College Resilience in the Time of COVID

In the time since we’ve transitioned to remote learning to address the challenges of the COVID-19 pandemic, we’d like to share updates about the resilience and resourcefulness our college community has shown. Even in difficult times, there’s never been an opportunity to be more proud of the team that is the College of Business.

// Our Students

Our students are impacted in many ways by COVID-19. Since March, 258 students have reported that they’ve lost their jobs, and additionally, many family or support members also were impacted by job loss.

Even before the pandemic, a generous alumnus helped us establish the College of Business Student Emergency Fund, a resource for students facing a new, immediate and overwhelming challenge that threatened their studies.

Thanks to our emergency scholarship fund, we were able to supply nearly $200,000 in total emergency scholarships. Students can reach out to our college advising specialists from the Center for Advancing Financial Education, and we’ll get them connected to the most relevant resources for their situation.

Our alumni community proved to be here for us, immediately showing support with donations ranging from a few hundred to several thousand dollars.

// Our Future Students

With regard to our future students, undergraduate recruiting and marketing are pivoting to address the challenges and uncertainty confronting our newest pool of applicants. Traditional campus visits have shifted online to virtual tours, combined with online information sessions hosted by our recruiting team. In an effort to stay connected to our future students, direct mailings have increased with students receiving additional information about the College of Business directly to their mailbox. And to give students more time to make decisions, OSU shifted the deposit deadline to June 1. 

Our graduate programs also have extended deadlines, shifting the application deadline to June 30 for fall enrollment. We’ll promote our application fee waiver campaign in June as we focus on yield. We’ve increased our prospective student outreach with more regular info sessions and virtual application workshops, shifting our marketing efforts to broaden the target audience. We’re restructuring the spring class visits to now give prospects/applicants access to some key course material online and invite them to connect with student ambassadors who are enrolled in those classes.  

// Online Updates

The Career Success Center, interested in creating opportunities for our Ecampus students, began planning for the purposeful shift to a virtual career fair last fall. They procured the software, Virtual Career Fair, to manage the spring term two-day event. We’ve had more than 80 employers register and 1,800 students sign up to participate. These are the forward-thinking actions that make us leaders in our regional business network and well beyond.

Similarly, we’ve maintained engagement between students and our alumni, moving various meet-ups and seminars that took place in Austin Hall every term of the year to the online space. The first round of virtual meet-ups occurred mid-April. Each day brought in more than 20 of our alumni and industry friends to connect and encourage our students about how they are doing and what comes next. We’re grateful for this alumni support and for the hard work of the external engagement team that continues this essential networking for our students. 

// Social Updates

Continuing and Professional Education launched a series of webinars, designed to offer thought leadership and business continuity planning and advice to the community relative to the COVID pandemic. Primarily we’ve looked to provide good relevant content to support business, and created seven webinars to engage the community. Please have a look at our CPE offerings scheduled through the end of May, and share these events along your social channels to support this initiative when you see them advertised on our social networks.

//  Our Community

This is our beaver pride in action and our willingness, our resourcefulness and our innovation at work on solutions and so many other ways to help.

Professor Wu’s Supply Chain and Logistics Management Advisory Council is leading efforts to route donations of critical personal protective equipment from businesses throughout Oregon and Washington to organizations that work directly with healthcare providers. The initiative is managing supply and need for isopropyl alcohol, surgical masks, N95 medical masks, gowns and aprons, disinfecting wipes and other products for deliveries to our front line workers.

A coordinated effort with Marianne Dickson and her students in apparel design utilized safe, sanitized working stations in Milam’s apparel lab for three students to sew protective face coverings for essential workers on OSU campuses. Nine other students are working in their off-campus locations. The 1,000 face covering initiative, driven by our colleagues from across OSU, now looks to network with OSU Extension as the call for protective face covering usage in public expands.

And Chad Murphy, assistant professor of management, has leveraged his (not-so) secret life as the creative-mind behind Lord Birthday to raise funds among his 250,000 Instagram followers to make payments for people in need — groceries, a phone bill, a prescription, part of the rent. 

And as a reminder, there has never been a more opportune moment to support the College of Business’ social networks. As all eyes are turning to the digital spaces to conduct business and maintain connections, we need to be sure to share the news of our successes and these innovative opportunities we continue to offer. Please join and follow these channels.Thank you, all and again, for the great work and the beaver pride and everything you do on behalf of the College of Business.

