Acceptance Rate
Years Work Experience

Test Scores

GMAT (25th and 75th percentiles)
560 - 790


Round 1
October 1

Round 2
January 3

Round 3
March 5

Other Admission Factors


GMAT Score
Undergraduate GPA
Letters of Recommendation
Essay / Personal Statement

School Type And Accreditation

School Type


Selectivity Rating

Program Types






Faculty Information

Total Faculty


Students Say

The University of Pennsylvania’s Wharton School, one of the premier MBA programs in the world, is best known for its “strong finance reputation,” but the curriculum’s “strong emphasis on quantitative analysis” extends “across many disciplines, not just finance but marketing, entrepreneurship, operations, international business, real estate, etc.” as well. All areas present a “holistic program with a mix of case studies, traditional lecture formats, experiential learning opportunities, and strong co-curricular programs.”

Students brag that Wharton “provides all the resources necessary for us to succeed, and then some,” reporting that “the difficult part here is deciding between which resources— lectures, seminars, simulations, clubs, special events—one can fit into one’s schedule.” Writes one student, “The breadth and depth of the academic curriculum and the extracurricular activities is so huge that I would need at least six MBA years to experience 20 percent of it all.” A heavy workload, described as “difficult for everyone but the most brilliant to manage,” makes those choices even tougher. But what impresses students most here is the degree to which students themselves contribute to the learning experience. Wharton uses a “co-production model of learning” that “requires engagement from all participants in the Wharton community.” One MBA observes, “Students sometimes add more value than assigned readings. Students make Wharton. ‘Student-run’ is an understatement.” Another agrees, “The ‘co-production model’ is not just a buzz word; it really exists here.”

Under the Wharton pedagogic system, “classes build on each other. Professors are known to coordinate timing of discussing certain topics to ensure that the student has mastered the concept in another class.” Much work here is done in teams. To promote cooperation and reduce competitiveness, Wharton policy currently forbids grade disclosure to recruiters. Students report that the policy “fosters an environment of helping at the school.” Nondisclosure apparently has little impact on students’ motivation to work. One notes, “The school has high expectations for each admit, and the overall performance of the students rises to that expectation.”


Healthcare Administration
Human Resources
Information Systems/Information Technology
International Business
JD/MBA - Dual Degree
MD/MBA - Dual Degree
MS/MBA - Dual Degree
Non-Profit Management/Public Administration
Organizational Behavior
Real Estate

Center for Research

Healthcare Administration
Human Resources
Information Systems/Information Technology
International Business
Investment Banking
Media/Entertainment Sports Management
Real Estate
Supply Chain Management

Specialities of Faculty

Academic specialties of faculty

Operations and Information Management

Legal Studies and Business Ethics

Business and Public Policy

Insurance and Risk Management


Courses in Sustainability

Sustainability course is

MGMT 810 Societal Wealth Venturing Description: The basic thesis of this elective course is that many societal problems, if attacked entrepreneurially, create opportunities for launching businesses that simultaneously generate profits and alleviate the societal problem. This approach generates societal wealth as well as entrepreneurial wealth. The course is distinguished from public sector initiatives to address social problems, and also from “social entrepreneurship” programs where social wealth creation is a by-product rather than the target of the entrepreneurial effort. Student teams are expected to develop a plan to launch a societal wealth generating business. The preference is for them to begin the course with already conceived ideas for entrepreneurial solutions to social problems. They may also join a team to work on a project proposed by a student who already has a business idea. Format: Lecture, classroom participation, live case studies (presentations of students’ own work), interim assignments, and final business plan. LGST 815 Environmental Management Law & Policy Description: This course provides an introduction to environmental management with a focus on law and policy as a basic framework. The primary aim of the course is to give students a deeper practical sense of the important relationship between business and the natural environment and to think critically about how best to manage this relationship. OPIM 672 Decision Support Systems Description: The past few years have seen an explosion in the amount of data collected by businesses and have witnessed enabling technologies such as database systems, client-server computing and artificial intelligence reach industrial strength. These trends have spawned a new breed of systems that can support the extraction of useful information from large quantities of data. Understanding the power and limitations of these emerging technologies can provide managers and information systems professionals new approaches to support the task of solving hard business problems. This course will provide an overview of these techniques (such as genetic algorithms, neural networks, data warehousing) and discuss applications such as fraud detection, customer segmentation, trading, marketing strategies and customer support. Format: Lectures and discussions, written assignments, projects using software packages to build models, final exam. BPUB/REAL 772 Urban Public Policy and Private Economic Development Description: This course considers the pervasive interaction between real estate developers and government. Governments influence real estate development in many ways: through zoning laws, taxes, public expenditures, impact fees, infrastructure, building codes, environmental regulations, to name just a few. Much of the time in the course is spent understanding the effect on residential and commercial real estate development of these government interventions. Format: Lectures, formal class discussion, visitors from private developers and policy officials, midterm and in-class final quiz. Prerequisites: A basic understanding of microeconomics. BPUB 773/FNCE 730/REAL 730 Urban Fiscal Policy Description:The purpose of this course is to examine the financing of governments in the urban economy. Topics to be covered include the causes and consequences of the urban fiscal crisis, the design of optimal tax and spending policies for local governments, funding of public infrastructures and the workings of the municipal bond market, privatization of government services, and public financial systems for emerging economies. Applications include analyses of recent fiscal crises, local services and taxes as important determinants of real estate prices, the infrastructure crisis, financing and the provision of public education, and fiscal constitutions for new democracies using South Africa as an example. Format: Lecture, discussion, and exams. BPUB 788 International Industrial Development Strategies Description: This course analyzes the alternate industrialization strategies emerging economies have followed and their implications for firm managers and portfolio advisers. Industrial targeting, import substitution policies, export orientation, the role of foreign direct investment, and recent macroeconomic and banking crises are considered in detail. The role of theWorld Bank and the International Monetary Fund is analyzed. The impact of globalization and recent trends in information technology are analyzed. The sources of rapid growth in east Asia, the collapse in 1997, and the potential for further growth are considered. Microfinance strategies are intensively analyzed. Format: To be determined by instructor

