Peter Rodriguez, dean of the school, claims that the MBA@Rice is a step towards democratising business education. The lowest and highest student incomes in the online cohort are below those in the executive MBA class, which is similar in age and experience, he says.
“When we lose control over any significant aspect of our lives, as is happening right now, it is natural to want to find opportunities to exert control over something else,” Utpal Dholakia, professor of marketing at Rice University’s Jones Graduate School of Business, told HuffPost. “Doing so makes us feel less helpless.”
Chris Ferris, a marketing lecturer at Rice University, showed this video to his 14-year-old and 17-year-old. The pro-gas message made their eyes roll, he said. This is the difficulty of marketing to social media-savvy teenagers. “They have a more highly attuned BS meter,” Ferris said. “If a company or a brand doesn’t seem authentic, but seems fake, they will sniff that out in a hot minute.”
“If there is not a pipeline of diverse applicants getting their professional degrees, there are simply fewer diverse people to choose from,” says Mikki Hebl, a professor of management and psychology at Rice University in Houston… To address that issue, companies need to actively seek out underrepresented voices instead of waiting for the talent to come to them, academics say.
The Women in Leadership Conference is always a fan favorite in the Houston business community, where it’s helped empower women to accomplish their career goals for two decades. Rice Business students planned the 20th annual conference for a solid year in order to deliver a day of keynote speakers, industry panels, networking and — this time — roaring to a sold-out crowd on Feb. 14. The keynote speakers were Ann Fox, president and CEO of Nine Energy Service, and Sandy Asch, a global consultant and the best-selling author of “Roar: How to Build a Resilient Organization the World-Famous San Diego Zoo Way.”
How Rice Business has shaped Ricky Kuruvilla ’21, a Professional MBA student.
How Rice Business has shaped Ricky Kuruvilla ’21, a Professional MBA student.
I plan to bring everything I’ve soaked up from the Rice Business MBA program to truly make a difference at my workplace, in my relationships, and in my local community. My goal is to take on more leadership roles and bring a unique perspective to the teams I will eventually lead.
Ricky Kuruvilla ’21
Professional MBA
Mentorship has played a huge role in Ricky Kuruvilla’s life — both as a recipient and a provider. After graduating from the Business Honors Program at the University of Texas, he earned a prestigious spot in Chevron’s fast-track program for promising young leaders. He’s been working his way up at the company for nearly a decade, from an entry-level finance position to decision support analyst. Along the way, he’s gotten guidance from great mentors — and they all urged him to get his MBA.
He’s already a mentor himself, both at Chevron and in the youth group at his church. And he has been a leader in Habitat for Humanity ever since high school. Being part of the Rice Business community has helped him further hone his leadership skills, in part by emphasizing teamwork. “One of my favorite aspects of business school,” he said, “is being able to soak up unique perspectives and ideas from my amazing classmates, who all come from very different careers and personal backgrounds.”
We’re all overwhelmed by the ways COVID-19 has disrupted our lives — and for many of us, working from home for the foreseeable future adds another layer of complication. If your work life was already a mess, as it is for many of us, then uprooting from the office can make it even messier. What’s worse, you risk bringing the mess home with you. But it doesn’t have to be that way. Here’s how you can work remotely without introducing clutter and chaos into your home life.
First, start with an organized physical space. Typically, our workspaces are cluttered with papers, old work in folders, expired snacks and lots of paperclips. When we tidy our space, we eliminate distractions, allowing us to focus and do our work efficiently and comfortably. Include only the essentials to get the job done: a computer, phone, headset, printer, highlighter, pen, and so on.
Second, although working from home may initially seem like a convenience, it can also add new challenges: how to get stuff done with the kids around and where to find a quiet space. Talk with family members about boundaries – what hours you will work, what space must be left alone to get your job done, and what can or can’t be going on in the background. Putting on professional clothes can act as a signal that you’re working and put yourself in a productive mindset. And make sure to take a break – there’s a lot going on right now and everyone needs a release. Get up and stretch. Go for a short walk around the block. The mind is still working, even when you’re not sitting at your computer. And breaks are so important for your physical health, which is more critical than ever.
Third, keep in mind that it may be trickier to relieve the tensions that often crop up in the workplace. Fights over budgets, getting credit for work, inter-departmental squabbles, and competing goals are common even under normal conditions. Without close physical contact, it might be harder to work through these messes. But you can still create a sense of connection with your colleagues, which can go a long way toward building goodwill and limiting friction.
