The Duke MBA

M B A . T H R E E L E T T E R S T H AT M A K E A W O R L D O F D I F F E R E N C E .

Deciding to earn an MBA is a big decision. It takes ambition, dedication, and a sincere desire to make a difference in a constantly changing business world.

We’re a little biased of course, but we think Duke is the best place to earn one. If you think we’re right, if you think you’re the kind of visionary, mountain-moving, forward-thinking, problem-solving, roll-up-the-sleeves-and-change-the-world kind of person we’re looking for, then let’s talk. We want you here.

The Duke Difference

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Curriculum

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Faculty

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Culture

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Career

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Admissions

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The Duke Difference

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Duke is different. Sure, we offer everything you’d expect of a top-tier business school. An intellectually rigorous curriculum. Faculty who lead in their fields. A driven student body. A respected name that opens doors and creates opportunities. But the similarities stop there. Everything else is uniquely Duke.

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The Duke Difference

As one of the youngest of America’s top-tier business schools, Duke University’s Fuqua School of Business has an energy few other places can match. You can see it in our culture of collaborative leadership. You can see it in the research of our faculty. You can see it in the impact we have on our community. You can see it on our faces. Outrageously ambitious At Duke, we have been on a constant upward trajectory since our founding less than four decades ago, growing from a small program of a dozen students to one of the world’s best business schools. How did we do it? By attracting entrepreneurial, energetic faculty and students who constantly strive to make The Duke MBA experience better, both for themselves and for those who will come after them—outrageously ambitious people who want to make a lasting impact on whatever they do.

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The Duke Difference

We get good grades We’re not ones to brag typically, but our scores on BusinessWeek magazine’s 2006 The Best of B-School rankings are something

Collaborative Leadership

you ought to know about. Duke earned an A+ in every category,

Just about every business school prides itself on producing leaders—and plenty of them do a fine job of it. The question, however, becomes: What makes one school’s approach to leadership development any different than the next? At Duke, the key is collaborative leadership. It’s our greatest differentiation and arguably our greatest strength. From the time they set foot on campus, Duke students are embraced as part of a community that seeks each member’s success, realizing that people can accomplish more together than alone.

the only MBA program to do so.

As one corporate recruiter, Kevin Wright of IBM, put it, “Duke is an attractive place for us to recruit because of its emphasis on teamwork. We are a global organization working on complex problems, and we need leaders who know how to bring people with various perspectives together to solve problems. We talk about a combination of humility and ambition, what I personally call ‘humblition’—which means you are very driven and tenacious, but at the same time know you can’t do everything yourself. That’s what we find in Duke students: polished collaborative leaders.”

Communication

A+

Teamwork

A+

Analytic Skills

A+

Teaching Quality

A+

Career Services

A+

The Fuqua School of Business By the Numbers •

825 Daytime MBA students

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110 professors

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Over 50 countries represented

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37 years young

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381,600 square feet (in facilities, an independent panel of deans called “magnificent… the highest level among major business schools”)

What goes around, comes around. As a high school student in rural Virginia, John Brooks Fuqua (pronounced few-kwah) had a problem. A lot of ambition. Not a lot of money. College just wasn’t going to happen. So John asked several universities to mail him books instead. Only Duke responded. Call it distance learning of the era, but those finance and banking books laid the foundation for a Fortune 500 company. In 1980, the self-made millionaire gave back to Duke. His contribution helped the new business school become what it is today.

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The Duke Difference

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The Duke Difference

Q & A - With Dean Sheppard What makes Duke unique? Three things set us apart: our team-based curriculum, the level of camaraderie that exists here, and the fact that we’re constantly evolving, constantly becoming even more innovative in our approach to leadership. Look at business today. More and more organizations are moving to a team-based structure. We’re creating the student that is best suited to work in that role, one who is highly analytical, a fantastic colleague, and equipped with effective leadership skills.

How is Duke different?

The students who come here build friendships and bonds that last them the rest of their lives. It’s a special experience. It’s not something alumni from other business schools talk about. In fact, many of them say just the opposite. But as I meet with our alumni, I get the same reaction over and over again. Our students click. They develop the deepest relationships of their educational experience here.

“In business school, you’re so incredibly busy that it’s easy to get what I call, ‘lost in the sauce,’ where you don’t connect with people and simply go through the motions. That doesn’t happen at Duke. Students don’t let it. Wherever you go, people are greeting you warmly. I feel as if I am a vital part of the class because everyone here, all types of people, show that they care about me.”

To what do you attribute the camaraderie?

-Jasmin Allen ‘08 Alexandria, Virginia

Our team structure fosters that camaraderie. The principle behind Team Fuqua is to give students an experience in which they must rely on each other to succeed. It helps them understand what it means to be a colleague, leading to a deep, rich understanding of each team member’s awareness of their place in the world. But I think the camaraderie that you find here is also a testament to the type of people who come to Duke. Approachable, collaborative people.

You mentioned innovation. How is Duke innovative? Across the board, really. We’re always on the cusp of doing interesting and new things. Students are part of the grand experiment, like incorporating upcoming business trends into the curriculum, how we’re always extending our global reach, how we teach in the classroom. Then there’s our faculty and their research. It’s cutting-edge insight influencing management today.

How can business schools be of service to society beyond corporate relations issues? That’s a great question! We have phenomenal social obligations in the world. There’s the depletion of our resources, the global distribution of wealth and technology, the potential decline in cultural diversity and respect as countries emerge and join the global marketplace. The question we need to ask ourselves as an institution is whether we are up to the intellectual, educational, and stewardship tasks implied by those three challenges. I think we are. That’s precisely what we strive for at Duke.

“My prior work experience as a naval aviator was different from other students at Duke. However I quickly realized that people here value my nontraditional background. Every member of the admissions committee, the faculty, the students, and the staff here at Duke respect what everyone brings to the table. I truly feel as if every person here wants me to succeed.” -Kim Arrington ‘08 King, North Carolina

“The biggest surprise when I arrived at Duke was how much energy and initiative the students demonstrate. Going to class is never enough—they’re always doing more. Students planned a trip to help with the Hurricane Katrina cleanup efforts, for example. They launched several new clubs this year. They have set up mentoring programs, tutoring programs, job search teams—the list goes on and on. There is a basic desire at Duke to help one another, to help the program, and to help others in need. I have never seen anything else like it.” -Gary Trendel ‘07 Manchester, New Hampshire

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Curriculum

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At Duke, your brain is going to get a serious workout. A Duke MBA is a continuous exercise in learning. Every student leaves not only with a solid foundation in business fundamentals, but also with a broader perspective on leadership, strategy, collaboration, and learning itself— knowledge and skills they will carry with them throughout their careers.

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Curriculum

Students who leave Duke arrive at their post-MBA jobs with confidence, ready to tackle whatever their organizations throw at them. Much of that confidence is born in the classroom, where we offer students excellent training in all aspects of business education. We consider it the best possible preparation for today’s complex, multicultural, global business environment.

A comprehensive curriculum

A framework for success

Duke students begin developing collaborative leadership skills and a global outlook in the Global Institute, a three-week-long program beginning in August. Afterwards, students dive into a rigorous exploration of all the major functional areas in business, gaining a firm foundation in economics, quantitative analysis, statistics, accounting, finance, organizational behavior, marketing, operations management, and strategy, as well as communication and computing skills. (Those with proven knowledge in a certain area may exempt the core class and take an elective instead.)

