Ace Your Interview Brand Management

insider guide
ACE YOUR INTERVIEW

BRAND MANAGEMENT
PUTTING YOUR BEST FOOT FORWARD NAILING THE MARKETING CASE QUESTION EMPHASIZING PERTINENT STRENGTHS
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Insider
Guide
Ace Your Interview: Brand Management
WetFeet
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ACE Your interview: Brand management
ISBN:978-1-58207-997-4
Photocopying Is Prohibited
Copyright 2012 WetFeet. All rights reserved. This publication is protected by the copyright laws of the United States of America. No copying in any form is permitted. It may not be reproduced, distributed, stored in a retrieval system, or transmitted in any form or by any means, in part or in whole, without the express written permission of WetFeet, Inc. The publisher, author, and any other party involved in creation, production, delivery, or sale of this WetFeet Insider Guide make no warranty, express or implied, about the accuracy or reliability of the information found herein. To the degree you use this guide or other materials referenced herein, you do so at your own risk. The materials contained herein are general in nature and may not apply to particular factual or legal circumstances. Under no circumstances shall the publisher, author, or any other party involved in creation, production or delivery of this guide be liable to you or any other person for damages of any kind arising from access to, or use of, its content. All illustrations by mckibillo
CHAPTer
1
1 demYstiFYing the intervieW ProCess 2 Overview 2 What Employers
Want
2
7 getting reAdY 8 Know the Field 10 Know yourself
3
15 the Big dAY 16 Look the Part 16 Tips from
Head to Toe
3 Know the Job 4 Deciphering

the ad
18 Bring the
Right Stuff
4 Interview
Essentials
4
21 the Big moment 30 dddd 22 Showing Up 22 Building Rapport 23 Showing your
Strengths
5
39 For Your reFerenCe 40 Online Resources 40 Recommended
Reading
41 Company Research 41 WetFeet Resources
25 Say it with Body

Language
26 Master the art

of Q&a
29 Industry-Specific
Questions
31 anticipate Some
Tough Questions
34 Reach an
Effective Conclusion
35 your Exit Strategy 36 Follow-Up
contents
Demystifying the Interview Process

Overview........................................ 2 What Employers Want................... 2 Know the Job................................. 3 Deciphering the Ad........................ 4 Interview Essentials........................ 4

CHAPTER 1 Demystifying the Interview Process
Overview
Dating, dancing, walking on fireinterviewing has been compared to all of these, with a great degree of accuracy. If the interview is going well, you feel as good as you look. You radiate charm and intelligence. You can parry the toughest questions and present yourself as a real pro. If its going badly, though, its like youre being raked over hot coalswith the sweat to prove it. But just for a moment, put aside the drama. One essential fact to recognize: An interview is simply a conversation about a job. You might well be talking to somebody you already knowa recruiter whom youve met at a job fair or an information session. Youve had conversations before, right? Then youve already explored ideas with another person, posed questions, given considered answers, and kept the exchange rolling until it reached a natural conclusion. And thats really all you need to do to succeed in an interview.
ductive, and help you keep your wits together even when the stakes seem alarmingly high. The steps we outline might seem like a lot of effort for a half-hour conversation, but it could be one of the most important conversations of your life.
CHAPTER 2 Getting Ready
CHAPTER 4 THE BIG MOMENT
If you put aside the drama for a moment, youll recognize that an interview is simply a conversation about a job. Youve had conversations before, right?
But, you arent simply chewing over a movie youve just seen or making plans to watch Sundays game. Whether youre interviewing for an internship or training program, or a position higher up the corporate ladder, youll be talking about the future of your career in brand management. Its a conversation that has high stakes for both participants. Ace Your Interview: Brand Management will guide you through the preparations necessary to keep that conversation focused and pro-
Its all too easy to look at an interview as an adversarial situation. The interviewer is interrogating you. Shes posing brainteasers and gotcha questions. But as tense as the situation might seem, just realize she has one goal in mind: identifying a plausible candidate and hiring that person. Shes seeking someone with a demonstrable capacity for delivering results. So, give employers what they want and be the candidate theyre looking for. Prepare to shine. Know your strengths and highlight them. Make sure the personal strengths you plan to emphasize in your interview match the demands of a brand management position. On the big day, present yourself as a candidate with the right skills and temperament for a brand management position. Your confidence, enthusiasm, knowledge, and skill set should confirm what your interviewer is already predisposed to believe: that bringing you in for an interview is a wise move and that hiring you is even wiser. When interviewing, hiring managers are hoping to explore some basic areas: Do We Want to Work with You?
You might enter an interview prepared to recite a litany of skills, degrees, and work experience, but interviewers arent looking for a walking, talking resume. Theyre already intrigued by your skillsthats why theyre interviewing you. The reason they need to meet with you in person is to gauge your personal qualities, to see if youll be an asset to the workplace. Intangible attributesresourcefulness, initiative, creativity, adaptability, drive, and integritywill set you apart from other
What Employers Want
CHAPTER 5 FOR YOUR REFERENCE
CHAPTER 3 THE BIG DAY
W E T F E E T I N S I D ER GUID E
ChAPter 1 DEMySTIFyING THE INTERvIEW PROCESS
qualified candidates. And because the vast majority of brand management candidates come from elite MBA programs, youre competing against the best.
must convey you are a thoughtful, collegial coworker with a sense of personal responsibility.
Will You mesh With the team?

The workplace involving consumer packaged goods (CPG) is intensely a team-driven environment. Because of this, organizations are especially eager to hire people whom they think will fit within a team. This might mean a tough adjustment for academic high achievers who are used to working on their own. But as much as interviewers might be gauging your individual strengths, they are also evaluating your ability to work onand possibly leada cross-functional team.
KnOw the JOB
Before You heaD into any job interview, you

need to know what youre applying for. The interview will reveal more about the jobs specifics. But the following elements will help you understand its general contours:
ChAPter 2 GETTING REaDy
position title
A career in brand management follows a standard path, as indicated by the job titles. You start as an assistant brand manager intern, and when you get a full-time job, its as an assistant brand manager; only afterward can you become a full-fledged brand manager. Interns typically come from MBA classes, although some nonMBAs can start in training programs. If you switch companies as an assistant brand manager, youll enter the new firm on the assistant level: You have to know the brand before getting promoted to a brand manager.
ChAPter 3 THE BIG Day
QualifiCations
This typically includes years of experience, core competencies or areas of specialization, required skill sets (software programs, language skills, other technical skills), and degrees or certifications. If youre applying for a training program, interviewers will be looking closely at your undergraduate credentialsGPA, extracurricular activities, any marketing courseworkbut your enthusiasm will weigh just as much. If you are coming from an MBA program, theyll be looking at your concentration. Many schools dont offer a brand-management concentration, but a concentration in marketing will be fine. Further coursework in finance or supply chain will only help your case. In addition to required qualifications, a posting often lists additional qualifications and skills that can help in the job. If you can demonstrate you meet these criteria, your application is likely to rise to the top of the heap.
ChAPter 4 THE BIG MOMENT
Whats Your eQ?

Interviewers are probably less interested in your IQ than your EQyour emotional intelligence. You can have a high IQ and still lack common sense and empathy. Employers are learning that intelligence isnt always the most desired attribute for prospective employees, especially when it comes at the expense of good sense. Although youll want to impress your prospective employer with your smarts, your people skills are vital to your value as a brand management professional: You
ChAPter 5 FOR yOUR REFERENCE
WET F EET IN S IDER GUIDE

Responsibilities
When looking at a job posting, its natural to pay more attention to the qualifications sought than the responsibilities involved. But because those responsibilities could determine the shape of your daily life, it pays to take heed. Youll be better able to gauge if the job suits your career goals and youll be better prepared for the interview itself.
Brands
You probably wont know what brand recruiters have in mind for you. In fact, they might not know either, and you might well end up working on a brand that hasnt been made public yet. Yes, if youre interviewing for a slot at a medical-devices company, you can be sure the job involves medical devices. But broader-based CPG companies have a range of brandsanything from potato chips to laundry detergents. Present yourself as interested in anything that comes along, and be sure not to express distaste for any particular product area.
Will I be able to set my own budget? Whom will I report to? What kinds of vendors will I have to manage? How much will I need to learn about brand management to do my job effectively? How many different tasks will I be expected to juggle at any one time? What hours will I work each week? Will I ever have to work weekends or evenings? Is telecommuting a possibility? Is there any specialized knowledge that would benefit me in this job?
Interview Essentials
This book offers a step-by-step guide through the interview process, describing the preparation youll need and the tactics you can use to make the interview a success. But its useful to bear in mind the overall image you want to project when the big moment arrives. Enthusiasm
This is basic. Enthusiasm alone wont land you the job. But if you dont seem avid about the prospect, the employer will quickly pass you overits that simple. And lip service isnt enough. You may say youre enthusiastic about the chance to work for the company, but if you act apathetic or bored, youre cooked. You should make your enthusiasm clear through attentive posture, an alert tone of your voice, and a smile that says youre glad to be there. Greet the interviewer warmly. Make eye contact, smile, and offer a firm handshake. You should say something like, Im delighted youre taking the time to meet me, and Im really excited about this position and eager to learn more about it, or I heard from an alumnus of my school that this company is a great place to work. Let him know up front youre glad to have this opportunity. If youre unenthusiastic at the start of the process, it bodes ill for your future demeanor on the job.
Deciphering the Ad
Because many job boards and career sites charge

for classified ads by the word or limit the space available for employment listings, the job posting might be short on specificsespecially pertaining to day-to-day responsibilities. If the ad doesnt give a real sense of the jobs responsibilities, contact the employer and ask for a more detailed job description. This can be a competitive advantage in the interview process because youll have more information than other candidates and a better sense of what to ask and say. Make sure to ask: What tasks will consume most of my time? Whom will I interact with most on a day-to-day basis? Who else will be on my team? How many people will I be expected to manage?
W E T F E E T I N S ID ER GUID E
Confidence
You have to demonstrate confidence in yourself to inspire an employers confidence in you. During the nerve-wracking course of a job interview, this might be easier said than done. But bear in mind the basics of confident body language: Make frequent eye contact with your interviewer. Speak up, but not too fast. Dont fidget. Sit upright, but not rigidly. Most important of all, come prepared to state your strengths. Give concrete examples of how youve put them to use. Dont overstate your accomplishments, but dont downplay them either. Keep self-deprecating humor to a minimum: It might be fine when youre with your friends, but this is neither the time nor place for it. If remaining confident is a struggle for you, give yourself a pep talk before the interview. Better yet, enlist an enthusiastic friend to give you one. Or, practice techniques for managing your nerves, such as deep breathing and visualizing success. If youre at ease, the interviewer will be too. Confidence will also show your interviewer you have the potential to lead a cross-functional teama key brand management duty.
Questions
The interviewer shouldnt be the only party asking questions. Youre bound to want to know aspects of the job your research hasnt revealed. Furthermore, you should be paying close attention to clues the interviewer offers and following up with questions where appropriate. If he makes an offhanded remark about work styles or company culture, get him to elucidate: Im intrigued to hear thatcan you tell me more? Nonverbal cues are key too. If you notice the interviewer makes a face or hesitates before speaking, ask him if theres a reason for the gesture. These details will give you valuable insight into the job and the culture, and help you adapt your responses to fit.
You Cant Know Everything