Excellence in Family Business Student Award: Christopher Hockley

Q&A with Finance student Christopher Hockley, the 2019 Excellence in Family Business Student 

What is your earliest family business memory?

My earliest family business memory is when we were receiving an award in 2003 and we were taking a picture in our Tigard warehouse yard. I was only 6 years old and completely unaware of what the implications were. The only memory I have is how proud all my family members were about this achievement.

What is the best advice that you’ve received about family businesses?

The best advice that I have received about family business is that it takes a team to successfully run and maintain a company. Not only are family members involved in the success but the non-family managers and the employees are critical for long-term success. Having the right people in the right spots and using their strengths effectively is vital for a company to be able to survive.

What were your roles at Consolidated when you first started working there?

My first role at Consolidated was organizing our companies address books and verifying contact info for customers. I verified info for multiple territories for our outside salesman to make sure that what we had on the books was correct. I worked in this role as I was not able to operate a forklift being under 18 years old for a majority of the summer.

What advice do you have for other family business students?

Some advice that I have for other family business students is to soak up as much information as you can about multiple situations in many types and sizes of business’. You will find that situations from other companies are very helpful in analyzing and improving your own family business. Asking questions and using your resources effectively is also very important.

Which family business author, podcast, blog or books or resources do you recommend?

I would recommend “Managing the Family Business: Theory and Practice” by Thomas Zellweger. This book provides a tremendous amount of insight that can be applied to any family business. I took away a lot of key insights that I have shared with my family to improve our business.

What’s your favorite downtime activity?

My favorite downtime activity is playing basketball or reading books on many different topics. You can learn a lot by reading books that are related to business as well as other topics.
Unwinding through physical activity after working in a stressful environment is also critical to maintain balance.

Parent corner: Starting the college search 

There’s so much to consider as you and your student get ready for the big move to college! The process of finding the best program for your student can sometimes seem like a Herculean task. You would not, assuredly, be the first to feel overwhelmed!

With so many complex questions, it’s important to understand the needs of your student and your family. Is cost the most important factor? Is academic rigor and accreditation? Is the opportunity to study abroad without adding extra time to graduation? What about a hands-on learning experience, like an internship?

However, we are here to help. To find the right fit for your student, it’s important for both you and your student to do the homework and compare the schools, and we recommend sticking to the fundamentals. We’ll give you some basic questions to get started:

  1. What can my student expect during their first year?
    Find out about the opportunities available for your student. Will they get hands-on business experience? Will they receive support from faculty and peers? What about advising support?
  2. What majors are available?
    There are a lot of business majors and options available. When you begin your search, take the time to compare different majors and options for each school and check the accreditation for each program. The full list of business programs at Oregon State University can be found here.
  3. Will my student emerge ready for the career world?
    It’s important for students to build their confidence and establish a strong network of professionals. They can do this by connecting with industry professionals, alumni and faculty. Ask about internships, career placement rates and professional development opportunities. When students take the time to network, engage and meet with future employers, they emerge prepared for their career.

Answering these basic questions for each college will help you understand the strengths of each. And like any big project, give yourself time. Start the process early, consider the values of each school and weigh all the pros and cons. We know that as a parent, you want only the best for your student, so take the time to figure out what “best” means.

Take the time to visit campuses, talk to faculty, and research the additional opportunities and experiences your student will receive.

How I prepped for my freshman year of college

By: Zoe Shulevitz
OSU College of Business & OSU Honors College
First-year student


My name is Zoe Shulevitz, and I am an incoming OSU College of Business and Honors College freshman from Portland, Oregon. Since my old high school, St. Mary’s Academy, was situated on the PSU campus, I’ve had the wonderful opportunity to familiarize myself with the buzz of campus living.

However, I had been battling anxiety due to lack of confidence in my abilities to take care of myself without my parents’ immediate support. In order to build up my confidence in living alone, I decided to participate in the OSU faculty led trip to London. It was a great experience!

I faced situations that used to scare me (for example: planning out my meals, being in charge of my finances, flying in an airplane without my family members, and organizing my schedule around both my social life and schoolwork). However, by treating these situations as opportunities to learn and grow, I approached each situation with patience and positivity.

