(Ako ste novi ovdje, Vas svibanj želite pretplatiti na moj RSS / Atom feeda. Hvala na posjeti! - Michael)

Više od 1000 MBA studentima potencijalan koji isplaćuje $ 30 na korištenje sad mrtav-web-mjesto da biste dobili doušnik vrha na pitanja iz žive Diplomski Upravljanje Admissions Test (GMAT) pred izlazak na ispit svibanj imati njihov otkazana rezultate u narednih tjedana. Za mnoge njihove B-škola snovi svibanj biti učinkovito putem.

Dana 20. lipnja u US Okružni sud za istočne District of Virginia odobrava test je izdavač, i upravljanje Diplomski Prijem Vijeća (GMAC), na $ 2.3 milijun presudu protiv operatora na stranici, Scoretop.com. GMAC je zaplijenjeno sitea naziv domene i isključivanja web stranice, te je analizom hard disk koji sadrži informacije o plaćanju.

GMAC rekao je pronađena na bilo koji studenti imaju koristi od Scoretop stranica će imati njihov otkazana rezultate testa, u školama koje ih primili će biti obaviješten, a učenik neće biti dozvoljeno da se test opet. Budući da većina vrh B-škole zahtijeva GMAT, studenti će imati priliku malo o upisu. "To je i protuzakonito", rekao je Džudi Phair, GMAC je potpredsjednik za komunikacije. "Mi smo hard disk, i jesmo će se analizira ga. Ako ste koristili web stranice i plaćeni 30 dolara za vaše varalica, vaši bodovi će biti poništen. Oni u velike nevolje. "

Mala prednost za testiranje Takers

GMAC tužile operatora na stranici, HAM SHI, jer ga koriste za distribuciju zaštićenog materijala u svezi GMAT-GMAC bez odobrenja. SHI, koji je navodno vratili iz sučelja baze Ohio u svojoj rodnoj Kini, je pod istragom od strane FBI, GMAC govori. SHI, koji nisu imali pravnog zastupanja za GMAC parnici, nije mogao biti postignut za komentar.

Dok su posljedice za studente svibanj biti ozbiljni, prednost su stekli koristeći Scoretop gotovo je nedosljedan. Za razliku od drugih GMAT test za pripremu sučelja, koje koristite u mirovini pitanja, Scoretop i drugi tvrde da se omogućiti pristup "žive" test takers pitanja koja mogu susresti kada se pojave za ispit. Sudionici na web-mjestu bi raspravu odgovarajuće odgovore. Ali GMAT koristi računalo prilagodljivo format koji generira novi test za svakog korisnika na temelju odgovora na prethodna pitanja iz zaliha koja sadrži hiljade mogućih pitanja. "Čak i ako se site je ilegalno u mogućnosti da biste dobili neki pravi pitanja, to je vrlo malo vjerojatno da test mušterija će vidjeti iste pitanja na ispitu živjeti," kaže Larry Rudner, GMAC potpredsjednik za istraživanje i razvoj.

Scoretop je u funkciji od 2003. Posjetitelja do Scoretop Web stranica prije nego što je bila zatvorena bi naišao postova od zadovoljni korisnici i listu "test iskustva," korisnici "prve ruke izvješća o najnovijim test pitanja. No, 23. lipnja nađoše ovu poruku iz GMAC: "varanje GMAC uzima vrlo ozbiljno, pogotovo pokušaja da biste dobili pristup živjeti test pitanja unaprijed za ispit. Mi smo također vrlo ozbiljno neovlaštenu distribuciju naših autorskih prava GMAT pripreme materijala. Ako ste uhvatili otkrivanja, pristupanja, ili pomoću 'pravog' GMAT pitanja GMAT vaš rezultat će biti otkazana [i] ti svibanj biti predmet građanskog parnica ili kazneni progon. "

Na vijesti o varanje skandal je bio razgovor o godišnjim GMAC konferenciji u Chicagu tijekom vikenda, u kojima organizacije i predsjednik CEO David Wilson opisao novostima za publiku od 700.

To je nejasno kako će odgovoriti pojedinačnih škola. Više od 4000 diplomski upravljanje programima koristiti kao dio testa iz admissions proces, ali mnogi od onih pomoću sučelja kao što Scoretop tražiti prijem u većini konkurentne programe. Tako je ispadanje je vjerojatno da će biti ograničeni na vrh škole.

Nekoliko škola, kontaktirali lipanj 23, rekao je daleko na prerano utvrditi što sudbina čeka budući studenti ili studenti čiji su rezultate otkazan. "To je nemoguće reći u ovom trenutku što to znači", rekao je Ed Anderson, Knežev suradnik direktora admissions.

Neki korisnici Scoretop svibanj imati MBAs

Joe Fox, direktor MBA programa na Washington University's Olina Business School, rekao je puno ovisi o tome što GMAC može pružiti informacije o pojedinim učenicima, osobito učestalost s kojom se koriste stranice. "Došlo je prekršaj, to je sigurno," rekao je Fox. "Na minimum je muha u lice našeg kod profesionalnog ponašanja. Mi smo mogli učiniti nešto smo htjeli iz-šamar na zglob na protjerivanje iz programa i mi bismo se dobro u našoj prava. "

Od Scoretop stranica je u funkciji od 2003, moguće je da studenti sa pokvarenu GMAT rezultate u primjeni procesa, trenutno upisani, ili već diplomirala. Za one u primjeni procesa, podnositelji svibanj biti odbijen, a za one koji trenutno upisani, protjerivanje je mogućnost.

