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(12/07/06 3:54am)
Over the past 10 years, there has been a drop in female enrollment in U.S. business schools. \nWhile women make up 44 percent of enrollment at law and medical schools, only 30 percent of students enrolled in business programs are female, according to the Wall Street Journal's career Web site, www.careerjournal.com.\nAnd the same trend holds for IU's Kelley School of Business -- at about 33 percent female.\nCarolyn Wiethoff, director of the Women Initiative at Kelley, said there are multiple reasons for the low enrollment.\n"Women have no role models in the business world," she said. "We have Oprah or Martha Stewart but no CEOs or management examples to follow." \nOnly nine females are CEOs of Fortune 500 companies. Women make up just 13.6 percent of boards of directors, and only 5.2 percent of the top earners in the United States are women, according to the Forte Foundation, a women's leadership institute. \nWiethoff said women tend to be more sensitive to unethical practices when they occur.\nAlso to the disadvantage of women, she said, companies do not advertise how they provide for family balancing.\n"Women think they need to choose either a family or a successful business career," Wiethoff said. \nSome women are discouraged from pursuing a career in business by the type of classes they must take to earn a business degree, said Tera Dodero, president of Women in Business, an organization devoted to women earning their undergraduate degrees in Kelley.\n"Many women enroll at IU as business majors but are turned off by the slew of analytical classes, which are not at all balanced by creative or soft-skill concentrations," Dodero said in an e-mail interview. \nThe first time students are exposed to classes with more creative aspects is in I-Core, a program taken during Kelley students' third year in the business program. \n"By then, many promising women have given up," she said.\nShe said people assume there is no need to fight for women in the business world or think jobs are not available due to a hostile environment.\n"Corporate America is waiting for women with open arms," Wiethoff said, "but I'm not sure they are doing everything to persuade women of that fact."\nWiethoff, along with students and other female faculty, has started to take measures to increase awareness of opportunities for women in the business world. In the summer, Kelley hosts the Young Women's Institute, which this year brought together 30 high-school girls from five different states to discuss their ideas of business through mini focus groups. \n"Many women tend to make early career decisions without a lot of information, so we hold this institute to provide for that loss," said Kim Principe, a Women in Careers member who last year was on a committee that planned the first Women in Business conference. \nOrganizations such as the Forte Foundation and Catalyst offer networking for individuals, corporations, business schools and nonprofit organizations. Forte offers scholarships and general information for women looking to pursue a career in business. \n"I'm sure some women may also be intimidated by the low female enrollment, but depending on what profession you pick, you encounter the same thing in the real world," said Lindsey Kohlstedt, a Kelley School of Business alumna.\nKohlstedt works with an investment bank on an all-male team. She said it was difficult going through school without many women in her classes because many of her friends could not relate with her experiences. \n"Most of my close girlfriends at school were not in the business school, so it was difficult for them to understand the workload and academic pressure," she said. "But I'm fortunate to have some great women mentors from internships." \nThrough further research, networking, fundraising and more programs like the Young Women's Institute, Wiethoff said she hopes to find new ways to encourage women to "stick with business." They could become the role models the current generation lacks, she said.\n"This is not just a Kelley problem," she said. "Purdue, Michigan and other top business schools are facing the same dilemma. It's everywhere"
(09/12/06 3:26am)
The opening of a small store in an alleyway in downtown Bloomington in 1976 marked the beginning of the successful co-op Bloomingfoods, which has since offered consumers alternatives to national grocery store chains.\nSome products come from local farmers and producers within a 60-mile radius of Bloomington, while others come from whole foods distributors throughout the nation. Unlike national grocery chains, cooperative stores like Bloomingfoods thrive by supporting the local community, and every consumer knows whether his or her yogurt came from Pennsylvania or Oregon.\nIn 1976, the first Bloomingfoods opened on Kirkwood Avenue. Now, the company has grown to include two grocery stores, The Encore Cafe and The Theatre Cafée. \nThough the feel \nof competition\nagainst national \ngrocery stores is prevalent, Susan Bright, store manager at the Kirkwood location, said co-ops can still survive in the natural food industry. \n"In the sale of organic foods, the co-op is number No. 2 in productivity," she said. \nThe first in productivity is Whole Foods, a national, corporate organic grocery store. \nHowever, Brights says there are significant traits that distinguish Bloomingfoods from Whole Foods and other national grocery store chains.