Research shows that letting your colleagues view your personal space reduces psychological distance. So go ahead and show off your home office. And don’t worry too much if your toddler interrupts a virtual meeting. Although you might never invite some of your colleagues to your house, you can create connection with them by allowing them to see some of these humanizing sides of your life. And in these uncertain times, as we tackle crucial work together, it’s important that we focus on what we have in common – rather than our differences.
You can also be social, even with “social distancing.” Hop on conference calls a few minutes before the start time and chat up whoever joins early. Even a playful emoji in a text can build connection. During times of severe stress, everyone can benefit from building quality relationships. Psychologists find that joy can help undo some of the anxieties and other harms in our lives. So bring the water cooler or coffee break online and try to make someone laugh. Coordinate breaks and sip your beverage while talking informally with your colleagues over the phone or video conferencing.
Fourth, don’t take your bad email habits home with you. Filling your inbox — and your outbox — doesn’t mean you’re working more or getting more done. Without being together, it’s even more tempting to use email to show that we’re not slacking off. Instead, demonstrate your value by advancing the most critical projects and supporting colleagues with their own challenges. And practice good email etiquette. You don’t want to add to everyone else’s frustration by misusing email. A few tips:
Use a brief, informative subject line that will help recipients recognize anything urgent that necessitates an immediate response. Make sure the subject line accurately conveys the email contents or you’ll lose credibility.
Be careful with “reply all.” We’ve all received email messages when a person means to simply reply to the sender but inadvertently replies to the entire list.
Keep emails brief. Don’t clutter them with extra words or tangential points.
Finally, use working from home to break unproductive routines. Due to our physical distance, a lot of informational meetings are going to turn into emails – and that’s a good thing. Meetings in the office tend to be too long and filled with too many people. Use remote work as an opportunity to streamline how often you meet and with whom. Also, say goodbye to multi-tasking, which research shows only disrupts our thoughts and results in lower productivity.
Messy desks, endless email, wasteful meetings, and multitasking are all clutter from the office that we shouldn’t bring home.
When we eliminate them, we open up space to work efficiently on our most critical and satisfying work. Working without clutter boosts productivity and morale because it gives us more control over how we work. In these difficult times, we face a lot of disruption and uncertainty. But that doesn’t mean we can’t be productive. And focusing on the important, meaningful contributions we make at work can bring us a sense of calm — and even joy — that can be hard to come by right now.
Scott Sonenshein is the co-author with Marie Kondo of Joy at Work. He is the Henry Gardiner Symonds Professor of Management at Rice Business and the bestselling author of Stretch. He received his PhD in organizational behavior from the University of Michigan and has written for The New York Times, TIME, Fast Company, and Harvard Business Review.
In less than three months since the first COVID-19 case was announced in the U.S., the economy of the Houston area has ground to a halt. There is justifiable anxiety among all stakeholders — business owners and shareholders, employees, customers and suppliers — about the economic impact of this enemy.
Yet, during these tough times, there is solid cause for optimism, because Houston companies are battle-tested and uniquely poised to win the war against COVID-19. Below are five strengths of Houston businesses that will help them bounce back:
Houston companies are generous and give back.
The experience of having lived through many natural disasters has provided a wealth of experiential knowledge and prepared businesses to face adversity. From Hurricane Ike in 2008 to Hurricane Harvey in 2017, Houston-area businesses have fought and won many such battles due to their spirit of generosity, helping others and giving back. And they are contributing again: Mattress Mack is collecting food for home-bound seniors, Baker Hughes is helping produce and distribute anti-coronavirus gear, Gulf Coast Distillers is making hand sanitizer. The symbolic value of these gestures in inspiring employees and keeping up their customers’ spirits cannot be overstated.
Houston companies are nimble.
Yes, oil prices are down 30 percent. Yes, the lockdown due to the pandemic is affecting Houston businesses. But this is not their first rodeo. As companies downsize, reduce headcount, slash dividends and battle the prospect of bankruptcy, they have developed an enterprising system of resurgence. When the economy rebounds, experienced employees who may have been let go will be among the first to be rehired. The capital markets in Houston are mature and can readily handle these busts and emerge even stronger. Businesses incorporate oil prices over the next three to 10 years in their choices and consider volatility in their forecast. In the COVID-19 aftermath, not only will the oil and gas industry emerge stronger, but so will other sectors: small businesses, health care, technology and education.
Houston companies put safety first.
