledge. In addition, it is through
knowledge and experience that one can perceive
the interconnectedness of things, people and
phenomena. While gaining knowledge is a prerequisite to accumulating experience and developing wisdom, the process of internalizing knowledge
is one that involves deep thought and reflection. It is
one that requires strict discipline and devotion,
much like good winemaking: due care must be
taken to control the process and conditions. When
one achieves the internalization of knowledge, one
finds simplicity unfolding itself in the surroundings.
While Dr. Yu explored a wide-ranging scope of
topics within Confucian philosophy, I will share
three aspects that resonated most with me; I hope
this serves as a small teaser to what is a profound
school of thought in Chinese culture. I also wish that
readers who are committed to living a meaningful
and enriched life might find some inspiration to
draw on. (As there are wide-ranging variations in
the interpretation of the Analects, I would like to
offer a disclaimer: the following represents my
7
f e at u r e d a rt i c l e s
personal reflection on and interpretation of the
messages from Dr. Yu on Confucian philosophy.)
In addition, Confucius viewed the wise as those
who are able to inspire the people around them, to
bring out their most virtuous selves and positively
impact society. Professor Yu shared the anecdote of
a man trying to quiet down his preschool-aged son
so that he could focus on his work. He ripped off a
world map from a magazine, and tore it into pieces.
He then tasked his son to piece them back together
in exchange for a reward. Amazingly, it didn’t take
the child too long to put everything together. The
man was surprised, since he knew that his son had
no prior knowledge of geography. When asked how
he did it, the child explained, “If the man on the flip
side is put together correctly, the world map will
more or less be correct.” This story spells out the
essence of the Confucian attitude to wisdom: when
we manage to cultivate ourselves and pull ourselves
together in a righteous way, the world around us
will fall into place.
On dreams and ambitions
Everyone aspires to greatness in some way or
another. How then did Confucius view dreams and
ambitions, and advise his disciples regarding their
achievement?
Confucius advocated that “To be the best person we
can be; to have a well-run family, to be of benefit to
our country, to bring peace to the world: these are
the things we should all aspire to.” When Confucius
discussed ambition with his students he did not
suggest that the higher your ambition, the better.
What really matters is that we be firm of purpose
and true to our inner convictions.
As I reflect on this, I find it laughable that we covet
high-flying positions in large companies to prove
our worthiness, in terms of salary, job title or the
work we do. Indeed, professional success may not
necessarily be the heart’s true ambition. Yet in
today’s society we find ourselves hurrying from one
place to another, only to leave little time and space
for the heart. To achieve one’s dream involves selfcultivation as a starting point. A junzi’s role in society
adapts to the context and moves with the times. It is
not a junzi’s actions that are important, but the
motives behind those actions.
8
On family
Most of us spend significant time traveling or away
from home. Maybe you are like me—pulled to one
side by career and ambition and to another by family
(parents in particular). Indeed, many of us might
eventually settle down somewhere far from home.
How then did Confucius view the “duty” of adults
towards their parents? What makes us filial grownups?
Filial piety is an important value in Chinese culture,
and Confucius accredited it as the basis of humanity.
He considered filial piety to include providing for
one’s elderly parents. Parents must be respected in
both word and deed. There are often times when we
do not see eye to eye with our parents, but a filial
individual takes care to give them suggestions in a
polite manner. We often develop a courteous and
polite approach when talking to friends and
colleagues, however when it comes to family we
often take on a more careless approach.
Confucius reminded us that we should always
refrain from hurting the people around us, especially
the ones we are closest to. Dr. Yu tells the story of a
group of porcupines, huddled together in winter.
While it brings warmth to draw closer, being too
close could cause them to hurt each other. This
analogy spells out our need to constantly mediate
the right distance in our relationships, such that we
can fully love the people we care for without hurting
them. Then again, at the highest level, true filial
piety includes honoring our parents by taking on
responsibilities and by contributing to the society.
So if you are like me, living far from home, your best
shot at filial piety and honoring your parents is to
live a meaningful life and to take on a role or
responsibility that is of relevance to humanity.
Who is Confucius?
Confucius was born about 2,500 years ago. He is
believed to have been of aristocratic descent, and
later distinguished himself as an indefatigable
learner. In middle age, he served as a magistrate, an
assistant minister of public works, and eventually as
minister of justice. At the age of 67, he returned to
teaching and was the first teacher in China to strive
to make education broadly available to the masses.
His lessons attracted over 3,000 followers, who
collected his teachings into what we now know as
“The Analects of Confucius.”
For over 2,000 years, Confucius’ doctrine of love,
fidelity, politeness and self-discipline has constituted mainstream thought for the people of East
Asia, including China, Japan and South Korea.
Confucius taught that a peaceful and prosperous
society was possible if everyone, from pauper to
prince, adhered to the same virtues of honesty,
courtesy and loyalty.
Confucius’ key message is that we should not look
outside ourselves for answers to life’s problems. The
secret of lasting satisfaction is thus to adopt the
broad-minded, positive outlook of a junzi—“the best
possible version of yourself.” A simple way to
understand Confucian thought, in short, is to
examine the world through the lens of humanity.
9
Perspectives on the BRICs
Opp o r t u n i t i e s i n E m e r g i n g M a r k e t s
By Dr. Tomas Casas i Klett, Lecturer and China Entrepreneur (interviewed by Stella Quek)
D
r. Tomas Casas,
together with Prof.
Dr. Martin Hilb,
teaches the Entrepreneurship course in the SIM
program. The course provides deep, extensive insight into the theory and
practice of entrepreneurship. Dr. Casas himself
is not only a passionate academic advocate for
entrepreneurship and innovation, but also an active
entrepreneur in the Asia-Pacific region. For over
a decade now, he has busied himself in China’s
emerging IT and software sector. We at SIM
interviewed Dr. Casas to get his perspectives on
emerging markets, and also in the hope that those
readers contemplating a career (or better yet, a startup venture!) in BRIC countries may gain some useful insights.
S imput : Join the conversation!
Visit our blog at SIMpact.tumblr.com
to comment, discuss, or share select articles.
10
What is your perspective on the potential
economic growth and power of the BRIC
countries, especially China?
The BRICs are a catchy idea, which really caught on
since Jim O’Neill’s 2001 paper, “Building Better
Global Economic BRICs.” And the BRICs keep on
making news; Forbes Magazine just noted that this
year, the BRICs beat Europe by one as the home of
301 billionaires! But to the discerning SIM student,
“BRIC” ought to refer to four distinct economies,
each with very discrete challenges and opportunities.