Prije nekoliko godina, kada je kineski nacionalni bio ponesen uzimajući u GMAT za desetaka budući studenti, jedan Olina učenika koji su imali probu uzeti na njegovo ime je razriješen dužnosti prije nego što je mogao dovršiti njegov stupanj, rekao je Fox. To je mogućnost ovom trenutku oko, previše. "Mislim da je fer reći ćemo uzeti ozbiljno", dodao je on. "To bi mogao biti kraj linije."

Sam uzeo GMAT dva puta, jednom u 2003 pravo prije (kao što je, dana) dolazi u Vijetnam na EAP, i onda opet u 2005, prvo dobivanje 680 (90 percentila) sa savršenom pisanja rezultat, a zatim 720 (97 percentila) a 5.5 (/ 6,0) na pisanje, ali 90 + percentila u obje matematike i engleskog.

Prije nego što sam ga u 2005, ja vjerojatno pripremao na off i za više od godinu dana, nego za hardcore najmanje 5 mjeseci.

Znao sam praktično sve je bilo znati o testiranju, kako se to najbolje materijale koristiti, najbolje vrijeme i mjesto da se to, i tako dalje.

Ne mogu se sjetiti ako sam znao od Scoretop, međutim, ali moje nagađanje je da sam poznat. Znam nisam platiti $ 30 za pristup sučelju ipak.

Apsolutnu najbolje mjesto za pripreme je TestMagic: http://www.urch.com/forums/

Irska je tip koji radi web stranice pokreće pripremu kompanija iz San Francisca. Nisam upisati s njima (samo ja studirao), ali bi imao sam bio u SF (živio sam u San Jose).

Četiri jednostavne tipke za uspjeh:

• Pročitajte TestMagic forumi
• Sudjelovanje i pomoć drugima u forumima (pomaganja drugima zaista poboljšala vlastite sposobnosti)
• Koristite službeni GMAT pitanja za analizu svoje vještine. Real pitanja se simuliran znatno razlikuju od onih iz Kaplan, Princeton, Arco, itd. dosljednost ne postoji sa 3. stranaka, posebno u točnost odgovora logikom.
• Sleep vrlo dobar iznos (9 sati) prije ispita (ja skoro zaspao osjetite prvi put uzimajući ga, a drugi put uveo krajem te)

A opet, možete zanemariti i mi biti kao moja sestra, koja je dobila 750 (99 percentila) na prvu pokušajte s pola iznosa studija sam.

Još jedna stvar, za ljude koji svibanj osjećati "razočaran / ljute" u ljudima koji idu da bi šutirali za varanje, ne. Ti si vjerojatno pun nje.

Dovoljno je pogledati Business Week BSchool forumima. To je sačinjen od puno egotistical i plitko ** jedna rupa koja se dogoditi i da se okupljala u Harvard, Kellogg, Stanford, i sl., unatoč njihovim slabostima.

Tags: eap, gmat, MBA

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(Imam jedan posljednji skup eseja na dionici, to je jedan kratki dio Haas.)

1. Koji je Vaš omiljeni citat, i zašto je ona značajna za vas? (250 riječ maksimalni)

"Ja ti dečki gledaju svakog ljeta, a ja ne mislim da shvatiti što se događa. Oni misle da je sve o njima, oni bi trebalo da bude tamo, And1 je trebalo za to, oni treba da ih rezervirati "- Rafer Alston na Streetball (košarka stvarnost-televizijska emisija), Sezona 1.

Na [bivša tvrtka], ja jednom pozvao na sastanak sa frustriran zaposlenika. Ona je osjećala da je tvrtka imala ništa učinio za nju u smislu karijere i da joj trenutnu ulogu održan nema mogućnosti napredovanja. Ja SAT sa njom za par sati kako bi raspravljali o tome kako je mogao postaviti ciljeve sa mnom u pogledu joj trenutni rad i performanse kako bi se pokazati prekoračenja ih je bila spremna za promociju. Na kraju, a rekla je ona shvatiti moj bodova, ona je izrazito protiv volje da postavi podatke o izvođenju i nikad pratila se sa mnom da to učinite.

Ja sam također osjetio na vrijeme da sam zaslužio više priznanja ili je bio uzrujan da sam imao ne postigne određeni korak. Alston je citirati i sjećanje na tom sastanku mi podsjetiti da je, za nasljednika, da trebam izgledati bliže na moje radnje-što je to da sam radiš ili odbija učiniti da mi je plomba? Ja gledati na drugima da mi znamo kako sam nestalo marku, bez obzira koliko teško je čuti. Ja mjesto teret uspjeha na sebe i ne prihvaćaju excuses kako bi se ugurati sebi u postizanju ciljeva moga.

2. Recite nam nešto o Vašoj najznačajnija ostvarenja. (250 riječ maksimalni)

Iskustvo kao menadžer u [bivše tvrtke] je neprocjenjiva, ali često naporan. Tijekom [bivše tvrtke] 's zaposlenika pregled periodu, dao sam dva zaposlenika ispod-prosječan rejting, s jednog zaposlenika prima minimalnu ukupnu rezultat. Putujete kroz proces, znao sam osjetio sam da su obavili neadekvatno, ali sam pogledao svoju odgovornost u svojim kvarova i struggled nalaz s pravom smislu objektivnosti prema njihovoj raditi dok se u mogućnosti dati konstruktivne kritike.

