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mbaMission’s Insider’s Guide
Stephen M. Ross School of Business
University of Michigan
Ann Arbor, MI
2020–2021
presented byApplying to Business School? mbaMission is your partner in the process! Our team of dedicated, full-time admissions experts has helped thousands of applicants get into their dream MBA programs. These skilled storytellers and MBA graduates will work one-on-one with you to help you discover, select, and articulate your unique stories and stand out from the crowd. Why mbaMission? 15+ years of experience advising Ranked number one firm by GMAT tens of thousands of business Club and Poets&Quants school applicants Exclusively recommended by Extensive, unparalleled library of Services available for all stages of Manhattan Prep since 2009 supplementary content the application process Schedule a free, 30-minute consultation at www.mbamission.com/consult, and start getting answers to all your MBA admissions questions! +1-646-485-8844 info@mbamission.com www.mbamission.com
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outlet in the world, Poets&Quants has established a reputation for well-reported and highly-creative stories
on the things that matter most to graduate business education prospects, students and alumni.
Poets&Quants is a community that stays in touch with its readers. We report on and celebrate their success, share in their lessons and
trials. Connect with us to stay informed on B-school admissions, news, internships and careers. Visit www.poetsandquants.com.
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With our collaborative, full-time team of experienced advisors, mbaMission has elevated and professionalized the world
of MBA admissions consulting, earning the exclusive recommendation of the world’s leading GMAT prep firms, Manhattan
Prep and Kaplan GMAT, and hundreds more verified five-star reviews on GMAT Club than any other such firm. mbaMission
prides itself on its high-touch client engagement model and robust library of free content that includes these Insider’s
Guides as well as our Complete Start-to-Finish MBA Admissions Guide. Having already helped thousands of aspiring
MBAs from around the world gain entry into elite US and international business schools, mbaMission continues to grow
and improve in our quest to “graduate” additional classes of satisfied clients.
mbaMission offers all candidates a free half-hour consultation at www.mbamission.com/consult.
Introduction from mbaMission
After more than a decade helping MBA applicants get into top business schools, we have learned what can compel an
admissions committee to send that coveted letter of acceptance. Selecting the right MBA program for your needs and
developing a true understanding of and familiarity with that program are crucial in crafting a successful application.
We have therefore invested hundreds of hours into researching and examining the leading business schools—including
speaking with students, alumni, and other representatives—to construct these guides, with the express goal of helping
applicants like you make informed decisions about this important step in your education and career.
We hope you enjoy this guide and encourage you to visit us at www.mbamission.com for complete and detailed analysis
of the leading schools’ essay questions, weekly essay-writing tips, MBA news and trends, and other valuable free in-
formation and resources. And for any advice you may need on applying to business school, please contact us for a free
30-minute consultation. Our consultants are extensively trained to help applicants present themselves in the most inter-
esting and compelling way and take advantage of every opportunity that might increase their chances of being admitted
to their target MBA program.
Jeremy Shinewald
President/Founder
mbaMission
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 4Introduction from Poets&Quants
For more than ten years, Poets&Quants has been the foremost authority on the top business schools. Our mission has
always been to help young professionals with one of the most important—and potentially most expensive—decisions of
their lives: whether to pursue an MBA.
We are pleased to offer these guides to our readers as part of our editorial partnership between Poets&Quants and
mbaMission, the world’s leading MBA admissions consulting firm. We closely evaluated all such guides currently on the
market, and are confident that you will not find a more thorough analysis of an MBA program than mbaMission’s. These
in-depth reports are well researched and well written, offering the detail and examination applicants need to really un-
derstand a school’s culture, offerings, and outcomes. We are thrilled to offer these guides to our readers for free, thanks
to our partnership.
Moreover, the guides are a great complement to the daily coverage of MBA news, students, programs, and admissions
practices on PoetsandQuants.com. We hope you will visit our site often to stay informed about the programs that interest
you and the one you ultimately attend. We will continue to provide the most relevant and current resources on the MBA
world to help you make the best possible decisions on your path from school selection to career advancement.
I wish you the best of luck on your journey to what will undoubtedly be a transformational experience.
John A. Byrne
Founder & Editor in Chief
Poets&Quants
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 5Free Resources from mbaMission
The following guides are also available from mbaMission (online at www.mbamission.com/guides), and
more are being added regularly:
Admissions Guides Insider’s Guides
Complete Start-to-Finish MBA Admissions Guide Insider’s Guide to Columbia Business School
Brainstorming Guide Insider’s Guide to Cornell University’s Samuel Curtis Johnson
Essay Writing Guide Graduate School of Management
Fundamentals of an MBA Candidacy Guide Insider’s Guide to Duke University’s Fuqua School of Business
Interview Guide Insider’s Guide to the Haas School of Business at the University
Letters of Recommendation Guide of California-Berkeley
Long-Term Planning Guide Insider’s Guide to Harvard Business School
Optional Essays Guide Insider’s Guide to INSEAD
Personal Statement Guide Insider’s Guide to the Kellogg School of Management at
Resume Guide Northwestern University
Selecting Your Target MBA Program E-Book Insider’s Guide to the MIT Sloan School of Management
Social Media Guide Insider’s Guide to New York University’s Leonard N. Stern
Waitlist Guide School of Business
MBA Student Loan Reduction Guide Insider’s Guide to the Stanford Graduate School of Business
Insider’s Guide to the Stephen M. Ross School of Business at
the University of Michigan
International Program Guides Insider’s Guide to the Tuck School of Business at Dartmouth
Insider’s Guide to the UCLA Anderson School of Management
Cambridge Judge Business School Program Guide Insider’s Guide to the University of Chicago Booth School of
ESADE Program Guide Business
HEC Paris Program Guide Insider’s Guide to the University of Virginia’s Darden School of
HKUST Program Guide Business Administration
IE Business School Program Guide Insider’s Guide to the Wharton School of the University of
IESE Business School Program Guide Pennsylvania
IMD Program Guide Insider’s Guide to the Yale School of Management
Ivey Business School Program Guide
London Business School Program Guide
Rotman School of Management Program Guide
Saïd Business School Program Guide
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 6Interview Guides Career Guides
Chicago Booth School of Business Interview Guide Asset Management Career Guide
Columbia Business School Interview Guide Consulting Career Guide
Dartmouth Tuck Interview Guide Hedge Fund Career Guide
Duke Fuqua Interview Guide Investment Banking Career Guide
Haas School of Business Interview Guide Marketing Career Guide
Harvard Business School Interview Guide Private Equity Career Guide
INSEAD Interview Guide Real Estate Investment & Development Career Guide
London Business School Interview Guide Tech Career Guide
Michigan Ross Interview Guide Venture Capital Career Guide
MIT Sloan School of Management Interview Guide
Northwestern Kellogg Interview Guide
NYU Stern School of Business Interview Guide
Stanford GSB Interview Guide
Wharton School of the University of Pennsylvania Interview
Guide
UCLA Anderson Interview Guide
UVA Darden Interview Guide
Yale School of Management Interview Guide
The mbaMission blog is updated daily and offers a plethora of MBA admissions tips, business school news,
company updates, event listings, and other valuable information. Be sure to also follow us on Twitter (@
mbaMission), Facebook, and Instagram (@mbaMission)!