To give you an overview, Russia booms on the
strength of its extractive industries, and so does
Brazil; Brazil also features impressive innovation
clusters and an enthralling Latin dynamism. China
taps into an extensive manufacturing base, with one
of the most enlightened governments to date in
economic matters; India’s growth is driven by an
elite services sector.
The BRIC countries have a rather minimalist
common denominator, namely fast growth and bulk.
None of them has achieved peaks of innovation or
broken through the US$15,000 per capita ceiling,
and the jury is still out on whether they will. Thus
Regarding China more specifically, its market is
rather fragmented, and that drives competition and
dynamism. Private national champions are few. At
the same time, China is currently trying to move
from “Made in China” to “Created in China,”
or from necessity-driven entrepreneurship to
innovative entrepreneurship. Five years ago, many
speculated that China might “get stuck” in this
transition; at present, we are seeing evidence that
China might switch to a true innovator’s trajectory.
China is beginning to focus more on the “software”—
the human capital that drives an economy; that
means that highly educated individuals, such as
SIM students, will have good chances in China.
I would advocate incentivizing those at the encore
stage to become entrepreneurs. If they decide to
work in a firm, let us make sure they do not price
themselves out of the labor market. Moreover,
companies need to actively engage older employees
and elicit their passions. Philosophically, the day
population growth and a country’s youth are not
needed for economic growth, values pertaining to
humanity will triumph. As for China, that country
has been courageous in tackling its demographic
problem.
Back to India, Indian acquaintances often tell me
that their country’s biggest challenge is “institutional resistance.” Class and economic structures
make it very difficult, for instance, for unembedded
entrepreneurs to start high-growth innovation
ventures. Being embedded and part of the right elite
is often a must, and social mobility is excruciatingly
How would you compare China and India,
as it is often argued that India stands to reap
better returns from its demographic growth?
The concept of the demographic dividend is
fundamentally wrong, and I am surprised that
many people are embracing and/or falling for it.
To count on demographic growth for economic
growth is short-sighted: stagnation will eventually
surface when either comes to a halt (and both will,
invariably). Moreover, the demographic dividend
model is ecologically unsustainable. What we have
to do, in my opinion, is redefine our understanding
of work.
Here is what I mean: there is no reason whatsoever
for older people in the labor force to be less productive and enthusiastic than young people. In fact,
in many occupations, employees who are 50 or 60
years old are more valuable than younger workers in
their 30s and 40s. Older doctors, with their
wealth of experience and knowledge, often make
more precise diagnoses. In a knowledge economy
paradigm, there are huge margins and potential
economic growth in leveraging highly experienced and educated generations. Rather than worrying
about aging populations, we should focus on what
author and social entrepreneur Mac Freedman calls
the “encore stage,” namely the period after mid-life
and before age-induced infirmity (from 60 to 75).
Source: U.S. Census Bureau, International Data Base. (Extracted on 26 July
2011 13:00)
11
f e at u r e d a rt i c l e s
SIM students who wish to work in a BRIC country
must first consider whether it is going to be B, or R, or
I, or C. The next step would be to ponder how they
can contribute and be active in an area characterized
by innovation.
difficult. Generally speaking, this can only be
resolved as in other Asian countries, where
development policies and social engineering broke
barriers and encouraged collective action. At the
moment different parties within the country still
represent very narrow interests, and infighting can
be vicious; the shortcomings of democracy are well
known. Given India’s tremendous talent base and
its capacity to learn and adapt, I have no doubt
the Indian Century is on the way.
What about Russia and Brazil?
Russia’s natural wealth creates a blind spot, where
innovation and entrepreneurship are neglected.
What is amazing is the degree to which the
achievements of the Soviet Union, in areas such as
education and life expectancy, have been eroded by
contemporary Russian capitalism. Naturally, that
makes venturing harder. However, Russia’s economy has at its disposal a tremendous pool of talent
and human capital, and its technological potential
could make it a European leader. Unfortunately,
most of it is being wasted. The shift from being
12
a nation of shopkeepers to one of high-tech
entrepreneurs is straightforward. But unlike China,
where venturing is a deeply embedded element of
culture, Russia needs to inculcate entrepreneurship
as early as kindergarten.
Brazil is hot, in the wake of Fernando Henrique
Cardoso and his legacy. Cardoso lowered inflation,
privatized state-owned enterprises to make them
more efficient, and made Brazil a fantastic example
of how salutary enlightened long-term policies can
really be (a developmental trap that most of its
neighboring countries are still suffering from). It
seems that with a minimum of institutional and
monetary stability, Brazil will flourish. I am always
amazed at how innovative, ultra-competitive and
dynamic individual Brazilians and their teams are,
whether it is visionary CEO of Renault and Nissan,
Carlos Ghosn, the hyperaggressive management
techniques of Inbev, or the global strategy of
Embraer, the world’s third-largest commercial
aircraft manufacturer. Brazilians have no problem
incorporating best practices wherever those can be
found, and taking them a step further. For instance,
Why do you hold such great passion for
entrepreneurship?
The beauty of
entrepreneurship
resides in the variety of the
entrepreneurs.
Brazil’s paper industry is one of the world’s most
technological advanced and sustainable. Brazil still
faces multiple civil society challenges, such as public
safety. In addition, poor governance elsewhere in
the region will continue to slow down the continent’s
growth potential. Fortunately, Brazil is capable of
taking continental leadership and serving as a
beacon of light. But just as this is Brazil’s decade, the
country must “beware of bubbles” and insure itself
against post-World Cup and post-Olympic blues.
What qualities make a successful
individual, riding these trends of economic
opportunity?
In the case of entrepreneurship, there is no one set of
timeless qualities, much as there is no one type of
entrepreneur. What you see throughout economic
and business history are recurring problems and
strategies, as businesspersons strive to create new
value. The beauty of entrepreneurship resides in
the variety of the entrepreneurs. You have highly
educated ones and those with little formal education,
aggressive founders and risk-averse ones; those
with a product orientation and those with a sales
orientation; old and young, etc. Entrepreneurs are as
diverse as humanity itself.
It is always good to emphasize that a decision
must be made, namely to become an entrepreneur. Entrepreneurship is defined by decision,
and it is a choice. To me, the essence of teaching
entrepreneurship lies in the decision-making: when
to start, and when to terminate entrepreneurship.
Because it is a mirror of life as it ought to be. Let me
give you an ecological view of entrepreneurship.