No matter the career path, Duke’s multi-disciplined general management curriculum gives students a strategic, global perspective that will serve them well throughout their careers. As investment banking and law professor Michael Bradley puts it, “With business changing as rapidly as it is, students must have a well-founded theoretical basis from which to meet new challenges. We prepare our students to know what questions to ask. We can’t hope to give any student all the answers. What we can give them is a framework for analysis that will be of great value for a lifetime.”

Competitive advantage Instead of semesters, Duke MBA courses are taught in six-week terms. This arrangement allows students to take more courses (three or four per term) with the same number of faculty contact hours as in a more traditional program—giving students more breadth of knowledge without sacrificing depth. Thanks to this accelerated term schedule, all first-year students will have taken at least five elective courses by the end of the first year—more if they exempt core courses or elect to take the FleX Term, a two-week winter term with key career electives and an opportunity to take a core course ahead of schedule. This structure gives first-year students a competitive edge: the opportunity to explore a particular area in more depth and gain additional knowledge that will better prepare them for their summer internships.

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To ensure that students experience that lasting value, to ensure that they receive the knowledge and leadership skills they need to achieve longterm success, Duke offers a broad menu of elective courses that further enhance the MBA experience. These courses, in conjunction with the core curriculum, allow students to hit the ground running after graduation and keep that pace for the duration of their careers.

Curriculum SECOND YEAR

FIRST YEAR Summer Summer 1: Global Institute (three weeks) • Leadership, Ethics, and Organizations • Global Institutions and Environment • Integrated Leadership Experience (ILE) Fall Semester Fall 1 • Probability

and Statistics • Managerial Economics • Financial Accounting • Leadership Communication I • Flexible scheduling: Core courses in finance, marketing, or strategy • Computer Skills

FleX Term Optional two-week term; students may choose a subset of electives or opt to take the core Operations Management class typically taught in Spring 1.

Customize your MBA by choosing three or four electives for each of four terms. Duke currently offers ninety elective courses, and classes are constantly being added or modified to meet the changing needs of business and the student body. Recommended elective choices for different career paths are listed on The Duke MBA Web site.

Spring Semester

Read more about core and elective courses at www.faculty.fuqua.duke.edu/courses/mba

Winter Break

Spring 1 • Operations

• Elective

Spring 2

Fall 2

• Elective

• Global

• Elective

• Marketing

• Elective

Financial Management Management • Foundations of Strategy • Leadership Communication II • Flexible scheduling: Potential electives

Management

• Elective

Joint Degrees Global Institute The Duke MBA program begins with a newly implemented three-weeklong term held in August called the Global Institute. The purpose of the institute is to give students a deeper understanding of the multifaceted global business environment and to introduce them to a variety of diverse backgrounds and perspectives. Over the course of the three weeks, students participate in discussions focused on current global business issues and complete two core courses: Leadership, Ethics, and Organizations and Global Institutions and Environment. Leadership, Ethics, and Organizations Develop your leadership skills – accomplish work with and through others. Build knowledge and skills to generate new and better ideas. Foster initiative and courage to contribute to the development of others, the organization, and the community.

Global Institutions and Environment Gain an appreciation for the structure of the world economy. Learn why national institutions are no longer adequate to support commerce in the global economy. Develop a perspective on the ongoing development of international institutions and the importance of political versus economic forces on these arrangements.

If your career interests span more than one discipline, Duke is the perfect place to get the training you need. In a spirit of cross-campus collaboration, The Duke MBA offers several joint degree programs in conjunction with other highly respected graduate and professional programs at Duke. These programs allow students to earn two degrees in less time than if they pursued the two separately. Students must apply and be accepted to both The Fuqua School of Business and the other Duke graduate program.

Joint degrees offered include: • MBA/MD (with the Duke University School of Medicine) • MBA/JD (with the Duke University School of Law) • MBA/Master of Environmental Management and MBA/ Master of Forestry (with the Nicholas School of the Environment and Earth Sciences) • MBA/Master of Public Policy (with the Terry Sanford Institute of Public Policy) • MBA/Master of Science in Nursing (with the Duke University School of Nursing) In all cases, our university’s distinctive interdisciplinary environment will ensure that your education is as cohesive as it is broad.

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Curriculum

Team Fuqua Incoming students are assigned to one of six sections with whom they will have class throughout the core experience. They then divide into small teams that reflect our school’s innate diversity of nationalities, career experiences, ethnicities, and gender. Over the course of the year these teams collaborate on a range of assignments, drawing on the unique strengths of each team member, holding each other accountable, and learning a tremendous amount from each other in the process. In fact, students find this vision of collaborative leadership to be as effective a learning tool as any classroom technique.

Classes in the real world Duke offers numerous courses that help students gain valuable knowledge and experience by assisting real-word businesses. In each of these optional courses, students will receive faculty guidance and participate in strategy sessions with other students to gain a deeper understanding of how academic concepts translate to the marketplace. Examples include:

Small Business Consulting Course · Develop a process to help a video game company predict future trends in customer demands. · Help the oldest African-Americanowned bank in the U.S. (based in Durham, NC) analyze opportunities to expand by adding new branches and attracting the Hispanic population. · Recommend business development and marketing strategies for a virtual pharmaceutical and biotech drug development consultancy.

Marketing Practicum · Help a brand-name manufacturer of baby care products evaluate and respond to competition from private labels. · Design a strategy for selling market data to low-and mid-price airlines.

· Prepare a business plan for a subsidiary of a nonprofit that intends to operate as a for-profit business.

· Determine in which emerging mobile technologies a telecom firm should invest.

· Screen business plans of companies seeking investments from a venture capital firm.

· Recommend a strategy for a Jordanian soap manufacturer to introduce selected products in the United States.

Strategic Planning Practicum · Develop a strategic plan for a midsize company in the Triangle region ($5 to $500 million in annual sales) or for divisions of large companies such as IBM and Lucent.

New Ventures Clinic · Develop a launch plan for a new breast cancer drug. · Design a business plan for a new clinical decision support system.

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Mentored Study in Entrepreneurship · Identify applications and competitors for a nanotechnology company’s products in Japan.

Curriculum Which class made the greatest impact on you?

“I enjoyed the core course on strategy. It made us step back and look at companies as a whole, instead of merely at the marketing aspect or the finance aspect, analyzing the overall strategic initiatives of the organization. It really helped me to look at the big picture and identify where I could add value, which is precisely the type of thing companies ask in interviews.” -Lindsay Carifi ‘08 Winterhaven, Florida

“The core marketing course. I was a lawyer before coming to business school and had never studied anything like this. It showed me all the sides of a product and company that you can explore to make an impact—not just on corporate profit, but on society.” -Flavia Pereira ‘07 Sao Paulo, Brazil

“I loved my decision models class. It’s very quantitative, but the way the faculty taught the class made it very easy to follow, and the tools and techniques that we learned in that class were immediately applicable at my internship. In fact, one of the reasons I got a job offer from the company was because I was able to construct a relevant model for high-level managers.” -Raja Gupta ‘07 Birmingham, Alabama

“An elective leadership course. I always thought I was a good listener, but how you view yourself is often different than how others see you. Through student feedback from various projects, I discovered I was stronger in areas that I didn’t expect and needed work in others. Through that class I learned how to be more introspective, how to better relate to others.” -Brain Kristofic ‘07 Chicago, Illinois

“My health care policy class helped me step directly into my summer internship at Johnson & Johnson. They told me that they didn’t normally take on interns because it takes so long to get people up to speed. So they were really impressed that I was able to step in immediately and contribute. I credit everything I learned in my Health Care policy class for that preparation.” -Colleen Chelini ’07 Mill Valley, California

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Curriculum

SAMPLE COURSE Leadership Communication Throughout the fall semester of their first year, students in Leadership Communication focus on individual goals for skill development, including: giving and receiving feedback; leading teams; researching companies and industries; uses of influence and advocacy; individual and team presentation skills; cross-cultural communication; and career management skills, such as networking, branding yourself, crafting resumes and cover letters, and interviewing.

