营销资料面试技巧培训资料Word格式.docx
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营销资料面试技巧培训资料Word格式.docx
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Youareadvisingacreditcardcompanythatwantstomarketaprepaidphonecardtoitscustomers.Isthisagoodidea?
You:
Whatistheroleofourcompany?
Dowesimplymarketthecardormustwecreatethemourselves?
Interviewer:
Thiscardwillbeco-marketedwithanoutsidephonecompany.Wedon'
tneedtoperformtelecommunicationsfunctions.
Whatareourexpensesconnectedwiththecard?
Wemustpay15centsforeveryminutewesell.Wealsohavetopay$1.00asastart-upcostforthecardandcardsystems.
Whatareourmarketingexpenses?
Wenormallyuseslipsofpaperthatareattachedtothebacksofourcreditcardpaymentenvelopes.Wesometimesalsosendcustomersadirectmailing-inaseparateenvelope.Orwecanhavetelemarketerscallselectedcustomers.
What'
sthecostofeachofthesemarketingtechniques,andwhatistheirresponserate?
Telemarketershavea2percentresponserate,andcost$1.00percall.Directmailingscostus40centspermailingandhavea0.50percentrateofresponse.Ourpaymentattachmentshavea0.25rateofresponse,butonlycostus5centseach.
I'
mgoingtoassumewewillsellone-hourphonecards.Thatwillcostus$9.00fortheminutesandadollarpercard-soeachcardcostsus$10.
Thatsoundsreasonable.
Andwhatisourexpectedrevenueonaone-hourphonecard?
Whatisthecurrentmarketratefora60-minutephonecard?
Assumeit'
s50centsaminute.
Soifwesellthecardsfor$30,wehavea$20profit,minusourexpendituresonmarketing.
sourcoststructurelooklike?
Okay,let'
sfigurethisout.Tosell1,000cardsthroughtelemarketing,wewouldneedtocontact50,000people.Thatwouldcostus$50,000.Tousedirectmail,wewouldhavetocontact200,000thousandpeople,which,at40centspermailing,costsus$80,000.Sincetheenvelopeinsertsaren'
tveryreliable,wewillneedtocontact800,000peopleusingthatmethod.Butat5centseach,itcostsonly$20,000tosell1,000cards.
Wemake$20profitoneachcard.Butevenatthecheapestpromotionalvehicle,at$20profit,wewouldonlybreakeven,becauseourprofitson1,000cardswouldbe$20,000.Weshouldn'
tmarketthiscard,unlesswecanfurthercutourmarketingcostsorincreasethepriceofthecard.Ifwecouldslicethecostoftheenvelopeattachmentsapennyorso,orsellthecardfor$35,orconvinceourco-marketertoreduceourcosts,itmightbeworthselling.
Commonly-askedQuestions
Companiesthesedayslookformorethanwhetheryou'
reawittyorespeciallycoolindividualwhenitcomestopersonality.Amongthecharacteristicshighestontheirlistareteamworkandinnovation.Theymaynotaskwhetheryouareateamplayer,orcreative--doesn'
tmeanyoushouldn'
tgoaheadandtellthem.Butthenagain,alotofinterviewerswillaskyououtright:
tellmewhyyourpersonaltraitswillworkhere.
1.Whyareyouapplyingforthisposition?
Probablythemostcommonlyaskedquestionatjobinterviews.Youneedtoconvinceyourinterviewerthatyouareenthusiasticaboutthejob.
2.Tellmeaboutatimewhenyouusedinitiative/Givemeanexampleofwhenyoucameupwithaninnovativesolution/Givemeanexampleofatimeyouexceededexpectations.
Inthisever-changingworldinwhichwework,employeesaresupposedtobeinnovative,tobeableto"
thinkoutsideofthebox.Questionslikethese(suchasthewaythe"
initiative"
questionand"
exceededexpectations"
questionsareworded)canbeusedasopportunitiestotalkaboutcreativefaculties--pickaninstancewhenshowinginitiativemeantcomingupwithanout-of-the-ordinarysolution.
3.Iseeonyourresumethatyouservedaschairpersonofsuch-and-suchcommittee.Whatwasthatexperiencelike?
Alongwithinnovation,employersoftenlookforleadershipability.Ingeneral,interviewersarelookingforevidenceofawillingnesstolisten,anabilitytogivefeedback,andafirmnesswhenitcomestogettingthingsdone.
4.Whatwouldmembersofyourbasketballteam/businessschoolcohort/butterflycatchingexpeditionsayaboutyou?
Tellusaboutatimeyouhadtodealwithadifficultteammember.
Teamworkisanotherhighlyvaluedtraitthesedays,companiesarelookingforemployeeswhoworkwellingroups.Ifyourinterviewerdoesn'
tbringupteamwork,doityourself.Thesequestionsaresimilartotheleadershipquestions-interviewersarelookingforbothanopennesstoideasandawillingnesstonudgeteammemberstowardagoal.