For many cities and businesses, “safety first” is a novel concept. This is not the case for Houston companies, especially oil and gas companies with well-developed safety practices and protocols that are enshrined in a strong culture of safety. Every meeting in most companies starts with a “safety minute” reminding employees to observe safety protocols during work and personal life. We believe this culture of safety first makes employees of Houston companies more compliant with national guidelines designed to stem the spread of COVID-19.
Houston companies support self-isolation through work-from-home protocols.
As Houstonians work from home for the next few months, the business sector’s investments in internet connectivity, employee training and other infrastructure will be immensely valuable. The reach of many Houston companies means their customers, employees, suppliers and key stakeholders are scattered across the globe, working 24 hours a day, seven days a week. They have mature infrastructures to support remote connectivity and WFH protocols. A recent survey identified Texas as being one of the best equipped states in terms of WFH preparedness. Texas is also ranked second among all states in terms of jobs that support WFH.
Houston businesses have embraced diversity.
Whether due to universities that attract students from all over the world, energy companies with globally distributed employees, or the massive Texas Medical Center campus that draws talent from across the world, Houston has been renowned as of America’s most diverse cities for more than a decade. A diverse workforce brings unique perspectives and ideas that not only help develop unique solutions to crises, but can also prevent them by assessing risks early and holistically. The openness of Houston to embracing diversity shows up in small but meaningful ways: identifying with the community, fostering a collective sense of responsibility to the community and banding together to in response to major crises such as COVID-19.
As we stay confined and isolated in our homes, we want to remind everyone about the toughness and tenacity of Houston businesses. The months that follow a flattened curve will soon turn to coping and adapting as Houston businesses build on the five strengths that will help them recover. Houston companies should feel cautious, but also confident and optimistic about thriving in the new normal. They have faced similar challenges before — and won.
Vikas Mittal is the J. Hugh Liedtke Professor of Marketing at Rice University’s Jones Graduate School of Business.
Shrihari Sridhar is the Joe Foster ’56 Chair in Business Leadership and Professor of Marketing at Texas A&M University’s Mays Business School.
Communities around the country — and the world — are taking unprecedented steps to limit the spread of the coronavirus, essentially isolating people from everyone but their immediate families. These new, seemingly drastic social distancing requirements are uncomfortable and scary for almost everyone, and for good reason: We are social beings, hard-wired to connect. Without our routine interactions — at work, at the gym, at the store, etc. — we may start to feel depressed and unmoored. But there are benefits to shaking up our routines and feeling uncomfortable, especially when it comes to creativity.
I’ve studied creativity for more than two decades, and my research shows that times of disruption and upheaval can lead us to new insights and nudge us to innovate in ways we’d never have considered before. In many ways, it’s an opportunity in disguise.
First, social isolation gives us the time and space to identify inefficient work processes. Many of us have been following the same daily routines for so long that they’ve become outmoded — but we’ve never taken the time to examine them and see that a better way exists. A company I studied used to hold frequent brainstorming meetings to generate ideas for new products. At each meeting, dozens of employees would sit in a room, whoever had a new idea would speak, and the team leader would write the idea on a white board. Toward the end of each hour-long meeting, the leader would select a few ideas from the board for further consideration. For years, they generated their new product ideas in this way. When I asked each participant privately whether this process worked well, and gave them time and space to think it through, they realized this process was no longer effective — and they came up with a better one.
My research shows that one of the best ways to achieve this psychological freedom — and the creativity it fosters — is to isolate ourselves.
Professor Jing Zhou
Mary Gibbs Jones Professor of Management and Psychology - Organizational Behavior
Now that social distancing has given us a lot of time and fewer interruptions, we can ask ourselves, when things go back to normal, are there better ways of managing projects? Which parts of your daily or weekly routine are no longer necessary? What is the one new thing that you should start doing to make yourself happy and productive?
This might seem daunting to those who are already feeling overwhelmed and uneasy in the midst of this crisis, and that’s understandable. But it doesn’t mean you can’t channel your angst into creative solutions. Interestingly, my colleague Rice Business emeritus professor Jennifer George and I have found that people in bad moods were in fact more apt at identifying problems at work. But identifying the problem only gets you so far — generating new solutions requires us to use our imagination. And research suggests that we are more imaginative away from the office. Sitting in cubicles, we are surrounded by people coming and going, noises on and off, conversations far and near. We have little control over these interruptions. Even if we have a private office, we have to answer knocks on the door, attend one meeting after another, talk to our co-workers and manage unexpected requests when we walk down the hallway just to get to the bathroom. All of these limit our freedom to let our minds wander to unusual ideas and novel possibilities.