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 7Table of Contents 9 The MBA Program in Context: Choosing Michigan Ross 10 Location: Urban Campus Versus College Town 13 Class Size: Smaller Versus Larger 17 Curriculum: Flexible Versus Mandatory Core 21 Pedagogy: Lecture Versus Case Method 23 Academic Specializations/Recruitment Focus: Resources and Employers 25 Alumni Base: Opportunities to Engage 26 Facilities: Shaping the Academic/Social Experience 28 Rankings and Reputation: Important Metrics or Arbitrary Measures? 32 The Stephen M. Ross School of Business 32 Summary 33 The Dean 34 Professional Specializations 34 Consulting 35 Entrepreneurship, Private Equity, and Venture Capital 39 Finance 40 General Management 41 Health Care 43 International Business 46 Marketing 48 Operations/Manufacturing 50 Real Estate 50 Social Entrepreneurship 53 Notable Professors and Unsung Heroes 54 Social/Community Life 55 Academic Summary 57 Admissions Basics 61 University of Michigan (Ross) Essay Analysis, 2020–2021 64 mbaMission’s Exclusive Interview with Soojin Kwon, Director of Admissions for the Ross School of Business 72 Appendix: Ross Facts and Figures 72 Basics 72 Class Profile (Class of 2021) 73 Employment Statistics (Class of 2019) 74 Bibliography
The MBA Program in Context:
Choosing Michigan Ross
Over the years, we have met many aspiring MBA students who have tried to identify their target
schools and quickly become overwhelmed, wondering, “How are the top MBA programs really differ-
ent?” and “How do I choose the one that is right for me?”
You may not find a
Frustrated, some applicants ultimately choose schools based simply on rankings or the opinions of
single program that
friends or alumni. Although these inputs have a place in your evaluative process, you should also do meets all your needs
the necessary research to find the program that is truly best for your personality and professional and preferences, but
needs. In doing so, you will find significant differences between, for example, programs that have you should be able to
a class size in the low 200s and those that have classes of more than 900 students. As you are un- identify ones that fulfill
doubtedly already aware, an MBA is a significant investment in the short term and a lifetime connec- the factors that are
tion to an institution in the long term. We therefore strongly encourage you to take time now to think
most important to you.
long and hard about this decision and thoroughly consider your options. We hope this guide will prove
helpful to you in doing just that.
At mbaMission, we advise candidates evaluating their potential target schools to consider the following eight specific
characteristics (in no particular order) that shape MBA programs:
1. Location: Urban Campus Versus College Town
2. Class Size: Smaller Versus Larger
3. Curriculum: Flexible Versus Mandatory Core
4. Pedagogy: Lecture Versus Case Method
5. Academic Specializations/Recruitment Focus: Resources and Employers
6. Alumni Base: Opportunities to Engage
7. Facilities: Shaping the Academic/Social Experience
8. Rankings and Reputation: Important Metrics or Arbitrary Measures?
You will not likely find a single MBA program that meets all your needs and preferences across these eight criteria, but
you should be able to identify schools that fulfill the factors that are most important to you. Although this guide is in-
tended to familiarize you on a deeper level with this particular school, nothing will prove more valuable in your decision
making than visiting the programs that appeal to you and experiencing them firsthand. Inevitably, no matter what your
research may reveal, some schools will simply “click” with you, and others will not.
Note: The authors and editors at mbaMission have made every effort to ensure the accuracy and timeliness of the informa-
tion included in this guide. However, some discrepancies may exist or develop over time between what is presented here and
what appears in the school’s official materials, as well as what may be offered by other content providers in print or online.
For the most up-to-date information, always check with your target school directly. The opinions expressed by the people
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 9interviewed are those of the attributed individuals only and may not necessarily represent the opinion of mbaMission or any
of its affiliates.
We also wish to thank the students, alumni, faculty members, and administrators who gave generously of their time to pro-
vide valuable input for this guide.
1. Location: Urban Campus Versus College Town
Pursuing an MBA can be quite intense, and the environment and community surrounding the campus
can profoundly affect and even shape your MBA experience. For example, imagine stepping out of a
class at New York University’s (NYU’s) Stern School of Business and into the energetic bustle of New The environment
York City’s West Village. Now imagine walking outside after a course at the Tuck School of Business and community
at Dartmouth and being surrounded by the tranquility and natural beauty of New Hampshire’s Upper
surrounding your
Valley. Neither scenario is necessarily “better” than the other, but one might appeal to you more.
chosen school can
An urban campus can undoubtedly offer social and cultural opportunities that a college town simply
profoundly affect
cannot match. This is not to suggest, however, that college towns are devoid of culture—indeed, in- and shape your MBA
tense intellectual and cultural programs exist in college towns precisely because the academic insti- experience.
tution is at the core of the community.
