NUS Business Leads - March 2006

From the Dean's Desk

February and March have been exciting months, with the undergraduate and MBAs recruitment going into full swing. You’d have seen the BBA ads on TV and in the Straits Times. And many of you would have taken part enthusiastically in the NUS Centennial Open House. Read on in this and later editions of Business Leads to find out more. Here, I am pleased to highlight some recent developments and accomplishments.

Top ranked one more time
Coming right after a Top 30 global ranking of our Executive MBA program in Financial Times 2005, our regular full-time MBA program was recognized as being among the best in the world in the January 2006 FT ranking. With such accolades, this brings us closer to our vision of being a leading global business school. The ranking also shows that we are, among others, Top 5 in “International Mobility” and 12th in “International experience”.

Grabbing all the top prizes
At the 5th Annual Bangkok Business Challenge in early March, our NUS MBA team emerged champions from among 12 teams which made it to the grand finals. Notable among the finalists were teams from Indian School of Business, China Europe International Business School, Sasin and Indian Institute of Technology, Bombay.

The team will also be going for Asia Moot at Sasin on 23 March. The team has also qualified for the HKUST 2006 International Business Plan Competition from 4-6 May in Hong Kong. This is a remarkable achievement as the selection to be invited for the competition is very keen, with fewer than one in six proposals accepted. We wish the team good success. Watch this space for more reports about their winning feats.

In this edition, we also carry a story on another NUS MBA win at Intaglio 2005-06, an ISO 9001:2000 certified B School festival organised by the Indian Institute of Management-Calcutta.

Congratulations to all our winning MBAs!

Employment figures up
Employment figures are looking up, according to surveys of graduates who joined the job market in 2005. This is generally true for all the undergraduates from the three local universities. The combined picture is an upbeat one, with everyone finishing school right smack on the economic upswing.

The picture looks just as good for our MBA graduates. While the 85 per cent employment rate three months into graduation of our 2005 cohort remains relatively unchanged from one year ago (86 percent), the salary experienced a significant 17 per cent jump, from S$68,157 in 2004 to S$79,500 in 2005.

I want to congratulate our 2005 BBA and MBA for finding employment so quickly, and that they need not go through the tedious task of hunting for a job, notwithstanding the better salaries they now command.

Cerebration participation hits the roof
Another point to celebrate in March is the runaway success of Cerebration, a hybrid business plan and business case competition solely organized by our MBA students. The contest saw participation from a record of over 640 teams from 120 world-class universities across 30 countries. Understandably, the event was already a winner even before we launched the latest instalment—the second in the series. Evidently, from sponsors to MBAs, participants do see valuable takeaways.

On a personal note
I’ve been on the road over the past 2-3 weeks. I’ve had meetings with Kellogg, Columbia University and University of Southern California. In the coming months, I hope to be able to announce new initiatives that I’ve been able to work on during these visits.

Chris Earley
Dean

Lead Story

NUS MBA again ranked among world's best

NUS Business School’s full-time MBA programme has been ranked among the Top 100 in the world, according to the Financial Times MBA 2006 ranking which is topped by University of Pennsylvania’s Wharton Business School, followed by Harvard, Stanford and Columbia Business Schools.

The School has the distinction of being among the very few schools in this region to earn a place in this highly competitive list dominated by top US and European business schools. Other Asian schools recognised include China European International Business School and Hong Kong University of Science and Technology Business School.

The Financial Times ranking of full-time global MBA programmes is based on data compiled from two main sources: the business schools and their alumni who graduated three years ago. The data obtained and criteria used give an overview of main areas like:

the alumni’s career development
the diversity of each school and its programme
each school’s research capabilities.

Apart from its overall competitive position, NUS Business School earns a much-coveted Top 5 ranking in terms of “International Mobility” which traces the employment movements of alumni. The School is also ranked highly in “International Experience” (which measures the degree of international exposure students receive during their education) and “Value For Money” (which is calculated using the salary earned by alumni three years after graduation and course costs, including the opportunity cost of not working during the course).

The School was also recently ranked Top 30 globally by Financial Times for its Executive MBA programme.

School Notes

Building bridges in corporate governance

Jointly hosted by the Department of Business Policy and the Corporate Governance & Financial Reporting Centre, the “Building Bridges: A Corporate Governance Workshop and Research Round Table” held on 20 January 2006 in NUS Business School was attended by more than 50 participants from Singapore Press Holdings and other universities.

