Management Studies

‘We are all going to miss him’

stuxbury — Wed, 20 Sep 2023 15:41:23 +0000

‘We are all going to miss him’ stuxbury Wed, 09/20/2023 - 11:41

College of Business lecturer Chris Samfilippo taught marketing at ��-Dearborn — and around the world on behalf of the university — for 25 years. Samfilippo, a gifted teacher who kept in contact with students long after they graduated, said he wanted to teach for many more.

“I know he cared greatly about the students and they loved him in return,” said Professor of Marketing Aaron Ahuvia, a long-time friend and colleague of Samfilippo’s. “He told me that he had planned on teaching for another 20 years. When the cancer spread to his throat, I looked for technological alternatives that could help him speak in the classroom. Chris would have done anything to keep teaching. He was dedicated to his students.”

Samfilippo, who taught marketing courses from 1998 to summer 2023, passed away at home on Sept. 16. He was 67. Visitation will take place from 3 to 8 p.m. Friday at Weise Funeral Home, 7210 Park Ave., in Allen Park. A service will take place at the funeral home at 10 a.m. Saturday.

“I can’t even express what a hole his passing leaves in our lives. Chris was very much a part of everything here — creating courses, curriculum and running the discipline. He was an extremely talented marketing colleague and he was a friend,” Ahuvia said. “He was a major part of our lives outside of ��-Dearborn too. We’d watch football, go to dinner and spend time with each other’s families. He’s an amazing friend that I’ve had for 20-plus years.”

College of Business Class of 2006 graduate Brian Warneck said Samfilippo helped him become the professional he is today. Warneck has multiple Clio awards, which is a recognition for excellence in advertising. Now a digital production director at Doner, Warneck’s love of marketing started years ago.

Warneck can trace it back to the first semester of his ��-Dearborn freshman year: he was sitting in Samfilippo’s classroom. He said Samfilippo’s enthusiasm would draw the whole class into marketing strategy discussions that drew from real-life advertising examples.

“At the time, I was a bit of an introvert and didn’t always feel comfortable sharing my ideas. Chris encouraged us to speak up and he helped me shake that stage fright. He reminded us to not be intimidated by big titles or large audiences because we are all just people who are looking for connections and solutions,” Warneck said. “Chris also emphasized that marketing is not a one-time business transaction. It’s building a relationship and reputation over time. Chris lived what he taught. He’d always say hello in the hallway. He’d check in to see how someone is doing. He’d help you get to your next opportunity. I now make a conscious effort to do these same things, thanks to the example Chris set.”

Following graduation, Warneck returned to campus to present in Samfilippo’s classroom and worked with Samfilippo to organize tours at Doner for ��-Dearborn students interested in advertising and marketing careers.

In addition to the impact Samfilippo made in Michigan, he worked with students internationally. He lectured on relationship management in Uzbekistan, branding in Libya and supply chain management in Jordan. He also served as the director of ��-Dearborn’s International Summer Program in Management, an Italian-American exchange program with the University of Padua.

“Chris had a real sense of adventure and wanted to get out there and discover the world. He seized opportunities as they came along and saw these teaching experiences as a way to make a difference in someone’s life,” Ahuvia said.

Professional Lecturer of Marketing Tim Hartge said making a difference was central to Samfilippo’s mission. “It’s been wonderful to read all of the nice things people have said or written about him — all of it is true,” he said. “Chris was very genuine. He loved life and the people around him.”

Hartge said he and Samfilippo bonded over more than teaching. They both shared an interest in classic cars. And when Samfilippo had the chance to get a 1983 Alfa Romeo Spider Veloce nearly a decade ago, Hartge encouraged him to buy it.

“It was a dream car for Chris. Just as he was in the throes of buying that car, he had gotten a cancer diagnosis. Chris wasn’t sure if he’d be able to enjoy it. But he took a chance and I’m glad he did. He went into remission and had nearly 10 years with that car,” Hartge said. “Chris and I went for rides with the top down, the music up and the wind in our hair.”

Hartge said Samfilippo lived his life to the fullest, has a wonderful family and left an impression on many lives. “Mine included,” Hartge said. “I don’t know why tragic things like this happen to such good people, but I do know that he lived out dreams and enjoyed the company of others with the time he had. Chris was an incredible person and we are all going to miss him.”

Article by Sarah Tuxbury.

Faculty and Staff

College of Business

Management Studies

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Wed, 09/20/2023 - 15:40

College of Business Lecturer of Marketing Chris Samfilippo, a charismatic educator in ��-Dearborn's Management Studies Department, died Sept. 16. He was 67.

In this November 2017 photo, College of Business lecturer Chris Samfilippo, center, teaches students in his "Etailing and Retailing" course. Photo/Sarah Tuxbury

“What I’ve learned here will last a lifetime”

rudmehta — Tue, 05 Jul 2022 14:06:10 +0000

“What I’ve learned here will last a lifetime” rudmehta Tue, 07/05/2022 - 10:06

This article was originally published on April 28, 2021.

��-Dearborn’s soccer captain Chad Schmerheim has juggled much more than a black-and white-patterned ball during the past four years.

If you checked in with the College of Business Spring 2021 graduate during a past soccer season, his day may have looked like this: Around 6 a.m., he’d join a work call with Magna International colleagues in Germany. At 8:30 a.m., Schmerheim headed to practice. After soccer, he’d log back into work for a few hours. In the afternoon, you’d find him taking business and supply chain management courses. His evenings and nights — if there wasn’t a soccer match — were for group projects, meetings and homework.

“In terms of time management, accountability and determination, being a student-athlete creates progression towards mastering those attributes,” says Schmerheim, who concluded his collegiate soccer career earlier this month. “There are challenges, of course. You always want to push yourself to develop strong habits and create new opportunities for growth. It can be exhausting at times, but it’s important to keep going because there are also rewards related to your goals.”

Those rewards include a business education backed by a Michigan degree, soccer teammates who have become great friends, and a full-time job offer at Magna Exteriors. Schmerheim, who worked as an intern at Magna since his freshman year, received a fulltime job offer from the IT and Project Management team that he starts next week.