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Curriculum

The world is our campus MBA students leave Duke fully prepared for today’s growing global economy. Our campus may be physically located in North Carolina, but our intellectual range knows no boundaries. More than half of our graduates experience business and cultural practices in another country through our extensive array of Global Academic Travel Experience (GATE) courses and through our international exchange programs.

The Global Academic Travel Experience (GATE)

International exchange programs

The GATE programs—three-credit elective courses—begin with intensive classroom exploration of the business, economy, politics, and culture of a region. At the end of the term, the course culminates with a twelve- to fourteen-day visit to businesses and cultural sites across the region. During the 2006-2007 academic year, students participating in the GATE program visited the cities listed below.

Duke also offers international exchange programs through reciprocal agreements with twenty-seven leading business schools in nineteen countries. Each year about 20 percent of second-year students study abroad while earning credit toward their Duke MBA. For details, visit www.fuqua.duke.edu/internationalcenter.

Beijing, Xi’an, Lhasa, Shanghai, Tokyo, Nagoya, Kyoto, Hong Kong, New Delhi, Hyderabad, Kerala, Mumbai, Santiago, Bariloche, Buenos Aires, Iguazú, Ho Chi Minh City, Hanoi, Siem Reap, Singapore, Johannesburg, Cape Town, Livingston & Chobe www.fuqua.duke.edu/internationalcenter/gate

SAMPLE COURSE GATE 497: India Michele M. Anene, class of 2008, looks at garments at Marketplace/SHARE, a store in Mumbai, India established by two sisters as a cooperative dedicated to the empowerment of Indian women. The store features the handicrafts and textiles of more than 500 artisans and sells its merchandise in the U.S. via catalog. Marketplace/ SHARE was one of many companies and organizations visited by the 2007 India GATE.

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Curriculum

Concentrations The Duke MBA offers specialized concentrations in all major functional and topical areas. These optional concentrations have a unique “4-2” structure, with four courses in a focal area and two courses from other areas that add breadth to the curriculum.

Accounting - Financial Analysis Students learn skills and knowledge relevant to consulting, equity analysis, commercial banking, investment banking, and corporate finance. Decision Sciences Students learn analytic tools that will prove invaluable throughout their business career—including data assessment and analysis of objectives, risks, and competition. Entrepreneurship and Innovation With an emphasis in technology and innovation, this concentration is designed for those students seeking hands-on experience and an entrepreneurial career path. Finance Students gain a knowledge base in two relevant concentrations: corporate finance (venture capital and real estate and international finance) and investment finance (banking, investment management, and research, sales and trading).

Leadership and Ethics Ideal for those students whose ultimate goal includes upper level management or CEO/COO responsibilities, students who foresee substantial responsibilities in small organizations or as leaders of intermediate units, or students who wish to more effectively exercise leadership regardless of their formal organizational roles. Management Students learn how to effectively manage people and processes. Coursework emphasizes general skills for enhancing the performance of people and organizations. Marketing Students learn skills and knowledge in two concentration areas: product management (for brand managers across all industry types) and market analysis and strategy (relevant for consulting, general management, or added depth in marketing). Students also have the option of a dual marketing concentration.

Certificate of Excellence in Finance In addition to concentrations, students can also distinguish themselves by earning a Certificate of Excellence in Finance, through additional finance-related courses and above-average academic performance.

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Operations Management Designed for students seeking careers in operations or supply-chain management consulting. Social Entrepreneurship Exposes students to the skills, knowledge, and perspectives necessary to pursue social impact entrepreneurially, effectively, and pragmatically. Strategic Consulting Geared to students who are seeking careers with leading strategy consulting firms, and those who are interested in strategic planning or general management positions requiring similar skills.

Curriculum

Health Sector Management If you aspire to a business career in the health care industry, Duke offers one of the most respected training programs in the world. HSM students pursue careers in pharmaceuticals, hospital administration, medical devices, biotechnology, health sector venture capital, and other health-related fields. Health Sector Management courses build upon the general management skills acquired in the core MBA program and are taught by faculty from both The Fuqua School of Business and Duke Hospital. Students gain an in-depth understanding of emerging issues in the health sector and develop the management skills necessary to lead the industry in the future. The core courses offered in the program include: • Health Care in the Twenty-First Century • Economics and Strategy of Health Sector Management • Seminars in Health Care (I and II) Students also choose three health-related electives from a variety of courses taught by faculty experts from across the university and industry. These electives reflect cutting-edge trends in health care and count toward the necessary elective credits for the regular MBA. Examples include: • • • • • •

Medical Device Commercialization Economics and Management of the Pharmaceutical Industry Management of Health Systems and Policy Biotechnology: Management of Drug Discovery Health Care Marketing Invention to Application

Because of its reputation, Duke is a magnet for health-related companies seeking wellprepared MBAs. Some of the companies who regularly recruit HSM students for both summer internships and permanent career opportunities include: Amgen Boston Scientific Chiron Deloitte Eli Lilly Genentech Goldman Sachs HCA

Johnson & Johnson McKinsey Medtronic Merck Stryker Tenet The World Bank

Learn more at www.fuqua.duke.edu/programs/health.

Study the business of health care where it happens. Duke is home to world-renowned Duke University School of Medicine, ranked sixth in the nation for medical research, teaching and patient care. It’s also one of the nation’s largest biomedical research enterprises. Nearby is Research Triangle Park, home to more than three dozen leading biotechnology, pharmaceutical and health care organizations, including AlphaVax, Biogen, GlaxoSmithKline, National Institute of Environmental Health Sciences, RTI International, Syngenta Biotechnology, and Xsira Pharmaceuticals, among others.

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Faculty

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From marketing to accounting to strategy and beyond, Duke boasts some of the most intelligent and creative thought leaders in the business world—professors whose cutting-edge research and insights guide corporations, shed new light on the international economy, and influence their peers worldwide.

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Faculty

Over 100 professors teach in The Duke MBA program, all of them skilled instructors with research pursuits and corporate contacts. Together they bring cutting-edge ideas, real-world experience, and top-notch speakers right into the classroom, giving students a highly relevant education. Duke’s research advantage Duke is dedicated to advancing the understanding of management through research and to putting research knowledge at the service of business and society. Duke professors are leading contributors to the top professional journals of finance, marketing, accounting, and management science. Even more impressive, however, is that Duke professors do not rely on adjunct faculty to teach their courses. The same Duke faculty who conduct our leading research teach in our classrooms. This dual focus on research and classroom instruction enables Duke faculty to bring relevant, contemporary business issues—for which they have extensive knowledge and insight—directly to the student population.