Some people spend the night before an interview boning up on company facts and figures as though cramming for the test of their lives. But an interview isnt an oral exam in which youll be expected to rattle off a list of ten years of product launches; its an exchange between two people, who might soon be coworkers, about shared professional interests. You do need to know something about the industry and the organization, but youre not expected to know it alljust enough to ask your interviewer informed questions, to understand the questions your interviewer asks, and to give reasonable answers. Your common sense should prepare you to give sound answers to any questions that might arise about how you would handle a specific problem on the job. The details will emerge later, when you become part of the team. Like any other conversation, an interview requires give and take, so dont expect to dominate it. Give your interviewer a chance to contribute to the conversation.
INSIDEr SCOOP
Be proactive and enthusiastic, and theyll remember you.
Focus
No doubt you have a wide range of abilities that might impress other people, whether its prowess on the soccer field or a Broadway-ready singing voice. But because these skills dont have much to do with brand management, theres no reason to bring them up. Youll make a more effective impression if you talk about the talents you know match the job description. Present yourself as a specialized professional who has an appeal to a general audience: Your interviewer wants to know you have the specific skills and strengths needed to excel at your job, but also that you are approachable, flexible, and willing to learn.
Getting Ready
Know the Field............................... 8 Know Yourself.............................. 10

Know the Field

Youve just had your morning coffee when you
get the call youve been waiting for: Could you come in for an interview next week? You schedule a time, hang up the phone, do your victory danceand then what? Hold your breath for the next seven days? Not if you want your interview to live up to its promise. You might think you can wing it. Maybe that tactic worked back in school, but theres no grading curve in an interview. If you arent prepared to shine, someone else will beand only one of you is going to get the job. Now is the time for preparation. If you do your due diligence, youll be sleeping like a baby the night before the interview. You should think of the preparation for the interview as a puzzle that needs solving. The employer has needs and you have strengths, experience, goals, and interests. How do they match up? Your answers will come as you prepare. After you receive the call inviting you in for an interview, the first thing you should do is consult the original job posting. (You should make a file of every job posting you answer.) Now you need to dig deeper regarding the company. By the time you get to the interview, you should know about the products it offers, how it fits into its industry, and what kind of corporate culture it offers. It is hoped youve been reading the trades, watching commercials, and scoping out print and online ads.
Industry
New trends and recent developments are the lifeblood of brand management, and you should know these before you sit down to the interview. Do an online search to identify the biggest industry stories and product launches during the past year. Youll need to know the companys main competitors and what kinds of pressure theyre applying. Youll also need to understand relevant industry terms because they might come up in the interview. If youre new to the industry, the interviewer wont expect you to know every bit of jargon, but your mastery of basic terms will show youre a quick study, ready and eager to learn the ropes. You should also take this opportunity to brush up on those old marketing and basic financial frameworks.
CHAPTER 2 GETTING READY
> TIP
You can find a host of invaluable career - and industry-specific information on www.wetfeet.com. WetFeet also publishes brand management-specific Insider Guides: Getting Your Ideal Internship: Brand Management and Careers in Brand Management.
Organization
Researching the organization will help you determine whether this is the right work environment for you, which of your skills and strengths might especially benefit the organization, and what specific organizational challenges you might be able to help solve. This information should give you insight into the organizations culture, needs, and expectations so youll be better prepared for the interview. And, this will give you a key advantage on any candidate who hasnt prepared as thoroughly as you have. Of course, the news medianewspapers, industry publications, business magazinesare good sources for information about the company. You should find out if the firm has won any awards or accolades recently; these are sources of company pride, and
INSIDEr SCOOP
For any interview, you need to be prepared to show competence and intelligent interest, says licensed career counselor Rosanne Lurie. Confidence will only get you so far: No interviewer wants to waste time on people who just waltz in with no idea of the organization or industry trends. Their response is, If you havent bothered to take this position seriously, why should I bother to take you seriously?
your interviewer will take your mention of them as an implicit compliment. But you should go further. If you havent already done so during the application process, its time to email alumni, friends, LinkedIn connections, and former colleagues and ask them if they know anyone who works at the company. Contact these people, explain your interest, and ask if theyd be willing to answer some questions about the company and its culture. They can probably give you a better sense of the companys priorities than any news article can. Whats the atmosphere like? Whats its hierarchical structure? What qualities does it prize in its employees? These company contacts might not give you good information, but if you play your cards right, they might want to put in a good word for you.
The Internship Interview

A standard way to enter brand management is to complete a brand management internship in the summer between the first and second years of your MBA program. Roughly half of brand-management interns end up working full time at their internship companies. Because of this, most students hope to find a good fit in the hope of avoiding another job-application process in the second year of B-school. Companies that target your school for recruiting might represent your best shot, but they do not represent the only possibility of nabbing a brand management internship. An internship interview is no different in its fundamentals than one for a full-time gig or a training program. But because students will not have a track record in brand management, its especially important they emphasize curiosity and enthusiasm. This should characterize your behavior throughout the recruiting process. Recruiters will notice. You might find yourself in the second year of B-school having completed a summer brand management internship, but without an offeror a desire for full-time work with the same company. In this case, you should have your explanation ready. If you decided not to take an offer, it could be that the company didnt offer the right fit or that its location didnt suit you. If you didnt receive an offer, focus not on what went wrong, but on what the present firm offers in comparison and how it fits your professional goals.
The Team
In all but the smallest organizations, you wont be interviewing simply to work at the company, but to join a specific brand. Find out all you can about the brands recent happenings. When you reach a contact inside the organization, be sure to ask what she knows about the brand and the person who will be interviewing you. The About Us page on the companys website also might offer some vital clues. If you can find any personal information about the intervieweruse it. Maybe shes an alumna of your business school. Perhaps theres a point of connection, such as a conference you both attended, a city where you both lived, a colleague you have in common. Convey your excitement about the teams accomplishments to your interviewer and youll be remembered as an enthusiastic, enterprising candidate who is likely to be a great asset.
CHAPTER 3 THE BIG DAY CHAPTER 4 THE BIG MOMENT CHAPTER 5 FOR YOUR REFERENCE

Checklist: Background research

Industry
I am aware of three key competitive pressures facing the industry today. I can think of three competitive opportunities that make this a promising business to be in. I can name the top ten news items in the industry for the past year. When I read through a trade publication, I do not come across many terms with which I am unfamiliar.
Make a copy of this checklist for each position you interview for. I am able to name the companys three main competitive advantages. I can name three of the companys top products and three product or line-extension launches in the past year. I can name the top three news items about this company in the past year. I can recount the basics of the companys history, including how the company was founded. I have leveraged each contact I have in the organization. I know the names of the top executives in the company. When I read through the organizations website, I do not stumble over any terms. I have read all available team member bios on the website, and know where they are from and what their qualifications are.
Organization
I know the companys website very well. I am aware of the key competitive pressures facing the organization today. I have visited the websites of the organizations three main competitors.
Know Yourself
Your Skill Set
Besides the general characteristics detailed above, recruiters are keeping an eye out for specific skills. In your resume, in your interaction with recruiters, and during your interview, you should highlight the following:
ing process are highly qualified. To set yourself apart, work on building relationships with recruiters. Here, too, an ability to communicate effectively will give you an edge.
Analytical Skills and Business Acumen

Brand management requires analyzing and planning for the brands business performance; in fact, brand management is heavier on analytics than true marketing. Especially at larger firms, the job involves more profit and loss statements, economic considerations, and supply chain issues than it does attending commercial shoots or running focus groups. The abilities to look at data and figures (regarding consumers or financials), draw conclusions, and make a sound recommendations are what the job is about. If theyre rusty, revisit
Communication Skills
In brand management, youll be communicating with different departments throughout the day from finance to R&D to sales. As the person who keeps all of the parts of a project in motion, youll need to be able to articulate goals, needs, and ideas to a wide range of people. Youll likely find all your competitors in the recruit-
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the financial and operational frameworks from your business classes. Youll likely have to use them during your internship projects.
Initiative
Your behavior during the recruiting process is a key to demonstrate youre motivated. Dont expect the recruiters to hold your hand; show them through your actions youre a self-starter. You should provide examples, from school or job experience, where you volunteered for an important task or proposed a new project.
Integrity
Integrity is important across all industries, but its key in brand management. Product integrity keeps customers. That emphasis carries into what companies expect from their employees. Be honest about your skills, work experience, and past job responsibilities. Play to your strengths, but dont exaggerate anything on your resume or in a meet-and-greet, however informal, because you might find yourself on the spot when a project calls for the skills youve pretended to possess.
INSIDEr SCOOP
Generally, what were looking for is not what they can do, but what they can get others to do.
Work Ethic
Offer examples from of how your hard work helped you accomplish a task. Make sure recruiters know about your nonacademic achievements: Perhaps youre an accomplished pianist, or a green belt in tae kwon do. Volunteer work is a great indicator of your work ethicif youre a Big Brother or Big Sister, dont hide it! Brand management is a job that requires multitasking and collaboration with all types of people and departments. It is best suited for well-rounded people.
INSIDEr SCOOP
Being a good communicator is huge. We have to ask ourselves, In a cross-functional meeting or a presentation to a buyer, how put-together would this person be?
Leadership
Brand managers are required to show leadership. After all, youre the hub of the wheel, the central point connecting outward to each department. Its a job that calls for intense project-management skills. Having the ability to take the lead is key.
Showing off Your Skills

