1999 Profile Update
School Statistics
Graduates' Comments
SURVEY DETAILS
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Stanford's decline continued in 1998. It dropped two spots to ninth overall -- this following a three-place dip in 1996. Some of the problems: Students were unhappy with the school's core teaching, giving it the lowest rank in the Top 25 grouping. Also, they were unimpressed with course integration. Moreover, they said the administration's responsiveness to their frustrations was lackluster at best. On the flip side, however, students commended the cooperative culture of the school: Only four other MBA programs emphasized teamwork more. Also, Stanford was ranked second-best for putting its students in contact with professionals, and sixth for its extensive network connections.
Yet those connections and the school's proximity to Silicon Valley frustrated many recruiters, who found it hard to hire grads. Instead, they discovered that many of their coveted candidates were joining startups or protracting their job searches. The upshot: Stanford's placement rate at graduation was near the bottom of the Top 25 (22nd overall), and more recruiters dropped the school from their 1998 schedules than any other. Still, it's not hard to understand why Stanford GSB is the hardest school to get into (a paltry 7% gain admissions annually), and continually receives the third-highest volume of applications (behind only Wharton and Harvard): Companies rated grads in the top 10 for their proficiency in analytics, general management, global business, marketing, finance, technology, and operations. Meanwhile, the school's 283 on-campus recruiters rewarded '98 grads with an average total compensation package worth a meaty $154,212 -- second-most-lucrative behind Harvard. In addition, grads received the third-highest average base salary, worth $86,611 (behind Harvard and MIT).
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STRATEGY FOR APPLICANTS
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With only 7 percent of applicants accepted in 1998, many qualified candidates obviously don't make the final cut. So how do you beat the long odds? A strong academic and professional record is essential -- although the school maintains it has no minimum GPA or GMAT requirements, more than 75 percent of admitted candidates boast GMAT scores above 650. Since Stanford no longer conducts evaluative personal interviews, your application essays are your chief means for distinguishing yourself from the crowd. Admissions Director Marie Mookini says she sees four major mistakes applicants make in tackling the essays: not answering the question; writing what they think the school wants to hear instead of what they really believe; trying too hard to market themselves; and believing that they have to present a unique or glamorous image. "We want applicants to show why they're worthy and to talk about themselves, not about somebody they aren't," Mookini says.
You'll also want to apply early, before the first or second admissions deadlines. With Stanford's high yield, there aren't many spaces left by the third round. The sooner your application's in, the more quickly you'll get a reply: Those submitted by November 11 should get an answer within seven or eight weeks, whereas those received by March 24 may have to wait 10 weeks or more. You can fill out your application on line and submit it electronically, download it and mail it in, or request a paper copy and do things the old-fashioned way. If you're one of the chosen few, you'll probably get a phone call from Mookini herself, who reaches at least 90 percent of admitted students for a personal congratulations before letters of acceptance are mailed.
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CURRICULUM
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Electives available in 1998: 115
New electives in past three years: 20%
The core curriculum was last revised in: 1997
Accelerated MBA program offered?
No
New Courses in Past Three Years
Topics in Corporate Finance, Marketing on the Information Superhighway, Business Process Design, Market and Credit Risk for Financial Institutions, Social Entrepreneurship, Principles of Internet Marketing, Seminar in Internet Marketing, Corporate Strategy and Implementation, Simulation for Business Process, The United States at the End of the 20th Century, Pricing, Market Design, Macro-Investment Analysis, Managing in the Global Economy, Incentives and Productivity I, Incentives and Productivity II, Integrative Marketing Strategy, Ethics and Global Business, Creating Ethical Organizations, Knowing Versus Doing, Data-Based Decision Making, Genius Versus Folly
Most Popular Electives
Entrepreneurship: Formation of New Ventures, Interpersonal Dynamics, Corporate Finance, Entrepreneurship and Venture Capital, Strategy and Action in Information Processing, Entrepreneurial Issues
Most Popular Professors
Irv Grousbeck, James Van Horne, Mary Barth, Edward Lazear, Constance Bagley
Majors or Concentrations Added in Past Three Years
Stanford GSB does not have majors in its MBA program.
Teaching Methods
Lecture: 30%
Case Study: 55%
Simulations, Computer-aided Exercises: 15%
| Full-time faculty members: |
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86 |
| Adjunct or visiting faculty: |
4 |
| Average core class size: |
60 |
| Average elective class size: |
48 |
Laptop computer required?
No
Grading System
Grade Equivalent Points Definition:
H = 1.0; Distinction. Work that is of markedly superior quality.
P = 5; plus. Work that is of high quality and exceeds in a significant way all of the basic requirements of the course.
P = 0.0; Pass. Work that is of good quality and clearly satisfies all the basic requirements of the course
P = -0.3. Work that satisfies most of the basic requirements of the course but is deficient in some minor ways.
U= -1.0; Unsatisfactory. Work that does not satisfy the basic requirements of the course and is deficient in significant ways
EX = Course exempted, does not affect grade point calculations.
To remain in good academic standing:
1. At the end of the third quarter of residency, students must be no lower than a -2.5 cumulatively overall for GSB courses and no lower than -2.5 for first year courses.
2. At the end of the third quarter students must have taken for credit or exempted all core courses. Any incomplete grade in core courses must have been made up prior to second-year registration.
3. At the end of the sixth quarter students must have no cumulative minus points overall for GSB courses (a 0.0 gpa minimum)
Exchange Programs or International Campuses
Stanford GSB has no formal exchange programs.
Best Areas of Study
General Management
Areas School Would Like to Improve
All
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1998 PLACEMENT
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On-campus recruiters for graduates: 283
On-campus recruiters for first-year internships: 192
On-campus student full-time job interviews: approx. 4,856
On-campus student internship interviews: 3,558
Job opportunities posted via the Internet or E-mail: 980
Top Employers/Number of 1998 Hires
| McKinsey & Co |
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37 |
| Boston Consulting Group |
21 |
| Goldman Sachs |
10 |
| Booz Allen & Hamilton |
8 |
| Deloitte & Touche |
8 |
| Morgan Stanley |
8 |
| A.T. Kearney |
7 |
| Bain & Co. |
7 |
| Robertson Stephens & Co. |
5 |
| Clorox Co. |
4 |
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ALUMNI NETWORK
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Number of living alumni: 13,818
Alums who gave to the school during the 1997/98 academic year: 35%
Median alumni gift: N/A
Number of alumni clubs: 42
Number of dues-paying members: 10,141
Number of staffers devoted to MBA alumni relations: 9
Placement services offered for alumni?
Yes
Description of Alumni Placement Services
Alums receive career counseling, access toworkshops, and access to a job database and a bi-monthly employment bulletin.
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1999 Profile Update
School Statistics
Graduates' Comments
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Key Contacts
School Web Site
E-Mail:
mba_apps@gsb.stanford.edu
Address:
Graduate School of Business
350 Memorial Way
Stanford, CA 94305-5015
Dean:
A. Michael Spence
(650) 723-2146
Director of MBA Programs:
George Parker
(650) 723-2854
Director of Admissions:
Marie Mookini
(650) 723-2766
Director of Alumni Relations:
Lynne Reynolds
(650) 723-4046
Director of Financial Aid:
Ursula Kaiser
(650) 723-3282
Director of Career Services:
Sherrie Gong Taguchi
(650) 723-2151
Application Deadlines:
U.S.
November 4, 1998; January 13, 1999; March 24, 1999
International
November 4, 1998; January 13, 1999; March 24, 1999
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