Think of economic process and activity as natural
cycles of growth: blooming, decay, renewal and
death. Schumpeter’s concept of “creative destruction” will come to your mind, because entrepreneurs thrive on these natural cycles. There is a
common fear of recession; people and governments
are often afraid of the suffering associated with
recession, and engage in narrow-minded attempts
to artificially deal with pain and snuff out downturns at great cost. They forget that recessions have
a raison d’être, and are great opportunities to
reorganize companies and institutions, and to
institute changes more generally. The conscious
effort of managing creative destruction at various
stages of the natural growth cycle allows economies
to remain vibrant and vital in the long term. Maybe
countries should have institutions entrusted with
protecting creative destruction and overcoming
institutional resistance. They could even have fancy
names like the Ministry of Creative Destruction.
Creative destruction liberates existing underperforming resources, and re-deploys them in
innovative ways. To give you an example of the
scale of destructive creation in the real world, Japan
and the banking industry would be at the bottom
while China and Silicon Valley would be at the top.
We must recognize that innovation, rejuvenation,
and entrepreneurship are quasi-impossible if we
do not let the natural cycles of the economy take
their course.
How do you think individuals should
exploit the opportunities currently available in
BRIC countries?
Choose a BRIC that personally appeals to you. Spend
three years in that country after graduation, working
but also learning the language and otherwise
immersing yourself in the culture. You might try to
work for a local company or a local boss, rather than
for a multinational company. For those SIM
graduates who have a heart for intense challenges,
identify a business opportunity. But don’t forget to
develop clear “quit” and “exit” strategies. Then
venture! In the worst case, your learning will enrich
and accompany you for the rest of your career.
13
SIM Alumni AND
Emerging Markets
We asked some of our Alumni who had the opportunity to work in emerging markets on their personal
experiences and how the SIM program has helped them perform at work in a different culture.
Bram van den
Bosch
(SIM 3), The
Netherlands, ING
Commercial Banking,
Analyst
Tomas Likar
(SIM4), Czech Republic,
McKinsey & Company,
Consultant
I work for… I work for the Structured Finance
platform of ING, a collection of teams that offer
highly specified finance solutions. More specifically, I am part of the Structured Metals and Energy
Finance group that was set up after the Cold War
to finance natural resource companies in the
Commonwealth of Independent States (CIS) region
which, by and large, lacked access to international
financial markets.
When I graduated from SIM... I have spent the last
three years working on consulting projects mainly
in the technology, media and telecommunications
industries (TMT) sector, across Eastern Europe, the
Middle East and Africa. Building a distribution
system in Nigeria, launching mobile broadband
products in Egypt, and running M&A projects for
funds in Dubai, I became hooked on work in
emerging markets.
My views on the potential of the BRICs… Moscow
City, a gigantic construction of offices on the banks
of the Moskva River that will probably never be
completed, is one of the regular places I visit for
work. The exciting thing about my work is the
region’s pace of development, the unfathomably
high level of industry knowledge my colleagues
have, and the bizarre stories surrounding our
clients. Having grown up in the West, I find it
important to be proficient in at least one of
the emerging markets’ main languages. These
economies offer more mobile career opportunities. Russia is currently my favorite given its
symbiotic ties with Europe, enigmatic culture, and
intellectual wealth.
My views on work in emerging markets are… If you
have the opportunity to go and work in emerging
markets, you should do it. You will not only get a
leadership role with significant responsibility early
on in your career, but you will also be able to have a
tangible impact on the lives of thousands of people. You will have to step out of your comfort zone,
accept challenging living conditions, and build
your credibility in a culturally very different
environment; but the learning will help you become a stronger, more subtle leader than if you had
stayed in your home country.
SIM helped me… SIM helped me develop the skills I
knew I needed; it also exposed me to Russian
students, some of whom triggered my fascination
for this country.
14
SIM helped me… My SIM experience helped me in
many ways. I have learned how to work in a truly
international setting and collaborate with strong
individuals who were as opinionated as I was. Moreover, I had the opportunity to do a research and
write my Masters Thesis in China, where I discovered my passion for emerging markets.
f e at u r e d a rt i c l e s
Anne-Carole
Künzle
(SIM 4), Switzerland,
Nestlé India Ltd.,
Area Sales Manager
My work currently involves... I am responsible for
the sale and distribution of all Nestlé India products within the southern part of Kolkata
city, through 14 distributors and employing in total
about 200 people (salesmen, delivery people, merchandisers) for a turnover of about CHF 1.5 million.
More concretely, my work is the management and
control of the distribution, visibility, and promotion
of Nestlé India products to about 15,000 small outlets (the Indian market is very scattered) and 30
supermarkets.
My views on the potential of the BRICs…The key
differentiating factors for these countries are their
aspirations, and the size of the bottom of their
pyramid. Even in the poorest households, most
people will have TV, and they want to identify with
the characters on the screen. With the development
of the country, more people will gradually have the
money and be able to afford more and more goods.
Simply put, the huge potential of the country lies in
reaching that bottom of the pyramid with affordable
products that fulfill the people’s aspirations.
The exciting things about my work are… You need to
adapt to the “local way,” and forget about all the
advantages you used to have in your own country.
Moreover, working in an emerging market not only
brings a lot of opportunities but also includes the
troubles you might not get in developed countries.
Working in a BRIC country definitely challenges
your mind, and gives you the opportunity to have
more impact through the ideas you can generate.
My SIM experience helped me… It helped me to
open myself to new cultures, as I had already done
some projects with people from other countries and
cultures. I learned to adapt my way of working with
different people, mainly by trying to bring out the
best in everybody instead of being bogged down by
cultural differences. SIM was also a very competitive
environment, which helped me to be spontaneously
prepared for new tasks. Finally, the way we learned
to do projects and write papers in SIM trained me to
think structurally and to react and work more
quickly on complex problems.
15
The University of St.Gallen offers its students the opportunity to spend an exchange semester at one of its
partner universities, and to choose from an extensive list of over 150 higher education institutions worldwide.
In addition, SIM students can apply to participate in double degree programs with HEC Paris, ESADE, RSM,
Fundação Getulio Vargas, and the Nanyang Business School MBA program. This year, we asked SIM students
on exchange in the BRIC countries to share their journey and views of these emerging markets. For further
information on exchange programs, visit www.exchange.unisg.ch.
Eduardo Rizzo
Rinke
(SIM6), Brazil
M
y exchange experience in Shanghai was
amazingly rich. I was confronted with a
totally different culture and reality, and
learned a lot from it. I experienced several aspects
of the Chinese lifestyle as an exchange student,
and also worked as an intern. One semester is a
short period to get to know such a rich and complex culture, but starting to understand the Chinese
mindset was astonishing for me; and it gave me
a clearer view of the economic boom the country
is experiencing.
S imput : Join the SIM community!