Schmerheim, as a team captain, typically highlights others before himself. When he realizes he’s sharing his post-graduation news, he stops mid-thought. “Oh man, I hope it doesn’t sound like I’m bragging.” But Schmerheim isn’t boasting; he’s just stating facts.

Typically seen on game days wearing his No. 5 jersey, the midfielder started 13 games as a freshman and progressed as a team leader during the past four years. As much as he’s enjoyed his time on the field, Schmerheim says that experience was a bonus — he initially chose campus for the business degree.

Photo of Soccer captain Chad Schmerheim in a pre-pandemic season

After doing research on which university had the best return on investment for the major he wanted (a tactic he credits to his mom, who has an HR business background), Schmerheim decided that ��-Dearborn was the right choice. “I was able to get the degree I wanted for a fraction of the cost of going somewhere else,” he says. “The professors I’ve had, like Operations Management Professor Young Ro, have been incredible too. I’ve learned so much, especially in my supply chain classes.”

He says he feels prepared for life after graduation and he’s ready for the next step — but he’ll miss his Dearborn Wolverine soccer team. He talks about the four-hour bus rides bonding with his soccer team on away game days. And the brotherly camaraderie that added excitement to wins and gave consolation with losses.

Schmerheim, who’s played soccer for nearly 20 years, isn’t ready to give it all up yet. The natural leader sees “coaching little guys” in his future, as well as getting together with fellow ��-Dearborn alumni post-pandemic in a recreation soccer league.

He says his time on campus may have been four years — but he expects that what he’s gained both professionally and personally will have a long-term impact. “What I’ve learned here will last a lifetime. The friendships will too. Things will evolve and change, but we will always have this time that we shared at ��-Dearborn,” Schmerheim says. “I’ll always be grateful for the opportunities that have allowed for my development and learning to prepare for my future."

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Wed, 04/28/2021 - 05:00

Soccer captain Chad Schmerheim juggled classes, work and the responsibilities that come with being as a student-athlete. The College of Business graduate says he's gained a full-time job offer, soccer teammates who have become life-long friends and a business education backed by a Michigan degree.

Graphic by Violet Dashi

How do you find the right person for the job?

rudmehta — Sun, 12 Jun 2022 18:51:14 +0000

How do you find the right person for the job? rudmehta Sun, 06/12/2022 - 14:51

As the nation navigates a worker shortage, College of Business Associate Professor Junghyun (Jessie) Lee's course Talent Acquisition and Management explores the "where are all the workers" question, looks at the resources available and shares ways to connect job-seekers and employers to what they want.

"The relationship between employer and employee is shifting and companies need to understand where people's priorities are so they can successfully compete,” said Lee, whose research expertise is in human resource management (HRM) and organizational behavior.

Associate Professor
Junghyun (Jessie) Lee

HRM 406: Talent Acquisition and Management is geared to help students improve their personal effectiveness in recruiting and selecting employees and is required in the Human Resources Management major.

To assist students in seeing how different organizations recruit and hire staff, student groups did research and evaluation projects with the Dearborn Fire Station, the City of Canton, BorgWarner and Real Estate One.

“Professor Lee is focused on giving us application-based learning experiences so we can be better prepared when we graduate,” said College of Business senior Rebekah Carnes. “This class has given me knowledge that I’ll use in my career and connected me to people with HR experience that I can go to for advice.”

In addition to learning how to evaluate staffing processes, the course shared a variety of ways employers can attract talent. Here are three top take-a-ways from the class.

Let technology help.

Midsize companies and mom-and-pop shops don’t have the resources that Fortune 500 companies do when it comes to human resources. This means there is little time or ability to address finding new talent strategically.

That’s where technology comes in. Lee’s class explores the pros and cons of available human resources management information systems and applicant tracking systems through student-led current events reviews and discussion. Some of the classroom chat revolved around artificial intelligence’s role in the hiring process, keyword resume sorting and more.

COB student Chealsey Jones

Lee shared that HR technology can be very beneficial. It creates consistency in application vetting, ensures compliance and eligibility verification, and speeds up the hiring process overall. However, there are some downsides. With the copious amount of resumes submitted per position, applicant tracking systems may be filtering out qualified candidates if instruction is not carefully provided.

When sharing the Sept. 4 Wall Street Journal article “Companies Need More Workers. Why Do They Reject Millions of Resumes?” with the class, College of Business senior Chealsey Jones, said technology should be paired with human oversight. For example, if the qualified talent yield seems low, put time into reviewing the filtered-out resumes to make sure they didn’t miss a good candidate for the role. “Businesses may want to consider having a process in place to review filtered resumes to make sure there’s a qualified candidate who didn’t get overlooked,” said Jones, a Human Resources Management major.

Another consideration for employers is the job posting itself, Lee said. With the systems reviewing resumes based on keywords — which are often pulled directly from the posting — it’s important to have a well-written description. An accurate, well-written positing that communicates the core values of talent philosophy and your employer brand is also beneficial in attracting better candidates to begin with.

“Rewrite ads and job descriptions to emphasize the benefits of working for you, in addition to job qualifications,” Lee said. “This approach often leads to finding a good fit.”

Be open to new recruiting tactics.

Who you know is just as important as what you know. So reach out to your networks to expand the talent pool.

With younger adults on social media, use it to a recruiting advantage to advertise job openings.

Share an image of a workplace perk on Instagram or Facebook. Search LinkedIn for people whose skillsets are comparable to what you have in mind for a role and reach out to them to apply. If you can give people a fun, friendly workplace, create a TikTok video to go along with a job posting — yes, people use TikTok for job connections — to show what the work environment looks like.

COB student Alyssa Zaleski

There are other creative sourcing routes to go too.

Companies are offering sign-on bonuses to new employees — consider doing a similar program for employee referrals if new hires stay with the company for a set amount of time. College of Business junior Alyssa Zaleski said BorgWarner has a similar program where a staff member gets the bonus after the referred person is employed for nine months.

“Employee referrals are usually reliable because you know someone you can talk to about the company’s mission and vision before applying to see if they're a good fit,” said Zaleski, a Human Resources Management major.

