Senior Marketing Manager of Navita - Literature review Example

Interview Package Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Instructor Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date ABSTRACT This interview package concerns the position of a Senior Marketing Manager of Navita. It provides a brief description of the behavior criteria giving expected qualities of the candidate and an interview guide of the events that will be carried out during the interview day. In addition to this, the interview will focus on some of the preparatory procedures that the interviewer will follow prior to the day of the interview giving reference to specific theories. Finally, the interview package will give a sample of wording of the introduction and the conclusion to direct the panel as they conduct the interviews. Table of Contents ABSTRACT 1 Table of Contents 2 1.0Behavioral Criteria 4 1.1 Vision creator 4 1.2 Strong ego 4 1.3 Understanding of their customers and their market 5 1.4 Cross cultural marketing skills 5 1.5 Flexible planner 6 2.0 Interview preparation 6 2.1 Questions 6 2.2 Location 7 2.3 Advising 7 3.0 Interview introduction 7 4.0 Interview conclusion 8 5.0 Interview guide 9 5.1 Interview process 9 5.2 Experience review 10 5.3 Behavioral questions 10 5.4 Final question 10 6.0 References 11 The position: Senior Marketing Manager 1.0 Behavioral Criteria 1.1 Vision creator The candidate to occupy the above mentioned position must be visionary. One the crucial step to consider when introducing a product or service into a new market place is to develop a focused and clear concept of the product or service. In order to achieve this, the marketing manager is required to distribute the product his company sells, understand and simplify its features and identify the areas where it can perform best. The marketing manager is required to communicate his vision with other stakeholders for effective and successful attainment of its goals. Ability to communicate the vision with the senior management, production team, internal sales team and the creative resources in an effective and timely manner will enable them to relate their different activities with the goals of the marketing department. In addition to this, the marketing manager has to understand the needs of the market place and be able to present his products in a more inviting and accessible way. Since the university intends to introduce its products in completely new environment, the marketing manager might have to change the core aspects of the project to take advantage of the weaknesses of the new market (Saxena 2009). 1.2 Strong ego It is essential for the candidate to demonstrate independence in his position. Successful marketing managers have argued that the “design by committee” approach of management in many cases leads to failure of a marketing program. A vision created by a committee is unfocused, flat and diffuse hence results to compromise. However, this does not mean that the marketing manager should not engage other people. He should be ready to listen to co-workers, customers, senior managers and other people outside the company. It is however important for him to have enough self-confidence to assess all the available options and ideas and make an independent decision which is rational and unbiased (Saxena 2009). 1.3 Understanding of their customers and their market The candidate must possess enough knowledge of the marketplace he intends to sell his products and services. It is evident that the marketing manager will be very new to the industry hence it is expected that he strives to understand the market by studying the industry and communicating with people conversant in the field such as sales people. A clear vision can only be obtained by first having a deep understanding of the customers as well as the market. Besides this, a marketing manager who understands why his customers need the products and services he offers, will know the best marketing strategy to use. In this case, the marketing manager must have the ability to undertake research studies to determine what the Chinese population needs in terms of higher education then he can create a vision and design a marketing strategy (Sharma 2009). 1.4 Cross cultural marketing skills It is fundamental for the incumbent to possess skills of international marketing. Indeed, globalization, changing demographics and recession has accelerated the need of having international businesses. The more cross-cultural skills one has, the more clients and international business relationships one is bound to acquire. An effective marketing manager must have the ability to identify and comprehend differences in cultures across different countries. Cultural differences directly affect how the products or services will be branded, perceived by consumers and the how to go about advertisement campaigns. An effective marketing manager should be ready to put aside his culture and embrace the culture of his new environment in order to enhance success of the program. Knowledge of the Chinese language is an added advantage for the marketing manager. It makes it easy for him to communicate freely with his customers, local authorities and other people needed to implement his strategy (King 2011). 1.5 Flexible planner The occupant of the above mentioned position must be in a position to prepare a sustainable and realistic marketing plan. Although a plan is extremely important, a very detailed one leads to destruction from the real aspects affecting the marketplace. However, failure of having a plan is detrimental and might lead to total downfall of the marketing program. The most productive marketing manager is one who is a flexible planner. This mean he should have a plan that allows spontaneity and creativity. The plan should creates space for incorporating new ideas that might emerge in the course of implementing his program and eliminating old ones depending on change of circumstances in the marketplace. A good marketing manager must have the ability to prepare a marketing strategy which incorporates all the important components such as sales tools, advertising and public relations (Sharma 2009). 