Participants spent a highly stimulating day hearing and discussing the challenges facing corporate governance, and exploring the latest trends to make research relevant to practice. The keynote presentation was conducted by Professor Edward Zajac from Kellogg School of Management, who spoke on “Challenges in Corporate Governance: Research and Practice”. Dr Zajac was invited as a Distinguished Visiting Professor by the Department of Business Policy under the Lim Kim San Professorship from 16 to 20 January 2006.

Visitors from abroad

NUS Business School played host to visitors from Chulalongkorn University on 20 January 2006. The group, comprising 66 students and 7 lecturers, was led by Associate Professor Chuta Manusphaibool, Director of Master of Arts Programme in Labour Economics and Human Resource Management, Faculty of Economics.

As part of their study tour, the group attended two talks by Mr Alan Koh from the Department of Management and Organisation and Associate Professor Anthony Chin from the Department of Economics in NUS.

Chulalongkorn University is a leading university in Thailand founded in 1899.

Student Highlights

MBAs win Best International Team award at Intaglio 2005-06

The “Best of Singapore” team represented by NUS MBAs An Li Shin, Ryan Mbagaya and Masano Kazhuhiko won the Best International Team award at Intaglio 2005-06, an ISO 9001:2000 certified B School festival organised by the Indian Institute of Management-Calcutta (IIM-C).

Despite stiff competition from Harvard, Kellogg, Wharton and the top 25 Indian b-schools, the team from NUS won first place in the Philips Sound of Music contest and the McKinsey Consulting Knights contest.

Intaglio is a series of competitions and seminars organised by IIM-C. It consists of four premier case competitions sponsored by McKinsey Consulting and Phillips Electronics, and eight MBA course-related quizzes. Intaglio 2005-06 was held from 21 to 25 December 2005 in Kolkata, India.

Please visit http://www2.bschool.nus.edu.sg/corpdev/Bizleads/Mar06/perspective.htm to read about the NUS team’s experience in India.

BBA wins Business Times essay competition

Armed with a strong passion for writing, Melissa Loh (BBA, Year 1) took part in the Ray Heath Memorial Essay Competition last October. Penning her thoughts on the hotly-debated casino topic, her carefully thought-out article “Integrated Resorts With Casinos: A Necessary ‘Evil’” emerged as the winning piece and was reproduced in The Business Times on 31 January 2006. Melissa walked away with a cash prize of $1,000 and a paid internship with The Business Times.

The Ray Heath Memorial Essay Competition is organised by The Business Times in memory of Ray Heath, a former associate who passed away in 2004.

SMEs, MNCs at Academic Week 2006 reveal hiring preference

Whether it’s SMEs (medium-sized enterprises) or MNCs (multinational corporations), students attending the Academic Week organised by the NUS Students’ Business Club Academic Committee had a taste of what employers of big and small firms are looking for.

Representatives from four SMEs, Elite International Logistics, Byun & Co, Nicholas Goh & Associates and Urbanlink Consultancy spoke on what they look out for during recruitment. Hiring decisions were based more on one's attitude, one's conduct and one's passion rather than the academic results or the discipline one graduate in.

Staff from MNCs Bloomberg, Singapore Airlines, HSBC and UMC who were at the session on 8 February spoke on their companies’ hiring practices, which apparently do not differ much from what the SMEs were looking for.

Held from 6 to 8 February 2006, the sessions attracted more than a hundred students each. This year’s Academic Week was held in conjunction with the highly successful CEO Unplugged session on 7 February.

Please visit http://www2.bschool.nus.edu.sg/corpdev/
Bizleads/Mar06/alumniupdate.htm#au1 to read about the CEO Unplugged session.

Young and senior business students interact over drinks

Nearly 60 BBAs (honors) and APEX-MBA participants (14th intake) got together on 20 January for a night of fun and wine appreciation at the NUSSU-run Munchie Monkey café. This is the second instalment of a series initiated by the Undergraduate Programme office.

The session provided an opportunity for our undergraduates to meet and learn from the APEX-MBA senior executives in a casual environment. The APEX-MBA participants on their part took the chance to meet up-and-coming young talents.

Says BBA Leonard Ng, “It was certainly good fun interacting with the APEX-MBA participants. Really appreciate such events being planned for the students and am looking forward to the next one!"

