Position of Senior Marketing Manager for the Fitness First, Australia - Report Example

Interview package xxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name xxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course xxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecturer xxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date ABSTRACT The interview package presented in this report concerns the position of Senior Marketing Manager for the Fitness First, Australia. It begins with comprehensive but precise behavioral criteria that describe the expected qualities of the candidate. The report additionally provides an overview of the events that will be carried out during the set day for the interview which is in form of an interview guide as well as preparatory procedures that will be conducted before the specific interview day which will be backed with relevant theories. The final part of the report is a sample of introductory and conclusion statements that will guide the interviewees throughout the process. Table of Contents ABSTRACT 2 Table of Contents 3 1.0 Behavioral criteria 4 1.1 Outstanding Customer and market orientation techniques 4 1.2 Strong business driver 4 1.3 Competitive strategy guru 5 1.4 Digital savvy 5 1.5 Good mentor/ coach 6 2.0 Interview preparation 6 2.1 Questions 6 2.2 Location 6 2.3 Advising candidates 7 3.0 Interview Introduction 7 4.0 Interview Conclusion 7 5.0 Interview guide 8 5.1 Interview process 8 5.2 Review of experience 9 5.3 Behavioral questions 9 References 10 The position: Senior Marketing Manager, Fitness First, Australia 1.0 Behavioral criteria 1.1 Outstanding Customer and market orientation techniques The candidate must be adequately equipped with knowledge concerning ways of going about identifying customers and the market that will earn the company maximum returns. Being new in the market, the marketing manager should understand the market by studying the industry and establishing key relationships with veterans in the industry. With adequate information about customers and the industry, the candidate should be customer-centric, that is, putting customer’s desires, wants and needs in the forefront. It also entails owning customer experience and maintaining optimum customer loyalty (Cole 2001). 1.2 Strong business driver The candidate must possess prowess in grasping basic business fundamentals including developing clear and focused concepts of the products. As such, the marketing manager is needed to be fully aware of the features of the product, distribution channels and identify areas of the market that will produce peak results. Being a good business driver also entails communicating marketing goals, mission and vision with stakeholders in order to ensure effectiveness of the marketing process (Saxena 2009). Collaboration and communication are the cornerstones to effective marketing activities hence a marketing manager who is able to network with others and form functional teams has an added advantage (Dwyer 2005). In this regard, communication skills are a fundamental consideration. The candidate must have adequate skill in both written and oral communication skills as the position basically involves convincing and persuading people about the products. Skill in writing of marketing reports such as business plan is also crucial. 1.3 Competitive strategy guru The candidate must have a big picture about the goals of the marketing activities. This basically means maintaining focus of the details of the processes involved and not being swayed by external forces that are not necessarily important. Although he is expected to delegate some tasks to other players, his presence should be adequately felt in giving specific and reasonable directions. According to Jackson (2001) a good marketing manager is one who keeps focus of the ultimate goals and is not destructed by obstacles. 1.4 Digital savvy The candidate must portray dexterity in the use of technology. In this era, technological knowhow is no longer a want but instead a need. Technology is being used as a tool and a facilitator across different functions of organization basically for communication and research purposes. In this respect, the senior marketing manager must be well conversant with the use of Web 2.0 platforms and technologies as well as other internet capabilities such as social networking sites which are good marketing platforms. Furthermore, he should have knowledge on how to propel messages about the brand on the digital universe, for instance, ways of carrying out online advertisement and marketing (Stine 2004). 1.5 Good mentor/ coach Being a manager, the candidate must be in a position to lead by example and direction. This implies that demonstrate the ability to assist the employees entitled to him/her in developing skills and knowledge related to marketing. Internal coaching is quite fundamental towards the success of any venture as it fosters as sense of interdependence and respect among seniors and juniors thus creating a free environment where everyone is someone. As such, the organization is bound to thrive through achievement of its goals. While mentoring, the marketing manager will ensure that employees remain motivated in their respective duties and this will further drive success of marketing activities (Whitmore 2002). 