1 wharton strategy committee matriculants by regional gdp source: analysis by anjani jain based on...

Wharton Strategy Committee 1

Matriculants by Regional GDP

Source: Analysis by Anjani Jain based on statistics from Wharton Grad and CIA World Factbook, July 2006.

over

-rep

rese

nted

Und

er-r

epre

sent

ed

Region

N matriculants

WG'06 - WG'08

Matric per trillion$ GDP

GDP ($PPP trillions)

Avg. # of matrics per

year

GDP per matric ($PPP billions)

North America 1425 58.9% 353 13.5 475 28

Africa except North Africa 64 2.6% 215 1.0 21 47

Indian Subcontinent 212 8.8% 159 4.5 71 63

Middle East and North Africa 59 2.4% 109 1.8 20 91

Latin America and Carribean 127 5.2% 97 4.4 42 103

Australia and New Zealand 20 0.8% 89 0.7 7 112

Southeast Asia 179 7.4% 79 7.5 60 126

Central and Easten Europe 57 2.4% 59 3.2 19 169

Western Europe 151 6.2% 45 11.3 50 224

China, Taiwan, Hong Kong 127 5.2% 44 9.7 42 230

Total 2421 100% 140 57.5 807 71

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Source: Tufte article, WIRED.

MBA Program: International Students at WhartonMBA Program: International Students at Wharton

Class of 2001Class of 2001 Class of 2008Class of 2008

Based on citizenship, for the class of 2008 - India, China and South Korea represent the Based on citizenship, for the class of 2008 - India, China and South Korea represent the three largest sources of international matriculants (excluding Canada).three largest sources of international matriculants (excluding Canada).

59.6% 55.1%

4.6%8.8%

6.9% 6.8%

5.3%4.9%

4.1%2.7%

Wharton Strategy Committee Confidential Working Draft – For Discussion Purposes Only 5Draft of 18 February 2007

Citizenship of Matriculants

MBA Program (WG’06 – WG’08)

57.0%8.2%

4.0%

3.2%

2.0%

1.9%

1.6%

1.6%

1.2%

1.2%

1.0%

1.0%

16.1%

0% 10% 20% 30% 40% 50% 60%

78 other countries

Taiwan

Spain

Israel

France

United Kingdom

Brazil

Canada

Japan

South Korea

China

India

United States

~10% of matriculants hold "green cards"

UG Program

• 16% non-US citizens. Fraction set by Penn admissions.

• ~40 countries, but more evenly distributed than in MBA program.

• Countries consistently matriculating more than 2 students per year: India, Singapore, Canada, S. Korea, Brazil, Turkey, and Pakistan.

• Essentially no Penn financial aid for non-US citizens, so virtually all are from relatively affluent families.

• About 25-30% of the entire UG population either hold a non-US passport or speak a first language other than English.

Sources: Wharton Graduate Division statistics; Wharton Undergraduate Division statistics.

Wharton matriculates a more international MBA class than Harvard (33%), Kellogg (28%), and MIT (30%); and one similar to those of Stanford (43%) and Columbia (42%).

MBA program – Student Views• What are the most important aspects of a global school?

Domestic Students

Brand Name/Reputation

Diverse International Student Body

International Curriculum

Alumni Network

Extra Curricular Activities

International Students


Alumni Network




Overall



Alumni Network



MBA program – Survey Results

• Why is being part of a global school is important?

• Overall, 90% of the students surveyed strongly agree or agree with the statement: “It is important that a MBA education provide a global business education experience.”

• Applications and acceptance are affected

0

20

40

60

80

Appl. Accept

Domestic

Intl.

Overall


• How are we doing in delivery?

• 74% of the surveyed strongly agree or agree with the statement: “Wharton has met my expectations in terms of a global business education experience.”

0

20

40

60

80

100

Global Brand

Domestic

Intl.

Overall

0

20

40

60

80

100

Satisfaction

Domestic

Intl.

Overall



0102030

40506070

Best Talent

Domestic

Intl.