\n"We have loyal shoppers, environmentally conscious food and we are not here to make money. We are here to serve the community," she said. "It all comes down to who you can trust." \nJunior Scott Andreas said he chooses Bloomingfoods over conventional grocery stores because he knows where his food is coming from. \n"At Bloomingfoods, most groceries are either local, organic or both," he said, "I know my Caesar salad did not travel 3,000 miles to get to my plate. It is not covered in chemicals, and I am supporting local growers --\nreal people -- rather than corporate factory farms." \nBloomingfoods is one of the 106 members of the National Cooperative Grocer Association, a group that offers its members such benefits as collecting data from co-ops nationwide to compare their practices and operations.\nAdditionally, members can receive business services such as payroll processing and office supplies and materials. Bright said the association enables individual stores to pool with others to increase national productivity.\n"We're not just buying for our two stores in town, but in effect, we are buying for 130 stores nationwide," she said. \nAlong with locally based farmers, Bloomingfoods also receives products from a whole-foods division of United Natural Foods Inc., a company based in Dayville, Conn. \nOne of Bloomingfoods' marketing strategies is starting off each week with a sale. Every Monday, various products throughout the store go on sale, and according to a sales chart, profits reach more than $3,400. That sets the pace for the week, with weekends bringing less than $2,900. \nThe store is ultimately run by a board of directors elected by shoppers who are members of the co-op. To become a member, consumers simply pay a monthly or one-time fee. \nBright said Bloomingfoods has more than 5,000 members and owners worldwide. \n"I really think both national conventional grocers and cooperative grocers are economically important," senior Eric Lee said. "However, I am against one company driving out the others and monopolizing the competition. We should support both." \nBright said Bloomingfoods strives for a friendly atmosphere in order to further growth. \n"If you do a good job, everyone will know about it, but similarly, if you do a bad job, everyone will know about it," she said.\nBright also recognizes the importance of the customer in this business and noticed a trend in consistent shoppers. \n"Our members are truly invested in the business," she said. "The people who shop here are outgoing and friendly, building relationships with us. That is our incentive to work hard"
(01/10/06 5:18am)
Senior Brittany Ivy was worried about how she was going to pay for college at IU.\n"My parents hadn't set aside any money to pay for college so I had to decide on my own how I was going to pay for it," she said.\nWhen she started attending IU, Ivy said she realized housing was one of the biggest expenses, so she became a Residential Adviser, which provides free housing. But the cost of tuition, books and the "million other fees" of attending IU required her to take out a Stafford loan.\nThough private schools like Yale, Notre Dame and Columbia are known for their pricey bills, tuition for Big Ten schools like IU, Pennsylvania State University, Northwestern University and the University of Wisconsin, can add up to nearly $30,000 annually for out-of-state, incoming freshmen. Costs vary depending on number of credit hours, living situations and meal plans.\nThe federal government recognized this problem and provides many ways to help students pay for their college costs. In fact, the federal government is responsible for more than 75 percent of student aid in the United States through programs like Federal Pell grants, Federal Supplemental Educational Opportunity grants, Federal Stafford loans, Parent Loans for Undergraduate Students, Federal Perkins loans and a work-study program.\nFederal Pell grants are a common financial option for undergraduates. The College Board estimates that more than 3.7 million students receive some sort of a Pell Grant. \nThe Federal Supplemental Educational Opportunity grants program is one of three federal campus-based programs. The federal government funds the program, but gives the money to schools to use under their discretion. About 1 million students receive funds from this program each year. It provides grants to undergraduates with extreme financial need. Priority is given to those who receive Pell grants. Students can receive between $100 and $4,000. Students must be U.S. citizens enrolled at least half-time in an undergraduate program at an accredited institution.\nThe Federal Stafford loan is a guaranteed student loan that boasts a low interest level to graduate and undergraduate students without regard to financial need. Through this program, students can borrow money for educational expenses directly from banks, credit unions and other commercial lenders. Nearly 5 million students receive Stafford loans annually. The level of the loan depends upon the student's dependency and the amount of time enrolled in an accredited college or university.\nThe two types of Stafford loans are subsidized and unsubsidized. The government pays for interest collected on subsidized loans, given to students with a demonstrated financial need, while the students are in school.\nIvy found out about the benefits of using a Stafford loan from the bursar. \n"If you don't want all the money, you can ask them to reduce the amount," Ivy said. "I don't have to worry about paying more than I need to."\nUnsubsidized loans are awarded to students who have not demonstrated any financial need and thus must pay interest while in school. With both subsidized and unsubsidized loans, the principal, or initial amount of the loan without interest, must be paid off within six months after graduation.