5.Whydidyoudecidetoswitchcareers/Whydidyoudecidetogobacktoschool/Whydidyoutaketimeoffduringcollege?
Bepreparedtowalkthroughyourresumewithyourinterviewer,especiallyatcompaniesthatliketopromotefromwithin.Theywanttoknowthatyou'
recommittedtotheindustryandwillbeloyaltotheircompany.
6.Wheredoyouseeyourselfin5years?
Youdon'
tnecessarilyneedtosaythatyouwanttoworkforthecompanyforever,butyoushouldexpresshowyouthinkthepositiontowhichyouareapplyingwillhelpyougrow.
7.Soyoujustgraduated.Howdidyoulikeschool?
Lovedit.Learnedsomuch.AndletmetellyoualittlebitaboutwhattypesofactivitiesIwasinvolvedin.
8.Whatlessonsdidyoulearnfromyoulastjobthatyouthinkcanbetransferredtothisposition?
9.Whatdoyouconsideryourbiggestfault?
Interviewerslovethisquestion,eventhoughitsortofinvitesdishonesty.You'
resupposedtosaysomethinglike:
"
I'
maperfectionist."
Or:
Itendtoworktoohard."
Youmaywanttoprepareamorethoughtfulanswer,butyoushouldatleastanticipatethisquestion.
10.Ifyoucouldgoanywherefor24hours,withanunlimitedbudgetwherewouldyougo?
Sometimes,interviewerswillaskoff-the-wallquestionsjusttogetabettersenseofwhoyouareasaperson.
QuestionstoAskDuringYourSummerInternshipInterviews
*Canyougivemeanexampleofmysummerresponsibilities?
Trytomakesuretheansweryoureceiveisasspecificaspossible.Particularlyifyou'
renewtotheindustry,youwanttoensurethatyouwillperformworkthatisrepresentativeofafull-timeassociate.
*Howmanypeoplearetypicallygivenpermanentjoboffers?
Andaskforpercentagestoo.Thisshowsyou'
reinterestedinopportunitiesaftergraduationatthefirm,andallowsyoutoplanyourstrategicoptions.Somefirms,likeGoldmanSachs,areknownforgivingofferstoasmallproportionofthesummerclass.Youmaywanttotrybetteroddsatanotherfirm.
*WillIbeabletorotatebetweendepartments?
Again,themoreyouknowaboutthecompany,thebetteryouwillbeabletodeterminewhichdepartmentinterestsyoumost,orwhetheryouwanttoworkatthefirmatall.Ifthere'
saspecificdepartmentyouwanttoworkin,youshouldmakethisknown.
*Doyouprovideanyassistancewithrelocation?
Manyfirmswillhelplocate,andevensubsidize,summerhousing.Ifthismakesadifferenceinwhetheryoutaketheposition,ask.
StrategiesforAnsweringBusinessCaseQuestions
Ifyou'
regoingintoaninterviewwhereyoumightexpectacasequestion(abusinessquestionpresentedtoyouforyourdetailedanalysis),it'
simportanttohaveafewbasictipsdownpat.
1.Takenotes.
Asyourinterviewerpresentsyourcase,besuretotakecarefulnotesonthenumbersorotherfactsgiven.(Alwaysbringanotepadandapentoaconsultinginterview.)Youdon'
twanttoaskyourinterviewertolaterrepeatinformationthathasalreadybeengiven.
2.Askquestions.
Yourinterviewerexpectsyoutoaskquestions--asmanyintelligentquestionsasyouneedtoobtainanaccuratepictureoftherelevantfactsinthecase.Manyinexperiencedcaseintervieweesmaketheerrorofnotaskingtheirintervieweranyquestions,perhapsafraidthattheywilllookignorant,ornotwishingto"
bother"
theinterviewer.Onthecontrary--notaskingquestionsisafatalerrorinacaseinterview.Ifyoudon'
tknowthefirstthingaboutthehelicoptermarket,askhowmuchitcoststomanufacturearotor.Ifyouneedtoestimatethedemandforabeef-flavoredpotatosnackinWichita,Kansas,thenfeelfreetoaskthepopulationofWichitaandenvirons.
3.Bepreparedtotakecharge.
Youwilloftenfindthatyourinterviewerwilldirectyourlineofquestioningtoaspecificarea,butyoumustalwaysbereadytocontroltheconversationincasetheinterviewerdoesnotdirectyourreasoning.Ifyouareunsure,simplyasktheinterviewer.Forinstance,ifyoufindtheinterviewerofferinglittledirectionasyoumovethroughyourinitialscoopingquestions,youmaywishtoask,"
Ifindthelackofariskassessmenttobeapotentialshowstopper.MightIasksomedetailedquestionsaboutthis?
"
Oryoumightsay,"
Givenwhatyouhavetoldmeaboutthesituation,Iwouldliketodrilldownforfurtherclarityre
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