Videos highlighting faculty research can be seen on iTunes at www.fuqua.duke.edu/itunes. To learn more about them visit www.fuqua.duke.edu/faculty.

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Faculty What can students expect in your classroom?

“My Dynamics of Bargaining course is largely experiential instead of lecture-based. Students practice their negotiation skills through classroom simulations. We start with simple exercises, such as negotiations between single-party buyers and sellers, and progress to complex scenarios such as social dilemmas with as many as six people at the table—it can get intense. Students leave with an analytical understanding of negotiation strategy.” -Ashleigh Rosette, Assistant Professor of Management

“I’m from Australia, and I’ve found that students are fascinated with “Australianisms.” One such “Australianism” I refer to in class are Aussie meat pies. Several years ago, I had done a field study of an activity-based costing system implementation at a meat pie factory, which gives me several concrete examples to illustrate the importance of activity-based costing. And of course none of the students knew what meat pies were. But the point was to give them an example that I knew they’d find interesting. I love that, seeing them light up at something they’ve never thought about before.” -Shane Dikolli, Professor of Accounting, winner of the 2007 Daimler Chrysler Core Teaching Award

“I play situational games to engage my classes. For example, pharmaceuticals are protected by patents. But when the patent ends or when the FDA allows a generic entrant to circumvent the patent, both companies need to decide on a pricing decision. So the students take the role of the pioneer, and I take the role of the generic entrant. And we debate. Then we look at actual data from the industry. It really brings the class to life.” -Jim Anton, Professor of Economics

“We don’t just talk about things; we do them. In my Customer Relationship Management courses, students complete projects in which they have to figure out the most cost-effective way of getting the most profitable customers. They have to make actual decisions that create a profit or loss, and they’re graded accordingly. The practical decision-making experience gives them a confidence and competence they can demonstrate in their first post-MBA job—and it also helps prepare them for the senior-level positions they aspire to.” -Wagner Kamakura, Ford Motor Company, Professor of Global Marketing

“In my core marketing class, we study the psychology of consumers, how consumers are often guided by things outside of their conscious awareness. I use my own research to help motivate the discussions, which involves a technique called subliminal priming. We expose people to, say, an Apple logo versus an IBM logo and then put them in a setting where they can be creative. And those subliminally exposed to an Apple logo generally show greater creativity, despite the fact they didn’t know they saw the logo. Practical demonstrations like that really grab students’ attention.” -Gavan Fitzsimons, Professor of Marketing and Psychology

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Faculty

Clockwise from top left: Robert L. Johnson, Marguerite W. Kondracke, Seymour Sternberg, Michael S. Dell, Brian A. Gallagher

The Distinguished Speaker Series A host of trailblazers visit Duke each year to share their experiences in business and to meet with students.

2006-2007 speakers included:

Susan Berresford President Ford Foundation Susan Schmidt Bies Governor The Federal Reserve Board Michael S. Dell Chairman, President and Chief Executive Officer Dell Inc. Jamie Dimon Chief Executive Officer JPMorgan Chase Co.

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Brian A. Gallagher President and Chief Executive Officer United Way of America Robert L. Johnson Chairman and CEO The RLJ Companies Founder Black Entertainment Television (BET) Owner Charlotte Bobcats Marguerite W. Kondracke President and CEO America’s Promise - Alliance for Youth

Anil Menon, PhD Vice President, Marketing, IBM Systems & Technology Group Management IBM Myron S. Scholes Winner of the 1997 Nobel Prize in Economics Chairman Platinum Grove Asset Management, L.P. Seymour Sternberg Chairman and Chief Executive Officer New York Life Insurance Company

Faculty

Research Centers Duke’s vibrant research centers allow students to join faculty in examining some of the most important areas in business today. Through studies, conferences, and new curricula, these hubs of research generate information and insights that change the course of business and enrich a student’s experience. For a full listing of our centers, visit www.fuqua.duke.edu. Global Capital Markets Center (GCMC) Established in collaboration with Duke Law School, GCMC is a forum for intellectual exchange on issues of law, regulation, and policy that shape capital markets. www.law.duke.edu/globalmark

MBA student involvement: The center provides ongoing opportunities for students to meet and exchange ideas with corporate leaders through informal dialogue, presentations, participation in conferences and workshops, and creation of student/ business partnerships in real-world projects.

Center for Entrepreneurship and Innovation (CEI)

Duke University Center for International Business Education and Research (CIBER)

CEI expands the work on entrepreneurship and innovation at Duke by conducting world-class research and then integrating it into the school’s educational program. www.fuqua.duke.edu/centers/cei

Established in 1992, Duke CIBER is one of thirty-one CIBERs funded by the U.S. Department of Education. The Center’s mission is to internationalize the curriculum, develop international teaching materials, organize and host outreach workshops and research conferences, support language acquisition, promote faculty development, research in international business with partners around the world, engage in outreach projects to K-12 and HBCUs (historically black colleges and universities), and collaborate with other institutions. Major initiatives are InterCultural Edge (ICE), Offshoring Research Network (ORN), and the international business. www.faculty.fuqua.duke.edu/ciber

MBA student involvement: The center has an extensive network within the entrepreneurial and venture capital communities, giving students many opportunities to work with and learn from entrepreneurs and venture capitalists.

Fuqua/Coach K Center of Leadership and Ethics (COLE)

Center for the Advancement of Social Entrepreneurship (CASE)

COLE began as a collaboration with the Department of Athletics and The Kenan institute for Ethics at Duke to advance leadership and ethics through research and education. The center coordinates a wide range of leadership development activities and research, including a highly acclaimed Fuqua/Coach K Leadership Conference.

CASE is a recognized leader in the emerging field of social entrepreneurship and offers competitive merit scholarships for students committed to pursuing careers in the social sector. With CASE’s leadership, in 2006, The Duke MBA ranked No. 2 overall and No.1 in Social Enterprise in the first edition of Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs.

www.leadershipandethics.org

MBA student involvement: Twenty-six second-

www.caseatduke.org

year students are selected each year as COLE Leadership Fellows. Fellows undergo intensive leadership training, help coordinate COLE activities at Duke, and serve as leadership guides for first-year ILE teams.

MBA student involvement: The student-led Social Impact Club works with CASE to coordinate various extracurricular activities including Fuqua on Board, in which MBA students serve as non-voting board members for local nonprofit organizations.

MBA student involvement: Duke CIBER reaches all Duke MBA students by supporting development of international content into core courses and developing international electives including new GATE courses and new business language courses. It also supports the Ford Library acquisition of international resources.

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Culture

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If there’s one thing Duke MBA students don’t experience, it’s boredom. We have one of the most active student bodies of any business school in the world. When we’re not hitting the books, we’re hitting a volleyball, or a nail with a hammer, doing community service, or anything that allows us to live a little and strike a balance between study and life.

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Culture

Duke offers so many extracurricular activities like career clubs, sporting events, community service projects, and spur-of-the-moment social get-togethers that you’ll find yourself pulled in multiple directions on a daily basis. In fact, if you’ve never kept a personal calendar, you might want to invest in one before coming. You’re going to need it. And it’s going to fill up fast.