Become a fan at facebook.com/SIMHSG
China is regaining its position as one of the world’s
most powerful nations. China’s economic growth at
this moment is unique; while Brazil is experiencing
some growth based on the development of its
internal markets, China gave birth to its own form of
capitalism based on an incredibly aggressive mercantile mindset. The first concern is always the
ability to sell; it does not matter what, or to whom.
The Chinese therefore created an amazingly fastpaced economic arena, which international companies sometimes fail to acknowledge. The velocity
with which things are happening in China is even
more difficult to describe; only after living there
for a while can one start to understand why and
how China is outperforming its competitors in so
many fields.
17
f e at u r e d a rt i c l e s
SIM Exchange in
Emerging Markets
Bettina
Ackermann
(SIM6), Liechtenstein/
Switzerland
M
y exchange experience in Ahmedabad,
India was a true eye-opener. None of the
stories and reports I had heard before
leaving for India prepared me adequately. I was able
to study at an internationally known university, in a
18
country where the illiteracy rate for women is 65
percent. Of course, my SIM studies helped me to
view things from multiple perspectives, and this
enriched my understanding of the culture. It truly
was a priceless experience.
As one of the BRIC countries, India has great
potential due to its vast natural and human resources. I believe a strong education system will
allow India to fully exploit these resources in the
interest of long-term, sustainable growth.
Philipp Müller
(SIM6), Switzerland
A
n exchange in Russia is your best choice! As
a participant in the CEMS double degree
program, I spent the spring semester of 2010
at the Graduate School of Management of the St.
Petersburg State University. Although I had to get
accustomed to the weather (-25 degrees…), the
exchange in Russia proved to be one of the best
experiences of my university studies. What sounds
like a cliché is definitely true of an exchange in
Russia: every day offered a unique experience, most
often defined by various contradictions which are so
peculiar to Russia. I am fascinated by this country,
and here is why: while I perceived the people to be
apathetic in public, I sometimes unexpectedly
experienced the greatest hospitality in private.
While there exists a certain level of bureaucracy,
there is always an opportunity to resolve an issue in
a creative way. While I find the people to be passionate and patriotic, they also display a distinctive
indifference towards domestic politics. While the
country offers some of the most beautiful places I
have seen, it can also be rather depressing sometimes.
For anyone who is not convinced, rest assured that
an exchange in Russia also includes outstanding
parties, adorable (female) colleagues, great travel
opportunities, many banyas and vodkas, and an
incomparable “life-life-balance.”
Doing business in Russia is a hard choice!
Undoubtedly, the Russian market offers tremendous
opportunities, due to the underdeveloped nature of
many of its industries. However, the barriers to
business development are equally high, mainly
because of the plentiful bureaucracy and corruption.
In discussions with young Russian business
students, a certain resignation is unmistakable.
When I asked a Russian colleague for instance about
a spontaneous idea to build up a hotel chain in
Russia, providing stylish and clean rooms for modest
prices, she answered: “They will never let you make
such offers.” When I told her that I could offer
whatever I want, she smiled at me and said: “Such a
cute Swiss boy. So naïve. Please don’t try. I want you
to live.” The sad point is that there is some truth to
her words. The upside is that nobody could have
said this in a more lovely way.
19
Emerging Markets
T h e New D r i v e r s o f C o n s u m e r Spe n d i n g
By Nick Davies, Managing Partner of Deloitte Consulting Switzerland
E
merging markets are
expected to be the
driving force of global growth over the next
decade. As a consequence
the number of middle-class
consumers from emerging markets could increase dramatically, which
will have significant implications for global consumer-oriented companies.
Such growth will not, however, come without
challenges. As a global professional services organization with over 170,000 practitioners, Deloitte
is well placed to both understand and advise
companies regarding these challenges and how to
address them.
In addition, several sociodemographic developments are contributing to higher consumption
rates. Firstly, with rising income people usually
become more brand-conscious, thereby increasing
the demand for luxury items. Secondly, with the
changing role of women in society the number of
double-income households increases, leading to
demand for products and services not previously
purchased, such as child care. Thirdly, urbanization
is a powerful vehicle of increased consumption, as
urban consumers tend to have higher incomes and
to spend more than their rural counterparts.
Challenges for BRIC countries
The four BRICs (Brazil, Russia, India and China)
plus Indonesia, Mexico, Turkey and Vietnam account
for approximately 3.2 billion people, yet their GDP
per capita is still only about one tenth that of the
USA. Per capita consumption in these countries
obviously has huge growth potential.
Despite these positive developments for their
consumer markets, BRIC countries still face many
challenges. China for instance has one of the fastestaging populations, a lagged effect of the one-child
policy. As the economy ages the ratio of employees
to pensioners decreases, with a corresponding
reduction in spending power. Moreover, the Chinese
real estate market looks overvalued, with signs of a
property bubble similar to that experienced in the
United States, Spain and Ireland. If this bubble
should burst, it will considerably dampen consumer
spending.
As these economies grow, the number of people
shifting from poverty into the discretionaryspending middle class increases every year. For
example, between 1999 and 2009 real wages, the
biggest driver of consumer spending power, more
than doubled in Asia, but rose by only five percent in
more emerged markets.
In India, one of the biggest challenges is high
inflation. Real rates of interest remain low, drawing
money away from deposits into other asset classes
and fuelling consumption. This keeps domestic
demand robust, but puts even more pressure on
demand-side inflation. If consumers believe current
inflation levels will endure, the government and
Increasing consumer spending in
emerging markets
20
central bank may struggle to rein in inflation without severely affecting growth. Inflation concerns
are similar in Russia, where rising inflation also
dampens real wage growth and could possibly
impact consumer spending.
In Brazil the overheating economy is leading to
upward currency pressure, as well as high, and
rising, inflation. A tightening of monetary policy
over the last year has not dampened inflation but it
has attracted more foreign capital, increasing the
value of the Brazilian real even further. A continuation of this trend could reduce both growth and
consumer demand.
Companies need to enhance both
global presence & global awareness
Despite these risks, the overall growth scenarios for
emerging markets and resulting consumption
appear robust. The transition from export- to more
consumer-oriented economies is likely to continue.
Companies wanting to participate in this consumer
boom must see emerging markets not only as cheap
production locations, but also as markets for their
products and services. Large global firms have
already adapted their strategies, as have an
increasing number of mid-sized (niche) players,
but these firms are faced with a multitude of
challenges when it comes to successful entry into
uncharted markets. Among these challenges are
an understanding of the preferences of the new
BRIC middle-class consumers, the sourcing of
local partners and employees, the establishment
Deloitte Company
www.deloitte.com
We are one of Switzerland’s leading professional services
firms, offering services in Audit, Tax, Consulting and
Corporate Finance. In 2006 we combined our Swiss and
UK member firms with the clear objective of accelerating
the development of a world class professional services
firm in Switzerland. Our clients have access to the knowhow and expertise of more than 12,500 specialists. More
than 1,000 professionals in Switzerland are operating
out of 6 cities: Basel, Bern, Geneva, Lausanne, Lugano
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proposition. With member firms in 140 countries and
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network of Deloitte Touche Tohmatsu (DTT) brings
world-class capabilities and deep local expertise to help
clients wherever they operate.
of distribution networks, and the attainment of indepth knowledge of local business and legal systems. In addition, there are infrastructural challenges to overcome: the company headquarters
must be transformed into a global hub; a new
business operating model must be implemented;
technology must be aligned; and so on.