With the Baby Boomer generation age 65 or older by 2030, younger generations may not have the experience necessary to fill many of the jobs left behind. So having an employee connection may help you find someone that has desirable attributes like a positive attitude or strong work ethic and can gain job-related skills through training, college courses or certifications.

Associate Professor Junghyun (Jessie) Lee, second from right, with students in her HRM 406 class.

Cash isn’t king: People want work-life balance.

We all know that the last year has changed the way employees view and approach work. But why? One answer is that older adults, who were loyal to long-term company relationships, are retiring in large numbers due to eligibility, early leave incentives and COVID-related health concerns. And the skilled workers remaining have different priorities. In short: Work-life balance is more important than money.

COB student Rebekah Carnes

Carnes, a Human Resources Management major, said the data she gained through her team’s class research project reinforces this. Working on a staffing project for the City of Canton, employees shared that they were attracted to their roles because of the community connection and available time off.

She wasn’t surprised. In the conversations she has with her friends about career goals, work-life balance and mental wellness are top priorities.

“Of course money is important. But that’s no longer the big incentive that it used to be. We are looking for benefits and culture,” Carnes said. “People want to be managed by supervisors who care for their people. They want a good environment, which is challenging when people are overworked due to turnover and lack of current staff. That is one big thing that’s affecting workplaces.”

In the EY 2021 Work Reimagined Employee Survey, more than half (54%) of employees surveyed globally would consider leaving their job post-pandemic if they are not provided some form of flexibility in where and when they work. And in a recent survey of workers planning to look for a new job post-pandemic, 38% are doing so because of work-life balance challenges.

Benefits wanted more than money include: Family-friendly policies, remote or hybrid work, vacation time, professional development training and tuition assistance, and — if none of those can be provided because of the nature of the job or resources available — a friendly work environment.

To attract talent, Lee said to highlight the rewards programs they offer to job seekers. If you offer benefits like tuition assistance or paying for certification, emphasize it in a posting. And have flexibility, when possible, with your current employees so they share the positive experiences they have with others or on job review sites.

And the practices that bring people in, may also help keep good people with a company.

“The goal is to go beyond finding the right people. You also want to keep them,” Lee said “The benefits of good practices that help with recruiting and hiring will likely benefit employee retention too.”

Article by Sarah Tuxbury. If you’re a member of the media and would like to interview Associate Professor Junghyun (Jessie) Lee about this topic, please drop us a line at ��Dearborn-News@umich.edu.

Experiential Learning

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Mon, 12/13/2021 - 06:00

The College of Business course HRM 406: Talent Acquisition and Management helps people become more effective in recruiting and selecting employees. Here are three top take-a-ways from the class.

Graphic by Violet Dashi

The changing nature of corporate social responsibility

kmccul — Mon, 28 Mar 2022 15:29:02 +0000

The changing nature of corporate social responsibility kmccul Mon, 03/28/2022 - 11:29

While working in the commercial space prior to teaching at ��-Dearborn, College of Business Assistant Professor Justin Ames served as an executive who managed companies with $100 million-plus in revenues and hundreds of employees. And the higher Ames climbed up the business ladder, the more he realized the importance of Corporate Social Responsibility (CSR).

“I recognized an extended scope of interests that modern organizations have from multiple stakeholder groups like extended families, community and environment,” said Ames, who teaches business policy and strategy. “I witnessed many executives and organizations struggle to balance the increasing scope of obligations, and it helped me realize that the leaders who figure out how to get this right are the organizations poised to do well in the future.”

Ames now focuses on these social responsibilities in his research — in particular, behavioral ethics within manager and executive populations involved in strategic CSR-related decision-making — and teaches CSR strategy and leadership in the classroom.

“In order to see the social improvements in the world that many of us hope for, businesses will have to evolve to recognize their power and responsibility as social change agents both on a micro level, like having a humanist approach towards individuals, and a macro level, like building organizations that have a positive net value to society.”

But with record inflation, a lingering pandemic, supply chain concerns and sanctions on Russia, can business leaders focus on social responsibility when so much is threatening their bottom lines?

Ames has some answers.

Let’s start with a big question: Have companies put a pause on socially focused initiatives with so much turbulence in the market, employment and possibly to their bottom lines?

Justin Ames: “No. On the whole, I believe these challenges have brought Corporate Social Responsibility initiatives into focus as absolutely critical to business success.

Key to this view is a reframing of what CSR is. CSR is much more than voluntary initiatives like improving community engagement, increasing philanthropy, reducing carbon emissions and adding employee benefits. Think of CSR as an organizational realization that they belong to a larger social system and that they are responsible for how their actions impact that system. From this perspective, CSR is intertwined with business strategy formulation and/or execution at the most fundamental levels, and how it’s managed directly impacts the viability and sustainability of a business.”

Can you give some examples?

JA: “Corporate Social Responsibility Management (CSRM) is realizing how organizational decisions can impact the larger social system and accounting for those implications in business decisions. Using this perspective, an organization trying to develop a response to a workforce demanding higher wage rates and flexible working conditions is engaged in managing CSR. An organization responding to military conflict through the boycott or divestiture of assets in those conflict countries is engaged in the management of CSR. The same with vaccine mandates and COVID procedures. How businesses respond has wide-ranging implications for our larger social system, so it’s important to weigh decisions wisely and fairly with salient stakeholders — that’s everyone from shareholders to customers to employees and beyond — in mind.

The rise of social unrest brings these issues front and center in the boardroom — the initiatives leadership takes to address them are now consuming more management time than ever before.”

So include a wider constituency when thinking about CSR — not just the legal owners and shareholders?

JA: “One notable step in the last few years was the announcement by the 2019 Business Roundtable, which is made up of nearly 200 CEOs from the largest organizations, to redefine the purpose of a corporation to promote ‘An Economy That Serves All Americans.’ That was the first time in history that they officially adjusted their definition on purpose away from a shareholder primacy perspective.

If even the titans of corporate America agree additional stakeholder perspectives are important, now we can progress to putting more energy into discussing how to best execute socially responsible plans, rather than debating whether or not the shareholder is the only concern.”

Why do you think social responsibility is becoming more widely accepted across industries?