I learned a lot about how to deal with tough situations and gained confidence each time I had to figure out a way to handle a situation that used to make me feel anxious. By pushing myself far out of my comfort zone, I learned so much about myself, how I operate and how I need to take care of myself in the future.

I’m excited to take this newfound knowledge into college with me in the next few months, I know it will be very useful. I want to encourage any incoming freshman that are reading this who might hold similar fears as me to try and face as many fears as possible in the next coming weeks.

I promise, the situations that look impossible right now look much less important and terrifying once you’re on the other side. I know you can do it!

Other than facing my fears head on, the bulk of my college preparation has been filled with a lot of positive self talk. Going into college is scary, and even scarier when we factor in our own self-doubt. Therefore, I have made it my mission to not only build up my confidence in living alone, but my confidence in myself.

Having a positive mindset goes a long way towards helping us to feel comfortable and ready for college. Maybe even excited! Now, I’m feeling very prepared for college and also very excited! I’m especially looking forward to meeting a bunch of new people, having great conversations, practicing Japanese, working on my metacognitive skills, and growing as an individual.

I can’t wait to see what college has in store for me!

Set yourself up for success inside and outside the classroom

By: Marcella Flores
Program Manager
Student Engagement Team

We know it’s not always easy to navigate the expectations and opportunities of college after high school. As a result, I get lots of questions from our new Beaver business students on how to successfully complete their first year.

I have one piece of solid advice: I recommend working out a time-management strategy early.

College is a different ballgame than high school, with much freedom and many responsibilities. For instance, you’ll have to balance completing homework assignments and projects, participating in student clubs and going on fun outings with new friends. That’s a lot of competition for your time and energy!

You also need to sleep. And you need to take care of yourself. Remember, you no longer have someone doing that for you.

Once you find a time-management strategy that works for you (and gives you balance) stick with it!

If you’re starting to feel overwhelmed or you’re struggling — like many first-year students do — talk with your BA 160 instructor. That might be me or one of the others program managers on the Student Engagement Team. We’re here to help you in every avenue of your time at OSU. Whether you need to talk about being homesick, opportunities on-campus that you’ll enjoy, or choosing your major.

We are here for you!

Roby’s Furniture and Appliance: 2019 EFBA Finalist “Business Renewal”

Key milestones in the history of Roby’s Furniture and Appliance

1950: Roby’s was created by Roby O’Bean in Tillamook, OR. The same year, Chet Lewis started CE Lewis appliance after coming back from WWII.

1994: Son, George Lewis purchased the appliance store from his father.

1995: George and his wife, Cindy, purchased Roby’s and merged the businesses together.

2001: Two more stores were purchased in Lincoln City and Newport, and George and Cindy’s kids joined the business. Since then, three more locations have been added bringing the total to six locations.

Present: Our big-picture milestone has, and always will be, bringing families together.  It’s what we live for!

Q&A with Roby’s Furniture and Appliance, 2019 Excellence in Family Business finalist in the business renewal category.

What was the origin of the closed on Sunday “Out to Live” policy? How does this longstanding value support the success of Roby’s?

The Bible gave us the origin of being closed on Sundays — the day of rest. The retail world can consume you, but choosing a balanced life with a focus on gratitude, wins over more money any day … especially Sundays.

What are some of the keys to your long-term planning process?

Our long-term planning processes uses a lot of prayer, a calculation of risk over reward and a little luck. We always ask — how will this decision impact our personal lives and the lives of our team members. Our focus is building a business that everyone who has worked at Roby’s in the past and into the future can be proud of. 

How has your long-term view of the business benefited the family?

Getting a computer system has allowed us to work from multiple locations … even from home. The computer system has allowed us to work smarter not harder when it comes to accounting, inventory and accountability. Also, a focus on owning our own properties has allowed us to create instant equity.

What’s the biggest challenge that has accompanied the substantial growth of Roby’s Furniture and Appliance? 

A: The largest challenge facing the industry is a change in buying patterns by consumers. People are more comfortable than ever to purchase things online. The problem comes when delivery expectations are less than desired. With our website we can show customers our entire line, but narrow it down to in-stock items that can be quickly delivered the “Roby’s” way (it’s the best way) and from a local company that really cares about the customer experience. Because of this change, we understand A LOT about the digital world!