Nakon što sam dao dva zaposlenika njihove recenzije, obje su tako da su odbijali uzrujan da se prijavite na pregled obrazaca za Priznajete sjednicama. Oboje osjećaju da su njihovi nastupi potpuno suprotno onoga što sam ocijenjeno njih, i bilo kojeg odstupanja ili pitanja su moje a ne njihovo. Provela sam u narednih nekoliko dana pažljivo razmišljanje o svojim komentarima kako bi naučili o sebi kao menadžer. Dok sam vjerovao moje ocjene su fer i pošteni, bio sam i dalje razočaran u mene da sam bio u mogućnosti pomoći zaposlenicima bolje. Nadao sam se recenzije bi ih da razmotre moje misli, kao i sami pažljivo tijekom vremena.

Kad sam posljednja razgovarala s mojim bivši menadžer u [bivša tvrtka], on spominje da su dva zaposlenika bio napreduju na pitanja sam uskrsnuo. Sam pronaći neki smisao za svršavanje u ovom, jer čak i ako neću biti u korist izravno s promjenama, bio sam mogla biti dio procesa koji je doveo do njihova razvoja.

3. Na Haas, mi vrijednost inovacije i kreativnost. Kako si ti pokazivao odlike u svom profesionalnom ili osobnom životu? (250 riječ maksimalni)

Za [bivše tvrtke] 'je prvi videogame izdanju, [neki igra], pitao sam se razviti preorder kampanju za naše online trgovine.
[bivša tvrtka] je ograničena svojim malim proračunom i relativna anonimnost u tržište igara, ali sam osjećala da narod može nam pomoći u igri na tržištu low-cost virally. Moj je osjećaj da, ako bismo mogli napraviti osobne veze s našim klijentima, oni će odgovoriti pozitivno na naše marke i proizvodi više dugoročno, evanđeoskom naše proizvode u široj zajednici.
Ja postignut iz igre za odabir web-mjesta zajednice i dao ekskluzivni pristup proizvodnji materijala i zaposlenicima tvrtke. Razvio sam slike da su razvoju ove igre za fanove i pozivajući ih da bude intiman dio procesa.

U isto vrijeme, ja otvorio blog o korporativnom [društvenog umrežavanja URL], izlažu se igra i tvrtki na novi demografski. Korištenje pojma "prijatelji" u [društvenog umrežavanja URL] zajednicu za stvaranje više ljudska nego korporativna slika kompanije, pod uvjetom da iza scene pristup društvo događaji, postavljene slike smiješni zaposlenih, i pisao osobne želje za rođendan prijatelji. I ja sam htjela naše tvrtke za povezivanje sa našim fanovima 'život koliko je god moguće.

Moja nastojanja su završile bez financiranja i preorder program je bio uspjeh; nad igra je prvi mjesec u izdanju je online prodala dućan [X]% svih prodanih jedinica na tržištu, istaknuto svršavanje (većina tvrtki ovisi u cijelosti o maloprodaji prodaje) za izravne prodaje u industriji.

4. Ako ste posjetili Haas, javite nam što o svom posjetu u trajanju od najviše utiske na Vas. Ukoliko niste posjetio Haas, koje korake si uzeti da se upoznate sa našim MBA programa? (250 riječ maksimalni)

"Imali smo kohorta olimpijade. Došlo je i piva kickball. "

Imajući otišao u Berkeleyu za moje dodiplomski studij grantovi mi uvid u škole, studenti, i okolnih zajednica. Znam, međutim, da moje prošlosti ne nužno, dajte mi precizne procjene o tome tko je jedan učenik Haas je ili što je kao svoj život, a isto se odnosi na školsku web stranicu i program brošure.

Da biste dobili intimniju dojam Haas, čitao sam svaki student blogu nisam mogla pronaći, uncovering otkriva sjećanja kao jedan iznad. I ja sam htjela da vidim dojmove i iskustva kao studenti išli kroz njih, dobivam osjećaj od Haas je imao utjecaja na njihove živote. Za neke učenike, imam za čitanje o njihovoj primjeni procesa i vidjeti zašto su na kraju odlučili na Haas.

Otkrio sam da je narod bio sam čitajući o su nada, energičan i brine o drugim učenicima. Iako tvrdi radni i usavršen, svi su skromni i jednostavno pokusavaju da bolje.

Haas je tip studentskog tijela koje želim zadovoljiti i biti dio. Njihovi stavovi i motivacija odražava moj, u smislu da žele činiti dobro, ali žele učiniti u skupnom moda, tako da učenik ne dobiva ostavljeni. U mom dugoročnih planova koji počinju biznis, Nadam se da ću naći ne samo potencijalnim poslovnim partnerima iz Haas, ali dugogodišnji prijatelji, ali i osjećam uzbuđeni priliku da se vrate u Berkeleyu.

Tags: and1, HAAS, MBA, streetball

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Eseja B: Koje su Vaše profesionalne težnje? Kako će vaše obrazovanje na Stanfordu vam pomoći u postizanju njih? (Preporučena dužina je 2-3 stranice, dvo-razmak)

Želim biti poduzetnik u Vijetnamu da imaju sposobnost stvaranja bolje budućnosti za nove naraštaje vijetnamski. Moji roditelji lijevo Hrvatska u kasnom 1970s znajući da će moći iskoristiti svoje potencijale u novo-formirana socijalističke vlasti. Sa Vijetnam izradi pokušati nadoknaditi na ostatak svijeta ekonomski i tehnološki, ja sam čak i prognani da se igralište za mlade ambiciozne Vijetnamski tako da mogu u potpunosti iskoristiti svoj potencijal u natječu na međunarodnoj razini.