While schools in college towns tout their close-knit atmosphere and the tight bonds classmates form in such a setting,
this environment can be welcoming for some students and overwhelming for others. In contrast, urban campuses are
more decentralized, with students often living in various parts of a city and even in the surrounding suburbs. Someone
who has a greater need for privacy or personal space might therefore prefer an urban environment. In addition, in major
urban centers, some students—particularly those who lived in the city before enrolling in business school—may already
have well-developed social groups, and this scenario may again be better for those who find an academically and socially
all-encompassing environment less attractive.
One aspect of the MBA experience that candidates often fail to consider when evaluating their school options is weather.
Although factoring climate into your school choice may initially seem superficial, if you know you cannot comfortably
manage frigid conditions or soaring temperatures, certain programs should be stricken from your list. We encounter
many applicants each year who wisely stave off a potentially miserable experience by choosing to not apply to certain
schools in locations they just do not feel are “livable” for them.
In addition, housing costs are one expense that Urban Campus Schools Urban/College Hybrid Schools College Town Schools
many applicants do not stop to consider before Chicago Booth Northwestern Kellogg Cornell Johnson
choosing a school to target. By researching real Columbia Business School Stanford GSB Dartmouth Tuck
estate prices at the top programs, we found that Harvard Business School UC Berkeley Haas Duke Fuqua
the cost differential between renting a one-bed- MIT Sloan UCLA Anderson Michigan Ross
NYU Stern Yale SOM UVA Darden
room apartment in a Midwestern college town
UPenn Wharton
and renting one in New York City, for example,
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 10can be quite significant—adding up to tens Median Monthly Rent for a One-Bedroom Apartment
of thousands of dollars on a cumulative ba-
MIT Sloan Cambridge, MA $3,336 within .50 mile radius of campus
sis across two years. This is an important
factor to include as you weigh your options NYU Stern New York, NY $3,125 within .33 mile radius of campus
and calculate your projected budget. Stanford GSB Stanford, CA $2,600 within 1.50 mile radius of campus
Harvard Business School Cambridge, MA $2,560 within .75 mile radius of campus
In summary, a college town can be appeal-
ing for some candidates because its small- UCLA Anderson Los Angeles, CA $2,500 within .50 mile radius of campus
er size tends to create strong bonds within Columbia Business School New York, NY $2,250 within .50 mile radius of campus
the business school’s community, though
UC Berkeley Haas Berkeley, CA $2,145 within .50 mile radius of campus
for others, the lack of privacy could be un-
Yale SOM New Haven, CT $1,410 within .50 mile radius of campus
desired or overwhelming. Furthermore,
some find a slower pace of life calming and Duke Fuqua Durham, NC $1,300 within 1.5 mile radius of campus
comfortable, whereas others crave the
UPenn Wharton Philadelphia, PA $1,295 within .75 mile radius of campus
energy and bustle of a city. If you strongly
Chicago Booth Chicago, IL $1,250 within 1.0 mile radius of campus
prefer one or the other, you should be able
to quickly eliminate certain schools from Northwestern Kellogg Evanston, IL $1,250 within 1.5 mile radius of campus
your list.
Michigan Ross Ann Arbor, MI $1,195 within .75 mile radius of campus
Dartmouth Tuck Hanover, NH $1,150 within 5.0 mile radius of campus
Ann Arbor, Michigan, is unmistak-
ably a college town, bustling with Cornell Johnson Ithaca, NY $1,000 within .75 mile radius of campus
students and boasting a young, vi- UVA Darden Charlottesville, VA $980 within 1.5 mile radius of campus
brant atmosphere. The entire city
has been said to turn maize and According to Rentometer.com, accessed June 2020.
blue on game day, and athletics are
a central part of the University of Michigan experience. Moreover, Ann Arbor offers sophis-
tication not necessarily found in other college towns or Midwestern cities of similar scale,
in part because of the university’s sheer size (it employs approximately 51,000) as well as
its reach in terms of research and technology. The Ann Arbor area features the offices of As a Ross undergrad
such companies as Duo Security (the first unicorn start-up in the state of Michigan) and alum, I can say that
Google, which unveiled a new Ann Arbor campus in 2017 and has announced plans to open
Ann Arbor has it all—
another facility in 2021.
arts, culture, diversity,
The Stephen M. Ross School of Business claims on its website that the city offers “cos-
athletics, and more.
mopolitan living without the hassle.” The Detroit Metro Airport is located approximately 30
Melissa Blakeslee, mbaMission
minutes from downtown, and residents of Ann Arbor enjoy an active arts scene (which has
Senior Consultant and Ross
included visits from the Royal Shakespeare Company), restaurants to fit all budgets—a 2017
Alumna
article in the New York Times raved about the city’s culinary offerings, highlighting such
restaurants as Spencer, Mikette Bistro and Bar, Avalon Café and Kitchen, and Taste Kitch-
en—and an array of outdoor activities, with more than 140 parks within the city’s limits.
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 11During the business school’s three-day Go Blue Rendezvous welcome weekend, which typically occurs in early
spring, new admits have the opportunity to get a feel for Ross, its MBA program, and its student body. Some
admits also use this time to explore housing options, and many who have already decided on Ross may choose
to secure housing during this visit. The vast majority of Ross students live in off-campus houses or apart-
ments, of which the choices are abundant.
The affordability, safety, and accessibility of public housing allow Ross students to easily live within walking
or biking distance of campus. In fact, the Ross website states that 75% of students walk to class. Those who
live further away from grounds can take public transportation or drive to get to campus; however, parking is
often limited. Of the more than 1,000 students who completed the Ross MBA Housing Guide 2018–2019 survey
(conducted by housing search company VeryApt), 75% reported that they commute by foot, while 10% use
public transit, 10% drive to campus, and 5% bike.