Staff News

Does service excellence mean higher cost? Not so, say dons

Over a hundred alumni, students and members of the public turned up to listen to our professors’ analysis of Singapore Airlines’ success story. The enthusiastic crowd packed the Hon Sui Sen Auditorium to catch first-hand the secrets to “Cost Effective Service Excellence” from the three speakers, NUS Business School’s Associate Professors Jochen Wirtz and Nitin Pangarkar, and Dr Loizos Heracleous of University of Oxford.

The talk, held on 18 January, was based on a book by the three speakers “Flying High in a Competitive Industry–Cost Effective Service Excellence at Singapore Airlines” launched at the event.

In the book, published by McGraw-Hill, the authors delved into how SIA could maintain its high service standards and yet keeping its costs low. Areas examined included SIA's strategy, core competencies and internal organization, innovation processes and human practices.

Dr Heracleous drew lessons from Singapore Airlines that could be applied to achieve competitive differentiation; while Assoc Prof Wirtz expounded on the importance of service excellence and cost effectiveness. Assoc Prof Nitin Pangarkar provided an overview of the aviation industry, and why service excellence matters even in such a transaction-based, price-sensitive and highly competitive environment.

Within a month of its launch, the book climbed to Top 3 at Times Bookstores in Singapore, and was identified as one of the Top 3 Bestsellers at Changi Airport.

Please visit http://www2.bschool.nus.edu.sg/corpdev/Bizleads/Mar06/special.htm to find out more from the authors themselves.

Mak Yuen Teen appointed board of New NKF

Associate Professor Mak Yuen Teen, co-director of the School's Corporate Governance & Financial Reporting Centre, has been appointed to the board of the National Kidney Foundation and a member of its Audit Committee with effect from 17 January 2006.

Aside from this latest appointment, Assoc Prof Mak has been invited to be a judge for the CFO of the Year and Best Investor Relations Awards, two of the four awards under the Singapore Corporate Awards organised by the Singapore Exchange and The Business Times.

Assoc Prof Mak is currently a board member and Vice Chairman of SATA, Chairman of its Governance and Nominating Committee, and a board member of the Financial Industry Dispute Resolution Centre Ltd (FIDReC).

Catherine Tay re-appointed member of NHG

Associate Professor Catherine Tay has been re-appointed as Member to the National Healthcare Group (NHG) Domain-Specific Review Board from 1 April 2006 to 31 March 2009.

The NHG Review Board is tasked to review the scientific and ethical aspects of research protocols. The Board also evaluate the safety of the ongoing clinical trials or research studies; as well as ensure that all ongoing clinical trials and research studies are carried out in accordance with the Singapore Good Clinical Practice Guidelines and standards specified in the NHG Domain-Specific Review Board's Standard Operating Procedure.

New Staff

We would like to extend a warm welcome to our new colleagues:

Mr Kevin Chang
(Director, Corporate Development & Communications)
Ms Jeanine Chen
(Alumni Relations Manager, Corporate Development & Communications)
Ms Zann Foo
(Student Development Manager, MBA Programs Office)
Ms Emily Ng
(Business Development Manager, MBA Programs Office)
Ms Noorhayati Binte Supari
(Executive, Corporate Development & Communications)
Mr Yong Khee Ming
(Senior Manager, MBA Programs Office)

Alumni Updates

CEO Unplugged continues to inform and impress

The 11th instalment of the CEO Unplugged series was held in conjunction with the Academic Week at NUS Business School on 7 February 2006. This flagship event of the NUS Business School Alumni Association (NUSBSA) was sponsored by NUSBSA and Startup@Singapore.

The CEOs present included Mr Arvind Argawalla (Founder and CEO, FACT Software International), Mr Ou Shian Waei (GM, Lenovo Asean/South Asia) and Mr Peter Choo (CEO, Westcomb Financial Group).

Moderator Associate Professor Tan Hwee Hoon did not fail to quiz and reveal the CEOs beyond their veneer. Mr Arvind Argawalla shared that pursuing one’s dream was important. Despite his science background, he held true to his desire of being in the software business. Integrity and passion are key elements to his management style, citing his inspiration from a cleaner he met who said she wanted to be the best cleaner in Singapore.