Overall

9090.5

91

91.5

92

92.593

Benefit fromDiversity

Domestic

Intl.

Overall

80

82

84

86

88

90

Exchange

Domestic

Intl.

Overall

70

75

80

85

90

95

Clubs

Domestic

Intl.

Overall



74

76

78

80

82

84

86

Alumni as Resource

Domestic

Intl.

Overall

808284868890929496

GIP & GCP

Domestic

Intl.

Overall



0102030

40506070

Elective

Domestic

Intl.

Overall

0

10

20

30

40

50

Core Curriculum

Domestic

Intl.

Overall

010

20

30

40

5060

Engaging GlobalAlums

Domestic

Intl.

Overall0

10203040506070

More ForeignStudents

Domestic

Intl.

Overall


• Summary Findings

– Being globally well-known has tangible benefits to Wharton• Applications

• Acceptance

• Learning experience

– By and large, we are delivering along the dimensions that matter to MBA’s– There is room to improve in adding more global content to the elective and core

curriculum and in engaging global alums– Domestic students feel better about school’s globalization efforts– We are probably at the upper boundary in terms of the proportion of international

students

Wharton Strategy Committee Confidential Working Draft – For Discussion Purposes Only 13Draft of 18 February 2007

MBA Student Perspectives – US vs. Non-US Students

0

10

20

30

40

50

60

70

80

90

100

0 10 20 30 40 50 60 70 80 90 100

% of US students agreeing/strongly agreeing

% o

f n

on

-US

stu

den

ts a

gre

ein

g/s

tro

ng

ly a

gre

ein

g

should increase % non-US students

core curriculum sufficiently

global

enough global

electives

Wh attracts best talent globally

Wh met expectations for global ed

Wh has strong brand globally

I benefit from int'l diversity

clubs/activities broaden global

perspective

GIP/GCP effective

enough exchange options

Source: Committee survey of 377 current MBA students, December 2006.

Ranking Most Important Aspects of Global School

Global brand/reputation

Diverse int’l student body

International curriculum

Global alumni network

Int’l extracurriculars

US Students Non-US Students

Global brand/reputation

Diverse int’l student body

International curriculum

Global alumni network

Int’l extracurriculars

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Hewlett-Packard Company Confidential

ConsumersProvide Closer Match to

Customer Needs in Specific Regional Segments

ChannelsAchieve Greater Channel Loyalty, Mindshare and

Product “Push”

VCD Core Capability

Improve VCD Product Line Flexibility & Market Responsiveness

VCD Tailored Products Strategy Objectives

Regions

Meet the Varying Needs, Preferences and Tastes of Customers Around the World


Sep-94 Oct-94 Nov-94 Dec-94 Jan-95 Feb-95 Mar-95 Apr-95 May-95 Jun-95

S1

S2

S3

0%

2%

4%

6%

8%

10%

12%

14%

16%

Comdex: Ave GM%

Retail: Ave GM%

All Channels: Ave GM%

Shipped

540 Retail margins hit 4%Retailers Stopped Advertising

Lost 10% Market Share

Channel Having Huge Impact on Sales

DeskJet 540

Canon Steps InPrice Wars Begin

DJ600CDJ660Cse & DJ855C

9% Lowest


Poor Uses of Software Bundles

Used to Inflate Value (Support the Price) of Printer

Used as the Primary Differentiator Because Our Competitors are Doing it

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Typefaces

I say to you today, my friends, so even though we face the difficulties of today and tomorrow, I still have a dream.






(mostly 14 pt type sizes)

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Font Size

36 pt The quick The quick

24 pt Fox jumped Fox jumped

18 pt Over the hen. Over the hen.

16 pt The hen dove The hen dove

14 pt Under the bed. Under the bed.

12 pt Need a better Need a better

10 pt Example of text. Example of text.

(Arial) (Times New Roman)

1 wharton strategy committee matriculants by regional gdp source: analysis by anjani jain based on...

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