JA: “For any business to survive, they need to be able to sustain a competitive advantage. A key dimension of long-term sustainability is gaining the trust of key stakeholders through wise, fair and honest treatment. That’s where CSR comes in.

A failure to honor the legitimate claims of any key stakeholder group introduces an element of risk to your business because it opens the door to sanctions that can negatively impact competitiveness like government intervention, employee turnover, customer dissatisfaction, negative publicity and more. While these risks might be mitigated in the short term, considering the ‘shadow of the future’ is the wiser course when looking to gain a sustainable competitive advantage.”

Educating business leaders, which you do in your classroom, is one way to enhance CSR. What else will it take?

JA: “It will also take a continued increase of collective action from society to mandate more responsible behavior from business. Sometimes this is achieved through formal governance, but another effective way is choice. Society chooses where to work, live, invest and spend. We, as a society, incentivize business — and politicians — through our behavior. That is power.”

###

Article by Sarah Tuxbury

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Mon, 03/28/2022 - 15:29

With record inflation, a lingering pandemic, supply chain concerns and sanctions on Russia, can business leaders still focus on corporate social responsibility when so much is threatening their bottom lines? Assistant Professor Justin Ames weighs in.

Graphic by Violet Dashi

Putting research in the driver's seat

tinahu — Mon, 07 Mar 2022 17:49:13 +0000

Putting research in the driver's seat tinahu Mon, 03/07/2022 - 12:49

Some car warranties are three-year/36,000 miles. Others are five-year/60,000 miles. There are even a few that go as high as 10-year/100,000 miles.

Working in the automotive service industry prior to his academic career, Decision Sciences Assistant Professor Wayne Fu wondered why.

“The first thing I’d do is check the warranty to see what was covered — because of how warranties are structured, every transaction was different. It could get a bit complicated, almost like they were testing our intelligence,” said the College of Business faculty member. “I was curious why there wasn’t a standard coverage across the industry. Did it have to do with quality, psychology or something else? And if companies offered longer warranties, would it translate to more sales?”

Assistant Professor Wayne Fu

Today — after a decade of research — he has some answers: And those findings were recently published in Manufacturing & Service Operations Management, which is on the Financial Times top 50 journal list.

Fu’s research shows longer warranties do play a role in purchasing, but only for vehicles that are rated with very good or very bad reliability. Those ranked in middle-of-the-road don’t benefit from extending their warranty length — showing a “U” shape when charting the research. So why is this? Fu said research shows it’s because of the used/secondary car market.

The industry has taken notice.

We Predict Inc. Competitive Quality Benchmarking Vice President Renee Stephens, an expert in the automotive warranty bench-marking practice who previously has worked in automotive quality management for J.D. Power and General Motors, said Fu’s work adds important data to decision-making processes.

We Predict's Renee Stephens

“Manufacturers believe that offering a longer warranty period will give consumers more confidence in their products and allow them to sell more. But Dr. Fu’s research shows that is not always the case,” she said. “There have been several hypotheses on the impacts to manufacturers when changing warranty policies, but, until Dr. Fu’s research, very few empirical studies to support the hypotheses.”

When Fu started this research in 2012, he discovered the lack of available information. But instead of curbing his enthusiasm, he decided to pave the road for this new area of research.

Fu worked with collaborative partners Professor Atalay Atasu at INSEAD Europe and Associate Professor Necati Tereyagoglu at the University of South Carolina. Stephens, an executive at J.D. Power during that time, also assisted Fu with data.

Fu gathered information from J.D. Power regarding vehicle make and models on the primary market. He looked at the quality assessment and compared it to the offered warranty. He also sorted through several years of U.S. Labor and Bureau survey data to track vehicles bought and sold on the primary and secondary markets, while also factoring in vehicles that were sold for parts or junked.

Following the data, Fu created a mathematical model that helps evaluate current warranty prediction. The model takes the automotive secondary market into consideration since it seems to be a factor when it comes to the U.S. vehicle market — the used vehicle industry is about three to five times the size of the primary market.

Fu said this model works because of the used car market’s interference from consumer incentive programs like trading up or trading in programs. And it reflects the data collected very well.

Fu said producers with sufficiently low product reliability can use secondary markets to jointly avoid vehicle cannibalization — that’s the reduction of sales from its own products — and high warranty fulfillment costs associated with long warranties for low-reliability products.

“Manufacturers use the past to predict the future. But, at the same time, they should realize that the secondary market changes all the time in ways that are often unexpected, and will affect their decisions” he said, referencing the used car frenzy recently experienced during the past two years. “The model we created considers what may happen in the secondary market and incorporates that.”

He said the unexpected makes the automotive industry a bit exciting because there is always something new to learn and discover. And he’s seen some interesting changes after he began his research. For example, Kia — which ranked among the lowest quality in 2012, but had a longer warranty at 10-year/100,000 miles — is now ranked among the highest quality vehicles in the most recent J.D. Power data.

“They pretty much went from worst to first. They had low quality, so they offered a longer warranty for buyer peace of mind,” he said. “When more people bought, Kia invested in improving their quality to mitigate their risk because they have such a long warranty. It was interesting to see a vehicle that was assessed as lower quality a decade ago be among luxury cars today.”

Fu’s work focuses on the manufacturer side of warranties, but with the information gathered, what does the data show when it comes to warranties from the consumers point of view?

“Manufacturers have evaluated the risk. They want to improve their reputation and maintain their costs,” he said. “I wouldn’t buy an extended warranty, but you should always go with the warranty coverage you are most comfortable with.”

Fu said the past 10 years have taught him and his collaborators a lot when it comes to warranty lengths and secondary markets. With electronic and better-connected vehicles, there are even more areas to explore. For example, Stephens’ company We Predict has been investigating service and warranty cost information into components and their suppliers.

In the future, as new data become available, Fu would like to look more closely at these areas because research helps put decision makers — both manufacturers and consumers — in the driver’s seat.

Article by Sarah Tuxbury.

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Mon, 03/07/2022 - 17:49

College of Business Assistant Professor Wayne Fu’s research has looked into car warranties for a decade. His discoveries provide manufacturers with important data for their decision-making processes — and Fu shares if he, as a consumer, would buy an extended warranty.