My research shows that one of the best ways to achieve this psychological freedom — and the creativity it fosters — is to isolate ourselves. Many of us intentionally seek out solitude for this very reason. A scientist once told me he went on a solo hiking trip every week because great ideas came to him when he was hiking alone. A renowned mathematician spent a full week each year shut inside his house, alone, solving math problems. During that week, his wife would leave town, and he would neither step foot outside nor engage in any form of communication with others. And we know that nonstop rain kept Mary Shelley indoors for days during a summer retreat near Lake Geneva, allowing her to conceive “Frankenstein.” There are countless other examples of great minds thriving in solitude, and evidence from my research program shows that these are not exceptions, but the rule.
We don’t have to be totally alone to be creative, however. A change of environment can help by exposing us to different ideas than we normally encounter at work, where we’re typically surrounded by the same people — and the same concepts — day after day. Over time, we tend to adopt the perspectives and approaches that fit with our workplace. By cutting us off from those people and those ideas, the current health crisis gives us a chance to deliberately acquire knowledge and information in different fields and learn, remotely, from people we normally have little chance to interact with.
My colleagues and I have found that connecting with people you don’t talk to very often helps you acquire new information from different fields, which can yield fresh ideas for tackling existing problems in your own field. Indeed, the information that led Zappos founder Tony Hsieh to decide on starting a new business selling shoes online did not come from his close friends, but from a person with whom he had communicated infrequently.
Finally, social distancing and isolation may allow us to uncover our own hidden talents, inspiring us to express our feelings artistically. From late January to early March, in order to halt the rapid spread of the coronavirus, all of China was in lockdown. In some cities, people were only allowed to go out once a week to buy food and medicine. Whereas some chafed at these constraints, others accepted what they couldn’t control and tried to be creative with what they could control.
Social media posts gave us a glimpse of their creativity. One man I came across on WeChat kept up his daily jogging routine by running endless loops from his bedroom to his kitchen and back in his tiny apartment. He created a remote competition so his friends could join him. A woman saved the roots of onions and celery stalks after cutting vegetables to cook for dinner. She put those roots in bowls of water, and posted pictures every day of the shoots growing and buds emerging; she used the plants as decorations on her dinner table. Countless Instagram posts and TikTok videos attest to the growing body of performance art being produced in quarantine — some of it hilarious, some absurd and some truly beautiful.
My research shows that people, and entire cultures, can produce some of their most creative works in times of crisis. It may take us time to adjust to this new way of life, and no one knows how long the upheaval will last. I sincerely hope it won’t be for much longer. But while the pandemic endures, we can make the most of it by embracing the disruption to our ordinary routine and letting our creative juices flow.
Jing Zhou is the Mary Gibbs Jones Professor of Management and Psychology at Rice University’s Jones Graduate School of Business.
The restaurant business is notoriously tough. Here’s how Rice Business alumni restaurateurs are innovating — in the age of the coronavirus, and for the future.
Deborah Lynn Blumberg
The restaurant business is notoriously tough. Here’s how Rice Business alumni restaurateurs are innovating — in the age of the coronavirus, and for the future.
At Pappasito’s on Richmond and Kirby, staff members slip on gloves and secure masks to deliver to-go orders of sizzling fajitas and do-it-yourself cocktails. In the parking lot, customers who’ve shared their car’s make and model and paid online wait patiently inside their cars, popping trunks as staff approach with their food.
Since Houston — like much of the world — ordered residents to stay at home to slow the spread of COVID-19, limiting food service to takeout and delivery, restaurants have had to quickly pivot. Evy Pappas ’09, an architect by training who helps design new spaces for Pappas Restaurants, now hones parking lot diagrams to make sure traffic flows smoothly for curbside pick-up. She’s on conference calls where team members discuss sourcing the products they need for their new to-go margaritas, including containers for mixes and mini Petron bottles.
Throughout our 55 years of service, this situation is truly unprecedented. In two weeks, we completely changed our business model.
Evy Pappas '09
The restaurant industry has always been difficult and fickle. Research finds that around 26% of independent restaurants fail during their first year. The traditional restaurant business model, with its high upfront investments and hefty overhead costs, makes it difficult for businesses to survive. And now restaurants are facing an entirely new hardship. The uncertainty of the coronavirus epidemic, and the new reality of social distancing, only adds to the industry’s longstanding challenges.