Proximity to campus is something to consider, given the severity of Michigan’s winters, which could make for
an unpleasant commute for those not accustomed to snow or frigid temperatures. Of the survey respondents,
35% said that they live in a large property of 50 or more units, while 35% reported that they live in small proper-
ty with under ten units, 15% said they live in a mid-size property of 10–49 units, and another 15% reported living
in a house. The majority, or 37%, said their home has one bedroom, while 36% reported living in a two-bedroom,
19% in a unit with three or more bedrooms, and 8% in a studio.
According to the survey, the average rent for a studio apartment in the Ann Arbor Area is
$1,200. One-bedrooms average approximately $1,235, two-bedrooms $1,550, and three or
more bedrooms $1,960. Factoring in utilities can be a key consideration, given that heat You cannot beat the
alone can cost upward of $100 per month during the winter. university town of
Ann Arbor and Ross’s
The school advises the following for housing selection: “[Ann Arbor is] a small city. There-
access to all it offers.
fore, housing in Ann Arbor can be very limited, especially during the fall semester. We
strongly recommend that you begin searching for available housing as soon as possible.”
Susan Kaplan, mbaMission Senior
In the past, the school has highlighted the Go Blue Rendezvous weekend as a possibility to
Consultant
explore options. A participant in the 2015–2016 Partners Club survey shared a similar view:
“When we arrived at GBR, we felt like we had to find housing that weekend (I am glad we
did); so do your homework prior to arriving.”
Student comments in the surveys can also be particularly helpful, such as the following examples from a past
version of the school’s Go Blue! Rendezvous housing survey: “We flew out from NYC one weekend and had
made 15+ appointments in advance to see apartments—there was so much diversity in the quality of housing
(you can’t tell from the price how nice it is—we learned that right away) that we’re glad we came and saw it all
in person. We saw a ton of places and signed a lease that weekend (this was in April)—it worked out great” and
“Live close to campus (this tip: “Look at unconventional housing options. There are lots of places for rent and for sale and lots of dif-
ferent communities.”
When considering attending Ross, one should factor in whether living in a town in which the school and the city
are inextricably intertwined is appealing. Although students do not typically live on campus, the community
is tight-knit and appears to share a strong appreciation for higher learning, collaboration, and school spirit.
2. Class Size: Smaller Versus Larger
Another element that affects the character of a school’s MBA experience is class size. You might
want to reflect on your high school, college, and work environments to help you determine whether
you would be more comfortable in a larger class or a smaller one—or whether this is even a consider- Reflect on your past
ation for you at all. academic and work
environments to
Students at smaller schools (which we define as having approximately 350 students or fewer per
determine whether
class) tend to interact with most of their peers and professors at some point during the typical two-
year MBA period. Thus, the smaller schools are generally considered more “knowable,” and their com-
you would be more
munities tend to be quite closely knit. Also, consider that assuming a leadership position is easier in comfortable in a larger
a smaller environment, because, for example, the Finance Club may have only one president at both or smaller class—or
a small school and a large school, but competition for such a position would obviously be greater in whether this is a
the larger program. consideration for you
at all.
Some individuals might prefer to be at a larger school where they can better maintain their anonymity
if they so choose. A student at a school with close to 900 people or more in each class will not likely
get to know each and every one of their classmates by the end of the program, and some people might
prefer this. Further, advocates of larger classes tout the advantage of being able to interact with more people during
one’s MBA experience—and to thereby develop a broader and more robust network of peers. Note that many schools
divide students into smaller groups—called “sections,” “clusters,” “cohorts,” or even “oceans”—in which approximately
60–90 students take certain classes together, and this approach can help foster a stronger sense of community within
the larger programs.
Ross’s class size has ranged between approximately 400 to 450 students for the past several years, mak-
ing the school a midsized one. Historically, Ross’s class size was in the 430–440 range, but the Class of 2011
grew to 500 and the next few classes were comparable in size. Managing Director of Admissions Soojin Kwon
explained in an interview with mbaMission, “Because of our new building, we have the ability to increase our
class size, and so we are moving in that direction.” The Class of 2015, however, had just 455 students and the
downward trend has since continued, with only 407 students in the Class of 2017—the lowest incoming class in
years—415 students in the Class of 2018, 422 in the Class of 2019, 423 in the Class of 2020, and 421 in the Class
of 2021.
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 13Whether the class numbers closer to 400 or 500, School (Class of 2021) Women International Minorities
the group as a whole is too large to allow every Chicago Booth 40% 31% 27%2
student to truly get to know one another. Howev-
Columbia Business School 38% 47% 33%1
er, Ross divides its students into cohorts, which
helps provide ample opportunity for students to Cornell Johnson 35% 32% 14%4
become well acquainted with a smaller group of Dartmouth Tuck 42% 38%2,3 24%1
classmates. Further, the 270,000-square-foot
Duke Fuqua 43% 37% 37%
Ross campus building helps foster community
and support team-based learning (see the Fa- Harvard Business School 43% 37%2 27%1,2
cilities section for more). Michigan Ross 45% 32% 22%1,2
MIT Sloan 41% 42% NA
Ross offers several programs to promote
friendships and connections between new Northwestern Kellogg 43% 32% 26%
students in the incoming class. For one, many NYU Stern 37% 33%3 9%4
students participate in initiatives hosted by the
Stanford GSB 47% 43%2,3 27%1
Sanger Leadership Center at different points
UC Berkeley Haas 37% 35% 29%1,2
throughout the two-year MBA program that are
designed to help students test and develop their UCLA Anderson 34% 33% 29%
leadership capabilities. These include the Busi-
UPenn Wharton 46% 30% 36%1
ness + Impact Challenge, through which student
UVA Darden 40% 33% 21%1
teams work to provide a Fortune 100 company
with business solutions, and the Leadership Yale SOM 42% 44%2,3 29%1,2
Crisis Challenge, which is a time-sensitive, role-
playing competition that tests students’ capac- 1
Specified as U.S. minorities.
ity to think on their feet and cope with pressure. 2
Includes permanent U.S. residents.