What did the Roby’s legacy business provide to the third generation as the starting point for growth and renewal?

My parents have taught us how to be compassionate business owners, not push overs, but understanding to other’s needs.  They also have taught us how to calculate risks … and then how to pray like crazy.

What keeps you up at night?

Staying relevant in a changing world can keep me from falling asleep right way, but we do sleep on great mattresses, so its normally not that difficult.

Henderer Design + Build: 2019 EFBA Finalist “Business Renewal”

Key milestones in the history of Henderer Design + Build

1994: Chuck, Dan, and Dave Henderer form Henderer Construction

2001: Chuck & Dave Henderer buy Dan Henderer’s shares due to an out-of-country move

2002: Hired our first designer

2004: joined Remodeler’s Advantage, an organization dedicated to the professional growth and improvement of residential construction/ remodeling companies throughout the US & Canada

2006: Rebranded from Henderer Construction to Henderer Design + Build

2007: Hired our first interior designer

2009: Named to Remodeling Magazine’s BIG50

2013: Chuck and Dave begin succession plan for Dave to take additional shares/ ownership

2014: Named Celebrate Corvallis’ business of the year

2016: Shelley Henderer joins the company as the office manager/ controller

2017: Dave Henderer takes over 100% ownership

2017: Rylee Henderer joins the company as an apprentice carpenter

Q&A with Henderer Design + Build, 2019 Excellence in Family Business finalist in the business renewal category.

When did the company realize that they would need to step in to educate young construction workers? What are activities that you provide high school students?

  • We’ve been aware of the aging of the trades for the past 5-10 years. It’s fairly widely published in trade magazines and blogs as well as the decline in younger people’s interest in them.
  • We participate in career days and special projects with various school activities, involving the kids as much as possible.
  • We allow internships and job shadowing as well.

What advice do you have about renewing a maturing family business?

  • Identify future leaders and involve them in the long term visioning process.
  • Be open to fresh ideas from future leaders and value their input.

What are some of the keys to your long-term planning process?

  • Looking at what has worked, consistently and what things have been less successful.
  • Don’t over-complicate things.
  • Understanding market trends & indicators.

How has your long-term view of the business benefited the family?

  • It’s helped us to teach the value of hard work.
  • We’ve been able to show how setting goals is beneficial both in business and life.
  • It’s also allowed us to teach patience and perseverance.

In what ways has your deep commitment to your guiding values impacted your business the most?

  • We have an extremely loyal clientele.
  • Our trade contractors and suppliers enjoy working for us and really act as partners because they know we will always treat them fairly.
  • We also are a company that people want to come work for.

What did your father, founder Chuck Henderer, provide to the second generation as a foundation for growth and renewal?

  • Dad always had, and still has, a strong work ethic, honesty, and unwavering integrity.
  • He also deeply cares about people and looks to help out the less fortunate or needy whenever he can.

Karsten Manufacturing / PING Golf: 2019 Dean’s Award for Family Business Leadership

Q&A with PING Golf / Karsten Manufacturing, 2019 Dean’s Award for Family Business Leadership

What is the best advice you’ve given the next generation?

The best advice we have given the next generation came to us from our grandparents.  Our grandfather taught us in life as in golf we must “play the ball where it lies.” We need not bemoan or cast blame for erroneous shots, instead we strategize and make the best shot for the ultimate goal we can achieve in this moment.  Sometimes that means making a safer shot away from the hole – one that avoids traps and other potential high score mistakes — but ultimately sets you up to win.  And our grandmother gave us a list of verses by which she and Karsten ran the business, including, “[E]ncourage the disheartened, help the weak, be patient with everyone. Make sure that nobody pays back wrong for wrong, but always strive to do what is good for each other and for everyone else.” I Thess. 5:14b-15 (NIV). 

Where was the last family vacation destination?

In September, many in our second, third and fourth generations spent a week at the famed Gleneagles golf course in Scotland for the Solheim Cup golf tournament.  The Solheim Cup is the fruition of my grandparents’ dream to help grow and advance girls’ and women’s golf, and has become one of the premier competitions in all of golf. We had a wonderful time not only supporting the tournament and meeting with golf industry leaders, but also golfing, visiting a castle, doing archery and experiencing falconry activities together.

What is the family business book that you recommend the most?