Companies seeking expansion into new markets
engage global consulting firms like Deloitte precisely to address such challenges, and to receive
support that stretches beyond borders. Our clients
benefit from Deloitte’s specific industry knowledge,
combined with multidisciplinary and multinational
teams who work in both domestic and global
markets.
Deloitte is one of the world’s largest professional
services firms, with over 170,000 professionals in 140
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corporate finance services to public and private
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Deloitte has over 1,000 employees based in six
locations and is one of the fastest-growing
professional services firms.
For a detailed analysis visit
www.deloitte.com/view/en_CH/ch/insights/index.htm
21
The SIMagination Challenge
Ge n e r a t i n g S o c i a l I m p a c t A r o u n d t h e G l o be
T
he SIMagination
Challenge, is an innovative approach
to spur advanced learning in initiating and
sustaining positive impacts for unmet social
needs. The course format
allows for meaningful
experiences
and insights
Originator of the SIMagination
Challenge and supervising faculty
regarding the realization
of sophisticated international projects; it helps participants to sharpen
their strategic thinking, team skills and applied
global leadership ethics and effectiveness.
The projects in question are enriched by session
topics including team diversity, strategy execution,
and social impact; and also workshops such as
those conducted by McKinsey & Company on
communication impact.
The idea for the SIMagination Challenge goes back
to the inception of the SIM program, when we set
out to build a SIM community that “allows students
to learn and interact in a socially energized and
inspiring environment, thereby putting the
1 Quoted from Dr. Omid Aschari in SIMpact 7, 2010, p.11
22
emphasis on building friendships.”1 I believe that
this initiative has significant potential, particularly
in advancing top management education and in
addressing the key development needs of leaders in
the 21st century.
The projects presented here built on the experiences
of the SIM program in the past year (see SIMpact 7, p.
8-15). Starting in fall 2011, new student teams will
launch and continue projects with further promise
and potential. This will intensify student learning,
enhance scope and sustainable impact, and further
enrich interaction (the exchange of experiences and
knowledge) within the SIM community.
In the following, I share with you reports on
SIMagination projects initiated by students of the
current class.
PARI project India uses chicken manure to grow a
type of larvae rich in protein and fat. These larvae
are then dissolved into fat and protein, which is
used as animal feed or processed into biodiesel. The
output is produced at highly competitive cost, since
the main ingredient consists of waste from farms
that is produced year round. And unlike biodiesel
produced from flora, this method does not compete
1.
2.
1.Chicken farm in India where chicken
manure is used for production of
biodiesel.
2.The larvae from chicken manure is
harvested and processed into biodiesel.
3.
4.
3.SIMagination team of Saude Criança
Brasil at Brazilian beach
4.SIM students working in Saude Criança
Brasil’s office in Rio de Janeiro
donations, and wishes to develop a more sustainable
solution. From 2010 to 2011, our SIM team consulted
the employees of Saude Criança regarding their
online fundraising strategy to target European
donors. In addition, we set up an online platform to
collect donations to the project. Further collaboration
between the SIM program and Saude Criança may
involve helping the organization to set up an inhouse consultancy branch! Saude Criança is
counting on this in order to expand its services to
other Brazilian cities (it currently operates in Rio de
Janeiro), and internationally in the long run. This
kind of assistance will help to provide them with a
more sustainable fundraising approach. Project by
What I received from the project is a priceless
experience of the North Indian culture, deep
insights on how emerging markets works (in
real life and outside of textbooks), and perhaps
an opportunity to pursue this business idea
after graduation.
My SIMagination experience involves being part
of a group that tries to help break a vicious cycle
that starts from poverty and leads into health
problems. The ability to make a difference is
what made it exciting! This is also complemented
with the beautiful scenery of Brazil, peaceful
beaches and never-ending night life of Rio de
Janeiro. We were presented a perfect opportunity
to give and be given.
–Harald Buchmann, SIM7, Switzerland.
Saude Criança Brasil is a Brazilian non-governmental organization that helps families in need gain
access to five key resources: (1) medication and
medical advice, (2) housing, (3) legal assistance,
(4) education and (5) vocational training. The
organization is currently dependent on external
Benoit Anger, Giovanni Guidici, Daniel Kaluza,
Gabriella Licari.
–Daniel Kaluza, SIM7, Poland.
S imput : Join the conversation!
Visit our blog at SIMpact.tumblr.com
to comment, discuss, or share select articles.
To be continued ...(page 26)
23
Current sIm Class
with food production. The input so far has been
chicken manure from large chicken farms. Despite
potential animal rights concerns, the use of the
manure reduces the pollution of these by-products
in the environment. Future development of the
project should allow all forms of organic waste to be
used as inputs. At the moment, the project’s founder
in India is testing methods of harvesting the larvae;
our contribution to this project involves making financial calculations, including cash flow
considerations, to check the feasibility of various
methods and business models. In the near future,
there is a need for managerial coaching as well as
legal advice, to support the founding of an official
legal entity—a prerequisite for raising investments!
Project by Harald Buchmann.
Benoit Anger
France
Onno Boer
The Netherlands
Harald Buchmann
Switzerland
Amra Bukvic
Bosnia and Herzegovina
Thomas de Meijer
The Netherlands
Klaus Eberhard
Germany
Marcel Feurer
Switzerland
Jonathan Gabler
Germany
Class of Sim7
S t u d e n t P o rt r a i t s
Marc Galofre
Spain
Giovanni Giudici
Switzerland
Iago Gonzalez
Spain
Benjamin Harder
Switzerland
Stephan Hartl
Germany
Daniel Kaluza
Poland
Sven Daniel Kämmerer
Germany
Gabriella Licari
Malta and USA
24
James Rushton
Canada
Adrian Schärer
Switzerland
Henry Schlechte
Germany
Nina Schneider
Switzerland
Stephanie Sparber
Italy
Bastian Steinbach
Germany
Corinna Stöhr
Germany
Pauline Szpyt
France
Jeffrey Tjiok
Switzerland
Sandra von Bidder
Switzerland
Ying Wei
China
Kaspar Weilenmann
Switzerland
Frauke Weissenberger
Germany
Andreas Woernlein
Germany
Katja Wohlwend
Switzerland
Yueting Wu
China
Mingjie Zhang
China
Current sIm Class
Andrin Lutz
Switzerland
25
... Continued from The SIMagination Challenge (page 23)
grid Tanzanian villages. Visiting one of those
villages was a truly rewarding experience.