Mr Ou Shian Wei candidly shared about his experience working for Lenovo, a Chinese company. Lenovo, being a very progressive company, positions itself internationally with its headquarters in the US. When asked about his enemies, Mr Ou said he does not have any, citing that different people make up this world. His favourite book? Conquest of Happiness by Betrand Russell.

Mr Peter Choo opened his own session by humming a Chinese song which drew laughter from the audience. He was forthcoming about his courtship with his then-girlfriend, now-wife, amusing everyone with descriptions of himself being a “lang zai” (Cantonese for “handsome”). On a more serious note, he shared about odds against him when he first started his five-year old business. He reiterated that track record and testimonials are vital for continuing success.

Mandarin Alumni welcome the Year of the Dog

Some 60 alumni of the NUS Business School Mandarin Alumni gathered at Qian Xi (Paya Lebar) Restaurant on 12 February to usher in the Year of the Dog.

Mr Sebastian Teo, President of the alumni body, together with his executive committee, started the evening with good wishes to all for the year ahead. Commencing with the festive tradition of “tossing the fresh fish salad”, everyone had a fun time “competing” to say more good things.

An entertaining evening followed with a meticulously-planned game prepared by Second Vice-President Mr Jing Xianyang. Themed “Who wants to be a billionaire”, participants were divided into six teams and quizzed on their knowledge of the alumni body’s growth and activities. The team which answered the most questions correctly emerged the winners.

The evening concluded with a traditional practice – the committee presented a pair of mandarin oranges to each alumnus present to wish all a prosperous new year ahead.

Perspective

Mix of East meets West captures best International Team award

The mix of East and West proved too colourful and powerful a combination in the Singaporean-Kenyan-American team, as shown in their win at the Intaglio Business challenge organised by the Indian Institute of Management- Calcutta. Team member An Li Shin (MBA, Year 2) shares on his team's winning formula.

We flew off from Singapore on 20 December, excited and very much looking forward to our first visit to India’s second most populous city Kolkata; the country’s best MBA school, the Indian Institute of Management Calcutta (IIMC); the prestigious Intaglio MBA competition; and a chance to experience Christmas in the Hindu country.

Kolkata was very much alive even at 11 in the evening; the roads were filled with India’s ubiquitous yellow taxicabs, horns blaring and throngs of people moving about in the streets. The Kolkata university was established as India’s first national institute for Post-Graduate Studies and Research in Management by the Government of India in November 1961 in collaboration with Alfred P. Sloan School of Management (MIT), the Government of West Bengal, The Ford Foundation and Indian industry.

The opening ceremony of the competition commenced on our second day there, and we got our first chance to meet our fellow competitors, many coming from India’s 25 prestigious postgraduate universities as well as other international teams from Harvard, Wharton and Kellogg. This was truly an international field and the standard was certainly going to be very high.

Given the prestige and interest of the competition, we were interviewed on Indian television. That evening, IIMC spared no expense and hosted us to a corporate dinner at the exclusive 5-star Taj Bengal Hotel. That dinner also served as a recruiter’s night as we met guests from firms such as UBS and Morgan Stanley. Incidentally, all of IIMC 2005 MBA students have already been placed; the average foreign salary was above US$90,000. That night we made many new friends, and wined and dined like kings, but at the back of our minds was the challenge we’ll face the following day.

Gruelling process
Competitions on Day 3 began as early as 9am and the day’s program lasting till half past midnight. Competitions typically started with an elimination round followed by a final presentation round for the best eight teams. Each competition was based on a field taught in MBA, such as operations, economics and finance, marketing, strategy and human resource. A total of 12 competitions were held over the two days.

We had earlier been selected out of over 160 contesting groups for the finals of “Philips: Sound of Music”, which was the second most prestigious event. Present to judge the event were Philips’ Marketing Director for India as well as their General Manager for Engineering. The seven other finalists were all very current and impressive in their presentation. However, the judges liked our presentation and commented that our business proposal was both very practical and similar to what they had in mind.
Hooray! We had won our first event!!!

Between competitions, we attended seminars, workshops and discussions led by senior officers from firms such as Mckinsey, Bank of America, Wipro and Morgan Stanley. The organizing committee had certainly made Intaglio to be more than a competition, but also a place of learning and networking, with ample opportunities to engage with prominent industry leaders, plus the night party, dance performance and even a rock performance.