To succeed in the ever-evolving food business, alumni have found creative ways to set themselves apart in a crowded field. In Houston alone, diners have more than 10,000 restaurants to choose from. Rice Business alumni who are beating the odds aren’t letting themselves get complacent. They’re making their businesses stand out and they’re constantly evolving and innovating with the customer top-of-mind. It’s an approach that will become even more important as the dust settles from the coronavirus pandemic.
Keeping It In-House
Evy Pappas works with her father, Harris, who, with his brother Chris, launched one of the most recognizable brands in the Houston restaurant business. What started as a single restaurant, opened by the Pappas brothers in the 1970s, has grown to 107 locations across the U.S., serving 28 million guests a year.
They include Pappasito’s Cantina, Pappadeaux Seafood Kitchen, Pappas Bar-B-Q and Pappas Bros. Steakhouse — all go-to eateries for countless Houstonians. Recently, the family opened a barbecue spot in Duncanville as well as a new sit-down barbecue concept with an extensive whiskey menu, called the Delta Blues Smokehouse.
Being family-owned gives them the freedom to experiment, according to Evy. “This company is very nimble and can do things very quickly,” she says. That’s because it does everything in house, from lawncare to restaurant repairs. The company has a 292-person team that handles maintenance, service, landscaping and fabrication. The Pappas family owns and operates the trucks that deliver its meat and seafood, refinishes and reupholsters its own chairs, and even makes its own chef tables from raw steel. If a piece of equipment breaks, a team member picks up a part from an inventory stockpile in the Pappas warehouses and can make the repair almost immediately.
The company also follows a specific real estate strategy, honing in on spots where their restaurants are highly accessible by drivers, like freeway off-ramps and busy intersections. The Pappas family owns many of the properties where their stores are located.
Evy’s sister Eleni Pappas ’19, who works at the Houston-based engineering and transportation planning firm Traffic Engineers, Inc., also helps out with the business, advising on land development questions.
“When you’re part of a family business, even when you are not officially involved with it, it’s still part of you and something you care deeply about,” says Eleni. “So I’m always happy to help discuss site access concerns, or just any concern that may come up. I love to be a sounding board whenever I can.”
Now, the restaurant chain is focusing on its curbside business. It has adjusted its restaurant hours, reduced the number of menu items, and launched new offerings such as family packs. “And we’ll continue to innovate and change through this very challenging time,” says Evy.
Entertainment Value
At Kiran’s Indian Restaurant, Puja Verma ’12, and her mother, Kiran Verma, who opened the upscale eatery in Highland Village in 2005, have also had to find new ways to serve their customers.
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Puja Verma ’12, and her mother, Kiran Verma
The restaurant has been offering curbside pick-up and delivery since Houston’s stay-at-home order was issued, and planned to reopen for in-restaurant dining on May 1. It’s using the same staff each day for the kitchen and in front-of-the-house operations to minimize the risk of infection. As the restaurant’s director of operations and strategy, Puja is relying on staff who can adapt. To address the constraints imposed by the coronavirus outbreak, she’s added family-style menus and made small changes that will likely endure even after the pandemic subsides, such as replacing bowls of after-dinner mints with individually packaged candies.
Reinvention is part of Puja’s job. She helped design the restaurant’s new, larger space near Levy Park, which opened in 2017, and she recently created an intimate lounge area in the restaurant where diners can have a drink or dessert, a concept she borrowed from restaurants in Europe and the California wine country.
“It’s all part of creating an experience,” says Puja, who also helps manage the restaurant’s nearly 70 employees. “In Houston, dining is still a big part of entertainment.”
Zagat’s named Kiran’s the best new restaurant in Houston in 2006. Now Puja is working to boost the restaurant’s prominence on a national level — a task she’s embraced since leaving her oil and gas career last year to work at Kiran’s full time.
H-E-B began selling food from Kiran’s at five of its stores in late April. Puja has other ideas for expanding the restaurant’s reach, including getting its signature chai tea blend onto grocery store shelves nationwide. Another goal is to partner with an airline to serve Kiran’s cuisine in the air.
Puja stays on top of trends by visiting restaurants when traveling and poring over newspaper dining sections and food magazines. She gets inspiration for menu design, dishes and food presentation from colors and patterns in fashion magazines.
“With the restaurant industry, there is a lot of change,” Puja says. “The reason we’ve been successful is that we take everything into consideration. People start ordering Uber Eats and DoorDash, so we’re on those platforms. People start talking about small plates, so we create a small plates menu. And more and more, we accommodate dietary interests, like gluten free, dairy free, vegetarian and vegan.”