Na osnovu mog iskustva i strast za video igre u industriji, ja vjerujem da mogu postići ovaj počevši od video igre kompanije u Vijetnam. S video-igra industrija postoji samo u nastajanju, prozor je otvoren priliku upravo sada, i osjećam da je pogodno vrijeme za mene da napravi utjecaj. Da biste to učinili i stvoriti društvo koje će imati dugotrajan učinak na krajolik industriju, ja ću dopuniti vještine sam saznao kroz radi na [bivše tvrtke] i [BIVŠU tvrtka] s obrazovanja na Stanfordu GSB.

Sam stigao u ovaj Hanoi prošlosti Rujan s namjerom potrošnje u godini prije odlaska u poslovne škole radi na mom jeziku vještina i radi istraživanja na video igre industrija. Ubrzo nakon mog dolaska, ipak, bio sam ponudio ugovor na šest mjeseci rada na projektu za [BIVŠU tvrtka] u Kuala Lumpur, Malezija. [BIVŠU tvrtka] ističe iznad svega timski rad, i svojih zaposlenika u zagrljaju ovom trenutku da su spremni žrtvovati veći paychecks kako bi se rad među prijateljima u obiteljskoj atmosferi. Odlučio sam se pridružiti [BIVŠU tvrtka] doživjeti ovaj korporativnih struktura i naučiti kako sam mogao instalirati svoje vrijednosti u moju budućnost tvrtke. Također, znao sam da se naučene lekcije u pridružio Vietnam's [] i rad na međunarodnoj razini s više etničkih skupina bi biti neprocjenjiva.

Priča za roditelje "žrtvu omogućiti bolju budućnost za svoju djecu je jedan u cijelom svijetu. Slično tome, u timu na [BIVŠU tvrtka] je odluka žrtve osigurati bolju budućnost za Vijetnam. Misija je da se ovdje legitimitet ne samo kompanije, ali Hrvatska kao nacija, kao partner u međunarodne informacijske tehnologije (IT). Projekt Ja sam trenutno na je prvi veliki međunarodni projekt koji je tvrtka sletio. Kako se radi reprezentacija u susret rokove, naše borbe će vam pomoći u određivanju budućnosti Vijetnam. Ako naš rad kvalitete pati, [BIVŠU tvrtka] 's kvarove će izvršiti drugu tvrtku manje vjerojatno da će izabrati [BIVŠU tvrtka], te ekstenziju, Hrvatska u budućnosti. Dakle, pritisak je na nas kako bi osiguralo da projekt uspije, tako da Hrvatska može nastaviti pobjedničku drugim projektima. To je isto izazov da zemlje poput Kine i Indije imaju suočavaju, a nakon toga prošao, kako bi nastavili kontinuiranu ekonomski razvoj.

Priliku raditi s [BIVŠU tvrtka] ovako padne u skladu sa svojim ciljem da radimo na korist Hrvatska ima također osigurava mjesto u kojem se uroniti sebe u Vijetnamski rada kulture s mojim Vijetnamski coworkers. Ja sam ono što njihova motivacija za učenje i nada su i dobivanjem razumijevanje kako Vijetnamski kultura ima u obliku njihove živote. Ovo znanje će biti neprocjenjiva kad sam početak zaposliti i upravljanje Vijetnamski momčadi.
Moj posao sa [bivše tvrtke] tekla je skala od kompanije iz njezina života span započeti kada je struggled platiti za svoje zaposlenike 'pitke vode za svoje za stjecanje [x] šest godina kasnije. Moje iskustvo radeći za kompanije u ovom razdoblju transformacije ostavio trajan učinak na moju karijeru težnji. Ja razvio razumijevanje pri pokretanju kulture i teškoćama koje su uzrokovane rast i mijenjanje poslovnih modela, te kako društvo može razviti iz osnova marketinga i male proračune u mainstream uspjeh. S tim u povjerenje lekcije došao da sam mogao početi svoje poslovanje, instalirati određenu vrstu društvo kultura, i znam kakve žrtve da mogu i često moraju biti bez utjecaja na cjelokupni uspjeh tvrtke.

Moj posao iskustva su pomogli razviti moje viđenje za kompanije, kao i prikazani modeli me pratiti u smislu organizacijskih ponašanje, elastičnost u lice kriza, i razumijevanje kako motivirati ljude u poteškoćama. Međutim, koliko moja iskustva u [bivše tvrtke] i [BIVŠU tvrtka] su mi pomogli razumjeti kako se razvijati moja karijera težnje i mi pripremili za one daljnje korake, ja vjerujem da su Stanford MBA programa olakšat će moje sposobnosti poboljšati moje viđenje , Izgrade mreže, razviti funkcionalne poslovne okvir, i dati mi s više potpuna razumijevanja cijeli spektar poslovnom svijetu, svi koji su vitalni za moj dugoročni uspjeh.

Moj bivši šef u [bivše tvrtke] mi je rekao da je ključ uspjeha za pokretanje se moći držati ga na životu, bez obzira koliko loše stvari postaju. Ovaj savjet svibanj činiti se očiti, ali stvar je pokušava učiniti je da čak i ako ste se smanjila tvrtke dolje na golu egzistenciju za godinu ili dvije, to je poželjno da se jedan zadnji uradi ili umrijeti kockati. Ako jedan ima strpljenja čekati izdati mir i nastaviti traže prilike u to vrijeme, jedno će na kraju naći pravo jedan od kojih skidanje tvrtka iz nevolje. To je upravo ono što se dogodilo [bivše tvrtke] kao što je ostao suh, ali u pokretu tijekom Silicijskoj dolini sudar, eventualno hvatanje prilike koja je dovela do njegove eventualne uspjeha. Ja sam se ovaj sat na srce i to je to mudrost koja čuva mene utemeljeni u žele ući u vrlo dinamičnom tržištu, ali fluctuating vijetnamski.