You might not be aware of your own strengths. Here are some exercises that will help you bring them to the fore: While looking over the job description, make a list of the personal strengths that will probably be required for this job. In most brand management positions, youll be required to employ leadership, people skills, confidence, creativity, organization, and the ability to multitask, but take note of anything else mentioned. For each of the necessary personal strengths for this position, think of an anecdote that illustrates your strength in this regard. For example, talk about a time when you caught an oversight on the annual report, and from then on were entrusted with douCHAPTER 4 THE BIG MOMENT
A Marketing Lens
Candidates need to remember that consumers and marketers dont (and shouldnt) look at products and marketing schemes in the same way. A consumer might say Lays potato chips are addictive and come in great flavors. A marketer would point out that Lays markets various flavor profiles and seeks to lead consumers to discover their preferences. Throughout the recruiting process, turn off your consumer filter and put on your marketing lens.
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ble-checking the financial numbers on all investor communicationsa job that required you to form liaisons with each department in your company. Or, talk about how, while managing customer feedback on a company website, your observations gave you the impetus to brainstorm a site relaunch.
Interests
Ive always found the diaper market so fascinating. Hold it right there! Before you make such a statement, clearly calculated to please the interviewer who, say, manages a diaper brand, be aware it might have exactly the opposite effect by making you seem disingenuous and sowing the seeds of doubt in his mind. The interviewer is looking for a candidate who can envision the challenges ahead, not someone who might quit in disgust when he realizes managing a diaper brand is not, after all, endlessly fascinating. Rather than risk sounding insincere, think long and hard about the job and the elements that do address your longtime interests. Do you like finding ways to keep old staples relevant in todays ever-changing infant market? This could indicate the competency the interviewer is looking for. Find a way to tell her youre that person while staying true to yourself.
Turn off your consumer filter and put on your marketing lens.
Lessons Learned
Nothing is more suspiciousor less impressivethan a flawless candidate. If you seem to exhibit no human failings, it could mean youre hiding some terrible flaw that will come to the fore after youve been hired. Or, it could mean your abilities have come so easily to you that you have no idea what its like to really work at developing a skill. Rather than working at projecting an image of perfection, its better to show youve already learned a few important life lessons. Youll come across as more experienced, wise, hard-working, and human. Hiring managers want candidates who have demonstrated an ability to learn and recover from mistakes. After all, mistakes are inevitable, but the abilities to bounce back and not repeat them are crucial. Because its an interviewers job to probe for possible shortcomings, hes bound to ask you some questions about your blunders. You should come prepared with a story to tell. But how can you talk about one of your own mistakes without impugning your credibility as a candidate? By presenting it as a lesson learned. Tell the interviewer about your misstepthen tell how you retraced your path and recovered. Rather than being an indication of weakness, the lesson learned will demonstrate your maturity and your ability to address adversity.
Why Brand Management?

Few people enter the field of brand management right out of college, so a previous career is certainly a point to be discussed in the interview. Coming from fields that involve business acumen and analytical savvy will give you a leg up, but a persuasive explanation of your interests can help you make a convincing case regardless of your former career. Here are things youll likely be asked: Why does the industry interest you? What evidence do you have of your work experience relating to the field? How are your interests relevant to the position?
INSIDEr SCOOP
If youre coming from an industry thats not marketing, especially from consulting, theyre afraid that youll just end up going back to the field you came form. You have to show them why you wont.
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Goals
To make a successful case for yourself as a candidate, you have to convince the interviewer you do not look at the job as, well, a job, but as an important step on your career path. You need to be clear on how the job would fit into your life plansfor your own sake and to present a compelling case in the interview. Where do you see yourself in five (or ten) years? is a standard interview question. Even if the interviewer doesnt ask it, she will try to gauge your level of interest in the field, your potential commitment to the company, and your long-range planning skills. As youre putting together the career-goals component of the story, ask yourself questions about the following areas: Impact: Will this job offer an opportunity for me to change my community, industry, or the world for the better? Pride: Will the job give me opportunities to shine? Will I be producing work that will add to my own sense of self-worth? Learning: What worthwhile areas of knowledge will the job help me explore?
CHAPTER 2 GETTING READY CHAPTER 3 THE BIG DAY CHAPTER 4 THE BIG MOMENT CHAPTER 5 FOR YOUR REFERENCE
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The Big Day

Look the Part............................... 16 Tips from Head to Toe................ 16 Bring the Right Stuff.................... 18

Youve spent the past week preparing for your interview; you wake up one morning and its right upon you. From the time you get up until the moment you walk through the interviewers door, the choices you make will be crucial to your chances of landing a job offer. Youve worked hard to put your best foot forward. Youve assembled a great resume and written an attention-grabbing cover letter. Ever since you got the appointment for an interview, youve assiduously researched the industry, the company, and the team. You should pay the same close attention to your outfit and grooming. Remember, when you walk through that door, its you the employer is going to seenot your resume. The way you look should reflect the professionalism you intend to bring to the job. Think of a job interview as a formal social event, like a wedding, where certain conventions of dress need to be obeyed. These might vary from industry to industry and company to company. Show you care about the position by taking the time to look sharp, and make sure your attire is consistent with the professional expectations of the position. One great tactic to guide you in your self-presentation is to take a look at your resume. Whos the person described there? Consider your interview attire an outward reflection of your inner strengths. What do you look like? > TIP
Model your entire interview outfit for someone whose taste in clothingand honesty you trust. Ask whether your look seems appropriate for the job, company, and industry for which youll be interviewing.
Look the Part
as you rush out to the interview, you risk showing up looking disheveled and unprofessional. Pick out your clothing at least three days before your interview. This will leave you enough time to make any necessary wardrobe fixes if you discover your suit needs dry cleaning or your stockings have a run. Lay out your clothes, jewelry, socks, and shoes the night before the interview and make sure theyre all clean and free of rips, wrinkles, lint, loose buttons, and hanging threads.
> TIP
When it comes to fashion, conservative is not a necessarily a synonym for dowdy or square. You can dress conservatively, but elegantly and stylishly as well.
Conservative Values
You do want to keep in mind the dress code at the company youre targeting, but youll still want to dress more formally than the office normyoull embarrass yourself far less doing this than by showing up more casually dressed than the interviewer sitting across from you. Established employees might have earned the right to wear sneakers on the job, but you havent yet. The accepted rule of thumb is to make your outfit one or two notches more conservative than what youd wear in the position if you were to land it.
Tips from Head to Toe
The people youll meet at your interview will

be assessing everything about you, from the hair on your head to the shoes on your feet. Heres how you can make sure your look is appropriate.
Plan Ahead
Put the same kind of preparation into planning your self-presentation that youve put into your job research. If you assemble your outfit in a 15-minute mad dash
For Women
Hair
You dont need to look as carefully coiffed as a TV-news anchorwoman, but you definitely want to
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make sure your hair reflects the orderliness you intend to bring to the job. If you have long hair, you can wear it down (as long as it doesnt look shaggy), pulled back with a barrette, or in a neat updo. If your hair makes a statement, consider toning it down: That wacky 1940s snood has to go. Think about how you would fit in with the organization; this is an especially important consideration in established corporate settings.
very discreet pattern and in nonassertive shades, such as whites or pastels. Of course, it should be crisply ironed and stain-free. You might keep the top button unbuttoned to convey an air of relaxation and confidence, but under no circumstances should you expose skin below the clavicle. If you dont shave your legs, be sure to wear pants or opaque stockings.
Makeup
Of course, youll want to make yourself up to look your best. But, your makeup should be subtleno brightly colored eye shadow or lipstick and no heavy mascara or eyeliner. You arent aiming for a career on the stage!
INSIDEr SCOOP
A woman arrived for her interview in a faded, flowered, ruffled shirt; clashing plaid kilt; and knee-high red rubber wading boots, carrying a battered manila folder with papers spilling out. We ended up hiring a guy whose shoes I cant rememberand perhaps thats as it should be.
Jewelry
Keep it understated. You dont want interviewers to be so blinded by your flashy accessories that they overlook you as a person. Remember the old saw about jewelry: Put on all you plan to wear, then take one item off. Avoid any jewelry that makes noise. The only facial jewelry you should wear is earrings, and those should be just a pair of demure studs rather than attention-grabbing hoops. Get rid of eyebrow hoops, nose rings, and lip and tongue studs.
Shoes and Stockings

Sensible, low-heeled shoes are a must. Be sure to wear them a few times before the day of the interview if your toes or heel are blistered, youll literally have started the day off on the wrong foot. The shade can be something other than blackbut not loudand it should match some other aspect of your outfit; that attention to detail will be noticed. In conservative industries, nude pantyhose make the best choice for stockings; in more creative fields, opaque stockings in subdued tones of black, brown, or charcoal are widely acceptable. But patterned stockings are a bad idea, and fishnets are out of the question.
Nails
Whenever you shake hands with your interviewer, pass him material, or emphasize a point with a hand gesture, youre giving him an opportunity to look at your nails. They should be clean and well shaped. You should keep them short or midlengthoffice work and long nails dont mix. Nail polish should be a neutral shade.
For Men
Hair
Neat, clean, and carefully groomed is the way to go. Say goodbye to your foot-high Mohawk or your rainbow weave. If you have short hair, its a plus if you had a haircut less than two weeks before the interview. Long hair is becoming more acceptable in the workplace but it should never look unkempt or unclean. Either pull it back or use grooming products to keep it out of your face during the interview.
Your Outfit
You can wear a business suit or a well-coordinated outfit of a jacket with a skirt or pants. If you wear a skirt, it should not fall more than an inch or two above the knee; this isnt an opportunity to flash your gams. Your blouse should be monochrome or in a
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If you have facial hair, it should be short and well trimmed. Trim your eyebrows and get rid of any nose or ear hair.
Jewelry and Accessories

An ear stud might be acceptable but it should be as understated as possible. In more conservative industries, consider leaving it at home; youll have a chance to revisit the issue if you get the job. Get rid of any other facial jewelry. If your shirt requires cufflinks, make sure they look traditional and dont attract a lot of attention.
office wearing one. In the more creative professions, you can have fun with bold patterns and bright colors. In more conservative fields, stick with the classic regimental stripe or the subtly patterned red power tie.
Shoes and Socks

