 |  |  |  |  |
 |  |
MBA Graduate Acceptances By Function
2007 Detailed Compensation Information
Consulting |
31.0% |
116,000 |
111,044 |
70,000 - 135,000 |
95.3% |
20,000 |
65.1% |
18,000 |
| General Consulting |
3.5% |
110,000 |
107,500 |
85,000 - 120,000 |
100.0% |
20,000 |
16.7% |
20,000 |
| Strategy Consulting |
21.1% |
120,000 |
115,275 |
70,000 - 125,000 |
95.8% |
20,000 |
72.2% |
20,000 |
| Other Consulting |
6.4% |
95,750 |
99,132 |
77,000 - 135,000 |
90.9% |
17,500 |
68.2% |
10,000 |
Finance |
24.6% |
95,000 |
93,575 |
50,000 - 120,000 |
91.7% |
35,000 |
53.6% |
15,000 |
| Corporate Finance |
9.4% |
95,000 |
93,246 |
57,000 - 115,000 |
87.5% |
20,000 |
65.6% |
9,400 |
| Investment Management |
2.6% |
95,000 |
95,111 |
65,000 - 120,000 |
100.0% |
30,000 |
55.6% |
10,000 |
| Investment Banking |
9.1% |
95,000 |
93,239 |
50,000 - 110,400 |
93.5% |
40,000 |
38.7% |
40,000 |
| Sales/Trading |
1.8% |
95,000 |
95,000 |
95,000 - 95,000 |
83.3% |
40,000 |
16.7% |
50,000 |
| Other Finance |
1.7% |
90,000 |
93,333 |
90,000 - 105,000 |
100.0% |
32,000 |
100.0% |
12,500 |
General Management |
5.6% |
101,000 |
99,947 |
90,000 - 110,000 |
94.7% |
22,500 |
63.2% |
15,000 |
Human Resource Management |
0.3% |
- |
- |
- |
- |
- |
- |
- |
Marketing |
27.8% |
90,000 |
93,779 |
55,000 - 124,992 |
95.8% |
20,000 |
53.7% |
9,300 |
| General Marketing |
3.8% |
90,000 |
93,545 |
80,000 - 120,000 |
92.3% |
15,000 |
53.8% |
9,000 |
| Product Management |
19.9% |
90,000 |
93,910 |
55,000 - 124,992 |
98.5% |
20,000 |
48.5% |
9,315 |
| Other Marketing |
4.1% |
90,000 |
93,357 |
75,000 - 120,000 |
85.7% |
25,000 |
78.6% |
9,000 |
Operations/Engineering Management |
2.0% |
100,000 |
99,143 |
90,000 - 105,000 |
85.7% |
18,000 |
14.3% |
5,000 |
Strategic Planning |
4.1% |
92,500 |
93,287 |
70,000 - 130,000 |
78.6% |
20,000 |
78.6% |
15,000 |
Other |
4.9% |
90,000 |
88,794 |
43,000 - 120,000 |
70.6% |
15,000 |
50.0% |
10,000 |
*Other Guaranteed Compensation includes
year-end performance bonus, tuition reimbursement
and guaranteed overtime.
|  |  |
 |  |  |  |  |
 |
|