On the other hand, it allowed me to put into
practice the theoretical knowledge I acquired
from the courses in SIM, thereby deepening
my knowledge. I am thankful for this great
opportunity.”
–Benjamin Harder, SIM7, Switzerland.
African Solar Rise (ASR) seeks to establish newer,
more effective and culturally accepted forms
of development cooperation with the African
continent. The goal of ASR is to inspire business and
economic growth, chiefly by providing African
communities with access to dependable and
environmentally friendly sources of electricity.
ASR’s award-winning financing model includes
providing community authorities with interest-free
loans, which are used to set up solar-hybrid
community power plants. Profits generated from the
power plants are then used to fund the development
of the village, as well as to finance new plants in
other communities. Founded by four SIM students
in September 2010, ASR is now a non-governmental
organization with 17 members of seven different
nationalities, all from top-ranked institutions such
as University of St.Gallen, HEC Paris, and ESADE
Barcelona. The ASR concept has won the nationwide “Herausforderung Unternehmertum” competition in Germany, the 2011 HSG Social
Entrepreneurship Award, the 2011 AT Kearney
Create a Difference Award, and the 2011 Bearing
Point Sustainability Award. ASR’s website can be
visited at www.african-solar-rise.org. Project by
Jonathan Gabler, Marc Galofré Marti, Iago Gonzalez,
Benjamin Harder, Sven Kämmerer, Pauline Szpyt,
Ying Wei.
Being engaged in the SIMagination projectAfrican Solar Rise, was an essential part of my
studies at the University of St.Gallen. On the
one hand, it provided me with the opportunity
to make a contribution to make the world a
better place by bringing electricity to small off-
26
KAKO, the Khmer Akphiwat Khmer Organization
(“Cambodian help Cambodian”), is a Cambodian
non-governmental organization dedicated to
providing informal learning opportunities and
scholarships to Cambodian children in need. The
aim of the SIM initiative is to help KAKO meet its
organizational, administrative, and fundraising
objectives. We believe that by actively take part in
the shaping of KAKO’s future, we can contribute
to the generation of lasting social impact. We at
SIM aim to continue our support through the
provision of advice on organizational issues and
the establishment of relationships with donors. In
the course of the project, three project sub-teams
were established to assist KAKO on-site. In this
way, it was possible not only to get a clear sense
of what KAKO really needed, but also to monitor
ongoing project developments. We believe that
commitment and dedication are essential to the
success of the project, and we therefore welcome
all kinds of donations. To learn more about KAKO
and to help make a difference in the lives of needy
Cambodian children, visit www.kako-cambodia.
org. Project by Andrin Lutz, Adrian Schärer, Henry
Schlechte, Stephanie Sparber, Corinna Stöher, Kaspar
Weilenmann, Yueting Wu, Mingjie Zhang.
Whenever I think about being a SIM student
and my SIMagination experience, I think about
the inspiring learning environment, challenging
projects, great friendships and the motivating
SIM spirit. It was worth every minute and I would
do it all over again.
–Henry Schlechte, SIM7, Germany.
Marcel Feurer, Stephan Hartl, Bastian Steinbach,
Jeffrey Tjiok, Andreas Wörnlein.
–Klaus Eberhard, SIM7, Germany.
The Vietnam Student Coaching Project is a partnership initiative with the Saigon Children’s Charity
in Ho Chi Minh City, knowledge partner Avenir
Consulting, and financial partners Bernmobil and
AEG MIS in Switzerland. Our team of five people
conducted a multi-step program designed to coach
financially disadvantaged university students in
Saigon. The average yearly household income of our
target students is under US$500. As such, there is a
distinct need for students to become gainfully
employed in order to support their families. In
the current Vietnamese educational system, no
interpersonal skill development is provided for the
purposes of finding employment and/or developing
professional networks. Our team, with the help
of Avenir Consulting, developed participants’
coaching acumen and consequently kicked off a
“coach the coaches” segment in the Saigon Children’s Charity’s career counseling program. After
participating in coaching sessions themselves, the
Vietnamese coaches were well equipped to continue
coaching the next generation of students. Project by
Thomas de Meijer, James Rushton, Nina Schneider,
Frauke Weissenberger, Katja Wohlwend.
The SIMagination project is a chance to apply the
skills we built up over the years at the university.
Furthermore, we learn about project work,
intercultural skills and dealing with uncertainty
which any other ‘normal’ course could not have
taught us. And best of all: We did something
good for society.
–Katja Wohlwend, SIM7, Switzerland.
27
Current sIm Class
SESAME is a student initiative, established in cooperation with the Junior Achievement Program
and the local branch of INJAZ Jordan. INJAZ is
committed to inspiring Jordan’s youth and helping
them succeed in the global economy. In our first step
and to engage Jordanian student participants,
SESAME actively oversaw the conduct of workshops
on business idea generation and planning, career
planning, and cross-cultural awareness. The
SESAME project has three distinct qualities that
differentiate it from other social projects. Firstly,
with much of the Middle East experiencing political
and social unrest, most projects do not address the
issue of future prospects for the region’s large
populations of young people. Secondly, INJAZ
Jordan is a very strong partner, highly committed to
this cooperative venture and with the financial
means to support a large range of potential projects.
Lastly the project taps into competencies that foreign
students naturally bring to bear, and is ideally suited
to students with an international profile—such as
SIM students. Project by Onno Boer, Klaus Eberhard,
When we went to Jordan to conduct our
workshops, we were not really sure what to
expect. When we came back, we knew that we
had not only achieved something valuable,
together and with the students, but also that we
had made new friends and become more aware
of Jordanian culture and society.
Sp o n s o r s h i p A r t i c l e
Boston Consulting Group
supports the Helping KAKO
initiative
S o c i a l p r o jec t w i t h B C G i n B u e n o s A i r e s , A r g e n t i n a
David Kurmann is a SIM Alumnus
(SIM2), and started his professional career
with The Boston Consulting Group (BCG).
In May 2010, Mr. Kurmann embarked on a
social project in Buenos Aires, Argentina
as part of BCG’s social impact initiative.
The following article provides a brief
personal account of his experience working
with Argentinean startup Medix I.C.S.A.