Life in the Triangle Durham, North Carolina is located in the southeastern region of the U.S. in a tri-city area, which includes Raleigh and Chapel Hill, known as the Triangle. Home to more than 1.5 million people, the Triangle is one of the nation’s most livable areas and hottest places for business, according to Money, Fortune, and Entrepreneur magazines. It has one of the highest PhD’s-per-capita rates in the country, thanks in part to four major universities in the area—Duke, North Carolina State University, the University of North Carolina at Chapel Hill, and North Carolina Central University. In the middle of the three cities is Research Triangle Park (RTP), the world’s largest university-related research and production district, with more than one hundred major research companies.

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But life in the Triangle isn’t all academics and research. If you enjoy sports, you’ll love the fast-paced hockey games of the Carolina Hurricanes, winners of the 2006 Stanley Cup Championship. Or hit the ballpark to catch a Durham Bulls baseball game. And when college basketball season rolls around, there is no better place to be than Cameron Indoor Stadium, watching the Duke Blue Devils, one of the winningest teams in college basketball. If you enjoy the outdoors, try kayaking down the Eno River or strolling through beautiful Duke Gardens. Art lovers will enjoy the Nasher Museum of Art and Carolina Theatre, as well as film festivals, dance companies, concerts, and theater productions throughout the year. Near Duke campus are the offbeat Ninth Street shopping district and Brightleaf Square, an old tobacco warehouse district that’s been converted into a beautiful shoppingand-restaurant gallery. And if you feel like learning about something other than business, take a break and visit the Hayti Heritage Center, Museum of Life and Science, the Duke Primate Center, or another of the regions many cultural spots. Learn more at www.durhamchamber.org.

Culture

DURHAM, NORTH CAROLINA

Population: 210,553 Median monthly rent: $658 Average summer temperature: 76° F Average winter temperature: 41° F Population with a graduate or PhD degree: 20% 265 miles southwest of Washington, D.C. Driving time to the beach: 2 hours Driving time to the mountains: 3 hours

29

Culture

DUKE MBA ASSOCIATION CLUBS

MBAA Cabinet Arts & Music Club Asian Business Club Asset Management Club Association of Women in Business Black & Latino MBA Organization Business Technology Club Canadian Business Club Christian Business Fellowship Consulting Club Culinary Club Energy Club Entrepreneurship & Venture Capital Club European Business Club Finance Club Fuqua Fitness Club Fuqua Hoops Fuqua Improv FuquaNC Fuqua Partners Fuqua Pride Fuqua Times Student Newspaper Fuqua Toastmasters FuquaVision Fuqua West Fuqua 2 Duke General Management & Operations Club Golf Club Health Care Club Indus

The Duke MBA Association With nearly fifty active student clubs, the MBAA provides strategic direction and oversight for student leadership and activities. The organization empowers members of the Daytime MBA program through its close ties to the faculty, the administration, and the Fuqua Board of Visitors. Learn more about The Duke MBAA and student-led clubs at www.mbaa.fuqua.duke.edu.

International Business Club JD/MBA Club Jewish Business Association Latin American Student Association Latter-day Saint Student Association Leadership Development Initiative Luxury Brand & Retail Club Marketing Club MBA Games Outdoors Club Private Equity Club Real Estate Club Rugby Club Running and Triathlon Club Soccer Club (Fuqua United) Social Impact Club Tennis Club Wine Club or create a club of your own

Fuqua Fridays If there’s a memorable activity for Duke MBAs, it’s Fuqua Fridays, a weekly get-together that draws students, faculty, staff, and significant others. One week we might raise money for disaster relief. The next week might be an international potluck dinner. Who knows? What matters is that we connect with each other and have a good time. A few of the best include: Brand Challenge: A Marketing Club-sponsored event that pits consumer products against each other and lets attendees judge the winner. FuquaVision: A student-produced comedy video series. Think Saturday Night Live starring Fuquans. MBA Games auction: Raising money for The Duke MBA Games, the leading fundraising event for the North Carolina Special Olympics. Fuqua Idol: Fuquans show their singing talents in this head-to-head competition.

30 23

Culture

31

Culture The House that Fuqua Built With all of the extracurricular activities and coursework at Duke, you would think that students couldn’t possibly have time for anything else. And yet they do. Because at Duke, students care enough about the community to make time for it. It’s a testament to the type of people we look for and the caliber of socially-conscious leaders our program produces. Consider “The House that Fuqua Built”, a student-developed partnership with Habitat for Humanity of Durham. Last year students raised over $50,000 to build a home for an underprivileged family in Durham. The project was a massive undertaking that enlisted the help of faculty, staff, and local alumni, and gave students an opportunity to sharpen their leadership skills and promote team building. Construction took four and a half months and involved over two hundred Duke volunteers.

Developing leadership outside the classroom Many of the extracurricular activities in which you will participate at Duke will give you opportunities to hone your talents, learn leadership skills, build valuable contacts, and contribute to the community. It is a great way to enrich your academic experience. Here are a few examples: Duke Start-Up Challenge Led by Duke MBA students, the campus-wide Duke Start-Up Challenge provides experiential education in entrepreneurship by helping university students and their faculty and professional partners develop and realize new business ideas. The six-month competition awards a total of up to $100,000 in seed capital to promising start-up companies.

Leadership Development Initiative The student-run Leadership Development Initiative creates opportunities for students to study leadership models and theory, observe outstanding leaders in practice, and gain personal leadership experience. Activities include running one of the largest student-led leadership conferences at any top business school.

“There are many leadership positions here that students can take advantage of and learn from. Mine has been an incredible opportunity for me, particularly from a personal development perspective. I think that I’m growing tremendously as an individual, but also developing amazing relationships with people who I know are going to go on to be successful leaders.” Charles Scrase, MBA Association President, ‘07 Ann Arbor, Michigan

32 23

Culture Bringing the family to Fuqua For students with spouses, significant others, or children, making the decision to come to business school is a family affair. At Duke, you and everyone who comes with you will be equally welcomed as a part of Team Fuqua. There are plenty of opportunities for partners and families to participate in The Duke MBA experience. Fuqua Partners Organization Anyone accompanying a Duke MBA student to Durham—including spouses, significant others, life partners, and children— are automatically considered members of Fuqua Partners Organization. Fuqua Partners coordinates numerous social networking activities and supports new partners as they adjust to life at Duke, and in Durham. Sample activities include: Planning the MBA Games auction

Language lessons

Community service projects

Career networking

Volunteering and coordinating participation in admissions events

Potluck dinners

Book clubs

Evening gatherings at local hot spots, sporting, and cultural events

Children’s playgroups and music classes To learn more or to speak with a member of Fuqua Partners visit www.fuquapartners.org

“Attending Duke was a family decision. We wanted to go somewhere where we would be a part of the experience and really get involved in the community. What impressed us the most about Duke was how inclusive of families it is, from Blue Devil Weekend to graduation. It’s been a special memorable experience for all of us.” -Eric Jamison ‘07, wife Allison and son Jude Tulsa, Oklahoma

“We knew it would be challenging to move our family to the U.S., so we really wanted a welcoming environment. We found that at Duke. We really feel like our whole family is part of the school. We take the boys to Fuqua Fridays. They go to music class. We go to all sorts of events, and it’s wonderful. Everyone has welcomed us.” -Kader Hidra ‘07, wife Marie, and sons Nathan and Timothée Paris, France

“We visited a lot of schools, and when we came to Duke we were amazed to find a whole program just for partners. We were very impressed by that. Duke makes a big effort to include partners. The school considers them an important part of the decision process and an integral part of the school.” -Suzanne Steffens ‘08 and husband Lincoln Dallas, Texas

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34

More than 100 flags hang in the Fuqua mallway, representing the diversity within the Duke MBA community.