We recommend telling the highs and lows and lessons learned in building the family business to the next generation, so they can have the benefit of building on that hard-fought knowledge.  We felt the next generation deserved a book that detailed their heritage and provided the stories and details underlying the family’s journey, and so my uncle, our CEO John Solheim, commissioned the writing of our own book.  The most important family business book is the one that tells your story to your future generations of workers.  

What is the greatest advantage of family business ownership in your industry?

Family business ownership has allowed us to safeguard our brand name such that studies show people consider the name “PING” synonymous with integrity, quality and innovation.  Our grandparents and all in our family business have sought to make every decision with the customer’s good in mind, to engineer innovative improvements continually and to build the highest quality custom-made golf clubs to help each golfer play their best.  The trust and loyalty we have earned has helped us endure and grow our market share.  Plus, family business ownership enables us to make our decisions for the long term rather than for quarterly earnings reports, and our shared values allow us to give to better our community, country and world.

What is the best business decision you’ve made to position your enterprise for fourth generation success?

Living within our means and choosing continually to remain debt-free is the best set-up for future success. We have watched many golf equipment manufacturers rise and decline or disappear altogether over the 60 years we have been designing and making PING golf clubs.  Some others could do well during a period of growth, but could not survive recessionary times or unexpected challenges.  By continuing to invest profits back into our employees and into growing the business steadily and resisting the temptation to borrow, we help ensure PING can thrive long into the future.  

What are the overlooked business opportunities for family owned companies?

Most of today’s biggest businesses were birthed by the hard work of a founder and family, and indeed family-owned manufacturers are the backbone of the American economy.  Never underestimate the good that can be accomplished simply by devoting family talents and time to making a valuable product in the USA.  And there’s no greater job training program than a family can provide — my grandfather would find the one best route to drive from point A to point B, and my grandmother wanted the bottom of her kitchen sink washed, dried and shined after dinner clean-up or the work wasn’t complete — this perfectionism and attention to detail is naturally in all of our lives now, if not already in our DNA from birth.  Finally, paying attention to the gifts and passions of individual family members and employees helps us explore new ways to make products as well as launch entirely new products. 

Company History

PING Golf parent company Karsten Manufacturing Corporation was founded in 1959 by a Norwegian immigrant, Karsten Solheim. Karsten, while employed at General Electric, used his after-work time to design a putter to improve his golf game. His prototype putter produced a unique “ping” that gave the product its name. Production continued in the garage on evenings and weekends with youngest son John A. Solheim helping build the putters and wife Louise handling customer orders, service, delivery, bookkeeping and sales. GE transferred Karsten to a facility in Phoenix and Karsten stayed with GE until 1967, the same year that professional golfer Julius Boros won a high-profile tournament using a PING putter. The subsequent orders for Karsten’s revolutionary putter required manufacturing to be moved out of the garage and into a small production facility in Phoenix, where building golf clubs finally became Karsten’s full time job.

As demand for PING clubs grew, all of Karsten and Louise’s children eventually joined, each bringing unique skills and abilities. In 1995, when Karsten was 83, his son John officially became president of the company after a unanimous board decision (including Karsten’s vote). John addressed challenges, significantly expanded the golf club product line, strengthened custom-fitting options, and oversaw growth while building on the foundation of innovation, quality and integrity established by Karsten and Louise. John involved the third generation early on. John’s oldest son John K. Solheim became president of the company in 2017, likewise following a unanimous board decision. Several family members hold key roles in the company.

Today this global privately-held enterprise employs more than 1,000 and exports products to about 100 countries. The Solheim Cup, founded in 1990, continues to showcase professional women’s golf at the international level. PING products are still designed, engineered and built at the company’s manufacturing facility in Phoenix, Arizona. The building Karsten and Louise originally purchased is still in use, and PING golf equipment is made on the same campus, expanded to include 25 buildings on over 50 acres. PING maintains a high employee retention rate and attracts a diverse, multicultural team. The Solheim family are strong leaders promoting U.S. manufacturing.

Brown Butter Bakery: 2019 EFBA Finalist “Family Harmony”

Key milestones in the history of Brown Butter Bakery

2006: My first draft of a business plan. Our community is small, and there was a need for a bakery. I started the business four years later. 