Students are presented with a simulated crisis 3
Includes dual citizens.
at a company and have a limited amount of time 4
Specified as underrepresented minorities.
in which to develop a strategy for address-
ing the issue. The students then communicate
and defend that strategy to the company board
and to real journalists. Since the launch of the
competition in 2007, nearly 400 students have While Ross students are quite accomplished, they
taken part in Crisis Challenges. Other elements are very humble about their achievements. In many
include Story Lab, in which participants hone
cases, I found out only months after meeting them
their storytelling skills in preparation for job
about the amazing things they'd done professionally
interviews, and Legacy Lab, a set of workshops
in which students share stories and engage in
and personally, because they don't wear their
group activities in order to “emerge as a stron- accomplishments on their sleeve.
ger leader poised to create a lasting legacy,” the
Ross website states. The Story Lab culminates Nisha Trivedi, mbaMission Senior Consultant and Ross Alumna
in a gathering of students, faculty, and alumni,
where student work is revealed.
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 14Most Common Undergraduate Major for Incoming Students (Class of 2021) Class Size (Class of 2021)
Chicago Booth Business 29% 900 to 1,000 Harvard Business School
Columbia Business School Business 32% 800 to 900 UPenn Wharton
Cornell Johnson NA NA 700 to 800 Columbia Business School1
Dartmouth Tuck Arts / Humanities / Social Sciences 43% 500 to 600 Chicago Booth
Duke Fuqua NA NA 400 to 500 Northwestern Kellogg
Michigan Ross
Harvard Business School Economics / Business 43%
Stanford GSB
Michigan Ross Economics / Business 38% MIT Sloan
MIT Sloan Engineering 33% 300 to 400 Duke Fuqua
UCLA Anderson
Northwestern Kellogg Economics / Business 49%
NYU Stern
NYU Stern Business 30% Yale SOM
UVA Darden
Stanford GSB Humanities / Social Sciences 50%
200 to 300 Dartmouth Tuck
UC Berkeley Haas Engineering 19%
UC Berkeley Haas
UCLA Anderson Business 23% Cornell Johnson
UPenn Wharton Humanities 43%
Schools are listed in order from largest class to smallest within
UVA Darden NA NA
each category.
Yale SOM STEM 30% 1
Includes J-Term students.
Other optional programs include M-Treks— multiday, outdoor-focused trips led by second-year students and
are intended to build bonds between participants and to promote leadership in a team setting. Past M-Treks
have taken participating students to such places as the glaciers of Norway and the beaches of Croatia. In total,
32 M-Treks took place in 2019 (29 in both 2018 and 2017), including a trip to New Zealand titled “One Trip to Rule
Them All: Fjords and Frodo,” an Italy trip titled “Ciao Time: Eataly & Drinkaly,” and a tour of Turkey and Bulgaria
titled “Like a BOSS-phorus: Boats, Bazaars, and Black Sea Ballin.” Trips in 2018 included one to Peru titled “Al-
paca Your Bags,” one to France, Spain, and Andorra called “I’ll Never Get Bordeaux Your Pyrenees,” and one to
South Africa themed “Safari Not Sorry.”
Trips are rated on a scale of one to three for lodgings, culture, nightlife, and physical activity, with one being
minimal and four being luxurious or intensive. For example, a “one” might mean that students have just tents or
cabins for accommodations, whereas a “four” would indicate a fancy hotel. Students on a Portugal and Spain
trip, for example, spent time visiting vineyards and beach towns, and the trek was rated a four for nightlife. In
contrast, a trip to Peru was rated a four for physical activity.
Each year, one or two of the treks are MYSTERY Trips, where participants discover the destination right be-
fore takeoff. The 2019 MYSTERY Trip was titled “Mystery 007.0: License to Thrill,” while the 2018 MYSTERY Trip
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 15Year-Over-Year Class Class Class Class Class Class Class Class Class Class Class Class
Profile Data: Michigan of of of of of of of of of of of
Ross 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011
Total Number of Applicants NA NA NA NA NA NA NA 2,436 2,929 2,722 2,697
Number of Full-Time 421 423 422 415 407 447 455 502 501 488 500
Students
Average GMAT 719 720 716 708 708 702 704 703 703 704 701
GMAT Range (Middle 80%) 680– 680– 670– 650– 660– 650– 650– 650– 650– 650– 650–
760 760 760 750 760 750 750 750 750 750 760
Average GPA 3.5 3.5 NA NA NA 3.4 3.4 3.4 3.4 3.4 3.4
Average Years of Work 5 5 NA NA NA 5 5 5 5 5.2 5
Experience
Range of Years of Work NA NA NA NA NARoss also offers specific programs tailored to its underrepresented minorities and international communi-
ties. Minorities and students from outside the United States represented 22% and 27%, respectively, of the
incoming Class of 2021 (23% and 32% for the Class of 2020, 23% and 34% for the Class of 2019, 24% and 31%
for the Class of 2018, and 25% and 35% for the Class of 2017). Ross’s annual diversity event, UpClose Diversity
Conference, is hosted by the school’s Consortium for Graduate Study in Management community, in partner-
ship with the Admissions Office. UpClose is designed for prospective MBA students of any race or ethnicity
who are interested in improving the representation of minorities in management, and the event provides them
with the opportunity to experience Ross’s community and programs. Typically held in the fall, the conference
spans two days and consists of workshops and discussions, such as an admissions presentation on how to
build a competitive application, a panel discussion with students about campus life, and the opportunity to
attend a Ross MBA class. The agenda also includes a dinner reception and a night out with first- and second-
year students. Typically held in conjunction with the UpClose is the Women in Leadership Conference, open for
current and prospective students.