Graphic by Violet Dashi

Class of Fall 2021: College of Business graduate Bayan Yehya

stuxbury — Tue, 07 Dec 2021 01:16:55 +0000

Class of Fall 2021: College of Business graduate Bayan Yehya stuxbury Mon, 12/06/2021 - 20:16

College of Business Class of Fall 2021 graduate Bayan Yehya enjoys discovering ways to improve the world around her.

As an intern at a Fortune 500 company, the Supply Chain Management major questioned why a seemingly simple update took a week — looking further into the process, Yehya shortened the turnaround time to one day. Working with the campus’ Formula SAE team on the business side of operations, she found ways to streamline communication updates between the sponsors and student engineers. And when she learned about educational disparities in other countries, she volunteered to use her skills to help bridge those gaps.

“It’s so important to evaluate the system that’s in place and look at how we can make it better, meaning more efficient and effective. That applies to all aspects of our lives from business to health to education,” she said. “I enjoy working with numbers. That’s why I wanted to major in business. But I’ve learned through my classes that what I really love is figuring out how to improve processes. That saves time and money, of course — it can also open doors for changes that make our lives better.”

Yehya said she gained much knowledge during her time on campus and she attributes that to how the College of Business curriculum is structured. She said it starts with a general overview to give students a holistic view of business operations. Then it narrows to specialized areas based on interest and majors before zooming back out to again look at all areas of business collectively.

“Near the end of the program, it revisits the general business information we were given at the beginning of the program to help us see how the detailed knowledge we gained through our majors ties into everything,” Yehya said. “My professors were wonderful. They made sure we had a deep understanding of the material. I was able to apply what I learned in many different ways.”

Yehya did multiple internships and was recognized for her ideas — at Ford Motor Company, she received a first place award during their IT Innovation Challenge.

She was always open to learning from others. As a business team leader for Formula SAE, she attended two Original Equipment Suppliers Association Automotive Supplier conferences.

And, as a Tau Sigma National Honor Society member, she wanted to give back and help others. She worked with Wayne State University Applied Behavior Analysis Professor Dana Bazzi to help develop activities and aid for children with autism in the U.S. and in Lebanon. Using her talent of spotting efficiencies, Yehya assisted in connecting organizations with similar missions so they could share resources and research. “Mentoring and working with people with sensory disorders is close to my heart,” said Yehya. “I’ve worked as a mentor since middle school and I wanted to apply the business knowledge I’ve gained in college to help bridge education and resource gaps.”

Yehya said she’s looking forward to graduation and wants to acknowledge the years of support she’s gotten from her family, teachers, supervisors and friends. “I wouldn’t be where I am today without the lessons and guidance from my parents, my sister and the amazing people I’ve had in my life,” she said. “Graduation is for all of us.”

Yehya has accepted a position with Ford Motor Company in Information Technology Management within the Ford College Graduate Program, where she’ll rotate through departments of the company and gain experience in different areas of product management. She plans on starting her MBA at ��-Dearborn in the fall.

“A master’s degree along with my work experience will allow me to increase my knowledge of business and that I’ll be able to apply that knowledge to grow within my career path,” she said. “I think we all want to do what we can to make the world a better place. And I’m going to do everything I can to help do that.”

Article by Sarah Tuxbury.

Commencement

College of Business

Management Studies

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Tue, 12/07/2021 - 01:15

From simplifying business processes at a Fortune 500 company to connecting nonprofit organizations so they can share research and resources, this Supply Chain Management major enjoys discovering ways to improve the world around her.

Graphic illustration of Class of Fall 2021 graduate Bayan Yehya

Help Wanted: Business professor advises how to navigate the latest economic challenges

stuxbury — Mon, 15 Nov 2021 23:55:56 +0000

Help Wanted: Business professor advises how to navigate the latest economic challenges stuxbury Mon, 11/15/2021 - 18:55

“Out of stock" messages on websites have risen 250 percent compared to pre-pandemic levels. Almost half of small business owners say they are finding it harder to find employees with the right skill sets to fill their positions. Heading into the holiday season, the optimism felt earlier this year isn’t as shiny and bright.

College of Business faculty member Patrick Keyes, who teaches ��-Dearborn’s Small Business Management course and has owned a business, understands struggles associated with ownership and wants people to know that there are ways through them.

“Our local economy is still being impacted by pandemic-related challenges. The U.S. economy as a whole is out of equilibrium. The country is working to correct it, but we’ll continue to feel these swings — having too much or too little — with each correction until the right balance is found,” he says. “Things like Small Business Saturday (which is Nov. 27) and help getting access to capital are good, but those don’t really address the larger issues.”

Talking with Keyes recently, he shared a few tips on how to navigate challenges and find success within the ever-present change.

Find partnerships in the community.

At one time, businesses did not talk to their competition. That’s no longer the case — Keyes says people need to put aside old thinking and find ways to work with other businesses in your area, even if they offer similar products and services.

Here’s why: You want to learn what’s working for them and what’s not. It’s also important to see what they offer and learn how you can help each other.

For example, if a customer calls your restaurant to inquire about a large lunch order, but your hours start at 4 p.m., refer the caller to a restaurant that’s open. Or if your schedule doesn’t work for a potential client’s fast-track project, connect them with another person whose services may be a fit. That creates a solution for the customer from a trusted source, and may give a financial boost to a small business in the community, and pave the way for that owner to reciprocate the referral.

“It is always better to have half of something than all of nothing,” Keyes says. “This is an uncertain time for a lot of people. Remember that you aren’t alone in this. Other businesses are feeling it too.”

He says partnerships can lead to more than customer referrals. There’s also cross-promotional marketing, shared costs for events, larger talent pool reach and more perspective when it comes to idea generation. “We need to be working together. Business partnerships are critical for local economies.”

When it comes to relationship building, focus your attention online.

Keyes says before people patronize or work for a business, they often are already familiar with it. “People typically don’t buy big-ticket items or hand a $300,000 contract to just anyone. Those go to people who are trusted.” He says it’s all about long-term relationships. Those take time, but the good news is that anyone can cultivate them.

