Robby Grabow (JD/MBA ’07) Journal from the European Leg of the 2006 AAGLP   Day 1, United Kingdom (Monday, May 8, 2006) After landing at Gatwick, we had the afternoon and evening free to adjust to the time change. So Trent and I took the opportunity to see as much of England as possible. It proved to be a memorable day with unseasonably nice weather, as we visited Buckingham Palace and St. James Park and enjoyed a few awe-inspiring moments in Westminster Abbey.   Day 2, United Kingdom (Tuesday, May 9, 2006) This morning, we visited the headquarters of British Telecom (BT), which was rewarding in many respects. BT treated us to an in-depth look at their technological developments and the many innovative ways they are marketing telecommunications to expand revenue sources and evolve beyond the reach of a traditional telecom company.   Before we arrived in England, BT’s vice president of Research and Development had given our group a list of pressing questions that BT is currently facing. We were challenged to offer our recommendations for how BT should address these challenges. I had the opportunity to present some of our recommendations, focusing my remarks on how Google might evolve into a threat to the telecom industry at large, and BT specifically. It was thrilling to interact with BT’s leadership, share our views, and engage in a Q&A session where we mutually discussed and explored different paths BT could take to help shape the future direction of the telecom industry.   Tonight, a group of friends and I attended the musical Les Miserables in the Piccadilly Circus district in the heart of London. I’ll never forget witnessing the gifted performers enacting a great musical in such a historic setting.   Day 3, United Kingdom (Wednesday, May 10, 2006) This morning, we visited Cadbury Schweppes and had two sessions: one with their Human Resources department and one with their Mergers and Acquisitions department. The HR people detailed the company’s commitment to becoming the gold standard in developing talent and attracting promising employees. The M&A session was especially interesting. Because the confection and soft drink industry is so competitive, Cadbury Schweppes is always looking for opportunities to grow through acquisitions that create synergies with their existing business and ultimately increase revenues.   In the afternoon, we visited Lion Capital, where we engaged in an in-depth discussion about the private equity industry in England, looking specifically at companies with high-growth potential that are in need of capital. Lion Capital discussed one of their most recent transactions, Wagamama, taking us through the entire process—from soliciting the Japanese style noodle bar to do business with them to finding the right management team to maximize Wagamama’s growth in the UK and possibly beyond. After the lecture and discussion, we were treated to dinner at a local Wagamama, where we enjoyed firsthand the unique dining experience that included a waitress taking orders on a PDA synched wirelessly to the kitchen, which streamlined the entire dining experience.   Day 5, Italy (Friday, May 12, 2006) This morning, we visited PricewaterhouseCoopers in Milan, where we were treated to lunch and an outstanding lecture on the unique challenges of providing accounting services in the Italian market and the idiosyncratic nature of Italy compared to the rest of the European Union.   Day 8, Italy (Monday, May 15, 2006) This morning, we visited Jones Day in Milan. They explained the Italian legal system and the challenges of conducting major business transactions in a global location such as Milan. They also reiterated the important diplomatic aspects of practicing law, such as client interaction, attention to detail, and dedication to providing solutions, which often go unnoticed in a successful practice but play a vital role in adjudicating disputes or transacting business.   While the business visits we made in Milan were enlightening, the extracurricular activities proved to be just as memorable. We had the good fortune of being in Milan when AC Milan was playing Rome in the final football match of the season. We sat with 80,000 screaming fans and partook in a cultural activity that’s near and dear to the heart of the average Italian. We also visited cathedrals in both Milan and Florence, taking in the exquisite architecture and the breathtaking views of each city from the tops of the structures. It is staggering to think of the dedication and coordination of all the people who participated in the construction of these cathedrals, and humbling to witness the end product of such devotion.   Day 9, Switzerland (Tuesday, May 16, 2006) We arrived in Zurich today, and I was amazed at how beautiful the landscape is. Even though I have traveled to Utah, Colorado, Nevada, and Vancouver, I have never seen anything quite as beautiful as the Swiss Alps. Our first visit was to the headquarters of Chevrolet Europe, where they discussed the challenge they face trying to bolster the Chevrolet name and give it the global appeal other vehicle brands are currently enjoying. They utilized a real case study in which Chevrolet was re-branding the Daewoo vehicle under the Chevrolet name, including the extensive effort that went into the marketing campaign accompanying this transition.   Day 10, Switzerland (Wednesday, May 17, 2006) Today, we visited Credit Suisse in the heart of the world’s banking district. Their lecture focused on the evolving private banking industry and the formidable challenge the entire Swiss banking industry has embarked upon to change the widespread perception that Swiss banks’ devotion to customer anonymity attracts unscrupulous customers and criminals.   We also visited logistics provider Kuehne and Nagel at their headquarters. During this visit, we learned about how this leader in worldwide freight and shipping deals with the challenge of continuously innovating their business in an industry fraught with competition and susceptible to external forces such as war and natural disasters.