2010: Started Brown Butter Bakery when my son Gillis was 10 years old. I certified my home kitchen with the State of Oregon Department of Agriculture and started baking. Gillis would work at my stall at the local Scappoose Saturday Farmers market, helping me launch my business. My mother also helped out on the days needed.

2016: Opened a brick-and-mortar business, and hired my sister-in-law for the front of the house. My son is now being trained in all aspects of operations.

Q&A with Brown Butter Bakery, 2019 Excellence in Family Business finalist in the family harmony category.

What was your greatest challenge in building the business to establish a retail shop?

The biggest challenge was finding a place when there was no commercial real estate space available for a full year.  I attended Chamber meetings and gave elevator speeches to realtors for a full year.  It wasn’t until my insurance agent decided to move out of their building and called to let me know.  I drove to the landlord immediately. I wasn’t the only person interested in the building, but I convinced him to rent to me because it had been over 40 years since a bakery had been part of our town.

It’s an older building with high ceilings and big windows. Many customers have stories about the days when the building was a grocery store.  They have a personal connection to this brick-and-mortar place.

How has your long-term view of the business benefited the family?

I have always loved having my family work with me at the bakery. It got my elderly mother out of the house and cheered her up; it gave my sister-in-law employment, and it gave my son skills for life. We found out he had Asperger’s, a form of autism, which made him avoid crowds and caused him problems in school. He has learned how to overcome his fear of people and learned great business skills, which he can use in the future. The best times are family dinners, where we all discuss new products, marketing ideas and how we can improve customer service. This has really brought our family together.

What advice do you have about working with family members in a family business?

Don’t be afraid to hire your family! You can rely on them to have your back, and it makes work more fun. I know I am the happiest when I am at work with my family members.

What has been most rewarding to you, as the founder, in launching a business for your family?

After all of these years the most rewarding part is the daily feedback from my customers. Their personal stories of how a cookie helped their family member feel better or that it was the best cheesecake they’ve ever tasted. It’s a very personal connection to each customer.

Dutch Bros. Coffee: 2019 EFBA Finalist “Family Harmony”

Key milestones in the history of Dutch Bros. Coffee

1992: Opening the first location


  • Roasting our own coffee
  • Opening the coffee house in Grant’s Pass
  • Opening the first franchised location
  • Switching from franchisees to operators
  • Givebacks – raising over $1 million on one giveback day
  • Opening our 300th location
  • Dutch Bros’ 25th anniversary
  • Development of COACHA the company’s annual culture event
  • Launching DutchWear
  • Creating the Love Abounds Foundation, and taking trips to El Salvador
  • Partnering with TSG

2019: Hiring Joth Ricci as president and bringing on Keith Thomajan as chief of staff.

Q&A with Dutch Bros. Coffee, 2019 Excellence in Family Business finalist in the family harmony category.

This family has persevered through difficult times and through exciting times of significant growth. How does the Boersma family stay connected to celebrate the business and honor the founders while running a large company?

Our family is still engaged on a day-to-day basis. The whole family; those that work at DB actively and those that don’t. We meet on a quarterly basis to discuss the business, and all of the kids are around the same age, so we spend time together at family gatherings and sporting events, etc.

How have quarterly family meetings benefited the family? And the business?  

  1. They help us stay aligned with projections, goals, direction and vision. They give us a say and understanding in what’s happening.
  2. They give us an update on what’s happened over the past few months and allow us time to discuss it. There are no punches pulled, we talk about the good the bad and the ugly. We discuss employees that didn’t work out, concerns about structure, coffee bean shrinkage, sales numbers, you name it, we discuss it.
  3. It’s put into a language we all understand, everyone that’s involved on a deep level can fill the gaps for those that aren’t super engaged.

What advice do you have about working with family members in a family business?

Communicate, communicate, communicate. It’s not always easy, but understanding the common goal, outcome, and result you’re after and ensuring that’s still a priority to everyone. If it becomes not a priority to someone then we need to reevaluate. We have to have open ears and eyes and be willing to hear each other out. You don’t want it to be a surprise if something major happens. Everyone should be updated.

What role does the family play in creating the personal culture and connection with more than 12,000 employees?

We hold a culture event twice a year, called COACHA. All the family members live out the culture on a daily basis, and that trickles down. Every member of the family is engaged in Dutch Bros, whether through working for the company, or being a regular “customer” at the stand.