Charm offensive
Day four was truly special for us. We met Ms Susan Abraham from Kellogg School of Management, and as she was without a team. Ryan and I teamed up with her to contest for the most prestigious event in Intaglio, the “Mckinsey Consulting Knights” challenge. When only the top MBA graduates get placed with investment banking and consulting firms, this was truly an event for the best. We sat down late in the morning to go through over 50 pages of data in preparation for our presentation to be held later that evening. Imagine our horror when we found out that the event was brought forward to 2pm!

With splitting headaches and empty stomachs, we put together a pretty decent presentation and headed to the event. One by one the various teams gave impressive presentations filled with numbers and ideas, and we knew that we were up against some very sharp minds. As this was an interactive presentation intended to replicate a true consulting environment, the judges gave piercing comments and were relentlessly driving contestants up the wall with seemingly impossible situations and requests.

When our turn came, undaunted, Susan gave what I considered an outstanding performance, with her charm and humility shining through in clear and eloquent speeches. Ryan softened the judge’s stand by inquiring to understand better the reasons behind their requests and I closed the session by offering solutions that best met their requirements. In the end, the judges were impressed with Susan’s grace, Ryan’s gentle approach and my thoughtfulness—the mix of East meets West proved too colourful and potent to deny, and the Singaporean-Kenyan-American team came out tops!

At the closing ceremony, we did NUS proud and were given a plaque for our special performance as the Best International Team, especially for winning the top 2 Intaglio events sponsored by Mckinsey and Philips, a first in Intaglio history, which together accounted for more than 15 per cent of the total prize money.

Although our flight was scheduled at 10pm, remembering the distinctively krazy and khaotic Kolkata traffic, we left early with heavy hearts and warm goodbyes, forever cherishing our moment in India.

In December 2005, Ryan Mbagaya, An Li Shin and Masano Kazuhiko set off for India to represent NUS in the Intaglio Business challenge organized by the Indian Institute of Management-Calcutta (IIM-C). They won the best International Team award by capturing the first place in both the Philips Sound of Music contest and the McKinsey Consulting Knights contest.

Special Feature

Principles to Cost Effective Service Excellence

In the Times NewsLink Bestsellers list for the period 30 January to 5 February 2006, “Flying High in a Competitive Industry”, the latest book by Associate Professors Jochen Wirtz and Nitin Pangarkar, occupied Top 3 spot in the Business category. Number 6 on the list is “Winning” by Jack Welch and “The Apple Way” by Jeff Cruikshank (8th spot).

Published by McGraw-Hill, the book hit the marketplace in early January. NUS Business Leads catches up with all three authors, including co-author Dr Loizos Heracleous of Oxford University, to learn more about the subject of the book: the “secrets” of Singapore Airlines’ success.

1) Why did you decide to collaborate on this book? What was each of your contribution?

Jochen: Service businesses are incredibly complex, and this was a unique opportunity for conducting some truly cross-functional research. Loizos is an expert in organizational strategy, Nitin in corporate strategy, and I in service management. Furthermore, all three of us have had many years of experience in consulting work and executive education with SIA, and therefore know the company very well. It is rare to find three researchers and authors who complement each so well.

Nitin: There were clearly many strategic dimensions to consider and we expected strong synergies due to our diverse backgrounds and perspectives. The actual synergies were even greater than we expected—in the form of critique of each other's ideas as well as synthesis of our diverse approaches.

Loizos: At some stage we realized that we were all doing research related to airlines and to competitive advantage. We all see the issues from different lenses, that are complementary and additive. These different perspectives have helped us shed light on the basic question of strategy: why do some firms outperform the rest? What principles can we learn that can be applicable to other companies and industries?

2) What are SIA's secrets of success in a very difficult industry, and despite setbacks (not least, an air-crash)?

Nitin: SIA's resilience can be attributed to the clarity of its vision and strategy and the unwavering commitment of the top management to stay the course even in the face of adversity. In the middle of the Asian crisis (1998), SIA spent S$500 million on an overhaul of all classes of service. Explaining the bold decision, SIA's marketing manager had said: Crisis or no crisis, customers expect the best from SIA and that's what they well get. After the Taiwan crash, SIA was quick to offer generous compensation to the affected people and its efficient handling ensured that the brand name was not tarnished in any way.

