Average Mba Salary With 10 Years Experience – This is a question that is often asked – Usually we hear only the highest paid, but most of us do not know the average salary that an MBA should consider (if he has passed a Premier Business) School)
Here are some numbers from a survey conducted by iimjobs.com – These numbers were compiled based on salary data administered between May 16 to 31, 2010 by more than 5,600 MBA candidates who shared their salary data anonymously.
Average Mba Salary With 10 Years Experience
Salaries grew the fastest at 12.7% for professionals working in the IT sector, bringing them close to their counterparts working in finance and consulting. The average salary of MBAs working in the IT sector was found to be 12.9 lakhs for 3 to 4 years of experience and 17.3 lakhs for 5 to 7 years of experience.
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Sales and marketing professionals saw 11.8% growth in compensation this year. The average salary of MBAs working in sales and marketing was found to be 9.8 lakhs for 1 to 2 years of experience, 13.6 lakhs for 3 to 4 years of experience and 18.1 lakhs for 5 to 7 years of experience.
The average salary in finance was found to be 11.5 lakhs for 1 to 2 years of experience, 14.3 lakhs for 3 to 4 years of experience and 19.6 lakhs for 5 to 7 years of experience.
The average salary in Consulting grew by around 7.6% and was found to be 11.5 lakhs for 1 to 2 years of experience, 14.7 lakhs for 3 to 4 years of experience and 18.4 lakhs for 5 to 7 years of experience.
The graduation rate was considered to be the highest at 13.6% for finance graduates with 3 to 4 years of experience. It was the lowest at 6.9% for professionals within general management/consulting. The average departure was 11.2%.
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Arun Prabhudesai is the founder/editor-in-chief at . He focused on entrepreneurial business in early 2008 after a long career of 13 years in the IT industry. You can follow him on twitter @in and Facebook. Compensation is of course more than money. It includes other factors such as: how much you enjoy your work, whether it is fulfilling, how much flexibility you get and how much influence you have over what you do and when you do it.
In our work studying entrepreneurship through acquisition (EtA) – where individuals buy an existing small business to own and operate it themselves – we’ve found that many MBA students agree that being CEO of a small company dominates traditional post-MBA jobs such as consulting, investment banking, private equity and others on these non-financial dimensions. Small business owners can set their own hours, make their own management decisions, and take pride in ownership of their work.
Also, as we explained in a previous article, we believe that being an established CEO of a small company involves fewer worries than being a senior member of a consulting, investment banking or private equity firm.
So the remaining question of being a small business manager is the payoff; if money is about the same, then small business CEO compensation dominates other jobs.
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To justify our analysis, let’s assume that the alternative to becoming a small business manager is to follow the traditional post-MBA career path and realize that at best we can only compare.
Because everyone’s experience will be different. So we start by assuming that the traditional method offers cash compensation equal to the average starting salary. (It can be tempting to turn to the higher starting salary, which usually goes to the new and more experienced in the most competitive market, who often earn crazy money in the first year. But these are rare cases, and we believe that using the average provides more accurate results.)
However, that average is hard to find. Some large sample surveys report that MBAs across the country have an average starting salary of $100K. Graduates of so-called elite schools earn more, with some estimates of the average starting salary at elite schools in the $150,000 range. Relative compensation for traditional professions and entrepreneurship through acquisitions depends on wages over the next 10 years and revenue from contracts. and investors who gave money to buy the business. These are of course unknown and highly dependent on the work and success of the small business itself. But here is a diagram based on the information we have.
We assume that wages in a traditional post-MBA job are growing at a 12% compound annual growth rate (CAGR) to more than triple in the first 10 years, which is consistent with the post-MBA salary research we’ve done here . at Harvard Business School. We’ll also assume that cash compensation for a new small business CEO starts at the average post-MBA salary and growth is generally tied to company performance—all of which is typical from our experience as CEOs of these types of companies. Because we generally argue that those looking for a small business to buy should target boring, slow-growing businesses, we’ve set this at 5% per year. The table below shows that in the first 10 years of work, cash compensation from traditional work dominates.
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But the annual cash compensation provides only part of the financial benefit from the purchase of a small business because the entrepreneur also has a large stake in the company. The size of this stake varies with how they arranged the financing throughout the process, but for now let’s assume that the entrepreneur has a 20% stake in the acquired company. (That means that the CEO keeps 20% of any cash distribution after the investors’ investment returns and they are paid the preferred dividend.) Of course, the value of that carrying amount depends on the performance of the business, its size, amount. of the debt used to finance the acquisition and ultimately set the future sales price.
To make the analysis workable, we will make conservative assumptions for simplification: we will not assume any growth in the business, and because there is no growth, we will assume that the number of sales is exactly the same as the number of purchases. We will also assume an entrepreneur bought a $1.5 million EBITDA company for 4 times paying $6 million and using 50% debt financing.
To keep things simple, we’ll take advantage of our assumptions of no growth and a constant chain and ignore the actual timing of the cash flows. This means that in this example the purchase price and the future sale price will be the same so that the debt and equity investments can be assumed to have been paid off on the sale. This leaves us only with the cash flow that occurs between the purchase and the final sale.
In this example, the annual turnover is 1.5 million dollars; the debt is half of the purchase price, or $3 million; and the interest on that debt (assuming an interest rate of 5%) is $150,000 annually. This leaves $1,350,000 to be split 80%/20% between the investors and the CEO. The CEO’s annual cash flow from carried interest is therefore 20% of $1,350,000 or $270,000.
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Add this to the cash salary, and entrepreneurship through acquisition dominates the traditional post-MBA career path, as shown in the chart below.
What happens if we consider the timing of cash flows? A typical cash flow timeline is that the debt is paid off first, then the equity investors get their investment plus preferred income, then the founders are paid 20% of the preferred income, and finally the remaining cash flow is split 80% to the investor and 20% to the Director Executive. Banks and investors are paid before the CEO gets the cash for the transferred interest. But the advantage of the traditional method in the early years is largely offset by the attractive EtA cash flow that occurs when the transfer starts to be paid, and even more so at the time of departure (which we have considered in the 10th year in this example). Here is the adjusted comparison:
Readers of the analysis may think this is a good opportunity to calculate the present values of these two paths, perhaps using different discount rates to reflect the perceived risk of the two paths (present values are close to 15% for the traditional method. and 25% for EtA -path) in hopes of finding out which path offers the highest compensation. (We agree that some believe that the EtA method is riskier and therefore will provide a higher discount rate. We are not so sure about that.) We do not recommend that method. Instead, we think you should realize that there are many differences that we haven’t fully replicated. On one side of the coin, there are potential tax benefits from EtA payments and increases from growing the acquired business. On the traditional side of the coin, there may be pensions or benefits that we have not taken.
In general, we believe that this economic analysis should not be used to show that one method dominates the other. For us it turns out
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