High Hurdles
Food service gets a bad rap as a notoriously difficult path to success. But in 2014, two economists tapped data from the U.S. Bureau of Labor Statistics to debunk the long-held belief that most new restaurants fail. They found that just 17% of restaurants close in year one — a lower failure rate than other service-providing businesses, which fail at a 19% rate.
Yet, the restaurant industry still has a laundry list of challenges. Its employee turnover rate is higher than average, due to a reliance on teenagers, students and seasonal staffers. In 2018, the overall turnover rate was 74.9%, according to the National Restaurant Association, compared to 48.9% for all private sector workers.
High real estate costs, climbing worker wages, and the price of high-quality ingredients also present obstacles as restaurants compete for a piece of consumers’ finite budgets.
Food-service businesses have to keep up with industry trends as well. Trends for 2020 include plant-based proteins, eco-friendly packaging, healthy bowls, and ingredients that help relieve stress, says the National Restaurant Association.
Buying into those trends can be expensive, but restaurateurs don’t necessarily have to jump on the latest bandwagon to do well. Thriving restaurants tend to follow a similar, fairly basic recipe for success, experts say. The ingredients include solid people management and accounting skills, consistent customer service — and an exceptional experience.
Testing the Market
In Washington, D.C. as news about the coronavirus intensified, Turner Hoff ’13 initially saw orders for his plant-forward subscription meal service, Vegetable and Butcher, decline as customers instead piled into grocery stores.
“People were panic-buying,” he says. “They were afraid of the unknown.” But customers started coming back for his salads, bowls and breakfast offerings once information emerged that the coronavirus isn’t likely to spread through food.
Since the outbreak, Hoff has adjusted delivery hours and started offering discounts to customers who are struggling financially.
When Hoff and his partner, Ariane Valle, launched the business in 2016, they were delivering to just two ZIP codes. As of this spring, they prepare and deliver around 4,000 meals a week to over 100 ZIP codes. The business has grown more than 100% year-over-year every year. But the pandemic may slow their growth.
As of a few months ago, events were the primary way Vegetable and Butcher attracted new customers. But for now, that’s not possible. Customers are still trickling in from past events, but Hoff worries about what happens when those leads peter out. “We realize our business model doesn’t perfectly fit in with the current environment,” he says, with more people cooking at home. So he’s being proactive. Marketing staffers who once organized events are now interviewing customers about their current needs. And Hoff is considering partnering with community businesses to help drive new accounts. For example, he may link up with a local gym to offer a sign-up discount for its members.
Beyond In-Store Sales
One evening before the pandemic took hold, Ope Amosu ’14 navigated past potted succulents to deliver dishes of fried sweet plantains and Nigerian-style corned beef stew to nearly 100 guests at Houston’s The Flora Culture plant shop. The dinner was one in a series of pop-up events Amosu has hosted over the last two years — part of a strategy to test menu items, gauge interest, and build a culture before opening a brick-and-mortar version of his West African food concept, ChòpnBlok.
Until recently, Amosu combined pop-up dinners at unique locations with one-night restaurant takeovers. Guests filled out scorecards, rating his food and service and answering questions about their spending habits. Since 2018, Amosu has held 22 dinners and takeovers, and so far his strategy has been successful. His events sold out — a recent one within hours — and he collected valuable data he can present to investors.
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Ope Amosu ’14
“With our process, we’re de-risking the restaurant experience with this hands-on testing with real future customers,” he said. “It’s a way to have true engagement with a specific set of people for a given set of time. We’re building a following and nostalgia. It’s about creating a true culture and identity for ChòpnBlok.”
But the current climate isn’t conducive to his model, which features in-person dining events with entertainment. Amosu cancelled his March pop-up event and offered refunds to all ticket holders. He’s using time at home to reassess his business plan, evolve his menu and ultimately determine how to best move toward growth once the market stabilizes.
We anticipate that the industry will evolve once it rebounds and we're focused on using this time to be ready.
Ope Amosu ’14
As part of his plan to create a “fast-casual” restaurant celebrating a contemporary version of West African food, Amosu previously took a temporary job at Chipotle to learn firsthand how fast-casual works. He leans heavily on social media for marketing and has linked up with celebrity influencers like musician Jidenna and actor and comedian Yvonne Orgi, benefitting from the exposure he got from providing food for them backstage.
Now more than ever, he’s focused on driving consumer engagement beyond in-store sales, and he’s experimenting with integrating packaged goods and delivery into his strategy. His goal is to share the ChòpnBlọk brand in a way that hedges against unforeseeable disruptions like the current pandemic.
