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揭開GMAT考試的暴利之謎

揭開GMAT考試的暴利之謎

John A. Byrne 2014-02-14
MBA學(xué)位堪稱戰(zhàn)后最成功的教育產(chǎn)品,應(yīng)運(yùn)而生的GMAT考試也隨之發(fā)展為一樁利潤豐厚的全球性大買賣。2012年,GMAT組織方收取了8,770萬美元的考試費(fèi),但管理考試的成本僅為4,570萬美元。也就是說,它的實(shí)際毛利率大約為48%,比蘋果目前的毛利率高出近11個(gè)百分點(diǎn)。

????包括最高層在內(nèi)的大多數(shù)GMAC員工都在弗吉尼亞州雷斯頓城鎮(zhèn)中心 (Reston Town Center)兩個(gè)安靜的樓層辦公,谷歌(Google)、勞斯萊斯(Rolls-Royce)和美國大學(xué)理事會(huì)(College Board)也在這棟現(xiàn)代化寫字樓中租用了辦公空間。辦公區(qū)燈火通明,除了一間咖啡廳和一個(gè)測試中心外,還有一個(gè)兩層的瀑布結(jié)構(gòu),它被建筑師稱為“紀(jì)念碑似的”開放式樓梯。

????一家非營利性組織能夠提供如此優(yōu)厚的薪酬和待遇,主要是因?yàn)镚MAC在管理學(xué)研究生項(xiàng)目入學(xué)考試領(lǐng)域占據(jù)著近乎壟斷的地位?!坝捎谒闹涡袠I(yè)不斷增長,這門生意一直非常健康,”達(dá)特茅斯學(xué)院(Dartmouth College)塔克商學(xué)院(Tuck School of Business)院長保羅?達(dá)諾斯解釋說?!跋肷暾堊詈玫纳虒W(xué)院,就必須參加GMAT考試。但也有幾千家學(xué)院對這項(xiàng)考試沒有要求。問題是:商學(xué)院是否認(rèn)為它有價(jià)值,特別是那些位于印度、中國和拉美,規(guī)模在未來會(huì)不斷增長的商學(xué)院?”

????事實(shí)上,許多成立時(shí)間不長、位于發(fā)展中經(jīng)濟(jì)體的商學(xué)院并不要求申請人出示GMAT成績,而這項(xiàng)考試的高成本就是背后的原因之一。班加羅爾印度管理學(xué)院(Indian Institute of Management)院長德文納特?蒂魯伯蒂估計(jì),在全球商業(yè)教育市場上,多達(dá)三分之二的項(xiàng)目對這項(xiàng)考試沒有要求。“GMAT考試太貴,缺乏親和力,”蒂魯伯蒂說。他指出,在印度更受歡迎的普通入學(xué)考試(CAT)的成本約為1,500盧比(約合25美元),而GMAT的考試費(fèi)用約為1.5萬盧比。去年,近17.5萬名印度學(xué)生參加了CAT考試,2012年的這個(gè)數(shù)字為19.5萬,而當(dāng)年參加 GMAT考試的印度學(xué)生僅有22,803人。

????一些商學(xué)院院長也表達(dá)了另一個(gè)憂慮:GMAT考試偏重于評估定量和口頭表達(dá)能力,但沒有衡量申請人身上其他一些同樣很重要的特質(zhì)?!拔艺J(rèn)為我們現(xiàn)在需要不同的工具來識別不同的技能,”西班牙IE商學(xué)院(IE Business School)院長圣地亞哥?伊涅蓋茲?德佐伊諾說?!叭绻覀兿胛齽?chuàng)業(yè)者,那么GMAT考試就沒有什么用處。它主要衡量的是分析能力,但如果你非??粗仡I(lǐng)導(dǎo)力、創(chuàng)新精神、創(chuàng)造力和企業(yè)家精神,GMAT考試沒辦法衡量這些特質(zhì)?!?/p>

????這家組織的成功在很大程度上應(yīng)該歸功于大衛(wèi)?威爾遜,這位身材高瘦的加拿大會(huì)計(jì)師于1995年被聘為GMAC總裁兼CEO。威爾遜在職業(yè)生涯的早期曾是一位商學(xué)院教授,先后任教于德克薩斯大學(xué)(University of Texas)和哈佛商學(xué)院。1995年感恩節(jié)假期期間,威爾遜剛剛從安永會(huì)計(jì)師事務(wù)所(Ernst & Young)加拿大分公司專業(yè)發(fā)展主管任上提前退休,正在考慮重返教師崗位,突然接到了光輝國際咨詢顧問公司( Korn/Ferry)一位獵頭打來的電話。

????雖然GMAC在商學(xué)院圈子之外鮮為人知,但它的根源可以追溯到9家商學(xué)院的院長與ETS在1953年召開的一場會(huì)議。安排這場聚會(huì)是為了討論,是否可以創(chuàng)建一項(xiàng)考試,用以幫助商學(xué)院評估申請人在多大程度上具備成功完成商業(yè)和管理課程的潛力。但直到1970年,30家商學(xué)院的院長才發(fā)起了這家獨(dú)立于ETS的組織。然而,GMAC當(dāng)時(shí)甚至連一個(gè)辦公的地方都沒有,這種狀況一直持續(xù)到1982年。就在這一年,GMAC聘請加州大學(xué)洛杉磯分校(UCLA)商學(xué)院副院長比爾?布勒扎姆勒出任組織的第一任總裁。他與5位員工在加州圣莫尼卡一間小辦公室辦公,主要工作是監(jiān)督一家規(guī)模非常大的外部承包商,即ETS。布勒扎姆勒說:“許多人當(dāng)時(shí)連GMAC是做什么的都不知道?!薄?/p>