Research Opportunities in Sustainability

Several courses include student research opportunities. Also, Leonard Lodish, former Vice Dean of Wharton West, took on a new role as Vice Dean of the Program for Social Impact. In this role, he works closely with faculty and students to expand Wharton’s initiatives pertaining to social responsibility and social progress. Len is the Samuel R. Harrell Professor of Marketing as well as the leader and co-founder of the Global Consulting Practicum, which partners MBA students with foreign and domestic clients seeking to expand their international marketing efforts. He has been on the Wharton faculty since 1968 and was chair of the Marketing Department from 1984-1988 and 1991-1992. As Vice Dean of Wharton West since 2001, Len’s outstanding work has afforded us the opportunity to develop an even stronger presence on the west coast, requiring the new leadership to be based in San Francisco. Len’s primary research and consulting areas are in entrepreneurial marketing, strategic and tactical marketing resource planning, marketing decision support systems, and applications in firm/marketing strategy, sales force, advertising, and promotion planning. He received his Ph.D. in Marketing and Operations Research from MIT and his A.B. in Mathematics from Kenyon College. He can be reached by email at lodish@wharton.upenn.edu. Valerie F. Malter was also name Senior Advisor for Social Initiatives in October 2008. In this consultant role, Valerie is the chief liaison for all of Wharton’s social impact and responsibility initiatives. Working closely with the Social Impact and Responsibility faculty committee, she will develop a strategic plan for Wharton’s long-term participation in social impact activities, create an Advisory Board on Social Impact drawn from multiple constituencies, and build a system to document and enhance faculty and student involvement in social responsibility efforts. Valerie’s extensive background in business and social impact activities makes her the ideal person to lead and develop resources for Wharton’s many social responsibility and community outreach endeavors. She has held Managing Director positions at JP Morgan Investment Management, Zurich Scudder Investments, and Chancellor Capital Management, where she developed investment strategies, managed growth assets and portfolios, and played a key role in client maintenance. She is the author of How to Be a Growth Investor (McGraw-Hill, 1999) and a member of the advisory board for FirstRain Corporation. An avid triathlete, she is also the co-founder and president of the Tri-S Foundation, a New York non-profit organization that competes in endurance sports to fund community-based programs encouraging economic self-sufficiency for women. A Chartered Financial Analyst, she earned her MBA from the Darden School at the University of Virginia and her BS from Boston University.

School's environmental commitment 1:
Wharton hosted the national Net Impact Conference in 2009 and has an active Wharton Social Impact club and conference (http://www.whartonsocialimpact.org/Social_Impact/Home.html) and Alliance for Social Responsibility (http://www.whartonsocialresponsibility.org/) Club Description Wharton Social Impact (WSI) is a professional club that embraces all opportunities to enhance the public good. Our members include students pursuing public interest jobs in the private, public and/or non-profit sectors at any stage of their career, as well as those interested in serving on non-profit boards and other advisory roles. Through WSI, our members receive career services support, grow their professional networks, influence business education and organize events to examine how business can make a positive impact in the world. Club Mission Wharton Social Impact (WSI) is a community of Wharton students interested in using their business skills and expertise to promote the common good across the public, private and non-profit sectors. Club Activities WSI Activities Include: Net Impact North America Conference Wharton Charity Fashion Show Annual Water Symposium Public Interest Career Management Social Impact Speaker Series Professor Lunch Discussion Series Social Events Throughout the Year And many more...