Culture An international student body More than a third of The Duke MBA student body comes from countries outside the United States, making The Fuqua School of Business a truly cosmopolitan business school that enriches the lives of all students through its cultural diversity. Fuqua’s International Center works with a number of offices and departments throughout the business school and wider university to ensure that the needs of international students are met. These include: The Duke MBA Office of Admissions, management communications (Global Institute), Center for International Business Education and Research (CIBER), and The Duke MBA Career Management Center (CMC), as well as Duke’s international office and international house, which assist with visa and acclimation issues, respectively. Our vibrant international community also coordinates a number of activities specifically for international students, such as: • International student clubs • Cultural celebrations, such as International Week and the International Food Festival • An International Speaker Series Learn more at www.fuqua.duke.edu/internationalcenter

As an international student, what led you to select Duke?

“ A lot of schools recruit overseas, and I was interested in several. But when they put me in contact with their alumni, the alumni always gave me the runaround, promising to talk to me but never making time. Duke was different. They contacted me first, emailing me an alumnus’s cell number. When I called him, he spent an hour talking to me. I thought, ‘Okay, I like this school.’” -Iñigo Bilbao ‘08 Madrid, Spain

“I chose Duke because I really wanted to get to know my classmates and develop relationships. Looking into business schools, I was surprised how difficult this could be with the pressures of academics, the job search, clubs, and extracurricular activities. But I have no doubt that Duke is the perfect school for developing personally and professionally. When students here say “teamwork” and “collaboration,” it’s not just about what happens in the classrooms and team rooms. It’s about what stays with you well after graduation.” -Daigo Yoda ‘08 Tokyo, Japan

“Duke sounded like it might be a good fit for me. So I scheduled a visit to campus. When I came, it was the day after camp out, when everyone camps out all night to buy basketball tickets. It was electric, the energy here, and everyone was so friendly. I called home and said, ‘I hope I get in here.’” -Idan Iharon ‘08 Tel Aviv, Israel

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Career

36

A Duke MBA is not a means to an end. It’s a means to a beginning. A beginning of a new and exciting career with knowledge, leadership skills, and a perspective on the global market that most people don’t gain in a lifetime. So come. Take the first step. It’s the first of many on a path moving forward.

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Career

As any newly minted Duke MBA can tell you, two years fly by fast. To prepare for your postgraduate career, you will want to take advantage of any opportunity to explore job options, extend your network, and build your credentials. At Duke, those opportunities are plentiful. Building your career

International job search

From the minute you set foot on campus, you can learn more about fields that interest you and network with company representatives through a myriad of events and resources—including symposia, company presentations, career fairs, off-campus networking trips, and on-campus interviews.

Many international students come to an American MBA program hoping to find employment with a U.S. corporation. The CMC works closely with international students, both individually and collectively, to identify their unique needs and direct them to the richest resources available, whether they be in the U. S. or abroad. Our career counselors then continue to support students by helping them tailor the job search to meet their overall goals and needs.

Many of these activities are facilitated by The Duke MBA Career Management Center (CMC). The CMC’s career counselors help students identify their career goals and instruct them on how to market themselves effectively to target employers. “We don’t just provide services and resources to help students find jobs now,” explains Assistant Dean and CMC Director Sheryle Dirks. “We want them to leave here with career-building strategies and skills they can use as they climb the ranks throughout their careers.”

The CMC creates and implements robust strategies that consider both domestic and international companies, with a specific emphasis on maximizing opportunities in the U.S. through smart research and proprietary technology like H1-BLUE DEVIL. Workshops, simulations, recruitment events, mock interviews, and other resources are also offered to students interested in working in cultures different than their own.

Career Fellows and alumni Students also benefit from the CMC’s Career Fellows program, in which second-year students coach first-year students on their job search. They review resumes and cover letters, conduct mock interviews, and share insights and contacts from their own network. At the same time, all students enjoy access to a network of over thirteen thousand Duke MBA alumni in seventy-eight countries—a network many consider among the most helpful and responsive of any business school. After graduating, Duke MBA students have access to the complete Duke University network of over 120,000 alumni worldwide. Learn more at www.fuqua.duke.edu/mba/daytime/careers

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H1-BLUE DEVIL A key resource available to students is H1-BLUE DEVIL, a tool jointly developed by two students and the CMC. This database allows students to effectively identify companies that have recently sponsored international candidates for business-related positions and is organized by job title, salary, and other key criteria. Over half of the business-related sponsorship opportunities last year were at companies that sponsored only one H-1 B visa. The importance of being able to quickly locate these companies cannot be understated.

Aggressive recruiting The Fuqua School of Business attracts investment banks, consulting firms, consumer product companies, and other leading businesses throughout the world. Companies hiring Duke MBAs in 2006-07 included: 3M A.T. Kearney Abbott Vascular Accenture* Accuitive Medical Ventures Adobe Systems Inc. AEA Investors AIG United Guaranty Albemarle Corporation Alpha Cement Alvarez and Marsal Amazon.com American Airlines American Express Company Amgen, Inc. Amylin Pharmaceuticals, Inc. Analog Devices, Inc. Apple, Inc. Archstone Consulting Aruba Networks The Aurora Funds, Inc. Avaya Inc. AVOS Life Sciences Bain & Company Bank of America* Bank of Nova Scotia Barclays Capital Bausch & Lomb BB&T Bear Stearns BearingPoint BellSouth Corporation Best Buy Biogen Idec Booz Allen Hamilton The Boston Consulting Group Boston Scientific Corporation Brasil Telecom Bridge Strategy Group LLC Bristol-Myers Squibb Company Broadcom Brunswick Corporation Buildlinks Cambridge Associates Capgemini Cargill Catholic Health Initiatives Center of Research for Development Centocor, Inc. Central Bank of Thailand ChannelAdvisor Chatham Financial Corporation Cherokee Investment Partners Chevron Corporation Chicago Public Education Fund Chris C. Crenshaw Financial Services *Top companies hiring Duke MBAs

Career CIGNA Corporation Citi* The Coca-Cola Company Common Good Ventures Constellation Energy Credit Suisse D&B Daiichi Sankyo, Inc DaimlerChrysler Corporation Del Monte Foods Dell, Inc. Deloitte Consulting* Delta Air Lines, Inc. Deutsche Bank Devonshire Investors Diageo The Dial Company Diamond Management & Technology Consultants Discover Financial Services Domo, Inc. Dream Incubator Dubai Health Care City Duke Energy Corporation Duke University Duke University Athletic Association DuPont ETrade eBay Inc. Ecowater of the South Edgeview Partners EDS Education Pioneers Electronic Arts Eli Lilly and Company EMBARQ Emerson Electric ExxonMobil Corporation Eyeblaster FedEx Services Fidelis SeniorCare Fidelity Consulting & New Business Development Fidelity Investments First Data Corp Ford Motor Company FPL Energy Frito-Lay, Inc. GE Energy Financial Services Genentech General Electric General Mills, Inc. General Motors Corporation General Motors, New York Treasurers Office Global Endowment Management Goldman Sachs Good Capital Google, Inc. Gulf Capital Harrah’s Entertainment, Inc.