My time at Medix was incredible. And it was fruitful all around: Medix became better positioned for a
successful future, so well in fact that it was acquired
by a US company five months later (in October 2010);
likewise, I gained valuable professional and personal
experience. It was very exciting for me to experience
an emerging market first-hand, and to “walk in the
shoes” of a small and medium enterprise for a change.
On 5 May 2010, I had already completed the first leg
of my journey and was waiting for the plane that
would take me to Buenos Aires—only 14 more hours
and I would be setting foot on Latin American soil
for the first time!
In addition I learned
Spanish with great enthusiasm, and explored
Buenos Aires (an amazing
city!) and Argentina on
the weekends! Another
highlight was the match
between Switzerland and
David Kurmann (SIM2) at Medix
I.C.S.A, an Argentinean natal
Spain in the 2010 FIFA
care manufacturer that produces
World Cup, when literincubators for premature babies.
ally the entire company
supported my team! I in turn suffered with them
when Argentina was ignominiously sent home from
the tournament by Germany.
But how did this even come to pass?
After two and a half years with The Boston Consulting
Group (BCG), I had decided that I wanted to support
BCG’s social impact initiative, Endeavor. Endeavor
is a non-profit organization, committed to promoting entrepreneurship in emerging markets; one of
Endeavor’s initiatives involves “lending” strategy
consultants to young or small enterprises.
Two days after arrival, I found myself in a small
suburb of Buenos Aires — in the office of Medix
I.C.S.A. Medix is a small, family-owned Argentinean
company that produces incubators for premature
babies.
Over the following months, I worked with the
company management on two subprojects: I
developed an international expansion strategy to
ensure the continuous growth of Medix, and created
a detailed cost analysis in order to get a stronger
assessment of the costs.
28
“Impact” is the word I would use to best summarize
my experience in Argentina: I was in a position to
create impact for Medix, for Endeavor, and for myself. This was a very meaningful time, and I would
recommend similar pursuits to all.
For The Boston Consulting Group, creating beneficial social impact is fundamental to who we are as an
organization and is one of our nine stated values.
Our involvement in this area is motivated by our
desire to make a positive difference to society and
often in particular to the underprivileged.
For more information, please refer to: www.bcg.ch
1. GO
SIMopoly is part of the SIM Diversity-in-Action I
course in the SIM curriculum, and has become a
tradition where SIM students get to know their
fellow classmates and get oriented around the city of
St. Gallen through games. In addition, SIMopoly is
also a great opportunity for SIMmies to apply what
they have learned and to discuss teamwork and
diversity.
2. CHANCE
3. GO TO JAIL
D at e :
2 5 Sep t e m be r 2 0 1 0
L o c at i o n :
S t. G a l l e n C i t y C e n t e r
Proudly contributed by:
10. Free
Parking
Ying Wei, SIM7
30
James Rushton, SIM7
4. WATER
WORKS
5. INCOME
TAX
6. HOUSING
REnoVATIONS
7. Jail
1. Plan your route, be efficient, complete the series of tasks
ahead... You are strategy majors after all, right?
6. Torrential downpour floods the basement of your motel.
Lose a turn to dry out your shoes and clothes.
2. Tape a blank sheet of paper to your back and see what
people’s first impressions of you are. Collect $50 from each
player that comments on your eyes.
7. All inmates must stand on Aladdin’s Carpet... and then flip
it over to escape. Step off and lose another turn.
3. Do not pass the Olma Bratwust stand, go directly to jail.
8. Failure to pay electric bill—pass all players through a giant
spider web to avoid paying.
4. Empty bucket of water into small plastic cups from two
meters away. Lose $50 if bucket flips over like a well-oiled
mousetrap and fills no cups.
9. Grand Opera Night to follow—Collect $20 from each
player who doesn’t know the inside joke... or maybe it’s an
Apéro, Bastian?
5. Pay 10 percent or step on various equations in ascending
order of value in total silence.
10. Winning team has fun with (or without) Onno. Collect a
week’s supply of Biberli and Redbull.
9. Community
chest
8. electric
company
Sim4Sim
SIM4SIM is a new initiative in which SIM students
come together to brainstorm, organize and execute
an event or workshop that works toward the
development of team building, personal skills and
career insights. Ideas generated during the brainstorming session included presentation skill
workshops, international culinary and etiquette
sessions, self-branding and networking, strategic
communication, fear and stress management, and
outdoor training. The program chosen for this year’s
initiative was a leadership boot camp.
D at e :
Backpack, sleeping bag, stove, mattress & tent: ready to go!
And yes, we have super cool Ponchooooooos!
In the rain, we started SIMopoly and the SIM program.
Again in the rain, we departed for our last SIM7 event:
SIM4SIM and the Leadership Boot Camp.
2 7 - 2 9 M ay 2 0 1 1
L o c at i o n :
Sc h w ä g a l p, Appe n z e l l
E quipment : +5
W eather : -5
E nergy : -3
D ifficulty : +5
32
Beware of Bomb! We cooked
and ate inside... Under a
Roof! The other group slept
under a canvas tarpaulin &
got soaked.
Puh... Getting our air
mattress ready. A good
night’s sleep in the
outdoors guaranteed!
We set up the tent after
hiking for four hours in
darkness. We cooked
spaghetti in the rain.
T eamwork : +3
T eamwork : +5
E nergy : -2
E nergy : +2
E nergy : -1
Help! Help! Bastian is stuck
in the mud. Luckily he bravely
“self-rescued,” and made it
for breakfast.
Daniel: “I am the legend! I
saw the destination!”
Campfire, sodas, baked
bread, COAL passing game:
tomfooleries and shenanigans
continue!
F un : +5
Bastian: “I also want to be
the legend. Give a hand,
dude!”
P assion : +3
Get-together breakfast;
two groups met after 12
kilometers of hiking. Group
2 arrived late, but still in fullstop time to grab some tasty
food.
Start of mental coaching.
We learn about ourselves,
and how to deal with stress
and problems.
SIM EVENTS
F un : +5
E nergy : +3
F riendship : +3
F un : +1
E nergy : -1
Morning of the second day.
Still alive after one night in
the “BOMB BEWARE” shed.
K nowledge : +5
E nergy : +5
Stella broke her “winkle”
and became the sweetest
backpack to carry along in
boot camp history. We
never leave any group
member behind because
we are SIMmies!
Our last task: to build a
We learn, we grow & we
bridge 80 meters over a river enjoy. Just love it!
and get everyone across it.
Hats off to Ben, the last but
fastest to cross; and props
to Ying, the only woman to
cross the bridge.