\nThe Parent Loan for Undergraduate Students allows students' parents to borrow up to the total cost of their child's tuition. The interest rate on these loans varies annually, adjusted July 1, but because of usury laws, must not exceed 9 percent. Though parents do not need to demonstrate a financial need, they must show a good credit history. There are two levels of PLUS loans: direct and the Family Federal Education Loan. Parents may apply for both of these loans if they have more than one child in the family with the same enrollment period. There is a minimal annual payment of $600.\nThe Perkins loan is another campus-based program. This program provides financial aid to students with significant financial need. To be eligible, students must have applied for a Pell grant. The unique quality of this loan lies in the relaxed payment requirements and its low interest rate. Currently, the interest rate is at 5 percent, the lowest of any education loan. Students are not required to pay back the loan while in school and are given a grace period of nine months after graduation or drop-out to start paying off the loan. Typically, depending on need, an undergraduate can receive as much as $3,000 annually for a maximum of five years. \nThe final federal option is the work-study program. This campus-based program gives students with demonstrated need, both graduate and undergraduate, job opportunities based on financial need.\nSenior Michelle Batchik is a health administration student with a work-study position as a receptionist at the Center for Human Growth and the Institute for Child Studies. She applied for the job when she met the financial requirements for work-study last fall.\n"It works for me because it completes one of my requirements for an internship," Batchik said.\nThough there are numerous options in providing for a college career, many students are either ignorant of the options or are fearful of going into a seemingly large amount of debt. \nKarl Nielsen, principal of Christian Heritage High School in Trumbull, Conn.,, said, "We try to encourage students to get beyond the label of debt and understand that it is normal for an individual to receive financial aid." \nHe said looking for loans involves weighing the costs and benefits.\n"I took out a loan and will be finished paying it in a couple years, and I live quite comfortably," Nielsen said. "I do not think that would be the case had I chosen not to pursue a college career." \nNielsen previously served as the school's college guidance counselor. He said that this was one of the most discussed topics in the counseling process. \n"There are answers. It is just a matter of doing a little research"
(12/06/05 5:11am)
The holidays are coming, and for those with long lists of gifts to buy for friends and family, landing a job might be the key to getting through the season without going broke. But with a limited number of jobs in Bloomington, how can students make sure they're hired instead of the competition? \nSome businesses have a clear criteria for judging a respected employee, including personality, availability and an excellent work ethic. \nDoug Peterson, proprietor of White Mountain Ice Creamery, said it is important for the worker to actually work even when there is not a line outside of the door. \n"I look for people who will continue to work even if my back is turned or when I am out of the store," he said. "There is always something to do here, things to clean. It is nice when the job actually gets done. Those are the people that advance in this company." \nHe stressed that a good worker is constantly proactive in his or her work and is never idle. \nSarah Harvey, manager of Vintage Costumes, agreed and said she looks for people "to do what I tell them to do." \nThough many employers are flexible with hours, it's crucial for an employee to be reliable with the hours they provide as "able to work." \nKrista Schultz, manager of Aeropostale in College Mall, said she posts her schedule every week to ensure cooperation from her team. But there is more to being a player on Schultz's team than just hours. \n"You need to be able to want to work with people," she said. "If during an interview, the individual is not looking at me in the eye and does not exhibit an ability to be outgoing, it is unlikely they will be hired." \nThe necessity for outgoing, customer service-focused employees was also reiterated by Barry Keaton, owner of both Cold Stone Creamery facilities in Bloomington. But he also stressed the importance of enjoying the job. \n"The basic premise is to have fun. I look for smiling, eager and generally happy people," he said. \nCold Stone holds auditions rather than interviews, because employees are required to sing when they receive a tip from customers.\n"I look for people who are willing to sing in front of others," Keaton said. "We do not require good singers, but we do require singers." \nLater in the interview when no one in the store was waiting for service, Keaton pointed to one of his employees as an example of the kind of person he is looking for when he holds job auditions. \n"I am sure he is in the back washing dishes rather than just standing around," Keaton said. "That is the kind of person I hire." \nSo how does one get a job in Bloomington? If an individual is willing to do the dirty work, like cleaning the grime in a corner that's been there for six weeks, is reliable with hours provided and can sing a tune full of personality, he or she will most likely be one of the people hired in this town.