Ovo je jedan od razloga zašto želim ići za moj Stanford MBA. Htjela bih raditi s profesor Charles Halloway jer sam silno divi njegovu stručnost i iskustvo u poduzetničke aktivnosti, posebno kao što sam učiti o razumijevanju prilika i mogućnosti da se bave brzo promjenjivim tržišnim uvjetima. Ja moraju biti pripremljeni i realni prema mogućnost promjene u industriji gdje se dugoročno može ponekad smatra kao kratki dvije godine. To je čak i relevantnije u Vijetnam, gdje je u nastajanju industrije ostaviti vrata otvorena za konkurenciju. Što više ja sam mogao nositi s promjenama, bolje ću se moći baviti različite uvjete kao lider.

U moje se vrijeme na Stanfordu, ja ću se usredotočiti moj plan i program oko globalnog upravljanja, opće uprave, te poduzetničke tečajeve. Svaka od tih programa na GSB je visoko cijenjenih u svijetu, i to je razlog zašto je GSB pozdravi moje postojeće vještine.

Sa moje ciljeve temeljene oko video igre / tehnologija, poduzetništva i Hrvatska, preostala područja u zaljevu za školu čini savršen osjećaj kao da će me zadržati u blizini Silicijskoj dolini, ulaganja tvrtke, i veliki lokalnoj zajednici Vijetnamski-Amerikanci. Razvijanje veza unutar Vijetnamski-američke zajednice će mi dati pristup drugim poslovnim ljudima koji imaju iskustva u Vijetnamu, kao i potencijalnim investitorima. Pomoću ovih sredstava će biti imperativ kako bi naučili kako biti uspješan u vlast zemlje čiji je još uvijek bore da zadovoljavaju standarde zapadnih poslovnih transparentnost.

Kad sam ocijeniti moj uspjeh, sam izgled prvi da shvate ono što sam imao utjecaja na one oko mene, bilo profesionalno ili osobno. Osnaživanje moje ekipe / coworkers kako bi se uspeti na većih razmjera bio moj cilj u overarching [bivša tvrtka], a ja ću nastaviti ovo u mojoj budućnosti ulaganja. Da biste dobili intimniju dojam Stanford GSB, čitao sam svaki student blogu sam mogla naći kako bi stekli osjećaj da je utjecaj imala na GSB studenata živi. Za neke studente, čak i ja moram čitati o njihovoj primjeni procesa i vidjeti zašto su na kraju odlučili na Stanfordu. Najvažniji tema je izdvojenu da sam da su studenti na GSB osjetio ujedinjene u svojoj misiji da razviju cooperatively. Ljudi bio sam čitajući o su nada, energičan, skromna, i brine o drugim učenicima. Na taj način, ja sam privukla na GSB jer je susret učenici ću se tipu ljudi koje ću želite početi tvrtka sa i od koga ću najviše uživati u učenju.

Na GSB, retorika podrazumijeva se da smo na misiju da promijeniti svijet. Ideje su snažne izvedbe: ključ. I vjerujem da je retorika.

Poput GSB učenika koji je napisao gornji odlomak u svom blogu, ja vjerujem da mogu promijeniti svijet u pomaganju za stvaranje bolje Vijetnam. Moja tvrtka će naglasiti timski rad i drugarstvo među svojim zaposlenicima, pritom im vjerovati oni mogu imati pozitivno utjecati na društvo, kao i njihove zemlje. Svaki uspjeh za kompaniju će biti uspjeh za Vijetnam. Mi će voditi tvrtku zajedno. Moje iskustvo na [bivše tvrtke] i [BIVŠU tvrtka] podučavao mi osnovna lekcija o tome kako ja mogu učiniti, ali moje obrazovanje na Stanfordu GSB će nadopuniti moju postojeću znanja s vještinama i mudrosti da trebam izvršiti moje viđenje.

Tags: MBA, Stanford

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(Zapravo sam bio malo neodlučan objavili ovaj tekst iz dva razloga. Jedan, to ide malo previše u moje bivše tvrtke, tako da sam malo uredio stvari za skrivanje informacija moj bivši gazda (s kojima sam još uvijek prijatelji) vjerojatno bi Radije ne bih otkriti. Dva, ja sam i dalje u ljubavi s moje ideje, ali mislim da istinito, ona ne traži. Ako netko pokrali ideju, i može izvršiti putem ja se nadamo uz sebe, a zatim da bi se veliki za Vijetnam.)

Eseja O: Što pitanja većina za vas, a zašto? (Preporučena dužina je 3-4 stranice, dvo-razmak)

I odrasli koji žele osjećati više vijetnamski. Kad sam bio mlađi, sam išao u školu nedjeljom kako bi naučili jezik, ali nisam studirao u klasi. Moje roditelji podučavan mene i moju sestru našu obitelj ritualima, ali ja nikad pažljiv plaćeni pozornost na njih. Bio sam u zajedničkoj pol od nekoga koga nema stvari bez spremnost da radi za njih. Želim biti tečna, želim da moje roditelji ponosni, želim pomoći moje countrymen ¬ - ove misli bi se poništilo uz redovito, hoću igrati računalne igre, želim gledati TV, želim gledati nogomet u nedjelju jutrima. Danas, ono što sam se naći najvažnije mi je dobivanjem boljeg razumijevanja Vijetnamski moja baština.

Kako sam rasla stariji, počeo sam da bi ispunili neke od ciljeva sam napravio u svojoj mladosti. Prije godinu dana moj junior na UC Berkeley, ja se prebacili na moje velike komparativnu književnost na studij književnosti na engleskom i vijetnamskom. U to vrijeme, sam sebe smatra dobar pisac i da je iznenađen kad sam primio C na moj prvi rad. I realized I needed to develop my skills considerably when I was told by another student that this was the lowest possible grade a professor would assign for a completed paper.