Ross also hosts an annual Diversity Week in the spring. In 2019, the Diversity Week featured such events as a
panel titled “The Active Ally: A Panel on Building Meaningful Engagements and Support,” an interactive lecture
with the theme “Diversity + Culture in Marketing Campaigns,” and a learning event hosted by the Out for Busi-
ness Club titled “What’s Drag? A Brief History of Drag’s Role in LGBTQ+ Culture.”
To assist international candidates who have been accepted to and are considering attending Ross in making
their school selection decision, students and alumni around the world make themselves available for ques-
tions via phone calls and online chats. These students and alumni ambassadors provide perspective on at-
tending Ross as an international student, and their names and email addresses are provided in the admissions
section of Ross’s website. International students at Ross can choose from an array of clubs and organizations
that may be of interest, such as the Africa Business Club, the Hispanic Business Students Association, and the
Indian Subcontinent Business Association.
Lastly, the university’s International Center provides support on a variety of issues specific to students from
outside the United States, from immigration to health insurance to cross-cultural questions.
3. Curriculum: Flexible Versus Mandatory Core
Many business schools have a “core” curriculum—a standard series of courses that all students must
take. However, these core requirements can vary tremendously from one program to the next. For
example, one school may teach its required curriculum for the entire first year, meaning that stu- The rigidity or flexibility
dents will not take any elective courses until their second year, whereas another MBA program may of a school’s first-year
stipulate only one or two required courses.
curriculum affects
students’ education
The rigidity or flexibility of a school’s required curriculum affects students’ education and socializa-
tion. Regardless of their professional experience, students at a school with a rigid core curriculum
and socialization.
must all take the same classes. At some schools, for example, even CPAs must take the required
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 17foundational accounting course, whereas at others, students can Can Waive/ Cannot Waive/
waive selected classes if they can prove a certain level of proficien- Test Out of Classes Test Out of Classes
cy. Again, both approaches have pros and cons, and what those are Chicago Booth Harvard Business School
depends on your perspective. Columbia Business School MIT Sloan
Cornell Johnson Stanford GSB
Dartmouth Tuck UVA Darden
Proponents of a rigid core curriculum would argue that academics
Duke Fuqua Yale SOM
understand what skills students need to become true managers and
Michigan Ross
that when students “overspecialize” in one area, their overall busi-
Northwestern Kellogg
ness education can ultimately suffer. A significant body of academic NYU Stern
writing has been devoted to critiquing programs that give students UC Berkeley Haas
a narrow view of business, notably Henry Mintzberg’s Managers Not UCLA Anderson
MBAs: A Hard Look at the Soft Practice of Managing and Management UPenn Wharton
Development (Berrett-Koehler, 2004) and Rakesh Khurana’s From
Higher Aims to Hired Hands: The Social Transformation of American Business Schools and the Unfulfilled
Average GMAT of Incoming
Promise of Management as a Profession (Princeton University Press, 2007). Students (Class of 2021)
Chicago Booth 730
Advocates of the core curriculum approach would also argue that having all students take the same
Columbia Business School 727
classes creates a common language and discussion among the classmates because of the shared ex-
perience. In addition, proponents contend that a rigid core curriculum facilitates learning, because Cornell Johnson 696
students who have applicable direct experience bring that knowledge and insight into the classroom
Dartmouth Tuck 723
and can thereby help teach others. Finally, schools with mandatory cores generally keep students
Duke Fuqua NA
together in their sections for several months, if not an entire academic year, and students who inter-
act every day in this way ultimately forge strong bonds. This sustained contact and connection can Harvard Business School1 730
create a deep sense of community among the students. Michigan Ross 719
MIT Sloan 727
In contrast, those who would argue in favor of a more flexible curriculum feel that students benefit from
the opportunity to specialize immediately—that time is short, and students need power and choice in Northwestern Kellogg 730
preparing for their desired careers. So if, for example, a student intended to enter the world of finance, NYU Stern 721
an advocate of flexibility would argue that the student should be able to study finance in depth through-
Stanford GSB 734
out the MBA program, possibly even from day one, so as to gain as much experience as possible in this
area—especially before interviewing for a summer internship. Furthermore, proponents for flexible UC Berkeley Haas 725
curricula caution that experienced students could end up “wasting” hours taking courses in subjects UCLA Anderson 719
in which they already have expertise. Finally, they would assert that a flexible schedule allows students
UPenn Wharton 732
the opportunity to meet a greater number and wider variety of their classmates.
UVA Darden 713
Ross has two 14-week terms, referred to as Fall and Winter, each of which is subdivided into Yale SOM1 720
two seven-week sessions. As a result, students have Fall A and Fall B, followed by Winter A
and Winter B. Many Ross classes are taught within the shorter seven-week time frame, but 1
Represents median rather than average.
some courses may span the entire 14-week period (i.e., an entire term).
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 18Ross’s first-year core curriculum consists of nine classes plus the Multidisciplinary Action
Project (MAP) and is standardized; three additional elements are also required for gradua-
tion but can be completed at any point in the two-year MBA program. The first-year sched- I recommend Ross to
ule is as follows: many of my ops and
engineering applicants.
Fall A
Once they learn about
• “Applied Business Statistics”
• “Applied Microeconomics”
the program, they are
• “Corporate Strategy” drawn to the program’s
• “Financial Accounting” well-rounded, practical
• Management Communication Competency Requirement approach.
Fall B Susan Kaplan, mbaMission Senior
• “Financial Management” Consultant
• “Leading People and Organizations”
• “Managerial Accounting” (can also be taken during Winter A)
• “Marketing Management”
• Management Communication Competency Requirement
• Optional business elective or degree requirement
Winter A
• “Managerial Accounting” (can also be taken during Fall B)
• “Operations Management”
• Management Communication Competency Requirement
• Optional business elective or degree requirement
Winter B
• Multidisciplinary Action Project (MAP)
As noted, all first-year students are required to participate in the Multidisciplinary Action Project, or MAP. Dur-
ing the last seven weeks of the winter term, teams of four to six students, in conjunction with a faculty advi-
sor, work for corporations, nonprofits, and start-ups around the world to tackle real-life business problems.