Hasbro HCA Healthcare Health Strategies International Heinz North America Hewlett Packard Hoffmann-La Roche, Inc. HSBC Card Services Humana, Inc. IBM Corporation IM Trust Imperial Oil IMS Consulting Infosys Consulting Intel Corporation ITX International Holdings, Inc Jefferies & Company, Inc. Jefferson Health System John Deere Johnson & Johnson* JPMorgan JPMorgan Private Bank Kase Printing Kraft Foods* Laboratory Corporation of America Lehman Brothers* Lenovo Group Limited LG Telecom Liberty Mutual Group Limited Brands, Inc The Link Group Lockheed Martin Lowe’s Companies, Inc. M&T Bank Corporation Mars & Co. Masterfoods USA, A Division of Mars, Incorporated The Mathews Company Mattel, Inc. McKinsey & Company* McMaster-Carr MeadWestvaco Corporation Medtronic Mercer Management Consulting Merck & Co. Meriturn Partners, LLC Merrill Lynch Microsoft Corporation* Miller Brewing Company Milliken Morgan Stanley* Nationwide Financial NCIDEA NEC Electronics Corporation Nestle USA New York Life Insurance Company Nike Nissan North America North Highland Northwest Airlines, Inc. Organic Pappas Ventures

Pardot LLC Pepsi Cola Company Pfizer Inc. Philips Electronics PricewaterhouseCoopers LLP Procter & Gamble Prophet PRTM Prudential Capital Group PwC Financial Consulting Quintiles Transnational Corp. RBC Centura RGM Centros Internacionales de Servicio RSM McGladrey, Inc. ScottMadden, Inc. SES Americom Shinsei Bank, Limited Siemens Management Consulting Simmons Vedder & Company Simon-Kucher and Partners SJF Ventures Small Business & Technology Development Center Smith Breeden Associates, Inc. Sony Ericsson Mobile Communications Stifel, Nicolaus & Company SunTrust Robinson Humphrey Target Corporation Thomas Weisel Partners The Thomson Corporation Thornburg Investment Management UBS Investment Bank UNC Management Company Unibanco Unilever Unitech Realty Investors Limited United Nations International Labour Organization US Biodiesel Group, LLC. The Venetian Resort Hotel Casino VF Corporation W.R. Grace & Co. Wachovia Securities Walt Disney Parks & Resorts Washington Mutual Bank Wellington Management Company, LLP Western & Southern Life Financial Group Weston Presidio Capital Whirlpool Corporation William Blair & Company Wireless Generation Woori Bank WPP Wyeth Consumer Healthcare Yahoo! ZS Associates

39

Career Strong recruiting The CMC partners with employers to help them achieve their recruiting goals. This includes hosting recruiting events and interviews on campus, helping companies make strategic recruiting decisions, and marketing Duke MBAs to new companies. As a result, the number of organizations who decide to recruit at Duke increases every year. The 2006-2007 academic year was no exception. Second-year (full-time) interviews

+15%

Special Interest Presentations

+18%

Total companies recruiting

+ 3%

The Ford Library In addition to a multitude of online databases and print materials, the Ford Library’s expert staff is always willing to go the extra mile, offering customized service and support that is unparalleled among top business schools. Librarians offer one-on-one and group training sessions on how to use database resources to research employment opportunities, prepare for interviews, and make the most of the vast Duke library system. Learn more at www.library.fuqua.duke. edu (click on the “Companies” and “Career Tools” tabs).

CareerCompass One of the most useful career resources available to Duke MBAs is CareerCompass, an online tool that helps students accomplish a number of recruiting tasks such as: • Learning effective strategies • Searching and applying for employment opportunities • Keeping abreast of workshops, company presentations, and other events • Scheduling interviews with on-campus recruiters • Connecting with current students and alumni

Job search teams First-year and second-year students are encouraged to join job search teams, small groups of fellow students who meet throughout the year with a CMC staff member as facilitator to build group accountability and shared perspective into the job search. Students find the weekly meetings to be a valuable checkpoint, and they share helpful advice, support, and resources with each other.

The PREPARED model The CMC, in collaboration with a valued alumnus, has developed a straightforward, proprietary, step-by-step process for conducting a productive job search. Entitled the PREPARED model, this approach takes the anxiety and guesswork out of the job search—at all times, students know what they need to do and when.

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Career

Class of 2007 preliminary employment statistics* The following statistics pertain to full-time positions reported as accepted by graduates of the Class of 2007 as of May 15, 2007. In addition to the salary and signing bonus, many Duke MBA graduates receive generous bonuses and other employment incentives. The salaries listed below do not include guaranteed bonus, relocation or tuition reimbursement. For updated statistics visit www.fuqua.duke.edu/employment-stats.

Functional areas

Mean salary

Median salary

Range

Median sign-on bonus

3

$115,889

$95,000

$93,000 - $250,000

$27,500

Investment banking

11

$95,182

$95,000

$80,000 - $120,000

$40,000

Sales & trading

5

$100,400

$95,000

$95,000 - $130,000

$40,000

24

$115,000

$120,000

$90,000 - $132,500

$20,000

Brand/product management

11

$91,629

$90,000

$75,480 - $110,000

$20,000

Marketing

13

$92,862

$93,500

$44,000 - $112,000

$20,000

Business development

2

$88,336

$90,007

$75,000 - $100,000

$25,000

Finance/accounting

11

$93,985

$95,000

$72,000 - $112,000

$15,000

General management

10

$91,034

$92,500

$58,000 - $110,000

$15,000

Operations/supply chain

1

$99,000

$102,000

$90,000 - $105,000

$10,000

Product development

1

$91,667

$90,000

$85,000 - $100,000

$25,000

Strategic business planning

2

$97,286

$98,000

$90,000 - $105,000

$25,000

Other functions**

4

$92,528

$90,000

$75,000 - $120,000

$15,000

Asset management

% of class*

Investment banking

Consulting Marketing/sales

Corporate functions

Geographic locales: Northeast: 28%, South 18%, Midwest 14%, West 12%, International 11%, Mid-Atlantic 7%, Southwest 4%.

*Numbers do not add up to 100 percent because of rounding. ** ”Other functions” includes those in which fewer than 1 percent of graduates accepted jobs: advertising, equity research, human resources, management information systems, market research, sales, and private client services.