2.0 Interview preparation 2.1 Questions The nature of questions designed for an interview determines the interviewee’s response. Unambiguous, clear and open question draw out the best from the candidate while vague, unfocused questions tend to discourage the candidate. Essentially, the questions should be designed by all members of the panel and discussed prior to the interview day to ensure that they relate accordingly to the position in question as agree to employment legislation. 2.2 Location Ivey and Ivey (2003) assert that interview rooms should be located in the most convenient places where candidates will not find difficulties trying to locate. Besides that, they should be free from external disturbances such as noise or interruptions from people walking by. To avoid intimidation of the interviewee, round table settings are recommendable. 2.3 Advising candidates According to Nick (2006) students shortlisted for the interview should be informed on the interview date, location and any pre-requisites several days before the material day so as to facilitate preparations. It is also important to inform the candidates of any miscellaneous items such as availability of projectors to make presentations and ample parking space. 3.0 Interview Introduction Interview introduction is quite crucial as it sets pace for the entire process and socializes the parties (Dick 2002). The panel will be guided by this brief statement; “Welcome (candidate’s name) and have a sit. Thank you for finding time to attend the interview for the position of Senior Marketing Manager in our company. My name is Fridah Kain, the human resource manager of Fitness First, Australia and joining me are Annah, Michael, Allison and Titus. The interview will comprise of three different courses. The first will be an amplitude test whereby you will be required to write down answers to printed questions. In the second stage, you will answer questions asked to you by the panel while in the third stage you will have a session with the personnel manager if you pass the interview. 4.0 Interview Conclusion The conclusion should be carried out when all information required has been obtained. Even so, the interview can be concluded if the session exceeds the stipulated time. The statement below will guide the panel to conclude the interviews; “Thank you for your patience. You have carried out all the stages of the interview according to instructions and the only thing remaining it to wait for the outcomes through a telephone call or email. At this point, you are free to ask any question regarding the company or the interview. All the best. Thank You” 5.0 Interview guide Candidate Names: Panel Members Names: Candidate Experience 5.1 Interview process Welcoming of candidates Introduction of panel members Outlining of various processes to be involved in the interview Perusal and confirmation of credentials 5.2 Review of experience 1. Can you give some of the managerial roles you have undertaken in the past? 2. What are some of the challenges you faced when serving in the above position? 3. Discuss one of the outstanding projects you implanted successfully while in the above managerial position? 4. Describe some strategies you used to achieve the above discussed success? 5.3 Behavioral questions 1. While serving in the managerial position, discuss ways in which you encouraged and motivated other employees 2. Discuss some of the strengths you have that have enabled you to become a good leader 3. What strategies do you use to accomplish heavy workloads and deadlines 4. Describe a managerial process that you accomplished successfully accomplished in the past and how you used technological capabilities to achieve positive outcomes Final questions Do you have any additional information that you deem important for the panels assessment in the offering you the position of a senior marketing manager? Do you have any questions of the panel? Final notes: Inform the candidate of the specific date to expect the interview results and the kind of communication channels that will be used. Finally, thank the candidate for participating in the exercise. References Jackson, O 2001, Developing and administering structured interviews. Oklahoma City: state of Oklahoma office of personnel management. Carlopio, J and Andrewartha, G 2008, Developing management skills- a comprehensive guide for leaders. Pearson: Frenchs Forest NSW. Whitmore, J 2002, Coaching for performance, New Jersey: Nicholas Brealey publishing. Ivey, A and Ivey, M 2003, Intentional interviewing and counseling. Pacific Grove: Thomson Learning. Cole, K 2001, Supervision- the theory and practice of first-line management. Sydney: Pearson Education. Dwyer, J 2005, Communication in business-strategies and skills. French Forest: Prentice Hall. Nick, B. 2006. Management Interview Guide. Retrieved 20th August 2012 from http://www.stanford.edu/~nbloom/ManagementInterviewGuide. Stine, G. 2004. Ten Qualities of Great Marketing Managers. Retrieved on 20th August 2012 from http://www.polaris-inc.com/index.php?action=resources.ArticleInfo&rowid=109. Saxena, B. 2009. Marketing Management 4E. New York: McGraw-Hill Education. Dick, B. 2002. Convergent Interviewing. Sessions 8 of Areol-Action Research and Evaluation, Southern Cross University. Read More

 

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