The Future of Food Service
As every industry retools to try to make itself pandemic-proof, the restaurant business is finding itself both highly vulnerable and highly adaptable. Even before this crisis hit, the restaurant industry was constantly evolving, and in the next 10 years, it will be entirely transformed, according to the National Restaurant Association. Some restaurants will morph into hybrids that offer counter service, full service, takeout and delivery, and even meal kits. Data analytics will become more important, while owners will use technology like blockchain and robotics in the kitchen and implement targeted, customized promotions.
At Kiran’s, Puja Verma had already been planning for the future, considering new technology that allows customers to pay their check at the table, keeping their credit card always in sight. But now, she acknowledges that change is likely to be much more dramatic — and she can’t know for sure how restaurants will look a decade from now.
“Will dining continue to be a form of entertainment?” she asks. “Will servers be as needed? Will we still need hosts to take people to their table? The industry is changing so fast,” she says. “I’m excited to see how it evolves.”
Deborah Lynn Blumberg is a Houston-based freelance writer specializing in business, finance and health and wellness.
How we’ve adapted to the new normal during the COVID-19 pandemic.
Jennifer Latson
How we’ve adapted to the new normal during the COVID-19 pandemic.
Over the past few months, as the scope and impact of COVID-19 have become alarmingly apparent, we’ve seen the world transform. At home and abroad, we’ve witnessed courage and compassion, innovation and improvisation, stumbles and successes. Nowhere in the world is it business as usual.
Here at Rice Business, it’s business unusual. The business of everyday life continues — just in very different forms than we’re used to. Classes go on, research continues, and admission information sessions are still happening, but in ways we’d never have expected three months ago.
The safety of every member of the Rice Business community — students, staff, faculty, alumni and applicants — is our top concern. And we’ve had to innovate faster than ever before to accommodate the needs of everyone in our community who’s been impacted by the pandemic. Which is to say: everyone.
That started with taking classes online on March 16, a week before the rest of Rice University. It continued when the Faculty Senate unanimously agreed to allow all graduate students to choose pass/fail grades instead of letter grades for up to two courses this semester. It extends to prospective students as well: MBA applicants who are unable to take the GMAT or GRE because testing sits are closed are temporarily allowed to provide ACT or SAT scores instead. And the first ever virtual admit day for full-time MBA students kicked off with an online partio at the beginning of April, when newly admitted students were split into groups for trivia and getting to know each other.
In the midst of all this change, we’ve also launched a new program: MBA Early Admit, which allows promising undergraduates to apply to the Rice Business Full-Time MBA during their final year of college and reserve their spot two to five years after graduation. Students are encouraged to explore all sorts of career options, from traditional companies to startups, to help develop their professional and leadership skills during the required pre-MBA work. The deferred-enrollment program is available to Class of 2020 graduating seniors from Rice as well as other universities and has a June 30, 2020 application deadline.
Alumni have convened virtually for coffee hours and networking events in recent weeks, as well as for a webinar on angel investing in uncertain times. And, of course, we’ve taken this issue of Rice Business magazine online for the first time.
Faculty and staff, meanwhile, are keeping connected via Slack and on Zoom, including in the “Brady Bunch”-style town hall meeting pictured here. We are all getting used to seeing each other remotely instead of in person — and discovering that we can still find connection from afar. Videoconferencing brings us into each other’s homes, offering glimpses of personal lives that we don’t always get to see. We’re getting to know each other’s new coworkers and classmates — particularly the furry ones with no respect for personal space.
We’re also seeing members of the Rice Business community rise to the challenges this pandemic has posed. When MBA student William Jon Weintraub, who is deaf, realized that he wouldn’t be able to get the information he needed from online lectures, SPO director Adam J. Herman worked with him to make remote classes more accessible. Rice Business hired a closed captioning provider who does real-time transcriptions during Weintraub’s online courses and in breakout sessions on Zoom.
To help us maintain our inner balance, Emily Reichenbach, a senior client manager in Executive Education, volunteered to teach an all-levels yoga class every Monday morning on Zoom. Apart from being an accomplished yogi, Reichenbach is also a former Houston Rockets Power Dancer who spent six years coaching the Rice Dance Team.