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Career How has The Duke MBA experience shaped your career? “The value of my MBA continues to surprise me. In 2000 I left McKinsey & Company to start my own venture, Maven Cosmetics. Having an effective business network is essential to successful entrepreneurship, and I frequently find myself contacting classmates on a variety of topics—from finding out more about how private equity deals work to asking for leads on contacts in retail. Having far-reaching business contacts is great; having them also be your friends is phenomenal.” —Sandi Hwang Adam ’99 Co-Founder and CEO of Maven Cosmetics, Chicago, Illinois, USA

“Wall Street was not a career I had ever considered prior to going to Duke. But an MBA opened up a world of opportunities to me, and after a summer internship on the Street, I was hooked. My Duke MBA gave me instant credibility when I arrived at Morgan Stanley. And the skill set I’d gained at Duke helped me make the most of a great opportunity. Twenty-three years later, I stand here with a very fulfilled experience in one of the most demanding intellectual professions that exists.” —Derek Penn ’84 Managing Director, Head of Equities, Pershing LLC, New York, New York, USA

“There is no substitute for experience in business, but at Duke I got a very good head start. The Duke MBA is much more than a credential; it’s also an approach, a process, a way to channel intellectual curiosity into results. And in a business environment characterized by constant, endless change, that’s an enormous advantage. In my career—and on five continents—The Duke MBA has made a world of difference.” —Mary E. Minnick ’83 Director, Target Corporation, Minneapolis, Minnesota, USA

“What I learned at Duke has directly impacted how I guide a hydropower project for our company—the ability to listen, the ability to act decisively, to lead by example. In fact, my Duke experience made such a difference in my career that I now volunteer as a ‘brand ambassador’ for the school. I am proud to give back to fellow Indian students and to show them and others what a Duke MBA did for me personally.” —Sanjith Shetty ’95 Vice Chairman, Soham Infrastructure, Bangalore, India

“At Duke I learned firsthand the dynamics of effective and efficient teams. I specifically recall an Organizational Behavior course that had us build a house for a family with Habitat for Humanity. Through team experiences like that, both in and out of the classroom, I learned when to lead and when to be a team member, and how to get the best possible combined result in the quickest way, whatever my role.” —Paul Doody ’93 Global Head of Sales and Trading Products, Reuters SA, Switzerland

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Career

43

Admissions

44

Let’s be honest. Getting into a top-tier business school isn’t easy. Admissions committees are highly selective. Duke is no exception. Our current students and alumni are evidence of that. They’re some of the most ambitious, motivated, intellectually gifted people you’ll ever meet. If you’d like to be counted among them, read on.

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Admissions

Come and see for yourself

Merit-based scholarships and loans

If any of what you have read in this book has piqued your interest, we’d like to talk to you more about it. Visit our campus. Participate in an online chat session with students. Attend one of our many information sessions and workshops hosted across the country and around the world. We’ve got a lot more to say that might help you decide if our program is right for you.

Each year, a limited number of merit-based scholarships are available to all incoming students regardless of their citizenship. These awards are for the two-year duration of the program and range from partial to full tuition. It is important to apply in the first two rounds of admission to ensure consideration for available funds.

How to apply Duke University’s Fuqua School of Business welcomes applicants with demonstrated academic excellence, personal and professional accomplishments, proven leadership ability, and strong interpersonal skills. We also place a high value on candidates with diverse backgrounds and broader perspectives. The Duke MBA Program holds three admissions application rounds from November through March. Given the competitive applicant pool, we encourage you to apply as early in the admission cycle as possible. Each candidate is required to submit an online application form, resume, essay, official GMAT score, and TOEFL or IELTS score (if applicable), transcript, two recommendations, and an application fee. We also strongly recommend that prospective students have a personal interview with one of our alumni or admissions fellows (second-year students selected to serve on the admissions committee). We encourage candidates to come to campus for an interview, but offer applicants living on the west coast of the U.S. or internationally the option to request an interview with a local alumnus. All interviews are evaluated equally regardless of location or interviewer.

In addition to merit-based assistance, incoming students are eligible to apply for a combination of federal and alternative student loans to meet the cost of tuition, fees, books, and related living expenses. Of the many alternative loan programs available, The Duke MBA Opportunity Loan is a unique program for international students that enables them to borrow up to the cost of attendance without a U.S. loan cosigner. Learn more about financing your Duke MBA at www.fuqua.duke.edu/financialaid

Minority and female applicants Duke is fully committed to building and sustaining a multicultural and intellectually diverse environment. Students find that living and learning in a diverse community fosters a mindset that is open to different perspectives and new ideas, a necessary trait when pursuing a career in the global marketplace. In addition to recruiting international applicants, who bring unique points of view and cultural experiences to campus, Duke also holds two recruiting events every fall for domestic minority and female applicants. The Duke MBA Workshop for Minority Applicants, is one of the oldest such events in the county, and this year marks its 25th anniversary. The workshop offers insight into the application process and the value an MBA can bring to a career. The Duke MBA Weekend for Women provides similar opportunities for prospective female students. Attendees of either workshop can also network with current students, alumni, and other applicants; sample MBA classes; tour campus; and conduct their application interview. For more details on the admissions process, scheduled workshops, financial aid, and deadlines visit www.fuqua.duke.edu/mba/daytime.

46

Admissions

Why did you choose Duke? “At Duke I found a very tight community that was also extremely supportive, a sense that I didn’t get—or at least not as strongly—from other schools in which I was interested. Based upon my interactions with Duke MBA alumni and admissions staff, I was confident that I would be associated with very dynamic, sincere and considerate professors and classmates.” -Nattana Pongsriieam ‘07 Bangkok, Thailand

“When I was considering Duke, I attended a reception here that included several alumni in the financial services industry—the industry I’m pursuing. So I pulled them aside and asked them a question about capital structure. And they took a pen and a napkin and spent three hours explaining the concept to me. I was floored. I knew then that this was where I wanted to be.” -Chris Wolfe ‘08 Fayetteville, North Carolina

“My family’s Portuguese, and I was the first person in my family to speak English. So when I looked into Duke, I was really impressed by its incredible diversity. There are so many countries and cultures represented here, and yet we all treat one another like family. That really resonated with me.” - Elizabeth Faria ‘08 Boston, Massachusetts

“I was really impressed with the culture here. There’s a unique sense of community. I knew I would get a great education at any top business school, but what was really important to me was knowing that I would enjoy the people around me and build lifelong friendships. It just felt like home when I got here.” -John Paasonen ‘07 Colorado Springs, Colorado

47

Admissions

A growing, technologically advanced campus The Duke MBA program is relatively young, and in terms of our physical facilities, this is a huge advantage. All of our buildings are modern in both their design and function. Classrooms are equipped with the latest high-end equipment to enhance students’ classroom experience, and our research centers and library take advantage of the latest academic technologies and resources. Our newest building, currently under construction and set for completion in 2008, will include state-of-the-art lecture rooms, offices, auditoriums, and a new, larger library. These additions will provide more room for classroom learning, alumni visits, recruitment interviews, and quiet study.

Still have questions? Talk to us. Online: E-mail your questions to current students, explore our extensive Web site, sign up to receive our email newsletter, or join us for regular “Fuqua Talk” chat sessions at www.fuqua.duke.edu. On campus: Come to Duke for a tour, classes, and an interview during the academic year. Off campus: Attend one of the many Duke MBA information sessions held in various U.S. and international cities or visit our representatives at global and national MBA fairs held from August to November.

You are welcome to contact us anytime: The Duke MBA Office of Admissions Duke University The Fuqua School of Business One Towerview Drive Durham, NC 27708-0104 (p) 919-660-7705 (f) 919-681-8026 E-mail: [email protected] www.fuqua.duke.edu/mba/daytime/admissions

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