Your shoes should be dark and polished. You should wear them at least a few times before the day of the interview to make sure theyre a comfortable fit. Socks should be dark and long enough to come up past your pant cuffs when sitting. Whatever you do, dont make the mistake of deciding to wear a shirt that isnt quite right and covering it up with a sweater or jacket for the duration of the interview. You cant predict what the climate control in the interview room will be, and this solution will only make you hot and uncomfortable when the pressure is on.
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If the weather is cold, youll be wearing a coat and maybe gloves, a scarf, and a hat. When you work in the office, this is the first ensemble people will see. Give as much care to your outerwear as to your business attire.
Your Outfit
Even if it isnt the industry norm, youll want to wear a business suit or a nicely matched outfit of pants and jacket. The classic gray business suit is your safest bet. Your shirt should be a neutral monochrome or, at most, discreetly patterned. It shouldnt cling around the neck, shoulder or arms, but it also shouldnt be baggy. (Baggy shirts will show more wrinkles than well-fitting ones.) Wear an undershirt to keep chest hair and pectoral muscles out of sight and out of the interviewers mind; you want to impress him with your professional assets, not your physical ones. Before you put your shirt on, inspect it to make sure its clean and shows no obvious signs of wear, such as holes, a yellowed collar, frayed cuffs, or pulled threads.
Bring the Right Stuff
You are the main asset youre bringing to the

interview. But youll want to come with the right accessories in hand.
Resume, Cover Letters, and References

Your interviewer will probably have a copy of your resume and cover letter in front of her, but its good to have some extras to give to her and to anyone on the team she might introduce you to. Following a bettersafe-than-sorry philosophy, you should bring five to ten copies of each document. This will show preparedness and it will encourage the interested parties to continue thinking about your potential as a job candidate. Before the interview, you should have lined up former employers and colleagues as job references. When you enlist someone as a reference, explain the present job opportunity, and mention aspects of your collaboration that might be pertinent. Dont put anyone on the
Neckwear
With business casual becoming the norm in many industries, its possible youll be interviewing at a company that doesnt require men to wear a tie every day. But the interview is a special case, so its usually best to sport a tie, even if you end up as the only person in the
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spota grudging reference is worse than none at all. Ideally, your entreaties will yield written references you can offer to your interviewer and other stakeholders you meet on interview day. One more thing you might bring along: a cheat sheet of questions you hope to ask or of points you want to make. You obviously do not want to have your head buried in this sheet during the interview, but if you pull it out to consult it, you will show the interviewer youve prepared for this opportunity.
CHAPTER 2 Getting Ready CHAPTER 3 THE BIG DAY CHAPTER 4 THE BIG MOMENT CHAPTER 5 FOR YOUR REFERENCE
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The Big Moment
Showing Up.................................22 Building Rapport.........................22 Showing Your Strengths...............23 Say it with Body Language...........25 Master the Art of Q&A................26 Industry-Specific Questions.........29 Anticipate Some Tough Questions.......................... 31 Reach an Effective Conclusion.....34 Your Exit Strategy........................35 Follow-Up....................................36

Showing Up
The Path to the Interview Room

Your interview begins long before you meet your interviewer. Every person you meet from the moment you step through the door of the building might have the power to influence the decision to hire you. The security guys at the front desk might be on a first-name basis with your prospective colleagues. The people next to you on the elevator might work on the team youre targeting. The receptionist might (probably does) chat up everybody in the company. If you want to make a good impression, its important to be polite and friendly with everyone you meet. Being tense about the upcoming interview is no excuse for not saying hello or forgetting to thank the person who has just given you directions to the office youre looking for. Treating everybody you meet with respect is common courtesy and good business sense.
careful throughout the interview to keep your gaze strictly above the neck. If a wayward glance seems like a sexual advance, it might render the interview a fiasco. Smile, and mean it. This person was intrigued enough by you to pick your resume out of a stack and is dedicating 30 minutes of a busy day just to talk with you. That in itself should give you plenty to smile about. If youre in the room before the interviewer gets there, get to your feet the moment he enters. Traditional etiquette requires this of men in any social setting. But in an interview setting, women, too, can gain from standing up. Its a way of showing your eagerness to meet the interviewer.
Making an Entrance
The first moments of the interview will establish the tone for everything that follows. Here are some tips for starting on a positive note: Shake hands with a firm grip. Limp, wet-noodle fingers are an immediate turnoff conveying the perception of apathy and indecisiveness. If the pressure of the interview has given you sweaty palms, discreetly wipe them on your skirt or pants before you extend your hand. Know your own strengthyou want to show your eagerness to meet the interviewer, not crush his fingers. You might even consider rehearsing your handshake with a friend beforehand. Dont quickly glance away the moment youve metmaintain eye contact for a few seconds. When you meet people, you might be accustomed to lowering your eyes out of reticence, but that will come across as rudeness in an interview. (The interviewer might spend the rest of the session wondering if theres something caught in her teeth!) Also, be
Building Rapport
Put yourself in the interviewers shoes: Would

you rather hire an engaging candidate whose conversation is lively and interesting, or an equally qualified job seeker who is stony-faced and tense? You want the interviewer to understand you have the skills for the job and that youll be an asset to the team. Even if youve already established a relationship with the interviewer earlier in the recruiting process, this interview is the crucial hour. You have to present yourself as someone your colleagues will want to see every day, a person who will make their workplace more enjoyable, not harder. For this reason, its key to establish rapport with your interviewer.
Seek Common Ground

From your background research, you might already know of one or two things you have in common with your interviewer, such as a hobby or an alma mater. Find a way to work these into the conversation if your interviewer doesnt. Nothing establishes rapport like a shared passion or experience.
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Work experiences are another area where you can find commonality with your interviewer. Perhaps you both began your careers in consulting. But stay positive when treading on common territory: Maybe there were aspects of consulting you hated, but these could be the elements he most treasured about the job.
Lighten the Mood

Theres no question an interview is a tense, awkwardly formal situation. Thats why a bit of humor can be a welcome relief. An amusing anecdote or a wry comment can break the ice. But be careful when youre attempting to be humorousyou dont want to be selfdeprecating. Youre there to tout your strengths, not your weaknesses. Also, an erudite comment that flies over the interviewers head might make him resent you. Risqu jokes are out of the question, and ethnic humor is off-the-charts inappropriate. Dont be afraid to be funnybut use discretion.
> TIP
Dont forget to laughor at least chuckleat your interviewers jokes!
Tell a Good Story

Youll want to tout your strengths but you should do it in a way that will engage the interviewer. If you want her to know youre attentive to detail, dont just state the fact point-blank. Tell a story that might pique her professional interest, such as the time you found a software bug that had gone undetected in previous testing and how that vigilance prevented your company from releasing a faulty software program. That kind of information will be of interest to any industry professional and it will vividly illustrate the strength youre hoping to accentuate. Keep your stories work-related. Your grandmothers recent death might have taught you something about the value of family and you might think this illustrates your sensitive nature. But do you really want your interviewer to remember you as the guy whose grandmother just died? Better to tell a story about how your sensitivity to others feelings proved an asset at work.
Beware of TMI
Your prospective employer does not need to know about your romantic history or your drinking habits. These fall under the category of TMItoo much information. Intimate details will not help you build rapport with your interviewer; theyll only cause her to question your judgment. Save those stories for your friends.
Showing Your Strengths

Be a Team Player
To show prospective employers youre prepared for the teamwork the job of a brand manager will entail, be sure to highlight your experiences as part of a successful team as well as your solo achievements. If youve been a manager, youll have experience assembling teams, so highlight that fact. Talk about the teams accomplishments. If youve never managed a team, you can still talk about your experience in forming partnerships and collaborating within your own department and with those outside. If youre part of a team responsible for a successful product launch, talk about it. Whenever possible, replace the first-person singular I with the first-person plural we. If your interviewer asks you to describe what you would do in a work scenario, be sure your answer involves teamwork, such as
INSIDEr SCOOP
One of my interviewers mentioned offhandedly that the company was planning to start using an outside vendor for all its graphic design needs. They had never done it before and they were a little nervous. I seized the opportunity to explain that in my last job I had spent three years managing an outside design agency, and shared some of the pitfalls Id encountered and how I overcame them.
WET F EET IN S IDER GUIDE 23

consulting colleagues, group brainstorming, or making use of expertise in other departments. In other words, your response should not only include an explanation of what I would do, but also a statement of what we could accomplish with a collaborative approach. When you role-play your interview with a friend, note how many times you use the word webecause your interviewers certainly will.
Acknowledging your strengths does not mean indulging in hyperbolic self-promotion. Dont say, Im the best in the business. Stick to assertions you can support with evidence from your work history: I was the top salesperson at the company for four consecutive quarters.
Keeping It within Limits

Nobody is good at everything. As the contours of the position emerge during the interview, it might become clear the company is looking for someone with a different set of skills and strengths than yours. No matter how much you want the job, dont misrepresent yourself. If youre interviewer realizes youre stretching the truth, it will count as a black mark. And if you do get the job, youll be sweating bullets when you show up to work. A much better tactic is to acknowledge your limitations while emphasizing your very real personal strengths. You might not get the job but youll make your way onto the list of people to contact when an appropriate position does become available. Heres the testimony of one job seeker: The interviewer told me: If we could use your set of skills, Id hire you in a minute, but we currently dont have a need of them. However, I happen to know a guy over at this company who is looking for someone with your skills, and I will recommend you to him, and give you his number to call. That led to a job for me.
INSIDEr SCOOP
You have to pay attention to detailsthe words they use, their inflections, the questions they ask. If I see them react to an idea Ive brought up, I explore it; if not, I drop it.
Know Your Worth