T eamwork : +5
D ifficulty +3
D ifficulty : +5
F un : +3
T eamwork : +4
33
SIM Community Event 2011
A n A n n u a l SIM E v e n t
T
his year’s SIM Community Event took place on May 14, 2011 at the Radisson Hotel, St. Gallen. In a grand
setting, the event had a touch of glamour as guests suited up for cocktails. The SIM Community Event
celebrated a great milestone for the SIM program, namely the program’s award of the fourth place
worldwide in the Financial Times Global Masters in Management Ranking 2010. A further highlight of the event
was the clear progress of various SIMagination Projects, presented to the audience by current SIM7 students.
And of course, nothing goes “un-discussed” in the SIM community. We are champions in the “art of talk,”
and the photos provide ample support to this claim…
Photos by Igor Zhilin and Odise Mattle
34
SIM revelation on subprime mastermind!
Eve of the night
Who is
SIMderella?
New Redbull trend...
… but Adam loves
his iPhone more!
Girls love it…Boys love it even more…
MYSTERY !
So good that these guys decided to link arms
BUSTED!!
SIM student
by day, Mobile
Salesman
by night
SIM Gestures TELLS ALL!
Up Next:
Opera singing
on Germany’s
Got Talent
Crisis in Greece “Only you
can save
Eurozone!”
Gals got power!
SIM EVENTS
A usual pitch
from the “old guy”
Cash is King for
Europe…
Getting advice for a
potential outright default
But Community
is King for SIM
The art of Charismatic
Leadership starts with
finding the “Casanova”
in yourself
Speaking of a “handful“ of competitions
he tried to get African Solar Rise into…
Canadians are the COOLEST of all.
DJ Onno turning the
party on...
International
Management 101:
Context, Context,
Context
Speaking of the size of the mud pool he
will fall into…
35
Spring 2011
SIM Graduation Events
I
n the Fall 2010 and Spring 2011 semesters, a total of
34 SIMmies received their Master of Arts (HSG) in
Strategy and International Management. To celebrate
this achievement, the SIM Directorship traditionally invites
graduates and their families to a semi-annual SIM Graduation Event at the Hotel Einstein in St. Gallen.
Prof. Dr. Günter Müller-Stewens
and Dr. Omid Aschari
The SIM Graduation Event allows for a personalized
approach to this milestone in our students’ lives,
and truly reflects the SIM community spirit. It is
an opportunity for graduates to reconnect and
reminisce, as well as to introduce their classmates
and families.
On graduation day, the SIM Directorship reflects on
each graduate’s time as a student, and encourages
the graduates to remain a part of the SIM community
as engaged, involved alumni. Upon graduation,
SIMmies are presented with an alumni ring.
Fall 2010
36
Best Overall Picture
Submitted by Simon Schminke, SIM 6
“SIM in America.”
New York City, Times Square, 2011
Photo Contest
Best Picture, SIM People
Submitted by Marcel Thom, MIM 1
“MIM generation 1 and SIM generation 30
(co-production of University of St.Gallen and
Nanyang Business School).”
Singapore, 2011
Best Picture, Swiss Scenery
Submitted by Philip Maier, SIM 5
“Alps idyll: Mountains reflecting in the lake.”
Appenzell, Säntis, 2009
Honorary Mention, SIM
People
Honorary Mention, Swiss
Scenery
Submitted by Philip Maier, SIM 5
Submitted by René Spirig,
SIM 1
“Closer to the client: SIM students
move into their new street office
after finishing studies.”
“Off to New Pastures – On the Way
from Flüelen to Lucerne with a Swiss
steamer boat on a wonderful day.”
St. Gallen, Linsebühlstrasse 47, 2009
Lake Lucerne, 2010
37
Ten People from SIM
you Need to Know
This year, we decided to come out with a quiz that tests your networking skills! Below are some interesting
SIM students you will soon discover. We are afraid that you will not be able to find the answers on Google
or Facebook, at least not in the short run. Collaboration, as always, is strongly encouraged.
Send your answers to [email protected]
with subject “QUIZ” by 31 October 2011.
Drawing will take place on 1 November
2011 and winners will be notified by email.
First prize: University of St.Gallen USB Stick (2GB),
Moleskine Notepad, and refillable ballpoint pen.
Second prize: University of St.Gallen USB Stick (2GB) and
refillable ballpoint pen.
Third prize: Moleskine Notepad and refillable ballpoint pen.
Down
1. SIM2 student who visited Nicaragua and realized that
SIM6 students had completed their SIMagination
project at the exact same location before.
3. SIM4 student who is currently in Canada, doing a
PhD.
5. SIM5 student who is the only person in the SIM
program from the Republic of Korea.
10.SIM7 student who is European and speaks fluent Mandarin.
38
Across
2. SIM4 student who has climbed the Himalayas.
4. SIM5 student who is currently living in Miami,
Florida.
6. SIM6 student who is a twin.
7. SIM6 student who has the smallest adult shoe size in
SIM.
8. SIM6 student who is also European and speaks fluent
Mandarin.
9. SIM7 student who was the SIMderella of
the 2011 SIM Community Event.
Competence and quality are our strengths
Due to the continuously rising traffic volume on streets, railways and in
the air, we have made it our mission to guide people through this vast
traffic volume and provide them with the information they need to help
them on their way.
Using state-of-the-art information systems, we have been providing
up-to-date travel information to millions of people each and every day
at railway stations, airports and transport stops, guiding hundreds of
thousands of cars through road traffic and informing thousands of peo
ple at a wide variety of events.
For more information: www.aegmis.de
Master of Arts HSG in
Strategy & International
Management – SIM
THE FLAGSHIP MANAGEMENT PROGRAM FOR TOMORROW’S GLOBAL LEADERS
MANAGEMENT EXCELLENCE
A rigorous top-ranked academic program, with personal
development and coaching, entirely taught in English.
A UNIQUE INTERNATIONAL EXPERIENCE
Select students from 21 countries with a proven track record.
GLOBAL MOBILITY
A broad array of international exchange and double degree programs.
CAREER PERSPECTIVES
Average of 3 job offers prior to graduation. Top starting salary.
IMPRESSUM
CONTACT
SIMpact 8th edition, September 2011
SIM Office
SIMpact is the magazine of the Master in Strategy and International Management at
the University of St.Gallen. Reprint, also in parts, needs prior written approval of the
SIM Office. Any views expressed are those of the contributors and are not necessarily
of the editor, the SIM Directorship or the University of St.Gallen.
University of St. Gallen
Editor / Stella Quek
Design / Inter-Corus AG. Switzerland. www.icon-worldwide.com
Dufourstrasse 40a
9000 St. Gallen
Switzerland
Phone +41 71 224 23 67
[email protected]
www.sim.unisg.ch