Even while socially distant, members of the Rice Business community continue to find ways to make an impact in Houston and beyond. Take Coco Ma and Kathleen Harcourt, two MBA students who created the nonprofit #SnacksForMedStaff to deliver free meals to medical staff treating COVID-19 patients. The nonprofit has raised more than $14,000 already and delivered meals to Houston Methodist, Ben Taub, Memorial Hermann and other local hospitals, as well as to healthcare facilities in New York, Michigan and California.
These uncertain times may obscure the positive and inspiring actions all around us and within our community, but I've seen many of them recently.
“Speaking with dozens of newly admitted students this week assures me that our future is bright and that the ways we demonstrate our community's care, compassion and resiliency are noticed by everyone we touch. And, this unprecedented event is already producing innovations and improvements in all we do. Despite its challenges, this is also an exciting time to work in academia.”
We’re looking forward to the future and closely tracking the latest public health guidance to plan our next steps. We anticipate that students will be able to begin their fall semester studies on time and on campus as long as the city and Rice University President Leebron approve reopening. But the health and safety of our community remains paramount. We are prepared to make any necessary adjustments to minimize risk, which may include social distancing requirements and remote learning options.
“We are doing what almost every other organization is doing right now: Working to do the regular work necessary to deliver on our mission while doing the extraordinary work necessary to deliver on our mission in these extraordinary times,” says Senior Associate Dean of Degree Programs Barbara Ostdiek. “The resilience, the positive approach, and the tremendous effort of our faculty, staff and students are what make this possible.”
The restaurant business is notoriously tough. Here’s how Rice Business alumni restaurateurs are innovating — in the age of the coronavirus, and for the future.
Based on research by Wagner Kamakura and Danny P. Claro
How To Turn Top Employees Into Coaches
In retail, having a sales force that uses best practices can be the difference between survival or failure.
Researchers created a formula to assess which workers might have valuable hidden skills they can share with their coworkers.
By accounting for both known and unknowable factors, managers can identify salespeople with traits that work best in different types of sales.
When you’re a manager, decisions barrage you each day. What product works? Which store layout entices? How will you balance the budget? Many of these decisions ultimately hinge on one factor: the skills of your sales force.
Often, when managers evaluate their salespeople they contend with invisible factors that may not show up in commissions or name-tagged sales rosters — intangibles such as product placement, season or simply a store’s surrounding population. This makes it hard to fully evaluate a salesperson, or to spot which workers can teach valuable skills to their peers and improve the whole team.
But what if you could plug a few variables into a statistical model to spot your best sellers? You could then ask the star salespeople to teach coworkers some of their secrets. New research by Rice Business professor Wagner A. Kamakura and colleague Danny P. Claro of Brazil’s Insper Education and Research Institute offers a technique for doing this. Blending statistical methods that incorporate both known and unknown factors, Kamakura and Claro developed a practical tool that, for the first time, allows managers to identify staffers with key hidden skills.
To test their model, the researchers analyzed store data from 35 cosmetic and healthcare retail franchises in four South American markets. These particular stores were ideal to test the model because their salespeople were individually responsible for each transaction from the moment a customer entered a store to the time of purchase. The salespeople were also required to have detailed knowledge of products throughout each store.
Breaking down the product lines into 11 specific categories, and accounting for predictors such as commission, product display, time of year and market potential, Kamakura and Claro documented and compared each salesperson’s performance across products and over time.
They then organized members of the salesforce by strengths and weaknesses, spotlighting those workers who used best practices in a certain area and those who might benefit from that savvy. The resulting insight allowed managers to name team members as either growth advisors or learners. Thanks to the model’s detail, Kamakura and Claro note, managers can spot a salesperson who excels in one category but has room to learn, rather than seeing that worker averaged into a single, middle-of-the-pack ranking.
If a salesperson is, for example, a sales savant but lags in customer service, managers can use that insight to help the worker improve individually, while at the same time strategizing for the store’s overall success. Put into practice, the model also allows managers to identify team members who excel at selling one specific product category — and encourage them to share their secrets and methods with coworkers.
It might seem that teaching one employee to sell one more set of earbuds or one more lawn chair makes little difference. But applied consistently over time, such personalized product-specific improvement can change the face of a salesforce — and in the end, a whole business. A good manager uses all the tools available. Kamakura and Claro’s model makes it possible for every employee on a sales team to be a potential coach for the rest.
Wagner A. Kamakura was the Jesse H. Jones Professor of Marketing at Jones Graduate School of Business at Rice University.
To learn more, please see: Claro, D. P. & Kamakura, W. A. (2017). Identifying sales performance gaps with internal benchmarking. Journal of Retailing,93(4), 401-419.