Improvement came slowly. A graduate student I had befriended showed me how to probe at the deeper issues in the works I was reading, and I used her instruction to gradually improve my analytic and writing skills over the rest of my time at Berkeley, managing reasonable grades. My grades were relatively lower than those of other students in the department, but when I graduated I felt accomplishment in reading the same Vietnamese authors my parents had grown up on. This desire to explore my heritage has also led me to write articles concerning Vietnamese-American identity that have been published by the newspaper Viet Weekly and Viet Voice Magazine.

In 2003, I studied abroad in Hanoi, Vietnam during the fall semester of my senior year to see firsthand the developments in the post-war society. It turned out to be the most rewarding experience of my life, and for the first time, I truly felt comfortable with my Vietnamese identity. At the same time, I saw the progress of the market economy and the exciting changes that were occurring there. When I returned to America, I started thinking about returning to Vietnam to work, learn more about my roots, and complete my fluency in the language. I realized, however, I did not have a plan for what I would do there and decided to stay in America to work, gain experience, and slowly develop a plan that would lead to my return.

In January 2004, after my return from Vietnam, I started work at a video game company named [former company], and was offered a full-time position once I graduated that spring. This was actually my second tenure there. In the spring of 2000, I was hired as a shipping intern at the age of 19, the 9th employee of the company. At the time, [former company] only rented video games online. When I left at the end of 2001 to finish my undergraduate degree, I had been entrusted with the company’s game purchasing decisions, controlling over fifty thousand dollars a month, but more significantly, the challenge of growing our subscriber base, and thus, the business, by balancing the needs of the customer within the restrictions of our limited budget.

At [former company], I fulfilled a childhood dream of working in the video game industry. When I was young, I could not afford to buy many video games, but I would accompany my parents to shopping malls each weekend so I could sit down at a bookstore and read video game magazines. When I think about my experience beyond the professional aspects, it is exciting to think about how I contributed to the development of three video games and two game peripherals, and was even interviewed by a gaming website!

In 2004, [former company] had started to manufacture video game peripherals and in 2005, video game publishing was added to the business. At that time, I was put in charge of our online store, initializing marketing strategies and inventory purchasing, because of my past success in recognizing sales opportunities and grassroots marketing. [former company]’s online store was unique from those of other video game companies because a sizable portion of our revenue had always come from direct sales. Recently, however, sales had stalled, and I was asked to return the store to its former prominence.

At the beginning of 2006, I was made E-Commerce Manager after leading the online store to a record holiday season, more than doubling our seasonal revenue goal with sales of $[]. More importantly, I had showed upper management my maturity and leadership skills in leading the office through a stressful season that forced the entire office to fulfill online store orders in the rain and cold for six straight weeks. I was twenty-five at the time and easily the youngest manager at the company.

Understanding the scope of my accomplishments helped me make the decision to leave [former company] and return to Vietnam. I felt that I was ready based on the experience and skills I had garnered from work at [former company] and slowly put together ideas on how I could combine my enthusiasm and experience in the video gaming industry with my desire to be in Vietnam.

On September 1st, 2006, I arrived in Vietnam to work towards starting a video game company.
Today, the video game industry is just emerging in Vietnam. While there are already companies with proven track records in the industry, their goals differ. Some take on game projects from outside the country. Others focus on licensing game properties from other nations and localizing them for use in Vietnam. The focus of my future company will be to sell Vietnamese games to a Vietnamese audience, catering to adult and female gamers, a demographic often called “casual gamers” and one currently not being fully tapped. This offers several advantages. One, casual gamers generally do not demand that their games be technically (graphics and audio) advanced. Successful games in this market are rarely those with the biggest budgets. This means that our company will not necessarily need a large amount of funding to launch its first game, and our games will require less development time compared to more complex titles.

Requiring less development time per project means that we will be able to get to market faster, cutting into the advantage of market position held by more established companies. Requiring less funding at the onset will be a key to starting the company quickly and minimizing one barrier of entry to market. One of the company’s keys to success will be the ability to launch simple, yet fun games on a regular basis as we depend on word of mouth to gradually build a fan base for our titles.
I also intend to adapt a strategy used successfully in the South Korean and Chinese gaming markets called micro-transactions. This strategy dictates that revenue comes from not only the game, but transactions from within the game as well. For example, a gamer might pay fifty cents to access a new level or buy an outfit for her online avatar (the digital representation of the person in the game world).
One obstacle to successful software distribution, however, is gaining penetration into the nation’s gaming cafés. As in other Asian nations, computer gaming in Vietnam is primarily conducted at gaming cafés because normal retail packaging would be unable to compete with piracy. Over the next year, I will be researching the current economics behind café owners’ decisions to serve particular games and developing strategies on how to get our products visibility.

With our company’s continued success, Vietnam’s gaming industry will become increasingly self-reliant. Games that are developed in Vietnam for a Vietnamese audience create revenue that stays within the country. The company can serve as a role model for other Vietnamese gaming companies in terms of its success and contribution to the country, so that the industry will gradually be able to sustain itself rather than depend on outsourced projects or externally licensed properties and reach the current state of the video game industries in South Korea and China.

I have thus far defined the company as our company, rather than as my company. This is because I see our company’s fortunes resting on the collective shoulders of the staff rather than simply myself. The company will have a flat corporate hierarchal structure so that no matter how large the company gets, each employee feels the opportunity to make the success or failure of the company part of his own. Each employee will see another employee, no matter his rank, as an equal and will be treated as such. In that way, each employee will personally have a stake in creating a better future for Vietnam.