This typically begins online by hearing about someone’s positive experience or seeing a business’ social media posts. “Without a relationship, you are just another store or service,” Keyes says. Active social media channels and thought-out social strategies are a must for relationship cultivation. (��-Dearborn students are often looking for opportunities like these for internships. Contact the Internship and Career Management Center if interested.)

Also important? Maintaining an updated “storefront” presence where people can browse and purchase, and an employment area for people to see available positions and apply. For small businesses that don’t have the resources to create a comprehensive website at the moment, Keyes says there are alternatives like an Etsy Shop or Amazon Storefront for retail and DoorDash Storefront or Grubhub for restaurants. For general services that don’t have direct up-front ordering, like construction work or consulting, post to local Facebook Marketplace sites or create an Upwork.com profile. If owners are looking for talent, sites like Flexjobs or Indeed can help.

No matter what you do, Keyes says look for ways to expand your web presence and budget for it. “There are third-party sites that are good to use, but if you can bring people to one place — like your website — to interact with you, that’s even better. If you have a well-managed online presence, it builds credibility and trust.”

Trust also plays a major role in hiring and employee retention. In general, loyalty isn’t the same as it once was on either side of the employer/employee relationship, Keyes says. Today employees are ultimately looking for the highest wage available and flexible remote work, but employers can’t always offer those. Even when owners have financial and location constraints, transparent and trusted workplaces make up a lot of ground.

Market and sell what you do have.

Billions of dollars in supplies are sitting in backed up U.S. ports. It’s wreaking havoc on many of the country’s industries and economists say the effect of this will likely be felt into mid-2022. Keyes understands the frustration of overcoming challenging situations...just to find more obstacles.

However, small businesses have entrepreneurial thinking on their side, he says. The strategy and creativity that led to business development will help get them through this challenging chapter.

One Dearborn business, I Say It with Cafe, expanded its coffee-themed gift item selection when some of the farm-sourced Puerto Rican coffee beans, a staple product, was temporarily out of stock. Hookah Love, another locally owned business, created a mobile party service that travels to businesses or homes so people can more easily gather in ways that are comfortable for them. Having a mobile service also reduces overhead costs that go with a brick-and-mortar location.

“Don’t be too focused on the hurdles or trying to go back to the way things were prior to the pandemic. If you do that, you will miss opportunities. I promise there are opportunities out there, but to get them you probably need to change how you do things. What that looks like depends on your business and its goals,” says Keyes, who says COB faculty can assist business owners with change management and new business strategies. “But what’s the same for all of us is knowing that our lives have forever changed. What worked for you three or four years ago doesn’t always work for you today. It’s the same for your customer. Embracing change is the best way forward.”

Article by Sarah Tuxbury. Want assistance with your business? Reach out to the College of Business iLabs Center for Innovation Research or email Professor Keyes directly.

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Mon, 11/15/2021 - 23:42

Lecturer Patrick Keyes, who teaches ��-Dearborn’s Small Business Management course and is an entrepreneur, understands struggles associated with business ownership and has a few ideas on how to work through them.

A graphic that features Lecturer Patrick Keyes and his business expertise.

Is there a way for businesses to avoid a cash crunch?

stuxbury — Mon, 27 Sep 2021 15:55:26 +0000

Is there a way for businesses to avoid a cash crunch? stuxbury Mon, 09/27/2021 - 11:55

Supply base concentration and supply chain resilience sound like high-level logistics glossary terms — but their effect can be felt on the ground.

If there’s a computer chip shortage, you’ll have to wait for the vehicle you ordered. If stores don’t have enough toilet paper in stock, you can’t buy a household need. And, more important: When you are a business owner, these supply chain terms impact your life in ways that are more than inconvenient — it can lead to bankruptcy or closure.

Seeing how a global pandemic has caused disruption to the supply chain led College of Business professors to ask the question, “What can be done to improve the supply chain process so that it can better weather catastrophic circumstances?”

Mentored by ��-Dearborn College of Business Associate Professor Hung-Chung Su and Assistant Professor Wayne Fu, senior Siddharth Patel explored a potentially helpful financial solution that may ease supply chain strain — the “cash crunch” — for smaller suppliers during campus’ Summer Undergraduate Research Experience (SURE) program.

Talking with the three researchers recently, they explained that suppliers typically send an invoice that companies pay 60 to 120 days after receiving the materials. Companies receiving the products want to pay as late as possible; but the suppliers sending the productswant to get paid sooner than later. That’s typical supply chain practice.

“But when crises like the pandemic or weather-related instances happen, smaller supplies may find themselves in challenging situations and can’t wait for the payment to come 60 or 120 days later. They might be so strained that they are forced to go out of business. If suppliers are forced to close, companies may have trouble fulfilling demand and their sales may decrease. It’s a supply chain problem and an economic problem,” Su said. “There’s a relatively new and underresearched manufacturing finance practice that may be a win-win solution.”

Supply chain finance is when a third-party lender pays the supplier immediately after items are received for a small fee, instead of the supplier needing to wait the standard 60 to 120 days. And, in turn, the company receiving the materials pays the lender the invoice amount in the typical time frame.

Patel, a financial analyst intern for DTE who is majoring in finance and accounting, said learning about how companies handle spending and the financial options available is an interest of his.

“Supply chain finance is a good option for suppliers to look at to avoid feeling the cash crunch,” Patel said. “There’s often tension between suppliers and companies regarding when payment is received. Supply chain finance helps to mitigate the conflict for a small amount.”

Patel said he’s grateful to his COB professors who guided him through four months of research and that the research techniques and tools learned during the project will help him for his future career.

“I now understand how actual research happens and how to conduct it. The SURE program was very well defined and organized, and my professors were helpful and encouraging, which made it a very good learning experience,” Patel said.

Patel’s project on supply chain finance is one area of a larger issue, the professors said. In the future, they will continue exploring supply base concentration and supply chain resilience in their work.

Su said the pandemic exacerbated difficulties with suppliers getting access to raw materials, production facilities having worker shortages and shipping delays. With these in mind, businesses may want to take a step back to evaluate supply-related practices.