False modesty is not a quality that will engage the interviewer. She will expect you to describe your strengths and give examples of how you put them into action. You need to be able to describe your strong points and give examples of how they helped you succeed in work.
Example Scenario
Interviewer: Your reference couldnt say enough about your leadership abilities. Bad response: Oh, Jims such a good friendI guess Ill have to pay him off later! >> A remark like this only undermines the reference and does nothing for you. Good response: Thank you. Jim and I worked together recently on a fundraising campaign for a local theater. My former employer regularly engaged its employees in volunteer work, but I decided to recruit a team and really do something special. We went above and beyond, and it was a very rewarding experience. >> This response confirms the interviewers high opinion of you, and supports that opinion with a concrete example.
INSIDEr SCOOP
An interviewer asked me How good of a leader are you? I fudged the reply: Well, my supervisor said I was one of the three best leaders he has ever worked with. The interviewer followed up with, Yes, but how good a leader do you think you are? My replysomething along the lines of, Well, I think Im very goodtorpedoed the whole session. I didnt get the job. The experience taught me to develop a selection of more powerful statements in response to that question.
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Nonverbal cues can be every bit as important to your interviewer as what you have to say. Even a brilliant remark can be undermined by a tentative delivery. If you avert your eyes while talking about your accomplishments, your interviewer might think youre making them up. Throughout the interview, make sure your body language conveys confidence and openness. If your body language doesnt transmit genuine enthusiasm and engagement, your interviewer might conclude youre just wasting his time. Eye Contact
Be sure you begin and end your responses by looking your interviewer steadily in the eye. When you do look away, try to make sure your eyes arent rolling upwards to the left or right because this indicates youre grasping for ideas. You dont need to stare intently at your interviewer the entire time, but when your interviewer is trying to make a point or close a question, you shouldnt be gazing out the window or idly inspecting the ceiling. Always look directly at your interviewer when you begin to respond to a question so that its clear to whom youre addressing your remarks. Dont let your expression become wooden or fixed, and dont stare blankly or zone out in the middle of your interviewers commentary. Take notes periodically if that will help you stay engaged while your interviewer embarks on a particularly long monologue, but dont stare down at your notes the entire time. You might miss out on some nonverbal cue your interviewer is giving you: rolled eyes, a smile, a grimace.
Say it with Body Language
INSIDEr SCOOP
Recently I was interviewing someone for a position on our team who was an inside referral, very wellconnected to executives in our company. She was plenty smart and enthusiastic. But the entire time we talked, she was looking out the window; it was as if she had someplace better to be. With no eye contact, there was no way to establish trust or tell whether she really cared about the job.
Posture
Remember what your mother always told you: Sit up straight in your chair. This makes you appear confident, alert, and interested in what your interviewer has to say. But dont sit rigidly. Crossed arms indicate wariness or defensiveness, and thats not how you want to approach your interviewer. Instead, keep your hands in your lap or hold a pen in one hand and your notepad on your lap with the other. Tightly crossed legs can make you appear inaccessible, and loosely crossed legs (with one calf resting on the opposite knee) might seem overly relaxed. When your interviewer is speaking, subtly lean forward to demonstrate your interest in her words. Do not rest your head in one hand because this can make you appear bored or sleepy. Nod when appropriate and respond to your interviewers comments with appropriate interjections or exclamations; crack a smile when your interviewer injects some humor into the proceedings. Ask questions for clarification when needed. If you fidget more than once or twice in your interview, your interviewer might think youre too nervous to withstand the pressures of the job. Worse, he might think youre impatient and cant wait for the interview to be over.
CHAPTER 3 THE BIG DAY CHAPTER 4 THE BIG MOMENT CHAPTER 5 FOR YOUR REFERENCE
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Your voice should remain steady through the interview. If you find its beginning to shake, clear your throat and take a breath.

Master the Art of Q&A
Behavior-Based Questioning
Following the philosophy that the best indication of future behavior is past behavior, many brand management interviewers follow a behavior-based strategy. By asking you to describe your past professional behavior, they hope to gauge your potential as a member of the organization.
The interview will start with introductions.

After that, there might be some moments of preliminary chitchat. But soon youll reach the heart of the session: questions and answers. This is the part job seekers usually dread most. But you can keep it from being an ordeal if you change your outlook. The questions your interviewer asks wont demand magic right answersonly answers that are thoughtful, reasoned, and memorable. Instead of seeing yourself as a lowly supplicant to an all-powerful lord, think of the interview as a pleasant peer-to-peer interaction, an exchange of ideas and insights. Your interviewer is a possible colleague, maybe even a future friend. You share common interests in the field. Now youre meeting to explore those interests through a mutual process of question and answer.
INSIDEr SCOOP
We can get a good sense of a candidate when he talks about what hes accomplished. Past experience is a great indication of future success.
What to expect
Most behavior-based questions will begin with: Can you tell me about a time when you or Please describe an instance where you or Could you give me an example of a situation when you. When you hear these cues, know you are being asked to relate a specific anecdote that shows how you applied your talents to help an organization tackle a problem or make the most of an opportunity. Your answer will be judged according to set criteriathink of them as the straight As of behavioral interviewing: Analyzing the opportunity or problem effectively Approaching the opportunity or problem creatively Accessing appropriate team resources to implement solutions Achieving concrete results (with figures when possible)
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While asking questions, an interviewer will often provide clues about the kind of response shes looking for. For instance, the question How exactly might you involve the rest of the technology team in your projects? indicates she considers involving the technology team important. Address this concern in your response and come back to it, when appropriate, as the conversation progresses.
The most important and difficult thing to remember in an interview is that its a conversation. When an interviewer asks you a question, you should keep the same considerations in mind as you would in a social situation. Answering with a long analysis will indicate an offputting degree of self-involvementand no doubt will bore the interviewer silly. A curt yes or no will have an equally objectionable effect, making it seem youre uninterested in the topic at hand. Keep the conversation flowing and let your personality shine.
Sample behavioral questions

1. Please tell me about a time when you had a conflict with someone and how you handled it. 2. Describe an instance when you had to juggle several tasks at once, and tell me how you prioritized your work. 3. Give an example of a time when you seized an opportunity your organization might have otherwise missed.
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Ten Commonly Asked Questions

Many interviewers dont have enough time to spare to dream up new, hard-hitting interview questions. They often resort to the tried-and-true questions that have been asked at millions of interviews. Dont disregard these questions just because theyre hackneyed; they offer you opportunities to shine. You should be ready with sharp, memorable responses.
What are your greatest strengths and weaknesses?

What this really means: Prove to me youd bring value to this organization and show me youre aware of and can learn from your mistakes. How you should answer: Your strengths should be deployable in the job youre discussing. Your weaknesses should fall under the category of lessons learned and should have originated from inexperience rather than an inherent personality flaw.
Tell me about yourself.

What this really means: Im looking for personal insights about you that would make you seem less like a list of credentials and more like a person Id like to work with every day. How you should answer: Talk about strengths that might not be clear from your resume, such as your commitment to hard work and your abilities as a team player. Back these up with compelling stories.
Could you describe for me a time when you had to perform under pressure?
What this really means: Youre going to be asked to perform under pressure here and I want to make sure you can handle it. How you should answer: Think of a high-pressure scenario your interviewer will relate to and then describe how you handled it and the positive outcome you achieved. Just be sure the situation you describe was not made more difficult by factors under your own control because you dont want interviewers to think you create needless drama in the workplace.
What are the best and worst jobs youve ever had, and why?
What this really means: Does this job match your ideal, or are you going to leave this job in six months for something better? How you should answer: Dont emphasize the negatives of past jobs. Talk about each one, even the ones that didnt work out, as a learning opportunity. Present each one as a forward step on your career path leading you to the field of brand management.
What kind of people do you enjoy working with most and least, and why?
What this really means: How are you going to get along with me and/or the others on the team? Are you going to fit in with our corporate culture? How you should answer: You should answer truthfully, but tailor your response to what you know about the organization. Dont use the question as an opportunity to slam former colleagues.
What project are you most proud of and why?

What this really means: What can you do for me and my organization? How you should answer: Have a success story ready to tell. But dont just puff yourself up; talk about how the attributes that led to your previous success can help you in the position under discussion.
What kinds of activities do you enjoy when youre out of work?

What this really means: Are you a well-balanced person with the enthusiasm and passion were looking for?
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How you should answer: Talk about a hobby or pastime you truly care about and link it to a personal strength that will help you on the job.
ood answers to two G standard questions

1. Describe a time when you performed under pressure: Two weeks before a clients annual conference in Kansas City, a tornado took the roof off of the hotel where the attendees were supposed to stay. But as any event planner knows, this is why you always have to have a plan B. I had a block of rooms in another hotel we regularly use for other events set aside in case of overflow, and by pulling a few strings I was able to expand the block to accommodate all the registered attendees. 2. Tell me about a failure youve had in your career: One summer in college I was an intern at a lobbying firm, and I was given a call sheet of 20 elected officials a day to call, along with talking points for each one. One day there was a glitch in the database and all the talking points were mismatched. I was lobbying legislative aides about measures that werent even in their district. The first two calls were just bizarre; by the third call, when the aide said, I think youve got the wrong district, I realized my mistake. I felt about an inch tallbut I learned not to think of technology as infallible, and to always double-check your facts.
Tell me about a failure youve had in your career.

What this really means: How do you handle setbacks? How you should answer: Mention a success story that relates to the position, with numbers and anecdotal evidence to back you up. Then describe a failure that dates from early on in your career and came about because of inexperience. Describe what youve learned from it. The mistake should be understandable, forgivable, unrelated to the job at hand, and should have had no lasting consequences.
Where do you see yourself in three to five years?

What this really means: Are you going to stick around so that we can reap the benefit of the training wed invest in you? How you should answer: I look forward to using the skills and insights Im acquiring to further strategize for the companys brands. If youre applying as assistant brand manager, its fine to say you hope to become a brand manager down the road.
Why should I hire you over other qualified candidates?

What this really means: Lets cut to the chasewhat can you offer me that others cant? How you should answer: This is your opening to reiterate your three major strengths. Then close with a statement of your enthusiasm for the job: I cant imagine another candidate having my passion and commitment to this work. That will be clear once weve had a chance to work together.
Hypothetical Questions
Hypothetical questions are the curve balls of the interviewing game. Interviewers throw them at you to test your ability to think on your feet. Your reactions can show your best professional instincts.
What to Expect
Hypothetical questions begin with How would you or Imagine if you were to or What would you do if. Hypothetical questions are by their very nature
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hard to anticipate, but dont allow yourself to be blindsided by them. If you need to, use these tricks to buy yourself some thinking time: Restate the question: Let me get this straight. What would I do if Praise the question: Thats a good question. Let me think about that Ask for specifics: What resources would be available to the team to solve this problem?
Sample Hypothetical Questions

1. If one of your teammates was having problems at home that were causing him to fall behind on a project, how would you handle the situation? 2. Imagine you were allowed to institute any new workplace policy for one week. What would it be and why? 3. A popular and profitable product in your brand portfolio is drawing criticism from environmental organizations. How would you handle the situation? 4. Lets say the printer made an error and you need my help to fix it before it goes out tomorrow morning, but its already 8 p.m. How would you convince me to stay and help you?
Its more likely to be a pleasant exchange of ideas; it might even occur during lunch. Even if one interviewer does start to fire tough questions at you, chances are another panel member will empathize with your plight and help you to respond. The tricky part of a panel interview is making the conversation comfortable among multiple participants. Make sure you share your attention with all the panelists. Make eye contact with each one. When one of the panelists asks you a question, direct your attention at her but dont make it just a two-person conversation look around and engage the others.
industry-specific Questions
Marketing Case Questions
Recruiters ask marketing case question to test your marketing savvy and marketing intuition. Before you can manage brands, you need to prove that you understand the marketing behind them. One of the biggest mistakes you can make in an interview is to talk about products as a consumer, not a marketer. It weeds out half the people we interview, says one recruiter. For this reason, the interviewer will probably ask you questions like the following, designed to gauge how thoroughly you see brands through a marketing prism:
How to React
The best answer to a hypothetical question is one that ties it to a similar experience to which you took an objective approach. This tactic grounds your answer in reality and allows you to give an example of how well youve handled a difficult situation.
Effective Advertisements
Interviewer: Give me an example of an advertisement that is particularly effective. Bad response: I was flipping through a magazine the other day and remember stopping to laugh at that new dog food advertisement. The way they show dogs at a barbecue is hilarious. >> If you cant remember the name of the product, stopping power is worth nothing. Saying that an ad is funny but not seeing the strategy behind the humor is the response of a consumer, not a marketer.
panel interviews
It doesnt happen often in brand management interviews, but theres always the possibility that youll have to meet with two or more interviewers at once. After you leave, theyll compare notes and offer their assessments. A panel interview can come at the beginning of the hiring process or it might come after the candidate has been through one or more preliminary one-on-one interviews. But despite your worst fears, a panel interview will probably not make you feel like a defendant in a trial.