School's environmental commitment 2:
We recycle in every classroom. Every campus building has had a LEAD review. The university is one of the largest purchasers of wind power.

School's environmental commitment 3:
Development of TerraPass as part of a class and it sells carbon-offset credits online.

Career Overview

Average Starting Salary
Accepted employment by 3 months after graduation

Finding Jobs & Internships

Source Of Full-Time Job Acceptances
School Facilitiated
Graduate Facilitated

Source Of Internship Acceptances
School Facilitiated
Graduate Facilitiated

Graduates Employed by Area of Practice

General Management

Graduates Employed by Region


Students Say

Wharton is a brand that pretty much sells itself, so it’s no surprise that the school’s career services are highly regarded and widely appreciated by students. Each year brings the fol- lowing career placement services to the campus: over 200 employer information sessions; almost 300 recruiting companies; and, more than 5,000 job-board postings. Wharton’s Career Management Services Office also offers resume review and distribution, mock interviews, internship placement, one-on-one counseling, and over twenty-five career treks both in and outside the U.S. No wonder students praise the “fantastic career oppor- tunities and resources.” About 55 percent of Wharton MBAs take jobs in the finance sector; 28 percent wind up in consulting; and seven percent find jobs in the marketing arena.

Job Function

Job Function % of Grads Seeking Employment Who Accept
Jobs w/in 3 Months
Median Salary Mean Salary Low Base Salary High Base Salary
Finance / Accounting 40% $110,000 $121,087 $60,000 $250,000
Consulting 31% $133,000 $127,811 $65,000 $200,000
Other 13% $115,000 $116,683 $20,000 $220,000
Marketing / Sales 9% $103,000 $106,468 $90,000 $130,000
General Management 6% $110,000 $109,086 $60,000 $250,000
Operations / Logistics 1% $112,500 $114,167 $105,000 $125,000
Human Resources 0%


Industries % of Grads Seeking Employment Who Accept
Jobs w/in 3 Months
Median Salary Mean Salary Low Base Salary High Base Salary
Financial Services 41% $110,000 $121,000 $60,000 $250,000
Consulting 27% $135,000 $129,470 $65,000 $200,000
Technology 12% $115,000 $114,205 $50,000 $150,000
Consumer Products 6% $100,000 $104,840 $48,000 $190,000
Pharmaceutical / Biotechnology / Healthcare 6% $110,000 $113,307 $50,000 $160,000
Media / Entertainment 2% $110,000 $105,000 $20,000 $135,000
Real Estate 2% $105,000 $105,750 $60,000 $150,000
Petroleum / Energy 1% $107,500 $108,750 $100,000 $120,000
Other 1% $160,000 $151,429 $50,000 $220,000
Manufacturing 1%
Non-profit 1%
Government 0%


Financial Aid Statistics

Tuition Full-Time (per year)

Tuition (In-State)
Tuition (Out-State)
Fees (In-State)
Fees (Out-State)

Expenses per Academic Year

Estimated Room And Board On-Campus
Estimated Room And Board Off-Campus
Academic Expenses

Student Body Profile

Total Full-Time Enrollment
Part Time


Campus Life

Students Say

Life at Wharton offers “an amazing number of choices in terms of classes, activities, clubs, etc.” It’s an atmosphere students tell us is filled with a constant stream of unique opportunities they wouldn’t otherwise have. One student cites these personal examples: “At Wharton I have done a four-week study trip to greater China; a consulting project to an Israeli company that wanted to enter the U.S. market; a marketing consulting project for AOL for the mobile location-based services product; a leadership venture to Ecuador next spring to learn about teamwork through a mountain climbing expedition; dozens of fantastic speakers; and finally, some great parties.” MBAs appreciate that their “partners are involved in almost all campus-related activities here.” One reports, “My wife and one-year-old daughter enjoy going to activities every Wednesday and Friday with the Wharton Kids Club. This has proved to be very helpful in providing an environment where my wife can make lots of friends in a new city, and my daughter can play with other kids her own age.”

Hometown Philadelphia “is underrated but still needs work.” One Bay Area native notes, “I was worried about Philadelphia after living in San Francisco, but I have been pleasantly surprised by the depth of culture, fun, and good food.” Wharton’s new facil- ity, Huntsman Hall, is “top-of-the-line” but MBAs gripe that “sharing the building with undergraduates leads to scarce group study rooms. Most students do not use the library because it is overrun with undergrads.” Still, Wharton does most things right. You realize this when you ask students what most needs improving here and all they can think to mention is “full-size lockers for each student.”

More Information

% of Classrooms with Internet Access

Campus-wide Internet Network

Internet Access for All Students

Admissions Office Contact

111 Vance Hall
3733 Spruce Street
Philadelphia, PA 19104-6340
Abu Dhabi




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