MAPs constitute the entire academic course load in the final quarter of the first year; no other classes are
taken during this time, making MAP an intense, hands-on learning experience. This experience can be helpful
to students, particularly those seeking to change careers, in gaining exposure to their field of choice for the
job search process. In fact, one student with whom we spoke declared that MAP was one of the main reasons
he chose Ross for his MBA education.
The MAP website describes the partnerships between student teams and sponsor organizations as among
“the world’s most extensive and intensive [in] action-based learning.” Since the program’s launch in 1992, up-
ward of 12,000 Ross students have completed assignments for more than 1,500 sponsors in nearly 100 coun-
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 19tries across the globe. MAPs are submitted by both domestic and international organizations and are subject
to a rigorous approval process before being assigned a student team.
Past MAP projects have ranged in scope from working with Kumi Hospital in Uganda to analyze its supply chain
system, develop recommendations for improvement, and pilot changes, to helping American Express under-
stand new ways of reaching customers in leading-edge interactive channels. The 85 MAP projects in 2019 took
students to 27 countries to work with 73 organizations, with projects including identifying social entrepre-
neurship opportunities for young members of Samoan villages and examining the K-pop market for U.S. con-
sumers and developing a market strategy for a South Korean company.
Ross students completed 84 projects in 2018, with locations ranging from Tel Aviv and Mumbai to London and
Santiago. Projects included developing a market strategy for a health care company in Canada, designing an
implementation plan for a foundation based in India, and conducting a market entry strategy for a real estate
development corporation in Sweden.
More than 400 Ross students participated in MAP projects in 24 countries in 2017, with such projects as team-
ing up with the Global Fairness Initiative in Nepal to develop a business plan for a company attempting to elimi-
nate child labor in the country’s brick industry and working with a Kenyan coffee company to plan its expan-
sion to Tanzania.
In 2016, Ross students conducted more than 80 MAP projects in 20 countries. These projects included working
with an Indian nonprofit to eliminate needless blindness, preparing a strategic plan for Make-a-Wish, design-
ing a strategy for an investment fund in Finland, and formulating a new business model for Roche Brazil. MAPs
in 2015 included rebranding an apparel company in the Dominican Republic, collaborating with Google in Sin-
gapore and Bangkok, and helping create a training program for the Miami Dolphins in Florida.
In their second year, students are largely free to take only the courses they want, provided they fulfill the 57
credits (27 of which may be taken as electives; electives can be 1.5, 2.25, or 3.0 credits) and three additional
requirements needed for graduation. The three additional requirements are (1) the “Competing in the Global
Business Environment” strategy course, (2) successful completion of a course in business law, and (3) ful-
fillment of the Management Communications Competency Requirement (explained later in this section). Stu-
dents can choose from among nine elective classes that satisfy the business law/ethics requirement.
Typically, students spend most, if not all, of their first year with their section, taking core classes. However,
Ross’s program does offer some level of flexibility in that (1) a slot is provided for students to take at least
one elective in the Fall B and Winter A sessions and (2) students are able to waive core courses via an exam or
a waiver request, based on their academic background, prior Ross coursework, and/or professional experi-
ence or designation. A student can submit a request to waive the business law/ethics obligation based on aca-
demic experience or professional designation, but students cannot test out of this requirement. The only two
courses that technically cannot be waived are “Corporate Strategy” (part of the first-year core curriculum)
and “Competing in a Global Business Environment” (one of the three additional requirements for graduation),
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 20and these classes must be completed at the University of Michigan’s Ann Arbor campus. Students can waive
up to two courses in each quarter.
Applicants interested in the specific requirements for testing out of or waiving a particular core course should
check out the Core Course Waivers & Waiver Exam Information found within the Academics section of Ross’s
website. Here one will find an exam testing timeline and information on the process and criteria for submitting
a waiver request as well as information on the “pros and cons” of waiving classes. Ultimately, the decision to
waive a course should be weighed against the loss of time in the first-year section experience.
A total of ten credits may be taken outside Ross, meaning that second-year students can take advantage of
hundreds of classes available via the university’s numerous graduate school programs, including the Ford
School of Public Policy, the School of Environment and Sustainability, and the Taubman College of Architec-
ture and Urban Planning. In addition, second-year students can participate in independent study projects as
well as classes at the Washington Campus.
4. Pedagogy: Lecture Versus Case Method
Students will likely encounter multiple styles of learning while in business school—including partici-
pating in simulations, listening to guest speakers, and partaking in hands-on projects—but the two
most common MBA learning styles are case method and lecture. Students will encounter
many different styles
Pioneered by HBS, the case method, or case-based learning, requires students to read the story
of learning during
(called a “case”) of either a hypothetical or a real protagonist who is facing a managerial dilemma. As
their time at business
the student reads, the student explores the protagonist’s dilemma and has access to various quan-
titative and qualitative data points meant to facilitate further analysis. (Cases can vary in length but
school, but the two
are typically 10–20 pages long.) After reading and studying the entire case, the student generally un- most common are case
derstands the profundity of the problem and is typically asked a simple question: “What would you method and lecture.
do?” In other words, how would the student act or react if they were in the protagonist’s place? What
decision(s) would the student make?
After completing their independent analysis of the case, the student typically meets with the members of their study
group or learning team (if the school in question assigns such teams) for further evaluation. Together, the group/team
members explore and critique one another’s ideas and help those students who may have had difficulty understanding
particular aspects of the issue or progressing as far on their own. Often, though not always, the team will establish a
consensus regarding the actions they would take in the protagonist’s place. Then, in class, the professor acts as facilita-
tor and manages a discussion of the case. Class discussions can often become quite lively, and the professor will guide
students toward resolving the dilemma. Sometimes, the professor will ultimately reveal the protagonist’s decision and
the subsequent results—or even bring the actual protagonist into the classroom to share and discuss the case’s progres-
sion and outcomes in person.