Good response: I first saw the advertisement for Almost Human dog food in a magazine. Having the dogs barbecue the dog food thats being sold is not only funny and eye-catching, it makes the consumer believe that Almost Human is what her dog would want to eat if he could choose it himself: What dog doesnt like barbeque? I later saw a Web version of the ad on a cooking site geared toward females. This was a smart placement for two reasons: One, this demographic is more likely to have a dog than the average consumer, and two, since the readers appreciate food, they may be more likely than the average consumer to care about the quality of the food they feed their dogs. >> This shows a true understanding of the target consumer.
Good response: The target market for ChillVodka is high-end consumersthe people who drink premium vodka in clubs, either in cocktails or through bottle service. Thats why its a good idea to offer samples at elite clubs: It associates the product with the luxury that its target customers value. It helps that the packaging makes the bottle look chilled, emphasizing the products name. >> This shows understanding of the products positioning.
Bad Marketing
Interviewer: Give me an example of bad marketing. Bad response: That new music streaming mechanism, Listen Now, is a me too product. Its not original other companies are doing the same thing. >>Youre talking about the product itself, not its marketing. Good response: The new music streaming mechanism, Listen Now, seems to be taking the wrong approach to attracting an audience and carving a niche in the market. For example, I heard their premium service advertised on an oldies radio station. Is this their target market? If baby boomers and their older counterparts are who theyre after, theyve got it all wrong; if that demographic streams music, theyll do it from an established service. Those are ad dollars badly spent. But Im not sure what differentiates Listen Now from its competitors, and Im not sure they do either. They havent made a case that theyre offering anything specialand yet theyre charging a higher fee. Consumers need to see what theyre getting for that money. >> This shows an understanding of the products need to define its niche through marketing.
Good Marketing
Interviewer: Give me an example of a product you think is marketed well. Bad response: I just saw a really funny commercial for a new bubble gumbut I forget the name. >> A funny commercial, is only half of it. Wheres the persuasion? If you cant remember the name of the product, it hasnt been marketed well. Good response: The new layered gum, Sweet Mouth, is an innovative product, offering a dessert flavor niche that hasnt been attempted in this category. The packaging doesnt push it as yet another minty-fresh product; instead, it reiterates the dessert concept. >> This shows a marketing eye. Youve emphasized an element that a consumer would understand only subliminally, and talked about how it works within the products marketing strategy. Bad response: I think its great that ChillVodka gives out free shots at bars. >> Those free shots might be a good marketing tactic. But your response shows no marketing insight: It only reveals you like to drink.
INSIDEr SCOOP
Marketing is important in every industry. So if theres great marketing happening in any categoryeven tampons or KY Jellyits fair game for the interview. Just present your point of view in a mature, forthright manner.
30
General Brand Questions

You can expect to hear some of these brand-focused questions, especially if youre interviewing for brand manager positions. Consider your responses to be opportunities to show what you know about the organization: What are some ways in which you think Brand X could learn from its competitors? What would you say are the three consumer trends shaping this category today that are most likely to affect demand for Brand X in the next year or two? What would you say are the three consumer trends shaping this category today that are most likely to affect demand for Brand X in the longer termsay five years from now?
Layoffs and firings

If you were laid off, you can simply explain your position was eliminated as part of a broader institutional business decision such as a restructuring, merger, or shift in the business plan, and leave it at that. It should be enough of an explanation to satisfy your interviewer. If you were fired, briefly explain that the position wasnt a good fit for reasons specific to that job. Dont blame it on personality conflicts, because you dont want to lead interviewers to speculate you cant work well with others. Mention any lessons learned or valued relationships you gleaned from your time in the position and youll sound the wiser for it. Everyone knows someone who has been laid off or fired. Interviewers are predisposed to understand termination of employment, provided you can discuss it without sounding bitter or accusatory.
Anticipate Some Tough Questions
Even the best-crafted resume probably

raises a few awkward questions about detours along your career path. Why did you leave that marketing job after only six months? What were you doing in that year off between your last position in finance and now? Dont get caught unprepared. Have answers to questions about the following potential issues:
Any stated qualifications not evident on your resume

If youve mentioned youre passionate about food brands but your resume doesnt mention the words culinary or food, nows your chance to recoup. Did you take a noncredit knife skills and introductory cooking class at your local culinary school last year? Were you a shortorder line cook during your pursuit of an undergraduate degree? Bring up these accomplishments before your interviewer asks to resolve any lingering doubts about your qualifications.
CHAPTER 3 THE BIG DAY CHAPTER 4 THE BIG MOMENT
Gaps in employment
An unexplained gap of six months or more might raise questions in your interviewers mind about your commitment to your career or even your work ethic. Be prepared to address the issue head-on. Dont approach it defensivelyI was raising my kids, okay? Present your decision as a considered choice consistent with your long-term goals. Maybe you wanted to have kids sooner rather than later so that you could concentrate on your career. A good explanation goes a long way: That decision to spend a year traveling around the wilds of Madagascar might be perfectly consistent with your interest in animals and easily factored into your decision to pursue a CPG company with a pet food portfolio.
Evidence of job hopping

If youve had five positions in the past three years, your interviewer might have reason to suspect youd leave the organization as soon as you get a better offer elsewhere. Explain the circumstances that precipitated so many moves and how those circumstances are different now. Maybe the frequent changes were the result of a combination of a downsizing or your spouse getting reassigned to another state. Or, perhaps you took some short-term contract positions while you were looking for the right jobthis one, naturallyto come along.
31

Career Changes
If this will be your first position in a new field, you need to explain how your skills and strengths are relevant to the position. This might be less of an issue if youre entering brand management from a related field. Career changers who are making a shift to pursue my true calling should be prepared to show evidence of long-term interest in the field theyre entering so employers dont think of them as career hoppers. If you are considering leaving your current career because this seems like too perfect a match for my skills in [marketing and finance] and long-term interest in [food] to pass up, by all means say sothis is the kind of thing employers will be glad to hear. Nothing wins over an interviewer like a shared passion: I enjoyed the work in advertising, but I knew after two brand-management classes in B-school that Id found my true calling. With an anecdote like that, who wouldnt want to give you a job?
straight answer, its time to tip your hand. See the Play It Smart sidebar on this page for advice on disclosing your salary requirements. And for a more in-depth discussion of salary negotiations, turn to the WetFeet Insider Guide, Negotiating Your Salary and Perks.
lay it Smart: how to disclose P your salary requirements

1. BENCHMARK Websites like Salary. com and Glassdoor can show you what you can expect to earn based on your industry, location, skill set, and experience. If you have industry contacts, inquire what entrylevel employees typically make. Or go straight to the source, says Ellen Gordon Reeves, author of Can I Wear My Nose Ring to the Interview? You can call the HR department of a company and simply say, I saw a job advertised at your company and Im wondering what the entry-level salary is for this department. 2. SET A RANGE Your benchmarking should help you determine a bottom linethe absolute minimum youll accept. But rather than a single figure, present your requirements in a ten-thousand-dollar range. This increases the chances that your expectations and the employers budget will overlap and gives you some room to negotiate later on. Reeves suggests writing, My salary requirements are in the $30,000 to $40,000 range, depending on the type and scope of responsibilities. 3. WIGGLE IT Unless the employer is feeling generous, youll probably be offered a salary on the low end of your range. But you still have some wiggle room. Salary is only one part of an employers offer; benefits also carry a lot of weight, and can be used as leverage. If you feel the salary is on the low side given the responsibilities of the position, it cant hurt to bluff a bit and say that you expected more comprehensive benefits and will need a higher salary to offset this.
Money Matters
Perhaps the trickiest question you might be expected to answer in an interview is, What salary are you looking for? Most interviewing experts agree that if at all possible, you want to avoid naming a number before the interviewer does. Here are some good ways to parry the question: Im willing to entertain any fair offer. Ive learned a lot about the position today. Id need to take some time to think about the roles and responsibilities described before I can arrive at an answer. Considering all the elements of a compensation package, I prefer not to discuss salary in isolation. Can you describe a typical compensation package? The initial interview is seldom a good time to talk salary. You dont want to discuss the issue until after youve convinced your potential employer youre the only choice. The best leverage you have in a salary discussion is that they want to hire you. However, you can dodge the salary question once twice at most. If your interviewer pushes you for a
32
Interview Dos and Donts DONT

Monopolize the conversation with a laundry list of your abilities. The interviewers eyes are sure to glaze over.
DO DO
Choose three talents to emphasize, and come prepared with three stories about using those talents to help make your point. When it comes to talking up your abilities, remember the adage less is more.
DONT
Focus your comments on a specialty that will only account for a small percentage of your job. If you are applying for a position where your only writing task is the occasional press release, dont spend ten minutes of your interview talking about what a great writer you are.
DONT
DO
Draw a clear connection between your talents and the responsibilities listed in the job description. For example: I notice the position entails a lot of presentations, client meetings, and conferences. Meeting facilitation and public speaking were my favorite parts of my job as a school principal.
DONT
DO
Get sidetracked into explaining the technical details of your area of specialization. The interviewer will either already know the territory or not be interested.
Explain your expertise in terms your interviewer (who might be an HR rep rather than a technical specialist) is likely to understand. Focus on the problems you identified and the outcomes you achieved rather than on processes you used.
DONT
DO
Give unsolicited advice on how to solve a particular problem youve heard the company is facing. For all you know, the company might have already tried that route or might not be able to afford that solution.
Wait to be asked how youd solve the problem, then present a couple of pragmatic options that demonstrate your understanding of the issues involved.
DONT
DO
Come across as a jack-of-all-trades. If youre equally good at everything, that means youre especially good at nothing.
If youve done your homework, you should know which of your strengths are going to interest your interviewer, so dont hesitate to play these up.
33