(11/08/05 4:23am)
It has been another long day at IU. For most students on campus, it's been a day full of lectures, presentations and exams. After a day like today, what's next? For many students, it's a trip to a neighborhood coffee shop. \nWith the increase in school work and the decrease in temperature, the coffee business in Bloomington is definitely brewing. But unlike many other businesses, the coffee business is one that's always buzzing -- morning, noon and, in some cases, even all night long.\nWhile a steaming hot cup of coffee is a guarantee any time these businesses are open, store location and hours play a part in when businesses get their biggest rushes. The three well-known coffee shops around campus --all possessing unique traits -- are The Copper Cup on Third Street, Soma Coffee House on Kirkwood Avenue and Starbuck's on Indiana Avenue.\nThe Copper Cup is focused on the morning coffee rush, said employee Marty Musser. The store is open from 6 a.m. until 9 p.m. on weekdays and 7 a.m. to 8 p.m. on weekends. It is consistently busy all morning. Musser said they construct the core of their business on returning customers -- the people who come in every day a part of their routine. \nThere's usually another rush after 3 p.m. after classes let out, but after 5 p.m., business slows down, Musser said. Only about 25 percent of The Copper Cup's profits come in after 5 p.m., he said. Musser speculated it could be because of the store's early closing hours. Also, weekends prove to generate a lesser piece of its revenue.\n"Weekends are much slower because most of the people do not have work or school," Musser said. "There are generally less people on campus." \nShe added that the majority of the store's profit is found in its coffee and espresso beverages.\nSoma, known for being "the coffee shop without the corporate aftertaste," is another popular spot for students. It has slightly later hours, staying open until 11 p.m. on weekdays and weekends. Margaret Belton, a Soma barrista, said the store prides itself in building a community within Bloomington. In addition to being privately owned, Soma receives some of its fresh produce from local farms. \nAlong with coffee and espresso beverages, it serves fresh organic smoothies and juices. It focuses on the vegan and organic product consumers. The bulk of its business occurs during the morning and mid-afternoon, much like The Copper Cup, but business also remains generally steady throughout the night. Soma has tried staying open during even later hours, but "it does not really affect the amount of business we do," Belton said. \nThe 24-hour Starbucks on Indiana Avenue has become a new favorite for many students. \n"We tested the 24-hour option during finals last year, and it was a great success," said manager Paul Owen. And by success, he does not just mean the amount of money earned. As a current graduate student, Owen said he understands the need for students to "get away from the dorms, houses and (the) library." He said the 24-hour access is an effort to expand the store's community impact. \n"Starbucks, though a corporate company, makes a distinct effort to build within the community," he said. "We want to create the concept of a 'third place' for people within our community." \nFor sophomores Amy Aylward, Jill Radford and Steven Hackbarth, it has become that "home away from home" and nearly a daily habit. \n"I usually go to Starbucks around four times a week," Hackbarth said. "It's nice having a place to go to take a break from an intense night of studying." \nAylward and Radford said they take advantage of the 24-hour facility to do homework in a different environment. \n"It really is not about the coffee for us, but rather the change of atmosphere. It is so much better than the library," Aylward said. \nRadford affirmed this statement. "It is nice to have a place where you can work and be comfortable and not have to worry about talking too much or your cell phone ringing," she said. \nOwen mentioned the store has recently started a Thursday night open mic night that allows people with musical talent, poetic ability and other talents to perform for an audience. "The community of Bloomington is very artistic and this provides another venue for their talents," Owen said. \nLike the two aforementioned stores, Starbucks receives the bulk of its