Typically, Su explains, companies have ‘just in time’ model inventory, which means you have little to no excess inventory — this is space effective and cost efficient. But maybe a ‘just in case’ model — that’s when you have excess on hand — may be an option for businesses to explore for supply chain resilience and to keep in-demand items in stock.

Fu, who worked in the supply chain management field for more than a decade prior to teaching, said one company practicing a more resilient supply chain model is 3M. With their localized manufacturing and having more surge capacity on hand, they were able to respond to needs quickly during the pandemic and were later recognized as “Supplier of the Year" by Supply Chain Dive.

However, resilience isn’t free — there’s a literal up-front cost. That’s why looking at cash crunch solutions and the feasibility of such options is important.

Professors Fu and Su said an efficient and flexible supply chain is an essential part of business. And they want to help local suppliers and manufacturers evaluate their supply chain practices, answer their questions or just hear from manufacturers or suppliers about challenges they are facing. Both professors said they are looking to work with industry and provide potential solutions.

“Local manufacturers are fighting to stay afloat. As part of this community, we want to bring our perspective and resources to help companies develop solutions,” Su said. “We are here, ready to listen and ready to help.”

If you are a business owner who would like to talk with the College of Business about your supply chain process, please contact Wayne Fu or Hung-Chung Su.

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Mon, 09/27/2021 - 15:54

College of Business professors Wayne Fu and Hung-Chung Su want to improve the supply chain process so that it can better weather catastrophic circumstances. The faculty mentored COB senior Siddharth Patel in researching one potential financial solution fo

Graphic showing COB Assistant Professor Wayne Fu, senior Siddhearth Patel and Associate Professor Hung-Chung Su

Taking care of business

stuxbury — Mon, 23 Aug 2021 17:37:14 +0000

Taking care of business stuxbury Mon, 08/23/2021 - 13:37

Ida González says coffee speaks to her soul — it’s a gift and an experience. When her family moved to the Midwest from Puerto Rico, she couldn’t find the smooth, sweet coffee flavor that she grew up with. So the attorney and mother of two young boys decided to start a small business to bring the coffee she loves to Dearborn and beyond.

González had the passion, coffee connections and the expertise to start I Say It With Cafe. But she lacked a comprehensive business plan and digital marketing experience.

And that’s where ��-Dearborn stepped in. González worked with College of Business (COB) Lecturer Patrick Keyes and his BPS 441: Small Business Management course, a capstone class in the Small Business Management major. The students helped create a social media plan, identified I Say It With Cafe’s audience and potential market reach, gave ideas for expanding its online presence and more.

Photo of Lecturer Patrick Keyes

“The students presented their information to me right before COVID started and I was able to put it in play at the right moment. When there was a rise in online business, I was ready,” said Gonzalez, who has a partnership with a local coffee roaster and conducts direct trade from a coffee farm in Puerto Rico. Her business features specialty organic coffees from Caribbean and Latin America countries, as well as coffee gifts. “I learned how to strategically manage my social channels, got a better understanding of my audience and what they want, and gathered marketing data. It was a great experience and I’ve used about 70% of what the students shared with me.”

��-Dearborn has a longstanding relationship with downtown Dearborn business organizations like the Downtown Dearborn Authority and the Dearborn Chamber of Commerce, which is how González first got connected with campus.

“I started at farmer’s markets, but wanted to continue to grow. However, I had limited resources when starting out like most small businesses. That’s why it is so important to look for support and talent in the networks that are out there,” said González, who also mentioned that her nine-year-old son created her logo. ”I know I love coffee because it brings people together. Have something to celebrate? Let’s go get coffee. Are you sad? Sit down and let’s talk over coffee. But I wasn’t exactly sure how to market that. The students helped me identify my target audience so I could focus on providing something unique for them.”

To strengthen partnerships and continue to find ways to support local businesses, Downtown Dearborn developed a Business Assistance Team. College of Business Lecturer Tim Davis, who is the Assistant Dean for Student Engagement and Success, has served as a university point person in meetings.

“The College of Business sees experiential learning as a foundation to understanding the nuances of business and how each company has to prepare and react based on their specific goals and customers. That is why we love to have students connect with professionals in every subject and around a variety of problems,” Davis said.

College of Business Small Business Management and Marketing dual major Alex Davalos said she took Keyes’ BPS 441 class and worked as an intern for I Say It With Cafe. She said during that time I Say It with Cafe’s revenue increased by 10% in a four-month period based on social media strategy changes and marketing efforts. But how to increase sales numbers wasn’t the most valuable lesson that Davalos learned.

“I saw the amount of work and dedication Ida put into her business. She was constantly thinking about what is next, constantly networking, constantly anticipating what her customers will want. She has the fire needed to get a start up off the ground,” Davalos said. “I eventually want to own my own business, and I saw all of the behind-the-scenes work needed to get one up and running.”

In addition to finding ways students could get plugged in with downtown business leaders, Davis seeks ways to connect entrepreneurs with university assistance. One of the projects — in addition to the class-based connections — was a COB iLabs Center for Innovative Research survey that looked at how local businesses pivoted their offerings and services to weather the pandemic and what effect that had on their outlook.

“A community research project like this gives businesses an outlet to share their experiences, helps us keep our students aware of what’s happening in the local community, and provides data to the city — it’s a win-win-win,” said iLabs Project Manager Kari Kowalski when speaking about the survey project.

But much of the business assistance — like what González received — starts in the classroom. Keyes said College of Business faculty members always have their radar up for experiential learning opportunities.

“Our focus was twofold with this particular initiative: to provide the students experiential learning applying the concepts learned in the entrepreneurship and project management classes, as well as work with Downtown Dearborn to provide local businesses with support as they adjust their business model to successfully function in the world of COVID,” he said.

Even in the virtual environment, Keyes’ classes continue to evaluate start-up businesses and provide pointers, including a presentation to a new local business, Hookah Love, last week. Keyes says giving support to businesses when they need it leads to relationships down the road that will benefit students. “We create internship and job pipelines when business owners see the value that our students bring and the strength of our programs. We aren’t only here to give lessons — we guide students in applying what they learn too.”