Questions You Shouldnt Have to Answer

Some questions are utterly inappropriateeven illegalin an interview. If any of these come up, dont react with indignation. Give the interviewer a way out by saying, Im sorry, Im not sure I understand the question. If he repeats the question instead of dropping it, you can attempt to return the conversation to less personal topics by saying, Why do you ask? Do you expect this will come up in the course of the job? That puts the onus on him to explain the point of the question. If he persists, smile and say, To be honest, I feel put on the spot talking about this since weve only just met. You know how that is. No matter what, you are not obliged to answer illegal questions. (For more resources on this subject, see the For Your Reference chapter at the end of this book.) According to HR Tools, any of the following questions about an applicants protected characteristics could provide grounds for a legal discrimination claim: Are you a U.S. citizen? What is your nationality? Have you ever been arrested? Have you ever filed for bankruptcy? Do you have a physical or medical condition? Are you married? What are your child-care arrangements? Are you a member of a union or labor organization? Have you ever sued a former employer? Have you ever filed a workers compensation claim? What were some of the problems in your last job? When did you graduate from college (or high school)? Are you available to work on Easter Sunday? Are you planning on starting a family? What type of military discharge did you receive?
Reach an Effective Conclusion

Ask Good Questions
The final minutes of the interview can seal the good impression youve made up to that point. This is also the time to explore aspects of the job that might not have been covered. Perhaps youve had a chance to ask questions during the course of the interview. But if you havent, you should definitely take the opportunity now. Incisive, well-thought-out questions will give you insight into the job and enhance the impression that youre a desirable candidate. If you end the session without having asked questions, the interviewer might conclude you arent that interested in the job.
What Good Questions Can Do for You

They can reveal your knowledge of the company and the industry. If the company has just acquired a smaller outfit, for example, you can ask a question such as, How do you think the majority of brand managers will be affected? Or consider an evergreen question such as, How do you reconcile long-term brand building with short-term profit pressures? They can show youve been paying attention. You can refer to comments your interviewer made to personalize your questions: You mentioned the push across food brands to create organic lines. What other overarching trends is your company changing to accommodate? They can establish a personal connection. People like to talk about themselves. Provide an opening for your interviewer by asking, How did you start working with this organization? What are your proudest achievements here?
34
W E T F E E T I N S ID ER GUID E
Ten Very Good Questions to Ask

1. What three words would you use to describe the work environment here? 2. What would you say are the organizations greatest opportunities and challenges in the next three years? 3. How has [major business trend or current event] affected your organization? 4. What are the greatest learning opportunities youve had here? 5. What do you like most about working here? 6. What do you find most challenging about working here? 7. Can you describe three specific opportunities for growth this position offers? 8. What do you see as the potential drawbacks of this position? 9. What personal qualities do the teammates you value most possess? And the most important question of all: 10. What are the next steps I should take to be hired for this position?
better benefits after the fact. Check out benefits and company policies on workmans comp, disability, and maternity leave, paternity leave, and elder-care leave even if you dont expect to need them. You never know how your life circumstances might change.
INSIDEr SCOOP
Interviewees often make the mistake of addressing their remarks exclusively to the male interviewers on a panel. They subconsciously believe thats where the decision-making power lies, which is certainly not always the case. Sharing your attention among multiple panelists can be a hard habit to learn, but its essential in an evermore diverse workforce.
Your Exit Strategy
The interview is coming to a close. Dont wait

until your interviewer is out of steam to start wrapping things up. Instead, obey the old show-business adage: Always leave em wanting more. When you sense its time to wrap things up, put your exit strategy into action by following these steps:
Touchy Subjects
Questions about turnover, expected working hours, and stress levels can be difficult to broach, but if you can ask them sensitively youll find out whether this is a place you really want to work. Also, youll show you know your worth and desire to be part of an organization that values its employees. But there should be no make-or-break tone in your voice; you should be diplomatic and nonconfrontational. Gauge the interviewers openness to your concerns. If the time doesnt seem right, you can wait for a later interview to bring them up.
Make Amends
If you think the interview hit a wrong turn at one point or another, now is the time to modify your answers or clarify your reasoning: I dont want to take too much more of your time, but I did want to get back to that question you asked me about how Id handle a conflict between team members.
CHAPTER 4 THE BIG MOMENT CHAPTER 5 FOR YOUR REFERENCE
Invite Further Questioning

Ask the interviewer if he has any further questions for you. This gives him a chance to address any unresolved issues and it shows youre attuned to his concerns. If he says, No, that about covers it, you should take the hint and thank him for his time.
The Benefits Discussion

One potentially touchy subject is the companys benefit package. You might not want to bring this up until late in the interview process, but be sure you ask about it before you take the job because its hard to negotiate

Reiterate Your Interest

Dont leave any doubt in your interviewers mind about your interest in the position. Interviewers dread rejection too, and they might fear youre uninterested or that you might be settling for a job you dont really want. Look the interviewer right in the eye and say, I was excited about this position even before I came in today, but after talking to you Im more certain than ever that I really want this job. But be sure you mean it!
Make Your Final Pitch

Remind your interviewer in a minute or less of the three main reasons why you are a good match for this position. Dont be shy about repeating your strengths one last time. Make your final sales message clear, quick, and memorable, and you just might cinch the deal.
Ask About Next Steps

You probably wont get your answer on the spot. The interviewer might want to check with her colleagues, or she might have other candidates she wants to assess. Ask how soon you should follow up and mention youd be delighted to have the chance to meet the rest of the team.
Once the interview is over, you should review your notes from the interview and start planning your follow-up. Take a minute to review your performance and identify areas where you excelled and areas you might improve upon if you get the opportunity to interview further for the position. Notes from your interview can help you identify experiences you neglected to mention or questions youd like to ask in follow-up interviews. If your interviewer told you to follow up in a week, mark that date in your calendar. Be sure to call then for your status check. Reiterate your willingness to meet with other members of the team. Just remember, theres a fine line between talking and stalkingif youve called two or three times during the course of a couple of weeks and theres still no definitive response, you might want to downshift your follow-up contacts to occasional emails. The Thank-You Note
The thank-you note is a tactic virtually all career advisers recommend and many candidates overlook. While the interview is still fresh in your mind, sit down and craft a warm, personal thank-you message. Put other candidates oversight to your advantage and send thankyou notes no later than the day after your interview. A typed note on business stationary or a legible handwritten note on an elegant card is ideal. However, a quick, sincere email is preferable to a stunning card that arrives ten days late, when the interviewer has already forgotten your name and offered the job to someone else. In addition to showing your appreciation for your interviewers time, a thank-you note is a prime opportunity to: Mention something you neglected in your resume. Alleviate any concerns raised in the interview. Convey your enthusiasm. Reiterate key strengths you possess that relate to the job. Please see the sample thank-you note on the next page.
Follow-up
Give Your Interviewer Something to Remember You By

Hand over a business card. Everything you can do to keep your candidacy top of mindand top of in-box helps.
Make a Smooth Move for the Door

Look your interviewer in the eye and offer a few words of appreciation for how much you got out of your conversation. Then, be sure you have all your belongings and offer your interviewer a warm handshake and smile. This is a powerful last impression to leave with your interviewerpersonal, meaningful, and consummately professional. This handshake should mark the end of your interview and, ideally, the beginning of a rewarding professional relationship.
36
sample thank-You note

Dear Ms. Gonzales, Thank you again for a most inspiring meeting. I know how hectic your schedule is as you approach the launch of your new frozen pasta entree, and how many candidates you are considering for the assistant brand manager position, so I am especially appreciative you took the time to meet with me and share your insights on the business. Id also like to reiterate my interest in the position, as I feel that my previous marketing experience, financial background, and passion for food make me an excellent fit within your food-focused organization. I look forward to continuing hearing from you, and best of luck with the launch! Warmest regards, Sally P.S.: Your friend and mine, Ruthie, sends her best, and says to say thanks for the pasta samples.
ChAPter 2 GETTING REaDy ChAPter 3 THE BIG Day ChAPter 4 THE BIG MOMENT ChAPter 5 FOR yOUR REFERENCE
37
For Your Reference

Online Resources........................ 40 Recommended Reading.............. 40 Company Research...................... 41 WetFeet Resources....................... 41

Online resOurces
naturallY, Youll want to check out the

websites of the top consumer packaged goods companies, and you already know youll need to study carefully the websites of any companies with which you interview. But thats just the tip of the iceberg. There are many excellent online resources for your brand management research. Here are some of our favorites: Advertising Age is one of the most respected ad industry publications. The website offers rankings of companies based on their ad spending, lists of the top agencies, salary surveys, and up-to-date advertising news. Adweek is a magazine and website that covers media news, including print, technology, advertising, branding and television The Fortune 500 list ranks the 500 biggest American companies, including consumer goods companies, and provides information about revenues and employees for each. interbrands Brandchannel.com provides information on industry conferences, learning opportunities, and careers in marketing. knowledge@wharton, the online publication of the renowned business school; includes a section devoted to marketing issues and news. The McKinsey Quarterly, a publication of the top strategy consulting firm; contains a section focused on marketing-related issues. marketingPower.com, produced by the American Marketing Association and includes tutorials on marketing topics.
ChAPter 2 GETTING REaDy
recOmmenDeD reaDing
Designing Brand Identity
This full-color paperback maps out the branding process and gives readers turn-by-turn directions on how to arrive at a great brand.
Alina Wheeler (Wiley, 2009)
ChAPter 3 THE BIG Day
The Brand Gap: How to Bridge the Distance Between Business Strategy and Design
ChAPter 4 THE BIG MOMENT
Full of examples, simple charts, and punchy visuals, this branding primer teaches how to align strategy, design, and execution to create effective brands.
Marty Neumeier (New Riders, 2005)
Kellogg on Branding
ChAPter 5 FOR yOUR REFERENCE
Although you might want to keep your dictionary handy when reading this collection of mostly academic articles, the chapters written by top executives at Kraft, UPS, and other companies provide a rare glimpse into marketing minds of the major leagues.
Tim Calkins, Philip Kotler and Alice Tybout (Wiley, 2005)
The 22 Immutable Laws of Branding