????擁有加州大學(xué)伯克利分校(UC-Berkeley)哈斯商學(xué)院(Haas School)MBA學(xué)位的威爾遜洞察到了GMAC的發(fā)展前景。輾轉(zhuǎn)洛杉磯、紐約和克利夫蘭等地、經(jīng)過委員會(huì)成員的面試之后,他最終被聘為該組織第二任總裁兼CEO?,F(xiàn)年72歲的威爾遜回憶說,這家組織在1995年的總收入大約為1,400萬美元,其中的1,230萬美元落入了ETS的口袋。“就連考試指南和預(yù)算都是ETS準(zhǔn)備的,我們的資金也是由他們來管理,”他說?!拔覀兠吭露嫉孟蛩麄円蠹s20萬美元,用來支付工資和租金?!?/p>

????威爾遜把這家組織搬到了華盛頓郊區(qū)一個(gè)隸屬于弗吉尼亞州的辦公園區(qū),還提出了一個(gè)由三方面組成的發(fā)展戰(zhàn)略:1)走向全球,2)所有業(yè)務(wù)層面均采用先進(jìn)的技術(shù),3)穩(wěn)固GMAC的財(cái)務(wù)基礎(chǔ)。當(dāng)時(shí),GMAC的賬目資金幾乎只能滿足45天的營運(yùn)需要。

????The majority of GMAC's staff, including its most senior officers, work on two quiet floors of a modern office park in Reston Town Center, Va., where Google (GOOG), Rolls-Royce, and the College Board also lease space. The brightly lit facility features what its architects call a "monumental" open staircase with a two-story waterfall structure, a cafe, and a testing center.

????Such generous compensation and treatment at a non-profit comes largely because of GMAC's near-monopoly on the entrance test for graduate business programs. "It has been a very healthy business because of the growth in the underlying industry," explains Paul Danos, dean of Dartmouth College's Tuck School of Business. "People have to take the test to apply to the best business schools. But several thousand schools don't require the test. The question is: Do schools see a value in it, especially schools that will grow in India, China and Latin America?"

????In fact, many of the newer business schools in developing economies do not require the GMAT, in part because of the test's cost. Devanath Tirupati, dean of the Indian Institute of Management in Bangalore, estimates that as much as two-thirds of the global market for business programs doesn't require the exam. "The GMAT is too expensive and not accessible," says Tirupati, who notes that the cost of the more widely popular Common Admission Test (CAT) in India is about 1,500 rupees, or less than $25, compared to about 15,000 rupees for the GMAT. Nearly 175,000 students took the CAT last year in India. And 195,000 people took the CAT exam in 2012, while only 22,803 Indian residents took the GMAT that year.

????Some business deans also express concern that the GMAT fails to measure attributes of candidates that are as important as the quant and verbal skills the test assesses. "I think we need different instruments to identify different skills today," says Santiago Iniguez de Onzono, dean of IE Business School in Spain. "If we want to attract entrepreneurs, then the GMAT is useless. It mostly measures analytical skills, but if you think about the importance of leadership, innovation, creativity, and entrepreneurship, the GMAT doesn't measure that."

????Much of the success of the organization behind the test can be attributed to David Wilson, a tall, lean Canadian accountant who was recruited to become president and CEO of GMAC in 1995. Wilson, who in his early career had been a B-school professor at the University of Texas and Harvard Business School, had just taken an early retirement from Ernst & Young. He had left his job as national director of professional development and was thinking of returning to teaching when he got a call from a Korn/Ferry headhunter during the Thanksgiving Day holiday in 1995.

????Though GMAC was little known outside the business school world, its early roots could be traced to a meeting between nine business school deans and the Educational Testing Service in 1953. The pow-wow was arranged to discuss the possibility of an exam that would assess applicants on their potential for success in business and management courses. But it wasn't until 1970 that the deans of 30 graduate business schools launched the organization as independent from ETS. GMAC, however, didn't even have an office until 1982, when the council hired its first president, Bill Broesamle, then an associate dean at UCLA's business school. He worked out of a small office in Santa Monica, Calif. with five employees who largely oversaw one very large external contractor, the Educational Testing Service. "Many people didn't know what GMAC was," says Broesamle.

????Wilson, who has an MBA from UC-Berkeley's Haas School, saw the promise of the opportunity, interviewed with board members in Los Angeles, New York, and Cleveland, and was eventually offered the job to become the second president and CEO of the organization. Now 72 years old, Wilson, recalls that the organization's total revenues in 1995 were about $14 million, of which $12.3 million went to ETS. "Even the guidebooks and budget was prepared by ETS and they managed our money, too," he says. "We would ask for a couple of hundred thousand every month to pay for payroll and our lease."

????Wilson moved the organization to an office park in the Washington, D.C. suburbs of Virginia and set out a three-pillar strategy for growth: 1) To go global, 2) To embrace technology in all aspects of the business, and 3) To put GMAC on a solid financial footing. Back then, the organization had little more than 45 days of cash to run its business.

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