business in the morning with sporadic rushes after classes let out in the afternoon. \n"We have our regular customers with their drinks memorized," Owen said. Many mornings Starbuck's employees have the drinks already prepared for the customers, he said. On average, the store makes about $4,000 per day, according to their daily reports. Eighty to 85 percent of those profits come from espresso beverages. The rest of the profits come from pastries and ready-to-drink beverages. \nOne common factor among these stores is the lack of the feeling of competition. Musser said she felt each of these stores had their own "niche." Each store generally has different goals but shares the similar desire to build relationships with their patrons. Through the combination of location, ambiance and beverage preparation, each store presents a unique brew for their customers to enjoy day or night.
(10/25/05 4:13am)
The recent obsession with fitness has demanded the increase of fitness facilities around the nation. Rarely does one ever pass a main road without seeing some type of fitness center. The question is, who will manage these facilities? Furthermore, who will manage them with full knowledge of both business and fitness? \nEnter the new fitness management master's program at IU. \nLast year, IU's Department of Kinesiology graduated its first master's student of fitness management -- Evan McDowell. Now a program specialist at the Rehabilitation Institute of Chicago, McDowell graduated with both a master's in fitness management and certification from the American College of Sports Medicine. Currently, 10 students are enrolled in the program.\nCarol Kennedy and Michelle Miller, the program coordinators, said the uniqueness of this degree lies in the wedding of business skills and fitness knowledge. In their past individual experiences, they said they both noticed the demand for managers in the fitness arena. \nBefore coming to academia, Kennedy worked as a trainer in a fitness center. Because of her performance in and knowledge of the field, she was quickly promoted to manager. The problem: managing a fitness center involved much more than an extensive knowledge of health and fitness.\n"So many students go through our undergraduate program and, because of how much they know about fitness, are promoted to management," Kennedy said. "The problem is they are not equipped with sufficient skills to manage." \nIU's fitness management master's program consists of three parts: foundational classes, core classes and real-world experience. Foundational classes are "what meet the student's needs," Miller said. This part of the major is flexible. If a student is lacking in sufficient fitness knowledge, he or she might invest nine credit hours in fitness classes. If students need more understanding of business, they are free to take classes in that area. \n"It all depends on what they feel they know," Miller said.\nCore classes cover the administrative, managerial and financial areas of the major. Students take an eclectic mix of classes that involve the legal aspects of business, management, finances and administration. \nThe real-world experience aspect of the program encourages those enrolled to apply what they have learned. An example would be the Briscoe Quad Fitness and Wellness Living-Learning Center. As a living and learning community, students pay an extra $100 for use of the fitness facility. Two graduate students enrolled in the program are granted an "assistantship."\n"We're curious to see if students living in the Briscoe community will end up knowing more about this field due to the presence of those graduate students," Kennedy said.\nBritt Callison, who is currently enrolled in the master's program, is one of the two graduate students staffed at Briscoe. His responsibilities as facility coordinator include staffing the facility and ensuring the equipment is safe and up-to-date. He is one of the students who entered the program with a business background, graduating with a bachelor's degree in business from Ball State University. Currently, his course load consists of fitness programs, including a fitness assessment course.\n"We have had so many businesses calling us, thanking us for the work we are doing," Kennedy said. "Our main goal is to get these students jobs, knowing that they are fully equipped to excel"