Laura Ries and Al Ries (Harper Paperbacks, 2002)
Uses lots of examples to illustrate what to doand what not to doto build a strong brand.
40
The Tipping Point: How Little Things Can Make a Big Difference
occupation, education level, and gender for your geographic location; and hard numbers on e-commerce.
Contains provocative ideas relating to how brands become popular and an introduction to viral marketing, the process by which hipsters determine whats cool, and how those ideas spread through key people with vast networks of contacts.
Malcolm Gladwell (Back Bay Books, 2002)
Labor Market Information Center

www.careeronestop.org/lmi/LMIHome.asp See what occupations are hottest in your geographic area and across the nation.
Company Research
Fortune Career Resources
Current Economic Conditions by Federal Reserve District

www.federalreserve.gov/FOMC/BeigeBook/2011 If youre considering relocating to look for work, use this government index known as The Beige Book to identify where the economic prospects are brightest in the United States.
Check out the following sites to gather information on various CPG companies industry standing:
money.cnn.com/magazines/fortune/rankings Fortunes annual reports on the best places to work, most admired companies, and the best places to work for women and minorities are key background reading. Also, check out the columns to discover jobs you never knew existed, the latest on workplace practices such as telecommuting and casual dress, and career quizzes.
The Conference Board

www.conference-board.org Concerned about what those economic indicators mean for your industryand your job prospects? Get experts perspectives on business trends on this site.
Bureau of Labor Statistics Occupational Outlook Handbook

www.bls.gov/oco/home.htm Search this site and the Career Guide to Industries (www.bls.gov/oco/cg/home.htm) to identify opportunities in your field and explore the most promising career options. The Occupational Employment Statistics will help you identify mean salaries, the current rate of layoffs, and wage comparisons for your industry and geographic location. Check out Occupational Outlook Quarterlys special report, Employment Interviewing: Seizing the Opportunity and the Job, at www.bls.gov/ opub/ooq/2000/summer/art02.htm.
WetFeet Resources
Online
A number of resources are available to you at www.wetfeet.com, including: A profile of the CPG industry Real People Profiles of individuals working in brand management and marketing positions, and of employees in the consumer products industry A host of articles on interviewing, resume prep, ne working, switching careers, and many more career related subjects
CHAPTER 4 THE BIG MOMENT CHAPTER 5 FOR YOUR REFERENCE
U.S. Census Bureau

www.census.gov Find the latest economic census figures, including earnings for your industry; earnings cross-referenced by
Insider Guides
Careers in Brand Management
Turn to this Insider Guide to learn everything you need to know about the field of brand management, the
41

opportunities that exist beyond the consumer packaged goods industry, what it takes to succeed as brand manager, the kind of lifestyle you can expect and the hours youll keep, the income youll likely earn as you work your way up the corporate ladder, the most typical career paths for brand managers, and much more.
Networking Works
Getting Your Ideal Internship: Brand Management
Internships are a terrific way to get your foot in the door at a CPG company. Turn to Getting Your Ideal Internship: Brand Management to get the best insight and advice on landing a plum internship and then turning it to your best advantage. Youll find out what questions to ask yourself to help you focus your search for an ideal internship, whether youre an undergraduate, career professional, or MBA; how to navigate the oncampus recruiting process; how to create and structure an internship at a company that doesnt already have a formal internship program; how to maximize your chances of getting an offer for permanent work while working as an intern; and what you can do to make yourself more attractive to prospective employers.
You probably know that most job vacancies are filled well before a job description is even posted. But how do people know about these secret openings? Thats rightnetworking. This Insider Guide will teach you the skills necessary to stay in the loop. So when that perfect job opportunity comes along, youll be miles ahead of the pack. Youll learn how to tap your existing network and expand it even further; how to overcome obstacles to successful networking, such as shyness or embarrassment; alternative means of networking using online and community resources; tips on mastering the subtle art of small talk; how to invite someone to lunch when you know them only through a mutual acquaintance; how to maintain an active network of contacts so theyll think of you and only you when they hear of that perfect job opening; and how to repay the favor when you land the job they told you about.
Careers in Marketing
Turn to this Insider Guide to learn about the difference between marketing and marcom; the opportunities that exist beyond marketing and brand building for the consumer packaged goods industry; what it takes to succeed as a market researcher, marketer, or creative specialist; the kind of lifestyle you can expect and the hours youll keep; the income youll likely earn as you work your way up the corporate ladder; the most typical career paths for marketers; and much more.
42
CHAPTER 1 Demystifying the Interview Process CHAPTER 2 Getting Ready CHAPTER 3 THE BIG DAY CHAPTER 4 THE BIG MOMENT
WetFeet was founded in 1994 by Stanford MBAs Gary Alpert and Steve Pollock. While exploring their next career moves, they needed products like the WetFeet Insider Guides to guide them through their research and interviews. But these resources didnt exist yetso they started writing! Since then, millions of job seekers have used the WetFeet Insider Guides and WetFeet.com to research their next career move. In 2007 WetFeet became part of Universum Communications, the global leader in employer branding. Thanks to the integration of WetFeet into the Universum group, WetFeet products are now used by job seekers all over the world. In addition to our Insider Guides and WetFeet.com, we produce WetFeet magazine, which features career advice tailored to undergraduate students.
>> The WetFeet Story
>> The WetFeet Name
The inspiration for our name comes from a popular business school case study about L.L. Bean, the successful mail-order company. Leon Leonwood Bean got his start because he literally got his feet wet: Every time he went hunting in the Maine woods, his shoes leaked. One day he set out to make a better hunting shoe, doing such a good job that his friends lined up to buy pairs of the boots. And so L.L. Bean was born. The lesson we took from the Bean case? Well, it shows that getting your feet wet is the first step toward achieving success. And thats what WetFeet is here for: To help you get your feet wet and take the right steps toward ever-greater career goals, whatever they may be.
position as a brand manager: the job interview. Competition will be tough, but theres no need to worry. A job interview is really just a conversation that will help determine how youd fare in a brand management position. Show that youve got potential to lead a cross-functional team, analyze market trends and data, and leverage the companys resources to createor maintaina successful product, and the offer could be yours. This Insider Guide will help you make the preparations necessary to keep that conversation focused, productive, and pleasant, so that you can keep your wits about you even when the stakes are high.
>> One thing stands between you and a coveted
ACE YOUR INTERVIEW: BRAND MANAGEMENT
TURN TO THIS WETFEET INSIDER GUIDE TO EXPLORE

WHAT YOU NEED TO KNOW ABOUT THE POSITION, THE ORGANIZATION, AND ITS BRANDS TO EXCEL IN AN INTERVIEW THE TYPES OF QUESTIONS THAT MAKE UP A BRAND MANAGEMENT INTERVIEW THE FUNDAMENTALS OF INTERVIEW SUCCESS, FROM HOW TO DRESS TO HOW TO BUILD RAPPORT A DETAILED EXPLANATION OF MARKETING CASE QUESTIONS, WITH STRONGAND WEAKSAMPLE RESPONSES THE IMPORTANCE OF EMPHASIZING YOUR BUSINESS SAVVY DURING THE INTERVIEW STRATEGIES FOR FOLLOWING UP WITH HIRING MANAGERS AND BUILDING ON YOUR FIRST IMPRESSION
ISBN 978-1-58207-997-4
$ 14.95 U.S.
WetFeet has earned a strong reputation among college graduates and career professionals for its series of highly credible, no-holds-barred Insider Guides. WetFeets investigative writers get behind the annual reports and corporate PR to tell the real story of what its like to work at specific companies and in different industries. www.WetFeet.com

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insider guide

ACE YOUR INTERVIEW

>> The WetFeet Methodology

>> The WetFeet Guarantee

Ace Your Interview: Brand Management

Phone: (215) 546-4900 Fax: (215) 546-9921 Website: www.wetfeet.com

ACE Your interview: Brand management

Ace Your Interview: Brand Management

3 Know the Job 4 Deciphering

Ace Your Interview: Brand Management

41 Company Research 41 WetFeet Resources

25 Say it with Body

26 Master the art

35 your Exit Strategy 36 Follow-Up

Demystifying the Interview Process

Ace Your Interview: Brand Management

CHAPTER 2 Getting Ready

CHAPTER 4 THE BIG MOMENT

What Employers Want

CHAPTER 5 FOR YOUR REFERENCE

CHAPTER 3 THE BIG DAY

ChAPter 1 DEMySTIFyING THE INTERvIEW PROCESS

Will You mesh With the team?

KnOw the JOB

Before You heaD into any job interview, you

ChAPter 3 THE BIG Day

Whats Your eQ?

ChAPter 5 FOR yOUR REFERENCE

WET F EET IN S IDER GUIDE

Ace Your Interview: Brand Management

CHAPTER 2 Getting Ready

CHAPTER 3 THE BIG DAY

CHAPTER 4 THE BIG MOMENT

Because many job boards and career sites charge

CHAPTER 5 FOR YOUR REFERENCE

CHAPTER 1 Demystifying the Interview Process

CHAPTER 2 Getting Ready

You Cant Know Everything

Be proactive and enthusiastic, and theyll remember you.

CHAPTER 4 THE BIG MOMENT

CHAPTER 5 FOR YOUR REFERENCE

WET F EET IN S IDER GUIDE

Know the Field............................... 8 Know Yourself.............................. 10

Ace Your Interview: Brand Management

Know the Field

CHAPTER 2 GETTING READY

CHAPTER 3 THE BIG DAY

CHAPTER 4 THE BIG MOMENT

CHAPTER 1 Demystifying the Interview Process

The Internship Interview

CHAPTER 2 GETTING READY

WET F EET IN S IDER GUIDE

Ace Your Interview: Brand Management

Checklist: Background research

CHAPTER 2 GETTING READY

CHAPTER 3 THE BIG DAY

CHAPTER 4 THE BIG MOMENT

Analytical Skills and Business Acumen

CHAPTER 5 FOR YOUR REFERENCE

CHAPTER 1 Demystifying the Interview Process

CHAPTER 2 GETTING READY

CHAPTER 3 THE BIG DAY

Showing off Your Skills

You Cant Know Everything

The Internship Interview