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 21In short, the case method focuses primarily on the analytical process and illustrates that the prob- Average GPA of Incoming Students
lems presented have no clear-cut right or wrong responses. For a student to disagree with the pro- (Class of 2021)
tagonist’s chosen path—even after it has proved to be successful—is not unusual. After all, another Chicago Booth 3.60
approach (or even inaction) may have produced an even better result.
Columbia Business School 3.60
Cornell Johnson 3.41
Note that case-based learning is not specific to one academic discipline. Cases are available in fi-
nance, strategy, operations, accounting, marketing, and still other areas. Further, many cases are Dartmouth Tuck 3.52
interdisciplinary, meaning that they address more than one area at a time, such as requiring students
Duke Fuqua NA
to think about how a financial decision might affect the operations of a manufacturing company or
Harvard Business School 3.70
the ways in which a marketing decision might involve significant financial considerations. Impor-
tantly, students in case environments are often graded on their “contribution” to the class discus- Michigan Ross 3.50
sion (measured by the level of one’s participation in discussions and analysis, not on the frequency
MIT Sloan 3.60
with which one offers “correct” answers), so the case method is not for those who are uncomfortable
Northwestern Kellogg 3.60
speaking in class. However, it can be incredibly helpful for those who want or need to practice and
build confidence speaking publicly. NYU Stern 3.54
Stanford GSB1 3.70
Lecture is the method of learning that is familiar to most people—the professor stands in front of
UC Berkeley Haas 3.67
the class and explores a theory or event, facilitating discussion and emphasizing and explaining
key learning points. Often, students have read chapters of a textbook beforehand and have come to UCLA Anderson NA
class with a foundation in the specific area to be examined that day. Although the case method gives UPenn Wharton 3.60
students a context for a problem, those who favor lecture tend to believe that the case method is
UVA Darden 3.50
too situation specific and therefore prefer a methodical exploration of theory that they feel can be
broadly applied across situations. In lecture classes, the professor and their research or theory are Yale SOM2 3.66
technically paramount, though students still participate, challenge ideas, and debate issues. 1
U.S. schools, 4.0 scale only.
2
Represents median rather than average.
Note that at some schools, professors may alternate between cases and lectures within a single se-
mester of classes.
Ross’s teaching method combines both case method and lecture-based classes, in addition to the REAL cur-
riculum offerings, which the school describes on its site as “hands-on opportunities to start, advise, lead,
and invest in real businesses.” Our conversations with students and alumni revealed that
an individual’s preference and area of interest can often determine the mix of case method
and lecture coursework that each student experiences during the second year. Students
who prefer lectures tend to gravitate toward classes with professors who favor that meth- This is one of my
od, while those who find case-based learning appealing do the opposite. For example, one favorite programs for
student with whom we spoke estimated that 90% of his classes were case based, while
applicants who want a
another estimated that less than half of his classes were.
hands-on, experiential
As noted in the Curriculum section, the required MAP entails a major curricular empha-
program.
sis on experiential, or “action-based,” learning. As the self-described pioneer of this ap-
Susan Kaplan, mbaMission Senior
proach, which was introduced in 1992, Ross explains action-based learning on its website
Consultant
as “unmatched by any other business school,” adding, “Putting our students in real-world
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 22situations—with faculty guidance but with real stakes on the line—helps prepare them to thrive and lead in a
dynamic world. They learn how to meet challenges that may be complex, ambiguous, and fluid. As a result of
their practical experience, Michigan Ross graduates enter the working world uniquely empowered to excel.”
5. Academic Specializations/Recruitment Focus: Resources and Employers
Schools’ brands and reputations develop over time and tend to endure, even when the programs
make efforts to change them. For example, many applicants still feel that Kellogg is only a marketing
school and that Chicago Booth is only for people interested in finance, even though both programs
boast strengths in many other areas. Indeed, this is the exact reason mbaMission started producing Do not merely accept
these guides in 2008—we wanted applicants to see beyond these superficial “market” perceptions. stereotypes but truly
Make sure you are not merely accepting stereotypes but are truly considering the breadth and depth
consider the breadth
of resources available at each school.
and depth of resources
We have dedicated the majority of this guide to exploring the principal professional specializations
available at each
for which resources are available at this particular school, and we encourage you to fully consider school.
whether the MBA program meets your personal academic needs by supplementing the information
Most Common Pre-MBA Industry (Class of 2021) School Top Industry for % Entering
2019 Graduates the Industry
Chicago Booth Consulting 25%
Chicago Booth Consulting 33.7%
Columbia Business School Financial Services 29%
Columbia Business School Financial Services 34.3%
Cornell Johnson NA NA
Cornell Johnson Financial Services 37.0%
Dartmouth Tuck Financial Services 25%
Dartmouth Tuck Consulting 38.0%
Duke Fuqua Financial Services 18%
Duke Fuqua Consulting 32.0%
Harvard Business School Venture Capital / Private 16%
Equity Harvard Business School Financial Services 29.0%
Michigan Ross Consulting 26% Michigan Ross Consulting 32.0%
MIT Sloan Consulting 26% MIT Sloan Consulting 30.7%
Northwestern Kellogg Consulting 27% Northwestern Kellogg Consulting 31.0%
NYU Stern Financial Services 29% NYU Stern Consulting 37.1%
Stanford GSB Consulting 20% Stanford GSB Finance 33.0%
UC Berkeley Haas Tie: Consulting; Finance 20% UC Berkeley Haas Technology 32.9%
UCLA Anderson Finance 26% UCLA Anderson Technology 29.5%
UPenn Wharton Consulting 25% UPenn Wharton Financial Services 35.8%
UVA Darden NA NA UVA Darden Consulting 35.5%
Yale SOM Financial Services 20% Yale SOM Consulting 37.2%
mbaMission Insider’s Guide: Stephen M. Ross School of Business · 2020–2021 23You can also read