Over the long term, the success of our earlier products will allow us to tackle projects larger in scope. The role of the company will grow to introduce projects that by themselves have an impact on developing the next generation of Vietnamese. I would like to work with the Vietnamese government to develop games that will aid teachers in the classroom.

For example, war simulation games can recreate history on the computer screen. In May 1954, Vietnamese forces successfully fought off the French, leading to the end of the First Indochina War and Vietnam’s independence. This battle, known as the Battle of Dien Bien Phu, is considered to be one of the most significant in Vietnamese history. Over seventy five thousand soldiers from both sides were involved in the battle, with casualties exceeding over ten thousand. I envision a massively multiplayer online war game where each student takes the role of one of the soldiers who took part in the battle. Each player would have a specific role to fulfill, in the process learning the importance of teamwork, dilemma of military decisions, ramifications of military conflict beyond the soldiers in battle, and cultural values. Importantly, the game would let gamers play both sides of the battle, and there would be no moral judgment placed on either side.

Working with the Vietnamese government would be a way to gain funding but also a way to get our product into classrooms nationwide, ensuring that the game would have a genuine impact on a generation of school-goers, similar to the one Oregon Trail had on children from my generation.

When I think of these future objectives, I am excited about the ability to take a role in Vietnam’s future in terms of a fulfillment of lifelong aspirations to feel more Vietnamese. Although I realize there is no definitive way to “feel Vietnamese”, contributing to Vietnam’s development is one way of reaching this goal.

Over the last few years, as I have started to understand the influence I can have on a business, I have also learned what is important to me and how I can satisfy those aspects of my life. I now feel confident that I am on the right path to making an impact not only in starting a video game company, but also in making positive change within Vietnam.

Tags: mba , stanford

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Here’s another of the essays I wrote:

Option 4: Tell us about a time when you tried to reach a goal or complete a task that was challenging, difficult, or frustrating. (Recommended length is 1-2 pages, double-spaced)

At [former company], online store fulfillment (order shipping) was done through the office warehouse. Every holiday season, things became a little chaotic as the entire office staff was expected to help the existing shipping staff with the increased order load. When the season neared in [year], I was asked to oversee fulfillment in addition to my responsibilities working in marketing and sales for the online store. The role had gone unfulfilled for some time because of the staffing limitations common to many startup environments, but my good working relationship with the entire office and performance on other team-leading tasks made management feel that I would be a good choice for the job.

[former company] released a video game that November called [game] . In late October, I had called a meeting with the entire office to outline fulfillment procedures and employee shifts for the holidays. When [game] was released, however, all my preparations were instantly rendered useless. While initial preorders for the game had been modest, word of mouth advertising and critics’ reviews propelled our online store and retail sales upwards, a trend that continued the remainder of the year.

As the season got colder and wetter, the order loads for the store kept increasing. I had originally planned for each employee to work four or five shifts during the entire eight week season. Instead, every employee worked a shift each day . A consequence of our small warehouse was that we needed to ship outdoors, and while I had ordered several heavy duty canopies to protect us from the weather, they did little to take the bite away from an unusually rainy season in the Bay Area. The pressure placed on the staff by having to work extended hours unprotected from the weather affected morale heavily; many were upset that they were unable to attend to their normal work and questioned why we even had the store in the first place.

While the online store held significance in that it was an additional revenue stream, it was especially important that holiday season. Few people in the company knew that although we were doing well through our retail vendors, we would not be compensated for those sales until early the next year, a normal billing practice in retail. At the same time, however, we were heavily in debt to our partners in manufacturing and logistics and they threatened to cut off their services completely if we could not pay off some of the outstanding debt. The online store was a tremendous asset for the company because of the higher margins we received in comparison to retail, but also because unlike retail, all revenue from online store sales was available to us immediately. Therefore, every dollar that the online store produced could be used to pay off bills without delay and keep the supply chain going for [game] . [former company] would have actually preferred to never sell in retail, but getting into retail was a major requirement of making our products accessible to a larger audience as well as creating other revenue streams.

My work that season was somewhat of a contradiction. On one end, I tried to make things as comfortable for the other employees as possible even as my workload kept increasing. I reorganized the schedules and our shipping methods to improve our efficiency. I spoke to employees on a daily basis so they could relieve their frustrations. I also made sure employees got regular breaks and I organized lunches and breakfasts to be available at the office, paid for by the company. On the other end, I worked late nights and weekends optimizing our search engine campaigns, creating additional promotions, and researching user metrics to find ways to increase sales (perhaps ironically making fulfillment more difficult). The promotions increased bundle sales, increasing our average order amount, and the success of the search engine campaigns resulted in a conversion (a shopper clicking on an advertisement and then making a purchase) rate four times the industry average.

Although I had been placed in charge of the shipping operations, I actually had no particular ranking in the organization, and some may have felt uncomfortable that a peer was suddenly directing and assigning tasks to them. I worked with various personalities and was not always successful motivating them. At times I took things personally when my planning did not hold up to changing conditions, or when I was having trouble getting support from an employee. I spoke to upper management daily to discuss my approach and the encouragement I received helped me keep things in perspective.

That winter, I led the online store to more than double its sales goal, breaking all its previous sales records. After the season ended, I met with our CEO and asked him to give the entire company an extra day off to help staff recover from some of the bitter feelings of the holidays. He agreed. I also gave out bonuses to thank specific employees who had remained firmly committed to the work despite the difficulties. My efforts that season led to my being named E-Commerce Manager soon afterwards. Even after becoming manager, however, I made it a priority to continue open communication with those who may have been disgruntled with me from the winter. I worked to repair damaged relationships, asking several employees to lunch. I knew that I could not necessarily change how people felt, but also recognized that managing personnel is a continual learning process in keeping good working relations. That season, I was tested with working through conflict, but the lessons I learned then will be applicable for the rest of my life.