2.0 Interview preparation 2.1 Questions The great and main part of an interview entails developing open and simple questions which will be of assistance in hiring the best candidate. Questions designed should relate with the kind of position advertised and the kind of duties that are supposed to be carried out at that position (Armstrong & Carlopio 2005). The major selection criteria should be in accordance to equal employment legislation. All interview panel members should agree on the kind of questions to be asked. Armstrong & Carlopio (2005) asserts that, questions can either be structured or unstructured. Structured question is where all candidates answer the same question and afterward evaluated using the same common rating scale. Based on unstructured question candidates are asked different question a standard ration is not necessary. 2.2 Location Armstrong & Carlopio (2005) maintains that, an interview location serves like an important tool and considered to have an impact to both the interviewer and interviewee. According to Goldie (2000), an interview should be held in a location where there are no interruptions and disruptions. This creates an atmosphere that is comfortable for both parties. In preparation for a proper interview session, the use of a round table will be essential so as to facilitate communication between parties involved thus setting a formal and relative location (Nick 2006). 2.3 Advising Armstrong & Carlopio (2005) asserts that, candidates should be made aware of an interview and this should be done through giving several days notice where they are advised on time and other interview necessities. It is essential that they are aware of their location and how they can get there. 3.0 Interview introduction Nick (2006) Assert that, introduction is one of the most vital steps during any kind of interview. This is because it set the scene making all parties relaxed and being comfortable to the location. For instance in the job advertisement for senior marketing manager in China (Australia program), the following was the interview introduction done by the human resource manager who is based in Australia. “Welcome to Navitas and thank you for taking time to come for an interview for the senior marketing manager to be based at China. My name is Peterson Adams the human resource manager and my panel colleagues are Davidson wood who is the head of marketing and Meredith Shawn who is China head in departmental management. Please take your seat and feel relaxed for the question that will be asked during the interview. Our interview process will be carried out in three different stages. The first stage entails an amplitude test where written question will be issued to you and you will be expected to answer the question to your best ability. The second stage involves having one on one exchange of information with members of the panel and finally, the last stage will be meeting direct talk with our corporate leaders for that successful candidate. Please feel free to ask for more time when you need to collect your thoughts together so as to create an atmosphere that is comfortable for all parties. If you are ready we may begin the interview session.” 4.0 Interview conclusion Dick (2002) maintains that, conclusion should be done when all panel members are satisfied with information issued so as to carry out an effective assessment. Conclusion should be in that a final opportunity to ask question and summarize the whole process (Dick 2002). For the senior marketing manager position in Navita, the following were the concluding remarks; “This marks to the end of our formal interview. Feel free to ask any question regarding the interview or about the company to the panel. After successfully completing stage one and two of the interview, the next process will be to contact you so as to meet with our corporate leaders that is if you are our successful candidate for the position. I will not commit to a specific date but rather notification will be done through email and telephone contacts issued. If you are the successful candidate, you will have an opportunity to have a career journey in Navita. Thank you again for availing yourself and offering us ample time during the interview”. 5.0 Interview guide Candidate Names: Panel Members Names: Candidate Experience 5.1 Interview process Welcome candidate Panel members introduction Advise on various process engaged in the interview process Confirmation of requirements needed 5.2 Experience review 1. Can you explain to us your experience in the topmost leadership role? 2. What challenges have you encountered while in the above position? 3. Discuss one of satisfactory project carried out while in the position above? 5.3 Behavioral questions 1. At your topmost leadership position, discuss how you have motivated and encouraged junior workers? 2. Discuss your strengths and weakness experienced as a leader? 3. What process do you use in setting various work priorities? 4. Describe a management process you have been responsible for and how did you use interpersonal skills to either contribute or inhibit the outcome of the process? Overview Action result 5.4 Final question Do you have any question for the panel or do you feel there is any important information that the panel need to know about you as a way of fully assess you claim the senior marketing manager? 6.0 References Armstrong, H & Carlopio, J .2005. Developing management skills: A comprehensive guide for leaders. Frenches Forrest: prentice Hall. Dick, B. 2002. Convergent Interviewing. Sessions 8 of Areol-Action Research and Evaluation, Southern Cross University. Goldie, P. 2000. The Emotions: A Philosophical Exploration, Oxford: Clarendon Press. King, C. 2011. Cross-cultural Competence. Retrieved on 26th August from http://cindyking.biz/articles/cross-cultural-communication/#whyccc. Nick, B. 2006. Management Interview Guide. Retrieved 25th September 2011 from http://www.stanford.edu/~nbloom/ManagementInterviewGuide. Saxena, B. 2009. Marketing Management 4E. New York: McGraw-Hill Education. Sharma, K. 2009. Entrepreneurship. New Delhi: FK Publications. Stine, G. 2004. Ten Qualities of Great Marketing Managers. Retrieved on 26th August 2011 from http://www.polaris-inc.com/index.php?action=resources.ArticleInfo&rowid=109. Read More