Loizos: We found that many of SIA's "secrets" are based on sound principles of strategic management and effective organization that most companies are aware of, but very few practise effectively. These include strategic alignment, development of competencies and capabilities that are central to what stakeholders value and to being competitive in specific industries, creation of virtuous, self-reinforcing circles of activities that operationalise these competencies, flexibility and ability to change, constant innovation, and creation and sustenance of a culture that supports all these. Almost all senior managers, if asked whether their company has these, answered positively. It takes determination, skill, hard work and seamless execution however to move from a situation of simply espousing these principles to actually adopting them.

Jochen: Bouncing back means the company needs to have a sound long term strategy with a great value proposition for its target markets. It needs to be resilient, to have a great management and service employees, and the necessary financial resources.

3) How can these success factors be applied to other companies in various sectors and environments?

Loizos: Our study has the aim of helping us learn principles relevant to sustainable competitive advantage that can extend beyond airlines to other industries. Many such principles indeed apply across industries, as is the assumption for example of MBA courses, aiming primarily to teach students to think strategically and analytically, rather than to learn the details of particular industries.

We can consider the principle of the need for effective strategic alignment, one of SIA's success factors, as an example. Effective strategic alignment entails coherence, consistency, and integration among four levels of analysis (organisation, core competencies, strategy and competitive environment); and at each inter-level juncture the kind of inter-connections that are needed are different but crucial. This principle is indeed applicable across industries, and careful analysis of most organisations will reveal certain mis-alignments that if addressed will improve that organisation's competitiveness.

The task for senior managers is to take a hard, objective look at their organisation, discover these misalignments, and address them.

Jochen: As economies develop, and fully join the global market space, competition will be getting tougher and tougher. Hitherto at least partially protected industries will have to face the full brunt of best practice competitors. SIA had to face them from day one, and therefore had to compete and adopt best practices as well as innovate all along.

Other industries in Asia, for example like the banking sector, have not been exposed to full competition yet – they will have to learn, adopt and outsmart, or face declining rates of return.

Nitin: While the airlines industry has been extremely competitive for some time, industries such as electronic gadgets (including computer hardware) and automobiles have already moved in that direction and many others are expected to do so.

The successful players in the new hypercompetitive environment will be multi-dimensional – highly skilled at balancing (seemingly) conflicting strategic imperatives such as being innovative as well as low cost. Toyota, for instance, is a low-cost producer of automobiles. But it also has the fastest growing luxury car brand as well as a strong position in the new technologies such as hybrids. Increasingly, the winners in a variety of industries will resemble SIA and Toyota.

4) How can Asian and Singaporean companies create cost-effective service excellence?

Loizos: In brief, we found that some aspects of this achievement relate to structural environmental factors that can make it cheaper to do business in some countries than others (e.g. lower labour costs, largely accounting for the current phenomena of outsourcing and off-shoring). This is something that many companies view as the easy answer; jumping on the bandwagon for example and opening factories in cheap locations. This action may at some point be necessary, but will not grant sustainable success because competitors will do the same thing.

Beyond these structural environmental factors, there are more complex, and hard to imitate company-related factors that are crucial. The details of these will vary with each company, but they entail an integration of a concern with high quality with a very efficient organisation and processes. Any organisation would need to take a holistic approach to this, and address its culture, structure, people and process dimensions to create this. In chapters 2 and 3 of our book, we explain in detail how SIA achieves this feat. It is not impossible to achieve it, but very difficult, which explains why SIA has had sustainable competitive advantage in its industry for over three and a half decades.

Nitin: SIA has adopted several strategies that enable it to simultaneously achieve this objective. Its young fleet, for instance, ensures a more comfortable cabin, less unscheduled maintenance (fewer flight cancellations and delays) and on-time arrival. Its usage of a high degree of automation reduces errors as well as leads to high productivity and value added per employee at SIA has historically shown a strong uptrend.

Coming Events

CGFRC-ICPAS forum on "Auditors and Audit Committees - Partners in Corporate Governance"
22 March 2005, Sheraton Towers Singapore

Islamic Capital Market –
The Way Forward Seminar
23 March 2005, Grand Hyatt Hotel

938 Live on Campus
24 March 2006, Hon Sui Sen Auditorium, NUS Business School

Cerebration – NUS-IE Singapore Global Business Challenge
27 March 2006, Raffles City Convention Centre

Calendar of Events - http://www2.bschool.nus.edu.sg/corpdev/calendar3/

In Touch, In Tune
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