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A year ago (give or take a week), I left my first real job and began to prepare to go to Vietnam. I wasn’t sure what Vietnam would be for me, but I was also balancing thoughts of going to get my MBA at the same time. A year later, I’m happy with how things turned out and I’m here indefinitely.

Last fall, I applied to the Stanford GSB. I didn’t get in, but I did interview while I was working in KL, so that makes me feel like I was pretty impressive or at least a legit candidate. The GSB is the toughest business school to get into in the world, accepting about 10% of its applicants. From my calculations, 20% are interviewed.

One of my former managers told me after learning I had been rejected that it was actually better for me this way, so my future in Vietnam wouldn’t be clouded. Now I could think clearly and pursue one fantastic option instead of struggling in deciding between two. He was right. Of course, it sounds good when you don’t have the two options, and you say that the remaining option was the true perfect option for you all along, but what he said turned out to be completely on-target.

I was thinking about this manager a few minutes ago, remembering a time he came back to the office late after our annual Christmas dinner to help me process some paperwork

I remember the talk we had:

He (my boss was only in his mid 30’s himself) said, sometimes you see a 32 year old serving as a vice president at successful company, making 250K a year and wonder, “how the hell did he get there at such a young age?” And he continued, it’s because he got in to a company early, and as the company grew and more things were demanded of him, he met the challenge. He got a high position early-on, but then showed he was up to the task and held on to it.

I think he said this to me because he knew I was going through a rough season, and he wanted to let me know that good things come from the struggles in times like these. After that holiday season, I became a manager but that wasn’t the good thing he was talking about. It’s actually about where I am right now. Because of my work and struggles in the past, I now have that chance to be a VP-level executive at a successful company by the time I’m 30. I’ve put myself in a position to have a huge impact and help lead us to success, and if I can hang on, I’ll be that guy in his story, and that really sums up what working in a startup is about.

Anyway, I’ve decided to post my Stanford essays over the next few days and the first one is below. I’m actually very happy with the way they turned out (thanks a lot to Lily, my sister, my dad, and so on), and even if I ever did apply again, I don’t think I could make better ones.

Option 1: Tell us about a time when you did something that was not established, expected, or popular. (Recommended length is 1-2 pages, double-spaced)

My experience managing at [former company] was invaluable, but the progression of learning how to manage was often strenuous. My final week working at [former company] coincided with the company’s employee review period. I gave two employees below-average ratings, with one employee receiving the minimum overall score. I had met with both employees concerning their work attitudes, performance issues, and abilities to work with others in the past, but had seen little improvement. These two employees also had not been happy with me as their manager, and I was a little hesitant about the reviews because I expected a difficult time. Going through the process, I knew I felt that they had performed inadequately, but I looked at my own responsibility in their failures and struggled with finding the right sense of objectivity towards their work while still being able to give constructive criticism. It took me several days of questioning myself before I truly felt confident in my assessments. I completed the reviews by adding specific examples of what influenced me to grade a specific way, what I thought were that employee’s positive attributes, and suggestions on how the employee could improve to return to the company’s expected performance levels.

After I gave these two employees their reviews (separately), both were so upset that they refused to sign the review form to acknowledge we had conducted the session. One employee wanted to poll co-workers and other managers to see if they had felt the same way about his performance. When I conducted the personal review sessions, I tried to be positive; with my leaving the following week, I emphasized the chance for a new start and I hoped that they would think about what I had said. I told them they were not far away from being at-level with the company’s expectations and that I had confidence in them to improve. Both felt that their performances were completely opposite of what I had rated them, however, and that any discrepancies or issues were my own and not theirs. I spent the next few days thinking carefully about their comments to learn about myself as a manager. While I believed my scores were fair and honest, I was still disappointed in myself that I had been unable to help the employees perform better.

Five months before the review period, I had called a meeting with one of the employees mentioned earlier. She was frustrated that the company had done nothing for her in terms of career development and that her current role held no possibility of advancement. I sat with her for a couple of hours to discuss how she could set goals with me in terms of her current work performance and how exceeding them would show she was ready for a promotion. Ultimately, while she said she understood my points, she was extremely reluctant to set performance metrics and never followed-up with me to do so.

In a way, my attempts that meeting resulted in failure, but one of the lessons I have learned is that it is not always possible to get people to change their mentality. People need to make that choice for themselves. This does not mean, however, I cannot strive to continue improving my abilities to motivate, communicate, and help others develop.

Ending my tenure at [former company] with employee evaluations felt like I had gone full-circle as an employee at the company. While I had started there trying to understand how I could better serve the company, I ended trying to learn how I could help my employees reach their potential, for the benefit of themselves and the company. With a number of my employees over time, I felt that I had been able to communicate to them well, and we mutually learned from each other. I had been unable to progress with my two low-rated employees in the same way, but I hoped that they would consider my thoughts as well as themselves carefully over time. They could even use my ratings as motivation to show their new manager that I was completely wrong about them.

When I last spoke to my former manager at [former company], he mentioned that the two employees were gradually addressing the issues I had raised with them and striving to improve. I find accomplishment in this because my efforts eventually resonated with my former employees, even if I will not be around to see the results myself. Their improvements can only end in positives, and they have taken the right first steps towards fulfilling their own professional aspirations.

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