González agrees. Entering her third year of business, she’s expanded her offerings to a variety of corporate gifts and virtual experiences like a Coffee Masterclass. She’s hired five ��-Dearborn interns through campus’ talent pipelines like the Internship and Career Management Center and the Career Services offices and looks forward to what the future holds. Now as a more established business owner, she’s interested in speaking with classes and helping students where she can. For example, she’s written letters of recommendation for a few of the students.

“Thanks to the great experience I had with the college, I was able to implement new ideas to keep my business growing,” she said. “The students I’ve met are driven. They helped me meet my goals. I want to help them meet theirs.”

Article by Sarah Tuxbury. If you are a business interested in partnering with a College of Business opportunity, please reach out to umd-ilabs@umich.edu.

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Mon, 08/23/2021 - 17:35

To strengthen community partnerships and help students gain experience, College of Business initiatives continue to support local businesses throughout COVID changes and help entrepreneurs succeed.

Business owner Ida Gonzalez, center, started a coffee company. She's pictured with her two children.

How to onboard — and keep — new hires when the office is remote

stuxbury — Wed, 10 Mar 2021 19:52:01 +0000

How to onboard — and keep — new hires when the office is remote stuxbury Wed, 03/10/2021 - 14:52

Graphic showing the Human Resources expertise of Junghyun (Jessie) Lee

During a Zoom job interview, Cameron Smith’s Dalmatian puppy began to bark. But instead of panic, Smith felt relief when the interviewer asked the dog’s name. When they bonded over his pup Cisco and pet antics, Smith — a new hire in the ��-Dearborn Admissions office — said he felt confident in making a career move.

“Professionally it was a good match, but that’s when I knew the position was right for me,” said Smith, an Admissions counselor who started in January when campus was fully remote. “I’m not going to lie, I was still a little nervous. I’m a people person, so I wondered how I was going to get to know my team in a real way online. But it’s been good. With ice breakers, talking with coworkers one-one-one and knowing there are people I can go to with questions, it works.”

Photo of Associate Professor Junghyan (Jessie) Lee

Human Resources Management Associate Professor Junghyun (Jessie) Lee said with workplace shifts due to the pandemic, Smith’s apprehension about starting somewhere new while in a virtual environment has become a more common experience. The good news? These concerns can be alleviated through intentional actions and onboarding best practices.

“If you show new hires that you value them and want to help them grow their network and talents, they will want to stay with your organization.”

Lee, a researcher on workplace organization and social exchange relationships, shares a few tips leaders can use to set new employees — and the team — up for success.

Give an official welcome.

As many workplaces shift to a permanent work-from-home model or a hybrid version of it, onboarding best practices are increasingly important in talent cultivation and retention. So start off right.

After a job offer is accepted, send a welcome package or welcome email. Lee said this should include a welcome letter, company handbook, a first-day schedule, how to obtain office equipment, and a way to contact their supervisor if there are questions. If there is a budget for it, sending company-branded swag or a gift card to use for a first-day virtual coffee chat can help new hires to feel connected and valued.

But she cautions that onboarding from start to finish shouldn’t just be the job of the supervisor. “A good onboarding process takes time and effort. It’s important to partner with human resources for support. People need to work together to give new hires a good experience — it’s not one individual's job.”

Clarity is key.

In any relationship, people want to know where they stand. Lee said that’s why — especially in a virtual environment where people can’t pick up on body language or inter-office cues — it’s good to be direct and clear. Lee said to plan regular onboarding check-ins for up to a year. “People want to know what is expected of them, how their performance will be reviewed, if they are doing their job well, and if there are skill gaps that need to be addressed. Blocking off time to regularly check-in provides an avenue for communication and connection." Those set check-ins also can serve as a time to talk about goals, compensation and benefits and job satisfaction. If an organization cannot dedicate a year, strongly consider at least three months."

Paying attention to new hires is crucial. You don’t want new hires to feel overlooked. They will leave.” Survey findings suggest about a half of new hires leave within the first 90 days and that companies with a standard onboarding process have up an 82% higher retention rate than places that don’t.

Designate a buddy or two.

The digital part of remote work isn’t complicated — it’s the people and culture that can be difficult for someone new to navigate. To help with this, Lee says it’s good to match a new hire with a seasoned employee who is not a supervisor through an onboarding buddy program. Lee said workplaces should consider pairing people with someone inside of the team and with someone in another department who could connect the employee to additional information networks within the organization. According to the Human Capital Institute, 87% of workplaces that have a buddy program during the onboarding process said it's an effective way to speed up new hire proficiency too.

Place resources in a centralized digital office.

Team spaces are important when facilitating and nurturing innovation and collaboration, Lee said. So it’s a good idea to create a central cloud-based location for office items like team tools and tutorials, a digital whiteboard for idea collaboration, a catch-up space people can go to if they missed a meeting, and a calendar for upcoming projects or events. “It’s an overall good practice for remote work and it gives new hires a place they can go to learn more about the work the team is involved with and keep up-to-date.”

Keep facilitating social connection.

Lee said data has shown for years that workplace social connection is important to success and happiness — but now it’s viewed as critical. To help people get to know colleagues, Lee suggests much of what new ��-Dearborn hire Cameron Smith experienced: small group or one-on-one meetings, scheduling time on a team meeting agenda to talk about personal accomplishments (if people want to share), and virtual happy hours. With vaccine distribution and warm weather on the horizon, there may be opportunities for masked in-person contact like team lunches in the park or a neighborhood walk for people who are near one another. Leaders can also ask employees if they have ideas on how to welcome new people onto the team.

“Things aren’t going to be the same as what we had before and that’s ok,” Lee said. “In the past, coworkers worked together for many years and never saw the inside of each other’s home or met each other’s family or pets. Now we see a personal side of someone’s life right away — that’s a good starting point for building interpersonal relationships. There are many ways we can connect and welcome new employees, we just need to think a little differently and be more intentional.”

Interview by Sarah Tuxbury. If you’re a member of the media and would like to interview Associate Professor Junghyun (Jessie) Lee about this topic, please drop us a line at ��Dearborn-News@umich.edu.

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Wed, 03/10/2021 - 19:49

Human Resource Management expert Junghyun (Jessie) Lee shares best practices on how to get new employees out of home office isolation by building bridges of connection to their team.